Demystifying the PMBOK:
Project Planning Made Simple"
By"
Bill Carswell, Ph.D., PMP"
Adjunct Professor"
Embry Riddle Aeronautical University"
"
How Complicated Is PM?"
…walks the reader through
the new Fifth Edition of the
PMBOK® Guide, beginning
with the process definition,
then a description of the
intent of the process,
followed by a discussion of
the individual ITTOs. …
clearly written and
accessible… (288pp.)!
It’s not that complicated!!
What is Project Management? "
!   Project Management answers 3 questions!
!   What does my customer/sponsor want? (scope)!
!   How do I develop and deliver? (schedule)!
!   How much will it cost? (budget)!
Scope!
The Iron Triangle of PM =>!
Schedule!
Budget!
The Linkages"
Marching Orders!
Scope!
Stakeholders!
Communications!
Schedule!
Budget!
Procurements! HR!
Quality!
Risk!
Marching Orders"
!   4.1.3.1 Project Charter!
!   Contract!
!   Statement of Work!
!   Business Case!
!   MOU / Teaming Agreement…!
The “marching orders” is the document that
tells you, the PM, what the customer wants!
Numbering system refers to PMBOK 5th Ed. processes!
Project
Charter
(Sample Template)"
The Linkages"
Marching Orders: 4.1.3.1 Project Charter (contract etc…)!
Scope: 5.4.3.1 Scope Baseline!
Scope Baseline"
Scope Baseline Contains!
1.  Scope Statement!
2.  WBS!
3.  WBS Dictionary!
!
5.4.3 Create WBS Outputs!
!1. Scope Baseline!
•  Scope Statement!
•  WBS!
•  WBS Dictionary!
WBS"
!   WBS = The “What” of PM!
!   Products!
!   Services!
!   Data!
What is your customer paying you for, in terms of deliverables?!
Scope
Statement
(Sample Template)"
List Primary Deliverables!
The WBS"
!   “Provides a vision of what has to be
delivered”!
!   Start with top level deliverables and
subdivide into smaller, more
manageable components.!
!   Provides the basis for defining the
schedule.!
What Makes a “Quality” WBS?"
!   “Project activities are not listed, as
these are components of the project
schedule, not the WBS.”!
!   “All (WBS) elements are nouns. Verbs
are not use to identify WBS elements.”!
!   Verbs are used for schedule activities!
From PMI WBS Practice Standard, 2nd Ed., Section 5.5.1!
WBS “Tabular” Structure"
WBS#
Level 1
1.0
Project
1.1
1.1.1
1.1.2
1.2
1.2.1
1.2.2
1.2.2.x.x
Level 2
Level 3
Level X
Major Deliver Item (Product/Service/Data)
Major Subelement
Major Subelement
Major Deliverable Item
Major Subelement
Major Subelement
Work Package (Lowest Level)
Airplane WBS"
Airplane WBS"
WBS “Graphical” Structure"
1.0
Project
1.1
Major Deliverable
1.2
Major Deliverable
Level 1
1.2
Major Deliverable
1.1.1
Major Subelement
1.2.1
Major Subelement
1.3.1
Major Subelement
1.1.2
Major Subelement
1.2.2
Major Subelement
1.3.3
Major Subelement
1.1.3
Major Subelement
1.2.3
Major Subelement
1.3.3.x.x.x
Work Package
(Lowest Level)
Level 2
Level 3
Airplane WBS"
1.0
Aircraft Sysem
1.4
System Test and
Evaluation
1.5
Training
1.6
Data
1.7
Peculiar Support
Equipment
1.8
Common Support
Equipment
1.9
Operational / Site
Activation
1.10
Industrial Facilities
1.1.1
Airframe
1.4.1
Development Test
and Evaluation
1.5.1
Equipment
1.6.1
Technical
Publications
1.7.1
Test & Measurement
Equipment
1.8.1
Test & Measurement
Equipment
1.9.1
System Assy, Inst. &
Check-out on Site
1.10.1
Construction/
Conversion
1.1.2
Propulsion
1.4.2
Operational Test and
Evaluation
1.5.2
Services
1.6.2
Engineering Data
1.7.2
Support & Handling
Equipment
1.8.2
Support & Handling
Equipment
1.9.2
Contractor Technical
Support
1.10.2
Equipment
Acquisition
1.1.3
Vehicle Subsystems
1.4.3
Mock-ups / System
Integration Labs
1.5.3
Facility
1.6.3
Management Data
1.9.3
Site Construction
1.10.3
Maintenance
(Industrial Facilities)
1.1.4
Avionics
1.4.4
Test and Evaluation
Support
1.6.4
Support Data
1.9.4
Site/Ship/Vehicle
Conversion
1.1.5
Armaments/
Weapons Delivery
1.4.5
Test Facilities
1.6.5
Data Depository
1.9.5
Sustainment/Interim
Contractor Support
1.1
Air Vehicle
1.1.6
Auxiliary Equipment
