14th Annual International
Integrated Program Management Conference
Conference Proceedings
Introduction
Program Managers
Dr. John Singley, PMP
CPM VP of Professional Development
Susan Wood
Deputy DPM Director of Conferences
Conference Chairs
Peggy Poindexter, NIMA
Robert Simpson, Northrop-Grumman
Program Coordinators
Frederick Manzer, Facilitated Discussions
John Singley, Practice Symposia
Nicholas Pisano, Tool Demonstrations
Tony Finefield, Topical Workshops
Eleanor Haupt, Topical Workshops
Michael Judd, Training Seminars
TABLE OF CONTENTS
Practice Symposia
Tool Demonstrations
Topical Workshops
Training Seminars
Building Professionalism in Project Management TM
CPM 500: Principles of Technical
Management
Lesson A: Development of The Work
Breakdown Structure
Instructor
Parviz F. Rad, Ph.D, PE, PMP,CCE
prad@stevens -tech.edu
Ph: 201201-216
216--8126
IPM 2002 Fall Conference
PMI--College of Performance Management – Professional Education Program
PMI
Copyright: 20022002 - Parviz F. Rad / Stevens Institute of Technology
1
M-WBS
7/1/2002
Work Breakdown Structure
7/1/2002
© Project Management Engineers
1
Work Breakdown Structure
A Uniform, Consistent, And Logical
Methodology
For Dividing The Project
Into Small Manageable Components
For The Purposes Of
Planning, Estimating, And Management
7/1/2002
© Project Management Engineers
© Project Management Engineers
2
1
.
M-WBS
7/1/2002
Why Develop WBS
WBS Provides A Systematic Planning
Process
n WBS Reduces The Omissions Of Key
Project Tasks
n WBS Simplifies The Project By Dividing
It Into Manageable Units
n
7/1/2002
© Project Management Engineers
3
Why Ddevelop WBS
n
WBS Provides A Framework For
– Common Reference For All Project Planning
Elements
– Defining Specific Tasks Within A Project From
Which Better Schedules And Better Estimates Can
Be Developed
– Integrating Project Plans For Time, Resources,
And Quality
– Linking Activities With Resources
– Facilitating Communication
7/1/2002
© Project Management Engineers
© Project Management Engineers
4
2
.
M-WBS
7/1/2002
Work Breakdown Structure
n
Road Map For Planning And Managing
– Definition Of Work
– Time Estimates
– Cost Estimates
– Resource Allocation
– Expenditures
– Changes To The Plan
– Productivity
– Performance
7/1/2002
© Project Management Engineers
5
Advantages
Of a Work Breakdown Structure
n
n
n
n
n
n
n
n
Ease In Planning
Ease In Definition Of Responsibilities
Ease In Monitoring
Ease In Reporting
Basis For Budgets For Different Components
Ease In Linking Objectives To Resources
Ease Of Cost/Schedule Integration
Ease In Summarization Of Costs
7/1/2002
© Project Management Engineers
© Project Management Engineers
6
3
.
M-WBS
7/1/2002
Work Breakdown Structure
Divide The Work Into 3-9 Categories
n Divide Each Category Into 3-9
Packages
n Divide Each Package Into 3-9 Modules
n Divide........
n Divide........
n Divide........
n
7/1/2002
© Project Management Engineers
7
Characteristics Of Projects
Identifiable
n Attainable
n Assignable
n Controllable
n
7/1/2002
© Project Management Engineers
© Project Management Engineers
8
4
.
M-WBS
7/1/2002
Characteristics Of Elements
Identifiable
n Attainable
n Assignable
n Controllable
n
7/1/2002
© Project Management Engineers
9
Characteristics Of Elements
At The Lowest Level Of WBS
Identifiable
n Attainable
n Assignable
n Controllable
n Indivisible
n
7/1/2002
© Project Management Engineers
© Project Management Engineers
10
5
.
