Project Scope Management WBS Mainly PMBOK chapter 5 Planning Process Group WBS Knowledge Area Scope Management * See at the end *
As we will see, there is dialec'c relaAonship among WBS and Scope WBS SCOPE WBS is a tool … that … guides you, but … also let’s you reflect on …. arrangements … other possibiliAes …. it is also a communicaAon tool, in the sense that all the team can discuss around it It is, in fact, a transla'on of the project, a transla/on oriented to the project scope, to the what is necessary to do to achieve the goal WBS is goal oriented, deliverable oriented, that is, it is addressed to the objecAves of the project (goal). So it provides a foundaAon for defining work arAculaAng with project scope WBS is used in the following situaAons: •  To help define project scope in terms of deliverables and even components of the deliverables (scope/WBS interacAon) •  As a framework to support project status and progress reports •  As a communica/on tool for the team and with the stakeholders •  As a key input to process management processes (project management plan) •  As a situaAonal approach to EVM •  IntegraAng with the Responsibility Assignment Matrix (RAM) WBS can be created with an iniAal scope. And then evolve as scope is being changed and defined. This process is known as progressive elabora'on WBS SCOPE The spirit is ‘progress and change are always together’ WBS Project Scope Management Planning process group ExecuAon CommunicaAon Mainly PMBOK chapter 5 d in
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WBS is a descripAon (transla'on) 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, 2008, SecAon 5.3) 100% RULE The planned work is contained within the lowest level of WBS, called work packages (sets of acAviAes that produce a deliverable) A work package (a set of acAviAes that produce a deliverable) can be scheduled, cost esAmated, monitored, and controlled. In the context of the WBS, work refers to work products or deliverables that are the result of effort and not to the effort itself It is common pracAce 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 Ames 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 duraAon of most tasks depends on prior staffing decisions WBS à allocaAon à schedule WBS à schedule à allocaAon duraAon = work ÷ effort work = duraAon x effort effort = work ÷ duraAon Task dura/on is defined as the amount of work Ame that elapses between the beginning of the task and its compleAon. Work is the actual amount of work Ame it takes to complete the task. Effort, or staffing as it is someAmes called, is the total amount of work Ame assigned to the task. All three of these should be expressed in the same unit of measurement, i.e., days, weeks, etc.(Ame)(*) More about this on crashing (*)Effort is measured in man-­‐hours (or man-­‐days, man-­‐weeks, man-­‐months, or even man-­‐years). DuraAon is measured in hours, days, weeks, months, or years WBS SCOPE PMBOK, Fourth EdiAon, Chapter 5 The WBS should be decomposed to the level necessary to plan and manage the work, in order to saAsfy the project objecAves WBS needs to be complete (100% rule), but not exhausAve DEFINITIONS AND ACRONYMS (NORMATIVE) Australian Defence OrganisaAon (ADO),Australian Defense Standard, 2005 DEFINITIONS AND ACRONYMS (NORMATIVE) DEFINITIONS AND ACRONYMS (NORMATIVE) 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 DicAonary 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 COMPLETENESS (Rule of 100%) All Products that must be delivered to the Acquirer by the Supplier shall be idenAfied in the Supplier’s WBS All Products that must be delivered to the Supplier by the Acquirer shall be idenAfied in the Acquirer’s WBS All internal Products should be idenAfied in the WBS A Work Breakdown Structure is not an exhausAve list of work. It is instead a comprehensive classificaAon of project scope A WBS is neither a project plan, a schedule, nor a chronological lisAng It is considered poor prac/ce to construct a project schedule (e.g. using project management sogware) before designing a proper WBS! Always define the WBS elements as nouns A WBS is not an organizaAonal hierarchy. Some pracAAoners make the mistake of creaAng a WBS that shadows the organizaAonal chart. While it is common for responsibility to be assigned to organizaAonal elements, a WBS that shadows the organizaAonal structure is not descripAve of the project scope and is not outcome-­‐oriented. See also: responsibility assignment matrix (RAM) (also called a Staffing Matrix, Some'mes RACI) WBS updates, When other than progressive elaboraAon of details, updates require formal change control This is another reason why a WBS should be outcome-­‐oriented and not be prescrip/ve of methods. Methods can, and do, change frequently, but changes in planned outcomes require a higher degree of formality From slide 4 hjp://www.boozallen.com/ 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 combinaAon of them. WBS also provides the necessary framework for detailed cost esAmaAng and control along with providing guidance for schedule development and control. AddiAonally the WBS is a dynamic tool and can be revised and updated as needed by the project manager 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. IdenAfy 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 quesAon: – What must be delivered to achieve project success? • You may need to review the project scope documents for guidance 2. IdenAfy the major deliverables necessary for project success – These are items that by themselves do not saAsfy the project need but combined make up a successful project – Examples: a design compleAon, generator delivery, or acceptance test compleAons 3. Incorporate addiAonal levels of detail unAl 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 reporAng requirements • Projects have different requirements; make sure you take these into consideraAon when developing low level details 4. Review and refine the WBS unAl the stakeholders agree with the level of project planning and reporAng – Remember that no majer how detailed a WBS is, there are planning and reporAng restricAons a WBS creates Two project management teams can produce different WBS for a (same) project as it depends on logic, style and other variables The RACI model is a straighporward tool used for idenAfying roles and responsibiliAes and avoiding confusion over those roles and responsibiliAes during a project. RACI stands for: Responsible: The person who does the work to achieve the task. They have responsibility for geqng the work done or decision made. As a rule this is one person; examples might be a business analyst, applicaAon developer or technical architect Accountable: The person who is accountable for the correct and thorough compleAon of the task. It is ogen the project execuAve or project sponsor. This is the role that responsible is accountable to and approves their work Consulted: The people who provide informaAon 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 É muitas vezes úAl na RAM, ter uma entrada para quem autoriza, para além da entrada para quem executa 1. Which of the following could be an appropriate WBS code for a work package at the fourth level in a WBS where the top level code is 1.0? A) 1.4 B) 1.1.1.1 C) 1.2.3.4 D) a and c E) b and c 2. Which of the following Project Scope Management processes involves subdividing the major project deliverables into smaller, more manageable components? A) Plan Scope Management B) Define Scope C) Validate Scope D) Control Scope E) Create WBS