1.1.7
Furnishings and
Equipment
1.1.8
Software
1.1.9
Integration, Assy,
Test, Check-Out
1.2
Systems Engineering
1.3
Project
Management
1.11
Initial Spares
Services WBS"
1.0
Process Improvement Project
1.1
Needs Analysis
1.2
Process
Improvement Plan
1.3
Project
Management
1.1.1
Current Process
Evaluation
1.2.1
Trade Study
1.1.2
Desired Process
Definition
1.2.2
Process Improvement
Plan Proposal
1.1.3
Process Gap Analysis
Product Development WBS"
1.0
New Product Development
1.1
Business Case
1.2
Product
Development
1.3
Legal/Regulatory
1.4
License/Mfr
Trade Study
1.5
Production
Preparation
1.6
Marketing & Sales
1.7
Customer Support
1.1.1
Portfolio Evaluation
1.2.1
Product Design
1.3.1
Intellectual Property
Protection
1.4.1
Partnership
Evaluations
1.5.1
Equipment Install/
Upgrade
1.6.1
Marketing Plan
1.7.1
Online Support
1.1.2
Product Evaluation
1.2.2
Product Prototype
1.3.2
Regulatory Approval
& Compliance
1.4.2
Internal Mfg/Mktg
Assessment
1.5.2
Labor
1.6.2
Sales/Marketing
Materials
1.7.2
Phone Support
1.1.3
Technology
Gap Analysis
1..2.3
Product Prototype
Testing
1.3.3
Adverse Event
Management
1.4.3
Trade Study
Recommendation
1.5.3
Supply Chain
1.6.3
Sales force training
1.7.3
Field Service Support
1.1.4
Product
Requirements
1.2.4
Final Bill of Materials
1.3.4
Publications
1.2.5
Packaging/Directions
1.9
Project
Management
The WBS is NOT a Schedule"
This is not a WBS. This is a numbered schedule:
• Project Activities do not belong in the WBS.
• The WBS consists of nouns, not verbs.
• The WBS (as part of the Scope Baseline) is an input to
the schedule development processes, not an output.
Tabular WBS
with Brief Dictionary"
WBS Elements
1.0 Project
1.1 Major
1.1.1
1.1.2
1.2 Major
1.2.1
1.2.2
Deliverable Item, Service or Data
Major SubElement
Major SubElement
Deliverable Item, Service or Data
Major SubElement
Major SubElement
1.2.2.1 SubElement
1.2.2.2 SubElement
1.2.2.2.1 Work Package (Lowest Level)
WBS Dictionary
Brief Description of each WBS element,
as appropriate
Cost
Control #
WBS Detailed Dictionary
WBS Element No./Name:
The
Detailed WBS
Dictionary "
Date:
Author/Organization:
Email Address:
Phone:
Estimate Summary: (Fill out using data from attached detailed worksheet)
Labor
$0.00
Travel
$0.00
Material
$0.00
Subcontracts
$0.00
ODC
$0.00
Total
$0.00
WBS Element Description:
(Provide enough detail to justify the estimates to follow, reference governing requirements, and list applicable
acceptance and quality criteria.)
Activity/Task Descriptions:
Summary Page!
(Identify all schedule milestones and activities currently known that are required to develop and deliver this WBS
element. These will be expanded on in the attached worksheet and used to establish the framework for the project
schedule and to estimate costs. At this point 3-5 schedule activities are typically sufficient.)
Key Cost-Driving Assumptions:
(List key cost-driving assumptions, including specialized or long-lead equipment, customer furnished equipment
(i.e. things that won’t be expensed to the project), travel requirements, subcontracts, shipping and any other known
direct charges to the project.)
Risk:
(Describe any risks for this WBS.)
WBS Dictionary
Detailed Worksheet"
Labor Hours By Labor Category
Labor
Detailed Schedule Activities/Task
Descriptions
Start Date
or
predecessor
Estimated
Duration
Position
/Skill/
Position
/Skill/
Position
/Skill/
Position
/Skill/
Position
/Skill/
Position
/Skill/
Position
/Skill/
Position
/Skill/
Resource
Resource
Resource
Resource
Resource
Resource
Resource
Resource
Location
No.
Trips
No.
Travlers
Per
Diem
Hotel
Airline/
Car
Rental
Car
Est. $$$
Vendor
Qty
Unit
Price
Total $
Lead
Time
Del Date
Est. $$$
Contractor
Location
Total $
Comp.
Date
Est. $$$
1
2
Total Hours
Labor Rate
Total Cost by Labor Category
Travel
Purpose/Activity
Travel
Dates
1
2
Materials
Item Description/Activity
1
2
Subcontract
Task Statement/Activity/SOW Ref.
