Module 3
Creating the WBS and Planning for
Development of the Project
Schedule
Course material credit: Bob Xourafas, BSc., P.Eng, PMP
Reminders
Bob Xourafas, BSc, P.Eng, PMP
2
Create WBS Process
Outputs:
• Scope Baseline
• Project Document Updates
Bob Xourafas, BSc, P.Eng, PMP
“Organizing and Preparing the Project” Phase:
Create WBS
Project Management Process Groups
Knowledge
Area
Project
Scope
Management
Initiating
Planning
Executing
Monitoring
&
Controlling
Plan Scope
Management
Validate
Scope
Control Scope
Collect
Requirements
Define Scope
Create WBS
4
Closing
Create WBS…
- “Organizing and Preparing the Project” phase
- Starting the development of the Project Management Plan (Develop Project
Management Plan process) that initiates the planning of the entire project
- The Requirements Document (Collect Requirements process) describes the
project requirements
- The Project Scope Statement (Define Scope process) states precisely what
work the project will do to meet the project requirements.
Now we’ll use that comprehensive list of deliverables produced in the
project scope statement to build the framework of the Work
Breakdown Structure (WBS).
5
WBS: Definition
WBS is 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.
The benefit of creating the WBS is that it provides a structured vision
of what exactly must to be delivered by the project, i.e.
- Creates a coded structure for identifying all the projects
deliverables.
6
How do you create a WBS?
• Have you ever mapped out a family tree? It is a similar process.
• The WBS subdivides the project work into smaller, more manageable
pieces of work (deliverables).
• Each descending level of the WBS representing an increasingly
detailed definition of the project work.
7
WBS Example
Practice Standard for
Work breakdown
Structures-2nd Edition
© 2006 Project
Management Institute,
Inc.
8
WBS-Project Management Activities
• Project management activities:
– Go to eCentennial, “Content” area, “Lectures”, Module 3
– See:
• Module 3-ORGANIZING AND PREPARING THE PROJECT.pdf file
9
Create WBS Process
10
Create WBS Process:
Inputs
• Must have a clear understanding of both the project scope and product scope.
• Scope management plan describing how the WBS will be created, maintained
and approved
• Project scope statement sets the boundaries in terms of inclusions and
exclusions and identifies any project assumptions and constraints
• Requirements documentation describing what is needed to complete project
and product deliverables
• Enterprise environmental factors (external industry WBS standards)
• Organizational process assets (WBS and lessons learned form similar previous
projects)
11
Create WBS:
Tools and Techniques
Decomposition
•
•
•
•
•
Structuring and organizing the WBS
Identifying the deliverables and related work
Decomposing the WBS into lower levels
Developing and assigning identification codes
Verifying the degree of decomposition as appropriate
• Appropriate level of decomposition is related to the degree of control required
Expert Judgment
12
Level of Decomposition
• Level of detail in the WBS varies with:
– the complexity of the project, the need for control, the project size, cost,
duration, and other factors such as time reporting
• Excessive detail is costly.
– Fosters a focus on departmental outcomes rather than on deliverable
outcomes
– Creates unproductive paperwork
• Insufficient detail is costly.
– Lack of focus on goals
– Wasted effort on nonessential activities
13
WBS Creation Methods:
WBS by Phase or by Deliverables
There are several ways to decompose work:
By Phase: Let’s say you work in the construction industry.
– The project phases, might include project initiation, planning, design, build,
inspection, and turnover. The next WBS level would be the decomposition of
each phase, and so on…
By Deliverables: A deliverable is a tangible product. If you’re opening a
new store, for example, the deliverables might include:
– location, store build-out, furnishings, product, and so on…
14
WBS Creation Methods:
WBS by Phase or by Deliverables
If you notice in the previous slide:
A WBS Consists of Elements
Elements are described by “nouns” (NOT VERBS), such as:
“initiation, planning, design, build, inspection, turnover, location,
store build-out, furnishings, product”, and so on…
15
WBS Creation Methods:
WBS by Phase
16
WBS Creation Methods:
WBS by Deliverables
17
WBS Creation Methods:
Example: WBS by Deliverables
0
0.1
0.1.1
0.1.2
0.1.3
0.2
0.2.1
0.3
0.3.1
0.3.2
0.4
Deck Project
Foundation
Drawings
Excavation
Concrete
Structure
Wood
Finishing
Stairs
Railing
Project Management
Text Indented
Format
Graphical
Presentation Format
Level 0
Deck Project
0
Level 1
Level 2
Drawings
0.1.1
Foundation
Structure
0.1.2
0.3
0.2
0.1
Excavation
Finishing
Wood
Concrete
0.2.1
0.1.3
18
Stairs
0.3.1
Project
Management
Railing
0.3.2
0.4
Create WBS:
WBS Formats
Graphic format – “organization chart”:
Advantages:
Easily shows the relative levels of the work to be accomplished
Clearly shows the vertical integration of segments from smaller to
larger elements
An effective briefing tool for senior management
Disadvantages:
Very large for complex projects
19
WBS Creation Methods:
“Top-Down” Approach
“ If you want to get the particulars correct, do not
start with the details. Start with the key ideas and,
in hierarchical fashion, form the details around
larger notions”
Dr. John Medina
Brain Rules
20
WBS Creation Methods:
“Top Down”
Practice Standard for Work breakdown Structures-2nd Edition
© 2006 Project Management
Institute, Inc.
