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PLANNING ENGINEERING AND
PROJECT MANAGEMENT
By
Lec. Junaid Arshad
1
Lecture#04
DEPARTMENT OF ENGINEERING MANAGEMENT
Topics Covered
Work Breakdown Structure (WBS)
WBS Functions
WBS Formats
WBS Specifications
Levels of WBS
General Process for Developing WBS
2
Work Breakdown Structure (WBS)Breakdown of a project into successive levels, in which each level is a finer breakdown of the preceding one.
PMBOK defines WBS as
“A deliverable-oriented hierarchical decomposition of the work to be executed by the project team”.
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A deliverable is defined as any measurable, tangible, verifiable item that must be produced to complete a project.
This definition is often interpreted as meaning objects (i.e. things that can be picked up, manufactured, assembled and delivered)
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WBS-Example
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Prepare Report
Prepare Draft Report
Review Draft Report
Prepare Final Report
WriteFinal Report
PrintFinal Report
6
WBS Functions
The WBS may be the single most important tool and technique in the project management process, since it provides (functions as) a common framework from which:
The total project can be described
(as summation of subdivided elements)
Objectives can be linked
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Planning can be performed
Responsibility can be assigned
Budgets can be established
Information can be communicated
Time, cost and performance can be tracked (monitored)
The level of quality control / performance can be determined
(specifications)
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WBS Formats/StructuresWBS can display in different formats like:
• Tree Diagram/Org-Chart Format
• Indented Outline Format
• Bubble Format
• Cycling Format
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Tree Diagram/Org-Chart Format:
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Prepare Report
Prepare Draft Report
Review Draft Report
Prepare Final Report
WriteFinal Report
PrintFinal Report
WBS vs Organization ChartAfter reviewing the WBS on the previous slide, an important point needs to be reviewed. Although a WBS can be depicted so as to look like an organizational chart, it IS NOT an organizational chart.
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Project Selection 1.1.1.1.1
Project Organization
1.1.1.1.2
Project Planning 1.1.1.1.3
Chapter 1 1.1.1.1
Budget & Cost
1.1.1.2.1
Scheduling 1.1.1.2.2
Project Controls 1.1.1.2.3
Auditing 1.1.1.3.1
Administrative
Closeout
1.1.1.3.2
Writing Text Book
1.1.1
Editing Text Book
1.1.2
Publishing Text Book
1.1.3
Project Management- An Introduction
1.1
BEST Management Books
1.
Chapter 2 1.1.1.2
Chapter 3 1.1.1.3
Editing Chapter 1
1.1.2.1
Editing Chapter 2
1.1.2.2
Editing Chapter 3
1.1.2.3
Project Selection 1.1.1.1.1
Project Organization
1.1.1.1.2
Project Planning 1.1.1.1.3
Chapter 1 1.1.1.1
Budget & Cost
1.1.1.2.1
Scheduling 1.1.1.2.2
Project Controls 1.1.1.2.3
Auditing 1.1.1.3.1
Administrative
Closeout
1.1.1.3.2
Writing Text Book
1.1.1
Editing Text Book
1.1.2
Publishing Text Book
1.1.3
Project Management- An Introduction
1.1
BEST Management Books
1.
Chapter 2 1.1.1.2
Chapter 3 1.1.1.3
Editing Chapter 1
1.1.2.1
Editing Chapter 2
1.1.2.2
Editing Chapter 3
1.1.2.3
Remember the WBS defines a project and groups the project elements for managing a project.
An organizational chart describes the project team that will accomplish the project.
Tree Diagram/Org-Chart Format:
Benefits:
Effectively portrays an overview of project and the hierarchical relationships of different activities, tasks, work packages etc
Often good for a “bird view” of the project (executive summaries,...)
Drawback:
It can become too large and thus less effective for displaying large numbers of activities.
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Indented Outline Format:
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Prepare Report1.0 Prepare draft report2.0 Review draft report3.0 Prepare final report
3.1 Write final report3.2 Print final report
Its easier to read and understand,
When WBS contains many activities.
