Scope Management 5.3 Create WBS

Quick Link for Scope Management Process 

5.1 Collect requirement

5.2 Define scope

5.3 Create WBS ( Work Breakdown Structure)

5.4 Verify scope

5.5 Control scope

5.3 Create WBS 

The WBS is a deliverable- oriented decomposition of the work to be accomplished. The WBS organizes and defines the total scope of the project. Work that is not in the WBS is outside the scope of the work.

Key points:

• The WBS subdivides the work smaller components (this called decomposition). Each descending level of the WBS represents an increasingly detailed description of the work.
• Tasks (items) at the lowest level of the WBS are called work packages.
• The word package is the level at which the work can be adequately schedule, cost estimated, monitored and controlled. Accurate work packages are a major factor in accurate project planning.
• The recommended size of a work package is 80 hours.
• A detailed description of each work package is contained in a WBS dictionary.
• A code of account provides a unique numerical identifier for each task in the WBS. Similarly, a chart of accounts groups project expenses into specific categories for the accounting system in the performing organization. Even though this distinction exists, some people use the terms interchangeably.
• An OBS (organizational breakdown structure) shows which work packages have been assigned to which organization units.
• An important benefit of decomposing the project into smaller components is that project participants are forced to carefully think though all aspects of the pending effort. This process reduces the chance that activities might be overlooked during the initial planning.

Create WBS
Inputs	Tools	Outputs
1.      Project scope statement 2.      Requirements documentation 3.      Organizational process assets	1.      Decomposition	1.      WBS 2.      WBS dictionary 3.      Scope baseline 4.      Project document updates

Three Key inputs for create WBS

1. Project Scope Statement: Described in this site, the scope statement identifies major project deliverables which, in turn, may assist in developing the high-level portion of the WBS.

2. Requirements Documentation: Establishes objectives and basic requirements that make it possible to break the work into smaller components.

3. Organizational Process Assets: Organizational Process Assets that may affect creation of the WBS include:

• Existing procedures and templates for the WBS
• Project files from previous projects
• Lessons learned from previous projects

 

One Key Tool for Create WBS 

1. Decomposition: The process of breaking project deliverable into smaller and smaller pieces, in other words, finding the level of detail at which tasks can be adequately planned and managed. Again, the desired level of detail is the work package and is the level at which the cost and schedule for the work can be reliably estimated. Be familiar with the following key factors about decomposition:

• Generally, greater levels of decomposition improve the ability to plan, manage, and control the work.
• However, excessive decomposition can lead to non-productive management (tracking and reporting at an excessive level of detail).
• The WBS represents all work to be accomplished:

·         Project management work is included in the WBS.

·         when all detailed work is rolled up into higher levels, ail the work should be accounted for (PMI refers to this as the 100% rule)

• work should be decomposed to a level at which:

a.       It can accurately estimate.

b.      It is not logical to subdivide it further.

c.       Individual responsibility can be assigned.

• Different deliverables can have different levels of decomposition (one deliverable may be at level 4 while another is at level 6). Course slide #38 shows an example.

This site indicates that the first level of decomposition can be displayed in the following ways:

• Major deliverables
• Major subprojects done by organizations outside the project team
• Phases of the project life cycle
• Hybrid mixtures of ail the above (e.g., phases at the first lever of decomposition and then deliverables' within each phase).

Four Key Outputs for Create WBS

1.      Work Breakdown structure: The key document created by this process is the actual WBS. The WBS includes:

• Work packages: the lowest level of detail shown in the WBS and is also the level at which individual responsibility for the work is assigned
• Control accounts: also historically referred to as cost accounts, is the lowest level in the WBS at which organizational responsibility is assigned' control accounts are management control points where cost, schedule, and scope data are summarized and compared to earned value for performance management.
• Code of accounts: provides a unique numerical identifier for each WBS activity. Some people use the term "chart of accounts” interchangeably.

NOTE: The numerical identifiers provide a mechanism for summarizing cost, schedule and resource information.

2.      WBS Dictionary: A companion document to the WBS, containing a detailed description of each work package and including information such as:

•  Description of the work and technical requirements.
•  Estimated cost and duration, list of schedule milestones.
•  Responsible resources, deliverables.
•  Predecessor activities (for sequencing the work).
•  Code of accounts identifier (the numbering system).
•  Acceptance criteria and quality.

3.      Scope Baseline: The scope baseline is determined by the following components:

• The approved detailed scope statement from the define scope process
• The WBS including the WBS dictionary

4.      Project document updates: Approved change requests may require updates to the requirements documentation.