21
WBS Creation Methods:
“Bottom Up”
Practice Standard for Work breakdown Structures-2nd Edition
© 2006 Project Management
Institute, Inc.
22
WBS Creation Methods:
“WBS Standards and Templates”
Practice Standard for Work breakdown Structures-2nd Edition
© 2006 Project Management Institute, Inc.
23
WBS Creation Methods:
“Iterations”
Practice Standard for Work breakdown Structures-2nd Edition
© 2006 Project Management Institute, Inc.
24
Create WBS:
Work Packages
The elements of the lowest level in any branch
of the WBS are called “work packages”
Work packages are manageable elements
whose durations and costs can be estimated,
and which can be assigned to an individual or
organization, and then be completed without
interruption
Descriptions of each work package are
contained in the “WBS Dictionary”
25
Work Packages
Create WBS
Rolling Wave Planning
For certain portion of the WBS,
decomposition down to the work package
level may not be possible. In such cases,
portions of the WBS may be earmarked to be
broken down later. This approach is called
“rolling wave planning”
But in all cases, all the work eventually needs
to be included in the WBS.
This is known as the “100% rule”.
26
Work Packages
Create WBS:
The 100% Rule
100% Rule:
This rule states that the WBS includes 100% of the work defined by the
project and captures ALL the deliverables to be completed including
project management deliverables.
The rule applies to all levels within the hierarchy:
The next level of decomposition of a WBS element (child level) must
represent 100% of the work applicable to the next higher (parent) element,
i.e.:
The work content of a WBS element is the sum of the WBS elements
below it.
27
Create WBS
Control Accounts
Control accounts are management
control points. They are placed at selected
points in the WBS where scope, budget,
and schedule are integrated and
compared to the Earned Value (EV) for
measuring the project performance.
Each control account may include one or
more work packages, but each of the work
packages should be associated with only
one control account.
28
Control Accounts
Work Packages
Create WBS
Example: Control Accounts
Work Packages
Control Accounts
29
Create WBS
WBS Dictionary
PMBOK ® Guide 6th
Edition, Glossary
Definition: The WBS dictionary is a document that provides detailed
deliverable, activity, and scheduling information about each component in the
WBS.
Components:
•
•
•
•
•
•
•
•
•
•
•
•
Code of account identifier,
Description of work
Assumptions and constraints,
Responsible organization,
Schedule milestones,
Associated schedule activities,
30
Type of resources required,
Cost estimates,
Quality requirements,
Acceptance criteria,
Technical references, and
Agreement information
Create WBS
Decomposition-Additional Pointers…
Ensure that each WBS element is broken down into at least two
sub-elements.
If not, this means that the sub-element is simply part of the higher-level
element.
Don’t forget to include project management deliverables that you
require to produce at each phase of the project lifecycle!
31
Create WBS
Outputs
Scope baseline
- Scope statement
- WBS
- Work package
- WBS dictionary
PMBOK ® Guide 6th
Edition, pg. 161
32
Create WBS
Outputs
Project document updates
PMBOK ® Guide 6th
Edition, pg. 161
Assumptions Log:
Updates log to include additional assumptions
or constraints identified during the create
WBS process.
Requirements documentation:
The requirements documentation may need
to be updated to include approved changes
33
Create WBS
Integrating the WBS with the Organization
• Organizational Breakdown Structure (OBS)
– “A hierarchical representation of the project organization, which
illustrates the relationship between project activities and the
organizational units that will perform those activities.”
• Depicts how the firm is organized to discharge its work responsibility
for a project.