M-WBS
7/1/2002
Work Breakdown Structure
À
Deliverable -Oriented
a Product
a Functional System
a Physical Area
Á
Schedule-Oriented
` Task or Activity
` Sequential (Phases)
Â
Resource-Oriented
_ Disciplines
_ Administrative Units
_ Financial Accounts
7/1/2002
© Project Management Engineers
11
Projects
Product-Oriented Or Process-Oriented
Designing And Building
The First Supersonic Jumbo Jet
Is A Deliverable-Oriented Project
Manufacturing Each Of The Next 245 Planes
Is A Process-Oriented Project
7/1/2002
© Project Management Engineers
© Project Management Engineers
12
6
.
M-WBS
7/1/2002
Projects
Product-Oriented Or Process-Oriented
n
Product Oriented
– Deliver A Final Product Such As A Car, An
Airplane, A Building, An Organizational
Structure, A Set Of Design Documents
n
Process Oriented
– Somewhat Repetitious Such As A Lumber Mill,
A Refinery, An Environmental Cleanup
– The Project Resembles A Checklist That, Just
The Same, Needs To Be Estimated And
Scheduled
7/1/2002
© Project Management Engineers
13
Product or Process
n
Product
–
–
–
–
–
–
7/1/2002
© Project Management Engineers
n
New Bank
New Laboratory
New Facility
New Plant
Software Upgrade
New Facility Design
Process
–
–
–
–
–
© Project Management Engineers
Annual Close-Out
Oil-Gasoline
Chemicals-Plastics
Monitor Productivity
Monthly Payroll
14
7
.
M-WBS
7/1/2002
Process-Oriented Projects
n
n
Process-Oriented Projects Tend To Have
Task-Oriented Elements For Most Of The
WBS; Certainly At The Lower Portion Of
The WBS
It Is Difficult, Although Not Impossible, To
Develop Deliverable-Oriented Elements
For The Top Levels Of The WBS For Most
Process-Oriented Projects
7/1/2002
© Project Management Engineers
15
Product-Oriented Projects
n
Product-Oriented Projects Can Have
Product-Oriented WBS Elements For Most
Of The Project, With The Exception Of The
Bottom 1-2 Levels
7/1/2002
© Project Management Engineers
© Project Management Engineers
16
8
.
M-WBS
7/1/2002
Transition From
Task-Oriented Planning
n
n
Those Who Have Exclusively Developed
Task-Oriented WBS, May Initially Find It
Difficult To Develop Product-Oriented
WBS.
Such difficulty is minor for ProductOriented Projects, and significant For
Process-Oriented projects.
7/1/2002
© Project Management Engineers
17
Product-Oriented or Process-Oriented
n
n
Process-oriented WBS is more appropriate
for cost-plus projects, for internal projects,
or in projects that the activities or the stepby-step process is of utmost importance.
Product-based WBS is most useful in
projects where it is important to know the
cost/duration of each delivered module
rather than the activities that produced that
module or that group of modules.
7/1/2002
© Project Management Engineers
© Project Management Engineers
18
9
.
M-WBS
7/1/2002
WBS Complications
n
Procurement (Could Refer To)
– People Who Buy Things, or
– Department That Employs Them, or
– Process of Buying Things
7/1/2002
© Project Management Engineers
19
WBS Complications
n
Mechanical (Could Refer To)
– Mechanical Engineering Design Process, or
– Mechanical Portion of The Deliverable, or
– Mechanical Engineers, or
– Department That Employs Them, or
7/1/2002
© Project Management Engineers
© Project Management Engineers
20
10
.
M-WBS
7/1/2002
WBS Complications
n
System (Could Refer To)
– System That Is Delivered To Client, or
– Software Portion of The System, or
– People Who Write The Software, or
– Department That Employs Them, or
– Process of Writing Software
7/1/2002
© Project Management Engineers
21
Ambiguity
The Project
Procurement
Systems
Civil
Mechanical
Legal
The Basis of Division at This Juncture Could Be
âDiscipline
âAdministrative Unit
âActivity
âA Collage of All of The Above
7/1/2002
© Project Management Engineers
© Project Management Engineers
22
11
.
