Download WBS - Técnico Lisboa

GPE
engineering project management
We have covered a general introduction to Project
Management, context and processes
Today we begin a TOOLS section, namely with WBS
Project Management in an Engineering
Context
WBS
Mainly PMBOK chapter 5
Knowledge Area
Scope Management
Planning Process Group
Project Scope Management
WBS
As we will see, there is dialectic relationship among WBS and Scope
WBS
SCOPE
WBS is a tool … that … guides you, but … also let’s you reflect on ….
arrangements … other possibilities …. it is also a communication tool, in the sense
that all the team can discuss around it
It is, in fact, a translation of the project, a translation oriented to the project scope
WBS is goal oriented, deliverable oriented, that is, it is
addressed to the objectives of the project. So it provides
a foundation for defining work articulated with project
scope
WBS is used in the following situations
•  To help redefine project scope in terms of deliverables and
even components of the deliverables (scope/WBS
interaction)
•  As a framework to support project status and progress
reports
•  As a communication tool for the team and with the
stakeholders
•  As a key input to process management processes
(Initiating, Planning, Executing, Monitoring and Control and
Closing)
•  As a situational approach to EVM
•  Integrating with the Responsibility Assignment Matrix (RAM)
WBS can be created with an initial scope. And then
evolve as scope is being changed and redefined. This
process is known as progressive elaboration
WBS
SCOPE
The spirit is ‘progress and change are always together’
WBS
Project Scope
Management
Planning process group
Execution
Communication
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Mainly PMBOK chapter 5
WBS is a description (translation) of the project’s work towards
deliverables, clarifying scope, the “what” of the project, not the
how, nor the when
“The WBS organizes and defines the total scope of the project … and
represents the work specified in the current approved project scope
statement. ” (PMBOK, 2013, Section 5.4) 100% RULE
The planned work is contained within the lowest level of WBS, which is called
work packages (sets of activities that produce a deliverable)
Effort’ is the number of work units that is vital to complete an
activity, it is the number of hours we put in, focused on a
particular task, to get a certain job done
Effort is most often expressed in Staff/hours, days or weeks
A work package (WP) is a set of activities that
produce a deliverable
A WP can be scheduled, cost estimated, monitored, and
controlled. In the context of the WBS, work refers to
work needed to produce products or deliverables that
are the result of effort
Effort is basically the same as work if you’re talking about
hours. Technically, effort is a % allocation of your “focus” on a
task
You are painting your house. You work 6 hours a day for 9 days.
Your effort would then be the amount of time you take in a day
multiplied by the number of days you work, which would be 54
hours. The effort you put in is 54 hours (YOU/54h)
2610/16
Instituto Superior Técnico
2610/16
Instituto Superior Técnico
Effort per resource 40h
Microsoft Project in Practice, Using Microsoft Project for a better PMO
Microsoft Project in Practice, Using Microsoft Project for a better PMO
http://shaundicker.com/blog/what-is-the-difference-between-duration-work-effort-hours-and-man-days/
http://shaundicker.com/blog/what-is-the-difference-between-duration-work-effort-hours-and-man-days/
It is common practice to make staffing assignments as soon as the baseline WBS has
been completed. As a result, staffing assignments are made before the schedule is
developed. By doing this, some resources may be assigned to perform work at times
when they are unavailable or may become overallocated. To avoid these problems,
some project managers prefer to develop the schedule before assigning resources.
Unfortunately developing the project schedule prior to assigning resources does not
resolve these issues because the duration of most tasks depends on prior staffing
decisions
WBS ! allocation ! schedule
WBS ! schedule ! allocation
Effort per resource 40h
Microsoft Project in Practice, Using Microsoft Project for a better PMO
http://shaundicker.com/blog/what-is-the-difference-between-duration-work-effort-hours-and-man-days/
Task duration is defined as the amount of work time that elapses between the
beginning of the task and its completion. Work is the actual amount of time it takes
to complete the task. Effort, or staffing as it is sometimes called, is the total amount
of work time assigned to the task. All three of these should be expressed in the
same unit of measurement, i.e., hours, days, weeks, etc.(time)
More about this on crashing
Effort is sometimes measured in man-hours (or man-days,
man-weeks, man-months, or even man-years). Duration is
measured in hours, days, weeks, months, or years
WBS
SCOPE
PMBOK, Fifth Edition, Chapter 5
SOME DEFINITIONS AND ACRONYMS
The WBS should be decomposed to the level necessary to plan
and manage the work, in order to satisfy the project objectives.