• Provides a framework to summarize organization unit work
performance.
– Identifies organization units responsible for work packages.
– Ties organizational units to cost control accounts.
34
Create WBS
Integrating the WBS with the Organization
35
Create WBS:
Process Summary
Provides the means for integrating all planning
elements into a single integrative structure
•
•
•
•
•
•
•
•
Description of work
Assumptions and constraints
Responsible organization
Milestones & activities schedule
Resources required
Cost estimates
Quality requirements
Acceptance criteria
36
Create WBS:
Process Summary…
Provides additional benefits including:
• Visual presentation of all project work
• A “think-through” of the project work
• Establishes the project boundaries (in-scope out-of
scope work)
• Prevents “gold plating” (work not in the WBS is work
not in the project)
• Improves the accuracy of estimating (cost, duration
and resources)
• Becomes the “hub” for all further project planning
activities
37
Developing the Project Schedule:
•
Plan Schedule Management Process
• Outputs: Schedule Management Plan
Bob Xourafas, BSc, P.Eng, PMP
Project Schedule Management
Project Management Process Groups
Knowledge
Area
Initiating
Planning
Plan Schedule
Management
Define Activities
Project
Schedule
Management
Sequence Activities
Estimate Activity
Durations
Develop Schedule
Bob Xourafas, BSc, P.Eng, PMP
Executing
Monitoring
&
Controlling
Control
Schedule
Closing
In-Class Discussion
• What is a
project schedule?
• What
information you
expect to see in a
project schedule?
Bob Xourafas, BSc, P.Eng, PMP
• How is it
developed?
Scheduling:
Project Schedule Management*
“Includes the processes required to manage the timely
completion of the project” *.
* Project Management Institute, A Guide to the Project Management Book of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, 2017, Glossary
Bob Xourafas, BSc, P.Eng, PMP
Project Schedule Management:
Overview
The Project Schedule
Management processes and
their associated tools and
techniques are documented in
the schedule management
plan.
The schedule management
plan is a subsidiary plan of,
and integrated with, the
project management plan
through the Develop Project
Management Plan process
Bob Xourafas, BSc, P.Eng, PMP
Scheduling: Schedule Development Approach
2
3
4
1
For example,
MS Project
Adapted from Fig 6.2,
PMBOK, 6E, pg. 176,
Project Management
Institute, Inc.
Bob Xourafas, BSc, P.Eng, PMP
5
Schedule development steps:
1. Development of project
information
2. Selection of scheduling
method, ex., CPM, Critical
Chain, etc.
3. Selection of a scheduling tool
4. Entering the project specific
data into the scheduling tool
to produce the scheduling
model, ex. Gantt chart,
milestones , etc.
5. Producing the project schedule
in terms of schedule
presentations
Scheduling:
Step 5-Presentation of Schedules
Fig 6.2, partial, PMBOK, 6E, pg. 176, Project Management Institute, Inc.
Bob Xourafas, BSc, P.Eng, PMP
Plan Schedule Management
Bob Xourafas, BSc, P.Eng, PMP
Plan Schedule Management
“Plan Schedule Management is the process of establishing the policies,
procedures, and documentation for planning, developing, managing,
executing, and controlling the project schedule”
Bob Xourafas, BSc, P.Eng, PMP
What is a Schedule Management Plan?
• The Schedule Management Plan is a document that
– “is a component of the project management plan” and
– It “establishes the criteria and the activities for developing, monitoring, and
controlling the schedule.”
• The Schedule Management Plan documents
–
–
–
–
Criteria used in managing the schedule
Processes for monitoring and controlling the schedule
How to escalate a significant schedule variance
How to use the integrated change control process to manage changes to the
schedule baseline (approved schedule)
– When and how to update the schedule baseline (approved schedule)
Bob Xourafas, BSc, P.Eng, PMP
Schedule Management Plan
Components
•
•
•
•
•
•
•
•
•
•
Project schedule model development
Release and iteration length
Level of accuracy
Units of measurements
Links to the WBS
Project schedule model maintenance
Schedule control thresholds
Rules of performance measurement
Reporting formats
Process descriptions
Bob Xourafas, BSc, P.Eng, PMP
Research on Schedule Management Plan
• Search the PMI web site for:
– Articles and templates on the Schedule Management Plan
• Search the internet for:
– Articles and templates on the Schedule Management Plan.
