5.4 Create WBS

Work Package

Used to group the activities where work is scheduled and estimated, monitored and controlled. The work defined at the lowest level of the WBS for which cost and duration can be estimated and managed.

Work

Work products or deliverables that are the result of activity and not the activity itself

Rolling Wave Planning

Decomposition may not be possible for a deliverable or subproject that will be accomplished far into the future. The project management team usually waits until the deliverable or subproject is clarified so the details of the WBS can be developed.

Planning Package

A WBS component below the control account and above the work package with known work content but without detailed schedule activities.

WBS Dictionary

A document that provides detailed deliverable, activity, and scheduling information about each component in the work breakdown structure.

Work Breakdown Structure (WBS)

A hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables.

Control Account

A management control point where scope, budget, actual cost, and schedule are integrated and compared to earned value for performance measurement. Has two or more work packages.

Tools & Techniques - Decomposition

A technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts.

Activities of Decomposition (5)

1. Identifying and analyzing deliverables 2. Structuring and organizing the WBS 3. Decomposing the upper WBS levels into lower-level detailed components 4. Developing and assigning ID codes to WBS components 5. Verifying degree of decomposition is appropriate

Input - Organizational Process Assets (3)

1. Policies, procedures and templates for WBS 2. Project files from previous projects 3. Lessons learned from previous projects

Components to the Scope Baseline

1. Project Scope Statement 2. WBS 3. WBS Dictionary

Input - Project Documents (2)

1. Project Scope Statement - describes the work that will be performed and the work that is excluded 2. Req's Documentation - detailed req's describe how individual req's meet the business need for the project

Inputs to Create WBS

1. Project management plan 2. Project docs 3. Enterprise environmental factors 4. Organizational process assets

Outputs to Create WBS (2)

1. Scope Baseline 2. Project Document Updates

Various WBS structures (3)

1. Using phases of the project life cycle 2. Using major deliverables as the second level 3. Incorporating subcomponents that may be developed by orgs outside the project team (contracted work)

WBS Components

1. Work Package 2. Planning Package

Examples of Info in the WBS dictionary

- Code of account ID - Description of work - Assumptions/constraints - Responsible orgs - Schedule milestones - Associated schedule activities - Resources req'd - Cost estimates - Quality req's - Acceptance criteria - Tech references - Agreement info

Output - Project Documents Updates (2)

1. Assumptions log 2. Requirements documentation

Tools & Techniques for Create WBS (2)

1. Expert judgement 2. Decomposition

Project Scope Statement

Includes the description of the project scope, major deliverables and exclusions

Input - Enterprise Environmental Factors (1)

Industry specific WBS standards - may serve as external reference sources for creating the WBS

Key benefit of Create WBS

It provides a framework of what has to be delivered.

Tools & Techniques - Expert Judgement

Should be considered from individuals with knowledge from similar projects

Input - Project Management Plan

The Scope Management Plan within the Project Management Plan documents how the WBS will be created from the project scope statement.

Output - Scope Baseline

The approved version of a scope statement, WBS and its associated dictionary. Can only be changed through formal change control procedures and is used as a basis for comparison.

Create WBS

The process of subdividing project deliverables and project work into smaller, more managable components

100 Percent Rule

The total of the work at the lowest levels should roll up to the high levels so that nothing is left out and no extra work is performed