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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


4


How many of

you begin

developing

your projects in

this way….

5


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

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18%

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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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We’re going to

examine why

that isn’t the

best approach

Agenda

7


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

2

Q&A3

Defining the Work Breakdown Structure (WBS)

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• Project Scope Statement

• Project Charter

• Organization Process

Assets

• WBS / WBS Dictionary

• Requirements

Documentation

Key Scope Related Tools and Artifacts

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• Statement of Work

• Project Charter

• Project Mgmt. Plan

• Project Schedule• Includes WBS

• Requirements Doc

• Functional Design Doc

Most Customers & Vendors

Project Management Methods

http://www.pmi.org/

http://www.pmi.org/

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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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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WBS Definition History

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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.


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.


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.


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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Exploding the Myth

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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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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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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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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


WBS Representations

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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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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


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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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


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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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


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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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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A WBS Example

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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


WBS Decomposition

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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


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Putting the WBS to Work During Project Planning

Using the WBS as a Foundation for …

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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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1

Activity Definition

2

Activity Sequencing

3

Schedule Deployment

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Let’s look at this

Transition

Process in

sequence


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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37


Here are two simple examples of

Network Diagramming

This occurs

BEFOREThisThis This

AND

This occur

BEFORE


3. Schedule Development

Input: Updated Milestone and Activity List / Network Diagram

Process: Schedule Development (using tools)

Output: Project Schedule!

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Input Process Output

Network Diagram Project ScheduleWBS / WBS Dictionary

A simplified high-level view of the

three-step process

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Putting the WBS to Work during Project Executing, Monitoring and Controlling, & Closing

Transitioning from Planning to Execution

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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

42


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

43


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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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

46


Questions

Robert T. Fried, PgMP, PMPServices Program Manager, CA Technologies

Work: 609-583-9461

Mobile: 609-583-9461

E-mail: [email protected]