Work Breakdown Structure Workshop

1. Work Breakdown StructureWorkshop

2. WBS Workshop Objectives • To reinforce the value of and approach towards work breakdown structures • To reinforce the value of integrated scope, cost, time based estimates • To illustrate the use of WBS for Project

3. Workshop Structure • Theory Review • Work an example together • Lunch • Individual WBS development • Share in breakout groups • Debrief whole group

4. WBS • Purpose • Definition • Structure • Guidelines • Work Packages • Implementation • Exercise

5. WBS - Purpose • To plan a project, the total scope of work must be: • identified • subdivided into manageable segments • assigned to individuals responsible to do the work • documented

6. WBS - Definition • A deliverable oriented grouping of project elements which organizes and defines the total scope of the project. Each descending level represents an increasingly detailed definition of a project component.

7. WBS - Guidelines • Should reflect how the Project Manager plans to manage the project • Emphasis must be on meeting project objectives • The larger or more complex the project, the more levels in the WBS • If work is needed that requires effort or funding, it should be included in the WBS • It should reflect the total effort

8. Guidelines - continued • Include three types of project work • Product • Specifically assigned to a physical product as a unique deliverable • This subset is sometimes referred to as the product breakdown structure • Integration • When products are brought together as a unit • Can be at any level • Support • Level of Effort, Administration, Expenses, Improvement Practices, Contractor Management

9. Guidelines (cont) • Sometimes the top level in the WBS should be the project phases • Often though, a work breakdown structure is constructed for each phase

10. WBS - Structure

11. WBS - Product

12. WBS - Integration

13. Regulatory Permitting Legal Intellectual Property Logistics SOP’s Training Spares Philosophy and Provisioning HES Quality Assurance Communications Systems Engineering Purchasing Hazard Analysis Value Improving Practices Others? Typical Integration Elements

14. WBS - Support

15. WBS - Work Packages • Lowest agreed level for management purposes • Enables delegation of responsibility and authority • Results in ownership and accountability • Building block of the Project Baseline Plan • Provides a common basis for • Estimation of Scope, Time, Resources, and Risk • Comparison between plan and actual

16. How to build a WBS • Begin with the Charter, focusing on Objectives and Deliverables • Break the main product(s) down into sub-products • Set the structure to match how you’ll manage the project • Lowest level not too detailed, not too large • Is there a need for Integration? • Identify support activities • Check for completeness - is all the effort included? • Develop a coding structure if needed • Assign work package managers

17. Group Exercise • Using the Project Charter provided, let’s build a work breakdown structure together • We will then develop • A project organization • A linear responsibility chart

18. Individual Exercise • Using the charter you brought, • develop a WBS • Hypothetically assign work package managers • We will be sharing each one of them with the group and critiquing it

19. Suggested WBS Template Process