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NYS Forum Project Management Work Group
Work Breakdown StructuresThe Foundation for Project Management Excellence
September 17, 2015
Robert T. Fried, PgMP, PMP
• Program Manager at CA Technologies since
January 2005
• 25+ years of Program & Project Management
Experience
• B.A., M.B.A. & Master Certificate in PM
• PMP Certification in 1995
• PgMP Certification in 2009
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
Robert T. Fried, PgMP, PMP
• As a volunteer for PMI:
• Core Team member & Content Team
Lead for creation of the Practice
Standard for Work Breakdown
Structures – Second Edition
• Former VP of Professional
Development for PMI Troubled
Projects SIG
• Released book in October 2008
• Winner of Inaugural CA Most
Influential Publication Award 20083
COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
How many of
you begin
developing
your projects in
this way….
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
ID WBS Task Name Duration Start Finish
1 1 Practice Standard for Work Breakdown Structures Update 377 days Tue 4/1/03 Mon 9/6/04
2 1.1 Form Project Core Team 15 days Tue 4/1/03 Mon 4/21/03
3 1.2 Present Project Plan 0 days Mon 4/21/03 Mon 4/21/03
4 1.3 MAG Meeting, Ottowa - Present Finalized Charter 0 days Sun 7/27/03 Sun 7/27/03
5 1.4 Submit Scope Statement f or rev alidatation 0 days Fri 9/12/03 Fri 9/12/03
6 1.5 Standards Open Working Session - PMI Symposium, Baltimore 0 days Sun 9/21/03 Sun 9/21/03
7 1.6 Detail Content Construction 377 days Tue 4/1/03 Mon 9/6/04
8 1.6.1 Build Teams 277 days Tue 4/1/03 Mon 4/19/04
9 1.6.1.1 Def ine Work Package - Author Team Member 1 day Tue 3/9/04 Tue 3/9/04
10 1.6.1.2 Def ine Work Package - Quality Team Leader 1 day Tue 4/1/03 Tue 4/1/03
11 1.6.1.3 Def ine Work Package - Quality Team Member 1 day Tue 4/1/03 Tue 4/1/03
12 1.6.1.4 Def ine Work Package - Research Team Member 1 day Tue 3/9/04 Tue 3/9/04
13 1.6.1.5 Alert All Members of Team Needs 3 days Wed 3/10/04 Fri 3/12/04
14 1.6.1.6 Gather volunteer lists 2 days Mon 3/15/04 Tue 3/16/04
15 1.6.1.7 Interv iew Candidates 24 days Wed 3/17/04 Mon 4/19/04
16 1.6.1.8 Start Team Activ it ies 0 days Mon 4/19/04 Mon 4/19/04
17 1.6.2 Project Plan, Schedule and WBS Rev iew 0 days Wed 4/21/04 Wed 4/21/04
18 1.6.3 Author Sections 60 days Tue 6/1/04 Mon 8/23/04
34 1.6.4 Section Review By Content Team (of final section received) 10 days Tue 8/24/04 Mon 9/6/04
35 1.6.4.1 Preface 2 wks Tue 8/24/04 Mon 9/6/04
4%
100%
1%
18%
0%
0%
T W T F S S
Mar 30, '03 Apr 6, '03
The project scheduling tool “creates” the WBS as you…
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
We’re going to
examine why
that isn’t the
best approach
Agenda
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
Welcome & Introductions1
Work Breakdown Structures• Defining the Work Breakdown Structure
• WBS Quality Characteristics
• A WBS Example
• Putting the WBS to Work During Project Planning
• Putting the WBS to Work During Project Executing,
Monitoring and Controlling, & Closing
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Q&A3
Defining the Work Breakdown Structure (WBS)
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
• Project Scope Statement
• Project Charter
• Organization Process
Assets
• WBS / WBS Dictionary
• Requirements
Documentation
Key Scope Related Tools and Artifacts
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
• Statement of Work
• Project Charter
• Project Mgmt. Plan
• Project Schedule• Includes WBS
• Requirements Doc
• Functional Design Doc
Most Customers & Vendors
Project Management Methods
Developing Effective Work Breakdown Structures
A WBS Is:
• A deliverable-oriented, hierarchical grouping of
the work to be executed by the project team to
accomplish the project objectives and create the
required deliverables
• It organizes and defines the total scope of the
project.
• Each descending level represents an increasingly
detailed definition of the project work
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
Key WBS Attributes
• Are there any references to Timing and Whenthings happen?
• Are there any references to Who is doing the work?
