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Work Breakdown Structure

Work Breakdown Structure. Pantelis Ipsilandis- Dimitrios Tselios. Work Breakdown Structure (WBS). Definition: A deliverable-oriented grouping of project elements that organizes and defines the total scope of the project work. Work not in the WBS is not in scope of the project.

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Work Breakdown Structure

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  1. Work Breakdown Structure Pantelis Ipsilandis- Dimitrios Tselios

  2. Work Breakdown Structure (WBS) • Definition: A deliverable-oriented grouping of project elements that organizes and defines the total scope of the project work. • Work not in the WBS is not in scope of the project. • Each descending level represents an increasinglydetailed description of the project elements. • Often used to develop or confirm a commonunderstanding of project scope.

  3. Breaking Down the work • Top-Down approach • Enter deliverables first and then determine all the tasks needed to accomplish them • Experienced project managers • Bottom-Top approach • Brainstorm about all the tasks and then group them under deliverables • Novice project managers • Two opposite approaches could lead to the same result Top-Down Bottom Up

  4. Hierarchy Diagram Format Table of Contents Format List Format What does a WBS look like?

  5. From WBS-Chart to WBS-List • WBS-chart is converted to an indented list of tasks Building Block Relocation 1. Requirements 1.1 Research Staff Requirements 1.2 Summarize requirements 1.3 Report delivered 2. Location 2.1 ………. Summary Task (Deliverable) Detail Tasks (Duration Estimates) Milestone

  6. WBS – The right level of detail • Too little detail • Can I estimate duration, effort and cost? • Can I find dependencies between tasks? • Can I assign the task to somebody? • Too much detail • Is this task necessary in the WBS? • Is the task merely a reminder or a to-do list item or a real task requiring effort? • Do I want to update all these detail tasks during project execution? • The 1%-10% rule • Duration of task between 1-10% of total project duration • Task not longer than a reporting period • Why is the right level of detail important? Status reportCorrective action  Results achieved  Results visible in status report

  7. WBS Levels • Level 1 • Entire System • Program Element, Project or Subprogram • Level 2 • Major Elements of the System • Top Level Aggregations of Services or Data • Level 3 • Subordinate Items to Level 2 Elements • Generally Common Across Similar Programs

  8. WBSDiagram Project Deliverable 2.0 Deliverable 1.0 Deliverable 3.0 Work Package 2.1 Work Package 1.1 Work Package 3.1 Work Package 1.2 Work Package 3.2 Work Package 2.2 Work Package 3.3 Work Package 1.3 Work Package 2.3 Work Package 2.4

  9. Project Control Communication Control Risk Control Change Control Benefitsof the WBS Risk and Contingency Plans Estimates Schedule WBS Activity List Progress Reports Project Plan

  10. WBS – IT Tools MS Project does not have a WBS view but there are other solutions! - WBS chart (www.CriticalTools.com) - Project+ (www.iil.com)

  11. WBS – IT Tools Importing WBS in MS Project!

  12. Examples – Product Based WBS Source Effective WBS, Gregory T. Haugman, 2002

  13. Examples – Process Based WBS Source Effective WBS, Gregory T. Haugman, 2002

  14. WBS – Other categorizations • Components of the product or service to be delivered. • Subsystems • Projects • Process Phases • Time Phases • Geographic Areas • Organizational Units

  15. Closing The greatest benefit of developing a work breakdown structure is providing a common understanding of all the work required to deliver the product or service.

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