• Template Example:
https://www.projectmanagementdocs.com/template/proje
ct-planning/schedule-management-plan/
Bob Xourafas, BSc, P.Eng, PMP
Developing the Project Schedule:
•
Define Activities Process
• Outputs: Activity lists, activity attributes, milestone
list
Bob Xourafas, BSc, P.Eng, PMP
Project Schedule Management
Project Management Process Groups
Knowledge
Area
Initiating
Planning
Plan Schedule
Management
Define Activities
Project
Time
Management
Sequence Activities
Estimate Activity
Durations
Develop Schedule
Bob Xourafas, BSc, P.Eng, PMP
Executing
Monitoring
&
Controlling
Control
Schedule
Closing
Defining Activities
Once we have developed
an overall plan that
describes how to plan for
managing the project time
(Schedule Management
Plan), the first step in
developing the project
schedule is to define the
activities that will be part
of the schedule
Bob Xourafas, BSc, P.Eng, PMP
Activity List
Work
Packages
(from the
WBS)
Steak Dinner Project:
Example-Activity List*
0
Steak Dinner
1.
Materials to
prepare Food
1.1
Groceries
Activity
List
*
Bob Xourafas, BSc, P.Eng, PMP
1.2
Propane
1.1.1 Drive to
Supermarket
1.2.1 Drive to
Gas Station
1.1.2
Purchase
Groceries
1.2.2
Purchase
Propane
1.1.3 Drive
Home from
Supermarket
1.2.3 Drive
Home from
Gas Station
2.
Cooked
Food
2.1
Grill
2.2
Steak
2.1.1
Attach
Propane
2.2.1 Cook
Steak
2.1.2 PreHeat Grill
Adapted from work developed by Roger de Peiza, MSc, PMP
3.
Served
Dinner
2.3
Baked
Potatoes
2.4
Corn on
the Cob
3.1
Table Setting
2.3.1 Wash
Potatoes
2.4.1 Boil
Water
3.1.1 Lay
Table
Cloth
2.3.2 Wrap
Potatoes
2.4.2 Husk
Corn
3.1.2 Place
Settings
and Food
2.3.3 Bake
Potatoes
2.4.3 Cook
Corn
WBS
3.2
Food
Served
3.2.1 Serve
Food and
Eat
Define Activities
Is the process of identifying and documenting the specific actions or a
activities to be performed to produce the project deliverables.
Bob Xourafas, BSc, P.Eng, PMP
Define Activities:
Decomposition
- Each WBS work package is decomposed into a list of activities
- Each activity is described, and a list of its attributes is created.
- The attributes for each activity evolve over time.
Bob Xourafas, BSc, P.Eng, PMP
-
During the initial stages of the project, they include the activity identifier
(ID), WBS ID, and activity label or name.
-
When completed, may include activity codes, activity description,
predecessor activities, successor activities, logical relationships, leads and
lags, resource requirements, imposed dates, constraints, and
assumptions, etc.
Define Activities:
Rolling Wave Planning Technique
- In this technique, a detailed decomposition is performed only for
those activities in the “near terms”, for example, in the next 3
months.
- It is assumed that the project team does not have enough
information about activities pass the “near term” period.
- For the period beyond the “near term”, activities are listed as
“planning packages” with much less detail.
- Once additional information are known for the future activities,
detail planning takes place and the “planning packages” are replaced
with detail activities.
- An important principle of this technique is to perform the detail
planning at regular intervals.
Bob Xourafas, BSc, P.Eng, PMP
Define Activities:
Rolling Wave Planning Technique…
Figure 2.5, Practice Standard for Scheduling-2nd Edition
© 2011, Project Management Institute, Inc.
Bob Xourafas, BSc, P.Eng, PMP
Define Activities:
Milestones
Milestone list:
As we define activities, it would be a good idea to define a list of milestones as well.
A milestone is a significant point or event in a project.
- Milestones have zero duration because milestones represent a moment in
time.
-
-
Project sponsors and senior managers often focus on major milestones when
reviewing projects
Sample milestones for many projects include:
- Sign-off of key documents,
- Completion of specific products,
- Completion of project phases
- Completion of important process-related work, such as awarding a contract
to a supplier
- Etc.
Bob Xourafas, BSc, P.Eng, PMP
Defining Activities…
Work
Packages
(from the
WBS)
Activity List
Activity List
Once all the activities are identified, the next step is to define the sequence
that would be followed in completing each activity (Module 4)
Bob Xourafas, BSc, P.Eng, PMP
The End
Bob Xourafas, BSc, P.Eng, PMP