Usually it is 3 or 4 levels
WBS needs to be complete (100% rule), but not to be exhaustive
Australian Defence Organisation (ADO),Australian Defense Standard, 2005
DEFINITIONS AND ACRONYMS (NORMATIVE)
WBS dictionary
A support to clarity (WBS reads better)
A support to work (instructions and warnings)
DEFINITIONS AND ACRONYMS (NORMATIVE)
The WBS can be developed in a tool that enables the WBS to contract and
expand (macro/micro view) by WBS Elements to facilitate review and to
ascertain completeness
WBS Modeler
WBS Tool, free
WBS chart pro
……
The WBS and WBS Dictionary shall be revised to incorporate changes and
to reflect the current status of the project in accordance with the defined
control mechanisms
The WBS shall always be Product-oriented
2610/16
Instituto Superior Técnico
COMPLETENESS (Rule of 100%)
All Products that must be delivered to the Acquirer by the Supplier
shall be identified in the Supplier’s WBS
A Work Breakdown Structure is not an exhaustive list of work. It is instead a
comprehensive classification of the project scope
A WBS is neither a project plan, a schedule, nor a chronological listing
All Products that must be delivered to the Supplier by the Acquirer
shall be identified in the Acquirer’s WBS
It is considered poor practice to construct a project schedule (e.g. using
project management software) before designing a proper WBS!
All internal Products should be identified in the WBS
Always define the WBS elements as nouns
WBS updates
other than progressive elaboration of details, require formal change
control
This is another reason why a WBS should be outcome-oriented and not
be prescriptive of methods. Methods can, and do, change frequently, but
changes in planned outcomes require a higher degree of formality
From slide 4
Work Breakdown Structure (1)
•  It is very typical to consider 4/5 phases:
– 
– 
– 
– 
1. Initiation
2. Planning
3. Development
4. Finalizing
Gestão de Projetos de Engenharia
38
1.1
1.2
1.3
Work Breakdown Structure (4)
3.1
•  2. Planning
•  Study and priority list
•  1. Initiation
–  Starting the project
–  Definition of:
•  Stakeholders
•  Objectives
•  Requirements
•  Scope
•  Responsibilities
•  Communication
Gestão de Projetos de Engenharia
39
Work Breakdown Structure (3)
–  Project Management Plan
–  Resources
–  Materials
Work Breakdown Structure (2)
2.1
2.2
2.3
•  3. Development
–  ….
–  …..
–  ….
–  ….
2.4
3.2
3.3
3.4
3.5
2.5
3.6
Gestão de Projetos de Engenharia
40
Gestão de Projetos de Engenharia
41
Work Breakdown Structure (5)
•  4. Finalizing
–  Verify compliance of:
•  Technical specifications
•  Quality specifications
•  Project specifications
–  Lessons Learned
–  Close the project
4.1
4.2
4.3
Gestão de Projetos de Engenharia
42
WBS is a tool to help capture and control project scope
The Work Breakdown Structure (WBS) is a tool that defines a project and groups the
project’s discrete work elements in a way that helps organize and define the total
work scope of the project
A WBS element may be a product, data, a service, or any combination of them. WBS
also provides the necessary framework for detailed cost estimating and control along
with providing guidance for schedule development and control. Additionally the WBS
is a dynamic tool and can be revised and updated as needed by the project manager
http://www.boozallen.com/
In preparing a WBS there are a number of steps that need to be taken to make
sure the WBS developed will help manage your project:
1. Identify final project products necessary for achieving project success. The WBS
should assist the project manager in developing a clear vision of the end product.
You need to answer the following question:
– What must be delivered to achieve project success?
• You may need to review the project scope documents for guidance
2. Identify the major deliverables necessary for project success
– These are items that by themselves do not satisfy the project need but combined
make
up a successful project
– Examples: a design completion, generator delivery, or acceptance test
completions
3. Incorporate additional levels of detail until management requirements for
managing and controlling the project are met
– Remember that each project is different, thus each WBS will be different
– WBS’s from previous projects can be used as templates, but remember that the
management philosophy and the level of details may be different from project to
project
– Understand your controlling and reporting requirements
• Projects have different requirements; make sure you take these into consideration
when developing low level details
4. Review and refine the WBS until the stakeholders agree with the level of project
planning and reporting
– Remember that no matter how detailed a WBS is, there are planning and
reporting
restrictions a WBS creates
Two project management teams can produce different WBS for
a (same) project as it depends on logic, style and other
variables
É muitas vezes útil na RAM, ter uma entrada para quem
autoriza, para além da entrada para quem executa
The RACI model is a straightforward tool used for identifying roles and
responsibilities and avoiding confusion over those roles and responsibilities during a
project. RACI stands for:
Responsible: The person who does the work to achieve the task. They have
responsibility for getting the work done or decision made. As a rule this is one
person; examples might be a business analyst, application developer or technical
architect
Accountable: The person who is accountable for the correct and thorough
completion of the task. It is often the project executive or project sponsor. This is the
role that responsible is accountable to and approves their work
Consulted: The people who provide information for the project
Informed: The people who are kept informed about progress. These are people that
are affected by the outcome of the tasks so need to be kept up-to-date