• Are there any reference to How the work is being done?
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
WBS Definition History
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
The Project Management Body of Knowledge
(PMBOK®) (1987)
A task-oriented ‘family tree’ of activities.
A Guide to the Project Management Body of
Knowledge (PMBOK® Guide) (1996)
A deliverable-oriented grouping of project elements which
organizes and defines the total scope of the project. Each
descending level represents and increasingly detailed definition of
a project component. Project components may be products or
services.
A Guide to the Project Management Body of
Knowledge (PMBOK® Guide – Second Edition)
(2000)
A deliverable-oriented grouping of project elements which
organizes and defines the total scope of the project. Each
descending level represents an increasingly detailed definition of a
project component. Project components may be products or
services.
A Guide to the Project Management Body of
Knowledge (PMBOK® Guide – Third Edition)
(2004)
A deliverable-oriented hierarchical decomposition of the work to
be executed by the project team to accomplish the project
objectives and create the required deliverables. It organizes and
defines the total scope of the project. Each descending level
represents an increasingly detailed definition of the project work.
The WBS is decomposed into work packages. The deliverable
orientation of the hierarchy includes both internal and external
deliverables.
A Guide to the Project Management Body of
Knowledge (PMBOK® Guide – Fifth Edition)
(2013)
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.
Exploding the Myth
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
Exploding the Myth
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
WBS ≠ ScheduleThe Work Breakdown Structure Is Not
The Project Schedule!
Schedule ≠ WBSThe Project Schedule Is Not
The Work Breakdown Structure!
Key WBS Attributes
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
Key Attributes
• A WBS uses Nouns and Adjectives to define
the Work
• A WBS contains no dependencies
• A WBS contains no durations
• A WBS contains no activities
• A WBS contains no resource assignments
Key Scheduling Attributes
• A Project Schedule uses verbs and nouns to define
planned tasks and activities
• A Project Schedule articulates dependencies
between activities
• A Project Schedule defines when work will be
started and completed
• A Project Schedule contains assignment of
resources to tasks and activities
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
Important Terms
• A WBS defines the “What” of a Project
• A Network Diagram (Precedence Diagram,
Dependency Model) defines the “How”
• A Project Schedule defines the “When” and often
the “Who”
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
Key WBS Rules
The 100% Rule
• The WBS defines 100% of the work of the project
• Anything that isn’t defined in the WBS is outside the
scope of the project
• Haugan: “The next level decomposition of a WBS element
(child level) must represent 100 percent of the work
applicable to the next higher (parent) level”
Project Management Occurs At Level 2
The WBS can be represented in a variety of ways.
There is no single “right answer”18
COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
WBS Representations
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
1 House Project 1.1 Primary Structure
1.1.1 Foundation Development 1.1.1.1 Layout – topography 1.1.1.2 Excavation 1.1.1.3 Cement Pour
1.1.2 Exterior Wall Development 1.1.3 Roof Development
1.2 Electrical Infrastructure 1.3 Plumbing Infrastructure 1.4 Inside Wall Development: Rough Finish
Level WBS ID WBS Element Name
1 x CA Identity Manager and CA Identity Governance
Implementation
2 x.01 Project Setup & Initiation
3 x.01.05 Project Management Plan
3 x.01.10 Baseline Project Schedule
3 x.01.15 Project Kickoff
3 x.01.20 Project Initiation
3 x.01.25 Technical Startup
2 x.02 Requirements
3 x.02.05 Requirements Gathering Questionnaire
3 x.02.10 Requirements Gathering Workshop Presentation
3 x.02.15 Requirements Gathering Workshop(s)
3 x.02.20 Solution Requirements
3 x.02.25 Value Realization Roadmap
2 x.03 Design
3 x.03.05 Standard Design Workshop(s)
3 x.03.10 Solution Design
3 x.03.15 Solution Overview Presentation
2 x.04 Build & Test
3 x.04.05 Knowledge Transfer Checklist
3 x.04.10 Solution Build & Integration Documentation
3 x.04.15 Solution Test Documents
3 x.04.20 Development Environment
3 x.04.25 Test Environment
3 x.04.30 QA Environment
3 x.04.35 Staging Environment
3 x.04.40 Quality Assurance
3 x.04.45 Operations & Procedures Documentation
3 x.04.50 Published Finalized Documentation
3 x.04.55 Backup and Restore Test
3 x.04.60 Knowledge Transfer
2 x.05 Deploy
3 x.05.05 Production Readiness Checklist
3 x.05.10 Production Environment
3 x.05.15 Quality Assurance: Production