M-WBS
7/1/2002
Avoiding Ambiguity
n
If There is a Possibility of Ambiguity in
Naming the WBS Elements, Use
Qualifiers Such as:
– Mechanical Engineering Department
– Civil Engineers
– Procurement, Phase II
– Software Module
– Mechanical Drawings
– Contract Documents
7/1/2002
© Project Management Engineers
23
Work Breakdown Structure
A Uniform, Consistent, And Logical
Methodology
For Dividing The Project
Into Small Manageable Components
For The Purposes Of
Planning, Estimating, And Management
7/1/2002
© Project Management Engineers
© Project Management Engineers
24
12
.
M-WBS
7/1/2002
Work Breakdown Structure
7/1/2002
© Project Management Engineers
© Project Management Engineers
25
13
.
M-WBS Example
7/1/2002
WBS Example
7/1/2002
© Project Management Engineers
1
Sample
Work Breakdown Structure
n
n
n
n
Power House
Factory
Office
Grounds
7/1/2002
© Project Management Engineers
© Project Management Engineers
2
1
M-WBS Example
7/1/2002
Sample WBS
Project
Power House
7/1/2002
Factory
Office
© Project Management Engineers
Grounds
3
Sample
Work Breakdown Structure
n
Power House
– Steam Generation System
– Electrical Generation System
– Electrical Transmission System
n
Factory
– Receiving Equipment
– Processing Equipment
– Packaging Equipment
– Shipping Equipment
n
n
Office
Grounds
7/1/2002
© Project Management Engineers
© Project Management Engineers
4
2
M-WBS Example
7/1/2002
Sample WBS
Project
Power House
Factory
Steam Generation System
Receiving Equipment
Electrical Generation System
Processing Equipment
Electrical Transmission System
Packaging Equipment
Office
Grounds
Shipping Equipment
7/1/2002
© Project Management Engineers
5
Sample
Work Breakdown Structure
n
n
n
Power House
Factory
Office
– First Floor
– Second Floor
– Penthouse
n
Grounds
– Phase One, Bushes & Trees
– Phase Two, Seeding For Lawn
– Phase Three, Walkways
– Phase Four, Parking Lot
7/1/2002
© Project Management Engineers
© Project Management Engineers
6
3
M-WBS Example
7/1/2002
Sample WBS
Project
Power House
Factory
Office
Grounds
First Floor
Bushes, Trees
Second Floor
Lawn
Penthouse
Walkways
Parking Lot
7/1/2002
© Project Management Engineers
7
Sample WBS
Project
Power House
Factory
Office
Steam Generation System
Receiving Equipment
First Floor
Bushes, Trees
Electrical Generation System
Processing Equipment
Second Floor
Lawn
Electrical Transmission System
Packaging Equipment
Penthouse
Walkways
Shipping Equipment
7/1/2002
© Project Management Engineers
© Project Management Engineers
Grounds
Parking Lot
8
4
M-WBS Example
7/1/2002
WBS
An Example
n
System Development
– Hardware
– Software
– Written Documents
7/1/2002
© Project Management Engineers
9
System Development
An Industrial SW/HW System
Hardware
7/1/2002
© Project Management Engineers
Software
© Project Management Engineers
Documentation
10
5
M-WBS Example
7/1/2002
WBS Example
System Development
n
Hardware
– Computer Hardware
– Communications Hardware
– Storage Media
– Accessories
– Furniture
7/1/2002
© Project Management Engineers
11
System Development
An Industrial SW/HW System
Hardware
Software
Documentation
Computer Hardware
Communications Hardware
Storage Media
Accessories
Furniture
7/1/2002
© Project Management Engineers
© Project Management Engineers
12
6
M-WBS Example
7/1/2002
WBS Example
System Development
n
Software
– Utilities
– Databases
– User Interfaces
– Machine Interfaces
– Archives
7/1/2002
© Project Management Engineers
13
System Development
An Industrial SW/HW System
Hardware
Software
Computer Hardware
Utilities
Communications Hardware
Databases
Storage Media
User Interface
Accessories