1
2
ODC
1
2
Explanation/Activity
Total $
Est. $$$
Linking the “Iron Triangle”"
Marching Orders!
Scope!
Schedule!
Budget!
Schedule Development"
!   The primary input to the schedule
development processes is the Scope
Baseline.!
5.4.3.1 Scope Baseline!
•  Scope Statement!
•  WBS!
•  WBS Dictionary!
6. Time Management !!
!6.2 Define Activities!
!6.3 Sequence Activities!
!6.4 Estimate Resources!
!6.5 Estimate Durations!
!6.6 Develop Schedule!
WBS Detailed Dictionary
Schedule
Foundation"
!   Identifies all top-
level activities for
each WBS!
!   Combine all
activities into a
single schedule!
!   Sequence,
resource, add
duration!
!   Add detailed
activities!
WBS Element No./Name:
Date:
Author/Organization:
Email Address:
Phone:
Estimate Summary: (Fill out using data from attached detailed worksheet)
Labor
$0.00
Travel
$0.00
Material
$0.00
Subcontracts
$0.00
ODC
$0.00
Total
$0.00
6.2 Define Activities!
WBS Element Description:
(Provide enough detail to justify the estimates to follow, reference governing requirements, and list applicable
acceptance and quality criteria.)
Activity/Task Descriptions:
(Identify all schedule milestones and activities currently known that are required to develop and deliver this WBS
element. These will be expanded on in the attached worksheet and used to establish the framework for the project
schedule and to estimate costs. At this point 3-5 schedule activities are typically sufficient.)
Key Cost-Driving Assumptions:
(List key cost-driving assumptions, including specialized or long-lead equipment, customer furnished equipment
(i.e. things that won’t be expensed to the project), travel requirements, subcontracts, shipping and any other known
direct charges to the project.)
Risk:
(Describe any risks for this WBS.)
Schedule Development"
6.3 Sequence Activities!
6.4 Estimate Resources!
6.5 Estimate Duration!
WBS Dictionary"
!   Using the WBS Dictionary elements to
develop the schedule ensures that
sufficient activities are identified so that
every WBS element gets !
!   Developed!
!   Delivered!
Budget Development"
!   For the first pass at the budget, the well-
developed WBS Dictionary can be used
as the planning tool.!
5.4.3.1 Scope Baseline!
•  Scope Statement!
•  WBS!
•  WBS Dictionary!
7. Cost Management !!
!7.2 Estimate Costs!
!7.3 Determine Budget!
WBS Detailed Dictionary
WBS Element No./Name:
Date:
Author/Organization:
The Golden
Thread"
Just add it all up!
Email Address:
Phone:
Estimate Summary: (Fill out using data from attached detailed worksheet)
Labor
$0.00
Travel
$0.00
Material
$0.00
Subcontracts
$0.00
ODC
$0.00
Total
$0.00
WBS Element Description:
(Provide enough detail to justify the estimates to follow, reference governing requirements, and list applicable
acceptance and quality criteria.)
Activity/Task Descriptions:
Cost Summaries from!
Detail Sheet!
(Identify all schedule milestones and activities currently known that are required to develop and deliver this WBS
element. These will be expanded on in the attached worksheet and used to establish the framework for the project
schedule and to estimate costs. At this point 3-5 schedule activities are typically sufficient.)
Key Cost-Driving Assumptions:
(List key cost-driving assumptions, including specialized or long-lead equipment, customer furnished equipment
(i.e. things that won’t be expensed to the project), travel requirements, subcontracts, shipping and any other known
direct charges to the project.)
Risk:
(Describe any risks for this WBS.)
Detailed Cost Estimates"
Labor!
Travel!
Materials!
Subcontracts!
Other Direct
Costs!
Budget Development"
Summary of Key Links"
!   Scope => Schedule => Budget!
4.1.3.1 Project Charter (Contract, etc…)!
5.4.3.1 Scope Baseline (The Golden Thread)!
6.6 Develop Schedule!
7.3 Determine Budget!
!   The WBS Dictionary in the scope
baseline ties it all together!
Quality Management"
!   Product Quality!
4.2.3.1 Project Management Plan!
5.2.3.1 Requirements Doc.!
8.1.3.1 Quality Management Plan!
WBS Detailed Dictionary
Quality
Management"
!   WBS Dictionary
identifies
applicable
quality criteria!
!   The quality
team takes this
and develops a
quality
management
plan!
WBS Element No./Name:
Date:
Author/Organization:
Email Address:
Phone:
Estimate Summary: (Fill out using data from attached detailed worksheet)
Labor
$0.00
Travel
$0.00
Material
$0.00
Subcontracts
$0.00
ODC
$0.00
Total
$0.00
WBS Element Description:
(Provide enough detail to justify the estimates to follow, reference governing requirements, and list applicable
acceptance and quality criteria.)