Project
-Stage
--Task
---Subtask
----work package
Bubble Format:
The bubble in the center represents your projectLines from the center bubble lead to activitiesLines from activities lead to tasks
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PrepareDraft Report Prepare
Report
ReviewDraft Report
ReviewFinal Report
PrintFinal Report
WriteFinal Report
Bubble Format:
Effective for supporting the brainstorming process
Not so good for displaying work breakdown structures to audiences who are not familiar with the project
Use bubble format to develop the WBS, then turn it into Org-Chart or outline format.
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Prepare Report
1.0 Prepare draft report
2.0 Review draft report
3.0 Prepare final report
3.1 Write final report
3.2 Print final report
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PrepareDraft Report Prepare
Report
ReviewDraft Report
ReviewFinal Report
PrintFinal Report
WriteFinal Report
Prepare Report
Prepare Draft Report
Review Draft Report
Prepare Final Report
WriteFinal Report
PrintFinal ReportOrg-Chart Format Outline
Format
Bu
bb
le
Form
at
Combined Formats:
Combination of org-chart and outline formats can be used to
Display activities in org-chart format Display sub activities and tasks in
outline format
This way can be helpful in large projects and works well while developing a WBS using the wall method in the way shown on next slide.
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Combined Format
Wall Planning Method for developing WBS
Developing WBS using the Wall Method has proven to be highly effective in planning large projects. It is recommended method for developing the WBS in group setting.
This method involves using a number of large self adhesive notes and a blank wall. The group will utilize the notes to jointly construct the WBS on the planning wall.
The wall method allows team members to:
See the complete WBS Voice suggestions and comments Quickly add, remove and rearrange tasks as necessary
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Cycling Format:
A cycling format is utilized on research projects that are performed in phases.
Although WBS elements are usually thought of as representing unique, one time events, research projects present a different approach.
In this case, a cycling WBS is recommended because as tasks are executed, new information may create need to repeat tasks at a new level of detail.
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WBS Specifications
Manageable
Integratable
Coded
Measurable21
Note:
These specifications are the minimum requirements when reviewing a WBS for acceptability, and should never be disregarded.
The following specifications are offered to ensure that the WBS can serve its functions.
Manageable
Manageable (in sense) that specific responsibility can be assigned and durations/ costs can be estimated.
Integratable
Integratable, so that the total project can be seen as the summation of the lower level elements.
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Coded
To permit the transfer of information among the planning, accounting and reporting systems.
Measurable
To offer quantifiable (scientific/proven) standards in terms of progress and performance.
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Levels of WBS A typical WBS has three to six levels. It is of course
possible to have projects that require a lot more
levels.
Twenty levels is considered to be the upper limit,
and that is a huge project.
Occasionally, a program level (Level 1) is added in
WBS i.e. in cases where a number of projects are
being managed for the same customer.
The difference between a program and a project is
just of one degree. 24
Increasing the number of levels within the WBS will expand the level of detail at which the project is planned and controlled.
However all experienced project managers know that there is a point of diminishing returns in breaking down a project.
Conversely, neglecting to break the project down for enough will make estimating and accurate tracking very difficult.
NOTE: Finding the proper level of detail requires careful thought and experience.
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WBS Level Names
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Program Level
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Developing a WBS involves subdividing a project into smaller, more manageable elements. This subdividing must be continued until work packages can be defined in sufficient detail to support project planning, execution and monitoring.
The general process for developing WBS is
1. Identify the major elements (tasks and deliverables) of the project.
2. For each major element, decide if adequate cost and duration estimates can be developed at this level of detail for each element. Also determine if responsibility can easily be assigned to a single person or functional group at this level of detail.
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General Process for Developing WBS
3. For those elements for which adequate durations and cost estimates can not be made or responsibilities can not be easily assigned, proceed to step 4. otherwise proceed to step 5.
4. Further subdivide each element into its constituent elements. Repeat step 2 and 3 for each constituent element.
5. Review the WBS for acceptability by comparing it to the WBS specifications.
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