3 x.05.15.35 Production Go-Live Support
2 x.06 Project Closure
2 x.07 Ongoing Project Management
2 x.08 Customizations
Show Additional Roles
WBS Quality Characteristics
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
WBS Quality Characteristics
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
Guiding Principles
1. A quality WBS is constructed in such a way that it satisfies all the requirements in the project it is developed to support
2. WBS quality characteristics apply at all levels of scope definition
Maturity Attribute
The ability of a WBS to meet the needs of the project depends on the maturity/competency of the project team employing it
WBS Quality Characteristics
Principle 1: A quality WBS is constructed in such a
way that it satisfies all the requirements in the
project it is developed to support
• Core Characteristics: every WBS must have these
• Use-related Characteristics: these vary from WBS to WBS
to facilitate the application of the WBS for purposes unique
to specific projects, industries or environments. May be
applied in a particular way on individual projects
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
Core Characteristics
A WBS …
• Is a deliverable-oriented grouping of project
elements
• Is created by those doing the work
• Defines the work using nouns and adjectives – not
verbs
• Contains 100% of the work defined by the scope or
contract and captures all deliverables (Internal,
External, Interim) in terms of work to be completed,
including Project Management23
COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
Core Characteristics
A WBS …
• Hierarchical - employs a coding scheme that
clearly identifies the hierarchical nature of the WBS
when viewed in any format
• Evolves along with the progressive elaboration of
project scope, up to the point of scope baseline,
and thereafter in accordance with project change
control - allowing for continual improvement
• Typically contains at least 2 levels
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
Use-related Characteristics
Sample …
• Sufficient Level of Decomposition:
• A WBS is broken down to a level of detail sufficient for
cost accounting.
• The appropriate level of detail that will enable cost
accounting may differ, however, from organization to
organization or project to project.
• The degree of detail necessary for conceptualization of
project detail may vary, e.g., existing modules may be
satisfactorily described by a product number while to-be-
designed components may need to be described in great
detail.25
COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
Use-related Characteristics
Sample …
• Sufficient for Control Activities:
• A WBS balances the control needs of management with
an effective level of project data.
• A large complex project may require many intermediate
reviews at the work package level while a shorter less
complex project may require only a few performance
assessments at a higher WBS level.
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
WBS Quality Characteristics
Principle 2: WBS quality characteristics apply at all
levels of scope definition
• There is essentially nothing to differentiate the characteristics of an
effective project WBS, an effective program WBS, portfolio WBS or
enterprise WBS
• A high-quality WBS developed at the portfolio level possesses precisely
the same characteristics and attributes as a high-quality WBS
developed at the individual project level
• These differ only in the breadth of the content and/or scope
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
A WBS Example
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
Home PC for Spouse
• Example
• Setup home workstation for your spouse (a.k.a. “the boss” in my house)
• Top Level Scope Breakdown
• Work Area
• Requirements
• Procurement
• Installation & Configuration
• Knowledge Transfer
• Project Management29
COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
WBS Decomposition
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
Level WBS Code WBS Element
1 Boss.1 Work Area
2 Boss.1.1 Desk with Adequate Space
2 Boss.1.2 Electrical Outlets
2 Boss.1.3 WiFi Network Access
2 Boss.1.4 Telephone Access
1 Boss.2 Requirements
2 Boss.2.1 Objectives
2 Boss.2.2 Functional Requirements
2 Boss.2.3 Technical Requirements
1 Boss.3 Procurement
2 Boss.3.1 Research
3 Boss.3.1.1 Operating Environment
4 Boss.3.1.1.1 Windows
4 Boss.3.1.1.2 Mac OS
4 Boss.3.1.1.3 iOS
4 Boss.3.1.1.4 Other
3 Boss.3.1.2 Hardware
4 Boss.3.1.2.1 Workstation
4 Boss.3.1.2.2 Latop
4 Boss.3.1.2.3 Tablet
3 Boss.3.1.3 Third Party Software
4 Boss.3.1.3.1 Internet Security
4 Boss.3.1.3.2 Anti-Virus Software
4 Boss.3.1.3.3 Microsoft Office
4 Boss.3.1.3.4 Financial Software
3 Boss.3.1.4 Accessories
4 Boss.3.1.4.1 Printer
4 Boss.3.1.4.2 Scanner
2 Boss.3.2 Equipment/Software Order
2 Boss.3.3 Equipment/Software Receipt