Machine Interface
Furniture
Archives
7/1/2002
© Project Management Engineers
© Project Management Engineers
Documentation
14
7
M-WBS Example
7/1/2002
WBS Example
System Development
n
Software
– Utilities
» Application Utilities
» System Utilities
– Databases
– User Interfaces
– Machine Interfaces
– Archives
7/1/2002
© Project Management Engineers
15
WBS Example
System Development
n
Software
– Utilities
– Databases
» Data Base
» Data Dictionary
– User Interfaces
– Machine Interfaces
– Archives
7/1/2002
© Project Management Engineers
© Project Management Engineers
16
8
M-WBS Example
7/1/2002
WBS Example
System Development
n
Software
– Utilities
– Databases
– User Interfaces
» Data Manipulation
» Reports
n
n
Softcopy Reports
Hardcopy Reports
– Machine Interfaces
– Archives
7/1/2002
© Project Management Engineers
17
WBS Example
System Development
n
Software
– Utilities
– Databases
– User Interfaces
– Machine Interfaces
»
»
»
»
Input-Output
Reports
Database Update
Process Control
– Archives
7/1/2002
© Project Management Engineers
© Project Management Engineers
18
9
M-WBS Example
7/1/2002
WBS Example
System Development
n
Software
– Utilities
– Databases
– User Interfaces
– Machine Interfaces
– Archives
» Indices
» Data
7/1/2002
© Project Management Engineers
19
System Development
An Industrial SW/HW System
Hardware
Software
Computer Hardware
Utilities
Communications Hardware
Databases
Storage Media
User Interface
Accessories
Machine Interface
Furniture
Archives
7/1/2002
© Project Management Engineers
© Project Management Engineers
Documentation
20
10
M-WBS Example
7/1/2002
WBS Example
System Development
n
Written Documents
– Proposals
– Reports
– Reference Manuals
7/1/2002
© Project Management Engineers
21
System Development
An Industrial SW/HW System
Hardware
Software
Documentation
Computer Hardware
Utilities
Proposals
Communications Hardware
Databases
Reports
Storage Media
User Interface
Reference Manuals
Accessories
Machine Interface
Furniture
Archives
7/1/2002
© Project Management Engineers
© Project Management Engineers
22
11
M-WBS Example
7/1/2002
WBS Example
Adding Organizational Priorities
n
System Development
– Hardware
– Software
– Written Documents
– User Support
Not Recommended
7/1/2002
© Project Management Engineers
23
WBS
System Development
n
User Support
– Hardware
– Software
– Written Documents
7/1/2002
© Project Management Engineers
© Project Management Engineers
24
12
M-WBS Example
7/1/2002
WBS
Organizational Priorities Added
An Industrial SW/HW System
Hardware
Software
Documentation
User Support
Computer Hardware
Utilities
Proposals
Hardware
Communications Hardware
Databases
Reports
Software
Storage Media
User Interface
Reference Manuals
Documentation
Accessories
Machine Interface
Furniture
Archives
7/1/2002
© Project Management Engineers
25
Not Desirable, Not Recommended, Not Logical
Organizational Harmony Items
That Find Their Way To The First Level Of WBS,
And They Should Not
n
User Support
n
Project Monitoring
n
Purchasing
n
Project Mgmt
n
Integration
n
Budget Approval
n
Systems Eng
n
Project Closeout
n
Value Eng
n
Reporting
n
Contract Process
n
Design Process
7/1/2002
© Project Management Engineers
© Project Management Engineers
26
13
M-WBS Example
7/1/2002
WBS Example
7/1/2002
© Project Management Engineers
© Project Management Engineers
27
14
M-WBS Conversion
7/1/2002
WBS
Conversion
From Activity-Oriented
To
Deliverable-Oriented
7/1/2002
© Project Management Engineers
1
Activity-Oriented
Project
Conceptual
Design
© Project Management Engineers
Evaluations
& Approvals
Design
Installation
& Checkout
Remove
Old Equip.