Activity/Task Descriptions:
(Identify all schedule milestones and activities currently known that are required to develop and deliver this WBS
element. These will be expanded on in the attached worksheet and used to establish the framework for the project
schedule and to estimate costs. At this point 3-5 schedule activities are typically sufficient.)
Key Cost-Driving Assumptions:
(List key cost-driving assumptions, including specialized or long-lead equipment, customer furnished equipment
(i.e. things that won’t be expensed to the project), travel requirements, subcontracts, shipping and any other known
direct charges to the project.)
Risk:
(Describe any risks for this WBS.)
HR Management Plan"
!   Staffing Requirements!
!   Position Descriptions!
5.4.3.1 Scope Baseline!
(Activity Resource Requirements)!
!
Or!
!
6.6.3.2 Project schedule (fully
resourced)!
9.1.3.1 HR Management Plan!
WBS Dictionary"
Labor Categories!
With associated!
Tasks and hours!
HR Management"
!   Staffing requirements summary!
HR Management Plan
Position Descriptions"
Position Descriptions !
Can be populated!
With specific tasks from !
WBS dictionaries !
Risk Management"
Plans!
11.5 Plan Risk
Response!
WBS
Dictionary!
11.2 Identify
Risks!
WBS Detailed Dictionary
11.2 Identify
Risks"
!   WBS Dictionary
identifies known
risks!
WBS Element No./Name:
Date:
Author/Organization:
Email Address:
Phone:
Estimate Summary: (Fill out using data from attached detailed worksheet)
Labor
$0.00
Travel
$0.00
Material
$0.00
Subcontracts
$0.00
ODC
$0.00
Total
$0.00
WBS Element Description:
(Provide enough detail to justify the estimates to follow, reference governing requirements, and list applicable
acceptance and quality criteria.)
Activity/Task Descriptions:
(Identify all schedule milestones and activities currently known that are required to develop and deliver this WBS
element. These will be expanded on in the attached worksheet and used to establish the framework for the project
schedule and to estimate costs. At this point 3-5 schedule activities are typically sufficient.)
Key Cost-Driving Assumptions:
(List key cost-driving assumptions, including specialized or long-lead equipment, customer furnished equipment
(i.e. things that won’t be expensed to the project), travel requirements, subcontracts, shipping and any other known
direct charges to the project.)
Risk:
(Describe any risks for this WBS.)
11.2.3.1 Risk Register Example "
Weather Impact on Demo Risk ID# 1 Risk Statement If the weather is bad Then the key technology demonstraPon event may be delayed Risk Owner Jon Jones, Test Manager Date Submi?ed March 1, 2010 Probability JusPficaPon The demo is currently schedule for April 15. Historical data shows probability of rain on that date of 30%, ranking this probability a level 3. Date Last Updated N/A Probability 5 Impact JusPficaPon (Category: Schedule) Likely delay can be for up to a week. On a 5 month schedule (100 working days) this is a potenPal 5% slip. The customer is parPcularly sensiPve to schedule slips so this is ranked a 3 instead of a 2. 4 3 X Risk Response Plans and Status 2 1 1 2 3 Impact 4 5 Response Plan 1 (probability) Move demonstraPon to May when the probability of bad weather is reduced to 10%. Status PM to discuss with customer Response Plan 2 (Impact) Schedule the demo for one week instead of 1 day so a weather delay does not impact the schedule. Status Assigned to test team for schedule change evaluaPon and recommendaPon Procurement Management"
Key Materials!
And Subcontracts!
First pass planning can be done with the WBS dictionary!
Uses of the WBS Dictionary
The Golden Thread"
!   Detailed activities feed schedule!
!   Cost numbers feed budget!
!   Labor hours & categories feed human
resource plan!
!   Material and subcontracts feed
procurement plan.!
!   Scope description feeds quality plan!
!   Risk items feed risk register!
The Linkages"
Marching Orders!
Scope!
Stakeholders!
Communications!
Schedule!
Budget!
Procurements! HR!
Quality!
Risk!
Stakeholders
4.1 Project Charter!
13.1.3.1 Stakeholder Register!
12.1.3.3 Procurement Documents!
Communications
4.2.3.1 PM Plan!
" 10.1.3.1 Communications Plan!
13.1.3.1 Stakeholder Register!
Communications Plan Outline"
!   Stakeholder information needs!
!   Information sources!
!   Communications modes!
!   Communications timing and frequency!
Stakeholder Register and
Communications Plan"
Thank You!!
PM Planning is a
“Pay now or pay
much more later”
business. !
Bill Carswell, Ph.D., PMP
carswell@hiwaay.net
www.linkedin.com/in/spacien/
Please feel free to connect!!