1 Boss.4 Installation & Configuration
2 Boss.4.1 Hardware Installation
2 Boss.4.2 Base Software Install & Config
3 Boss.4.2.1 OS
3 Boss.4.2.2 Security/Anti-Virus
3 Boss.4.2.3 WiFi Network Access
2 Boss.4.3 Internet Browser Acess Test
2 Boss.4.4 Application Software Install & Config
3 Boss.4.4.1 Microsoft Office
3 Boss.4.4.2 Financial Software
2 Boss.4.5 Integration
3 Boss.4.5.1 E-mail with Microsoft Outlook
4 Boss.4.5.1.1 Exchange
4 Boss.4.5.1.2 Gmail
4 Boss.4.5.1.3 Verizon Mail
3 Boss.4.5.2 Financial Software
4 Boss.4.5.2.1 Microsoft Office
4 Boss.4.5.2.2 Online Banking
2 Boss.4.6 Accessories
3 Boss.4.6.1 Printer
3 Boss.4.6.2 Scanner
1 Boss.5 Knowledge Transfer
2 Boss.5.1 Basic Operations
2 Boss.5.2 Wifi Neworking
2 Boss.5.3 Browser Internet Access
2 Boss.5.4 E-mail
2 Boss.5.5 Financial Sofwtare
1 Boss.6 Project Management
Extend the WBS
• Core WBS
• WBS Level
• WBS Code
• WBS Element Name
• WBS Dictionary
• Description
• Scope Boundary
• Acceptance Criteria
• RACI Chart Integration
• Columns for each major resource/org involved
• Cost account integration31
COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
Putting the WBS to Work During Project Planning
Using the WBS as a Foundation for …
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
Overall Process Planning and
Development
In Summary…
Quality Planning Resource Planning
Risk Planning
Budget/Financial Planning
Communications Planning
Transitioning from the Deliverable-Oriented WBS to the Project Schedule
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
1
Activity Definition
2
Activity Sequencing
3
Schedule Deployment
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
Let’s look at this
Transition
Process in
sequence
Transitioning from the Deliverable-Oriented WBS to the Project Schedule
1. Activity Definition
Input: WBS and WBS Dictionary
Process: Decomposition
Output: Activity and Milestone Lists
2. Activity Sequencing
Input: Activity and Milestone Lists
Process: Network Diagramming
Output: Project Schedule Network Diagram
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
Here are two simple examples of
Network Diagramming
This occurs
BEFOREThisThis This
AND
This occur
BEFORE
Transitioning from the Deliverable-Oriented WBS to the Project Schedule
3. Schedule Development
Input: Updated Milestone and Activity List / Network Diagram
Process: Schedule Development (using tools)
Output: Project Schedule!
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
Transitioning from the Deliverable-Oriented WBS to the Project Schedule
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
Input Process Output
Network Diagram Project ScheduleWBS / WBS Dictionary
A simplified high-level view of the
three-step process
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
Putting the WBS to Work during Project Executing, Monitoring and Controlling, & Closing
Transitioning from Planning to Execution
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
This is the point where
• the WBS transitions from a passive role to one of action
• where the rubber meets the project management road
• where managers must manage and leaders must lead
WBS provides the foundation for
• decision-guidance
• alignment
• delivery process
management
• deliverables management
Executing, Monitoring, Controlling
During the Executing, Monitoring and Controlling
phases of the project life cycle, the WBS is used as
a basis for:
• Alignment – work, resources & staff plan
• Definition & Explanation – acceptance & performance
criteria, quality monitoring points, transition planning
• Organization – communications, status reporting
• Evaluation – changes, deliverable status
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
Executing, Monitoring, Controlling
During the Executing, Monitoring and Controlling
phases of the project life cycle, the WBS is used as
a basis for:
• Decision Making – issues & risk management, action
items, financial management, change control
• Verification – scope, deliverables
• Control – scope, schedule, budget, resources
• Measurement – quality assessment, EVA
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
Project Closeout
WBS provides structure for
• scope verification
• resource transitions and de-staffing
• contract and/or sub-contract closure
• administrative project closure
• lessons learned
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
If you take nothing else away from this
presentation, let it be this:
The WBS is utilized throughout the
project life cycle and is the fundamental
ingredient to project success and project
management excellence
Q & A
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COPYRIGHT © 2008, 2009 Robert T. Fried, Shelly A. Brotherton & Eric S. Norman
Questions
Robert T. Fried, PgMP, PMPServices Program Manager, CA Technologies
Work: 609-583-9461
Mobile: 609-583-9461
E-mail: [email protected]