System
Requirements
Engineering
Evaluation
Requirements
Purchasing
Dismantle
Functional
Analysis
Management
Approval
Functional
Analysis
Procedures
Demolish
Detailed
Design
Detailed Design
Installation
Remove
Resource
Requirements
Resource
Requirements
Modifications
Procurement
Specificatons
Procurement
7/1/2002
© Project Management Engineers
Project
Closeout
2
1
M-WBS Conversion
7/1/2002
Activity-Oriented
Level One
•
•
•
•
•
•
Conceptual Design
Evaluation & Approvals
Design
Installation & Checkout
Removal of Old Equipment
Project Closeout
7/1/2002
© Project Management Engineers
3
Activity-Oriented
Level-Two, Design
•
•
•
•
•
System Requirements
Functional Analysis
Detailed Design
Resource Requirements
Procurement Specifications
– Stack Monitor
– Generator
7/1/2002
© Project Management Engineers
© Project Management Engineers
4
2
M-WBS Conversion
7/1/2002
Activity-Oriented
Project
Conceptual
Design
Evaluations
& Approvals
Design
Installation
& Checkout
Remove
Old Equip.
System
Requirements
Engineering
Evaluation
Requirements
Purchasing
Dismantle
Functional
Analysis
Management
Approval
Functional
Analysis
Procedures
Demolish
Detailed
Design
Detailed Design
Installation
Remove
Resource
Requirements
Resource
Requirements
Modifications
Procurement
Specificatons
Procurement
7/1/2002
© Project Management Engineers
Project
Closeout
5
Project Description
• New Emissions Monitoring System
• Emergency Power Building
7/1/2002
© Project Management Engineers
© Project Management Engineers
6
3
M-WBS Conversion
7/1/2002
Deliverable-Oriented
Project
Design
Documents
Building
Structure
Emergency
Generator
Stack
Monitor
Stack
Coceptual
Desgin Docs
Excavation
Cavity
Generator
A
Monitor
Stack 1
Standard
Footing
Detailed
Design Docs
Poured-Conc
Sub-Struct
Generator
B
Monitor
Stack 2
Anchored
Footing
Pre-Cast
Elements
Test
Equipment
Stack
Structure
Roof
Trusses
Exhaust
Fans
Utilities
Ducts
Heat
Removal
7/1/2002
© Project Management Engineers
7
Deliverable-Oriented
Level One
•
•
•
•
•
Design Documents
Building Structure
Emergency Generator System
Stack Monitor
Stack
7/1/2002
© Project Management Engineers
© Project Management Engineers
8
4
M-WBS Conversion
7/1/2002
Deliverable-Oriented
Level Two, Design
• Conceptual Documents
• Detailed Design Documents
7/1/2002
© Project Management Engineers
9
Deliverable-Oriented
Level Two Building Structure
•
•
•
•
•
Excavation Cavity
Poured-Concrete Sub-Structures
Pre-Cast-Concrete Elements
Roof Trusses
Utilities
7/1/2002
© Project Management Engineers
© Project Management Engineers
10
5
M-WBS Conversion
7/1/2002
Deliverable-Oriented
Level Two, Generator
• Generator A
• Generator B
• Test Equipment
7/1/2002
© Project Management Engineers
11
Deliverable-Oriented
Level Two, Stack Monitor
• Monitor For Stack A
• Monitor For Stack B
7/1/2002
© Project Management Engineers
© Project Management Engineers
12
6
M-WBS Conversion
7/1/2002
Deliverable-Oriented
Level Two, Stacks
•
•
•
•
•
•
Standard Footing
Anchored Footing
Stack Structure
Exhaust Fans
Ducts
Heat Removal System
7/1/2002
© Project Management Engineers
13
Deliverable-Oriented
Project
Design
Documents
Building
Structure
Emergency
Generator
Stack
Monitor
Stack
Coceptual
Desgin Docs
Excavation
Cavity
Generator
A
Monitor
Stack 1
Standard
Footing
Detailed
Design Docs
Poured-Conc
Sub-Struct
Generator
B
Monitor
Stack 2
Anchored
Footing
Pre-Cast
Elements
Test
Equipment
Stack
Structure
Roof
Trusses
Exhaust
Fans
Utilities
Ducts
Heat
Removal
7/1/2002
© Project Management Engineers
© Project Management Engineers
14
7
M-WBS Conversion
7/1/2002
WBS
Conversion
From Activity-Oriented
To
Deliverable-Oriented
7/1/2002
© Project Management Engineers
© Project Management Engineers
15
8