Project Management

Session 7

Project Scope Management

Work Breakdown Structure (WBS)

Burke Chapter 7 amp 8Kerzner Ch 3PMBOK 5

Initiating

Closing

ControllingExecuting

Planning

1 Integration

2 Scope Management

3 Time Management

4 Cost Management

5 Quality Management

6 Human Resources

7 Communication

8 Risk Management

9 Procurement

Project Phasesamp Knowledge Areas

Project Management Processes by Body of Knowledge area

Project Management Processes by Body of Knowledge areaand Project Phase

Project Scope

Scope refers to all the work involved in creating the products of the project and the processes used to create them Product scope ndash the features and functions

that characterize a product or service

Project Scope ndash the work must be done to deliver a resultproduct with the specified features and functions

Scope Management

The processes required to ensure that the project includes all the work required and only the work required to complete the project successfully

It is primarily concerned with defining and controlling what is or is not included in the project

Scope Management Scope Planning ndash developing a written scope statement as the basis

for future projects

Scope Definition ndash subdividing the major project deliverables into smaller more manageable components

Create WBS ndash creating a structure for work division for a project to show elements

Scope Verification ndash formalizing acceptance of the project scope

Scope Change Control ndash controlling changes to project scope

Scope Planning

Scope planning is the process of progressively elaborating and documenting the project work (scope) that produces the product

Scope Statement

It provides a documented basis for making future project decisions and for confirming or developing common understanding of project scope among the stakeholders

As the project progresses the scope statement may need to be revised or refined to reflect approved changes to the scope of the project The scope statement includes either directly or by reference to other documents Project justification (business need) Projectrsquos product Requirements or specifications Project deliverables Project objectives Assumptions Cost and time estimates Constraints

Scope Definition

Scope definition involves subdividing the major project deliverables (as identified in scope statement) into smaller more manageable components to Improve the accuracy of cost duration and resource

estimates Define baseline for performance measurementcontrol Facilitate clear responsibility assignment Proper scope definition is critical to project success When there is poor scope definition final project costs

will be higher

Scope Definition

Scope Definition Output (WBS)

Scope Definition ndashTools and Techniques (Decomposition)

Decomposition involves subdividing the major project deliverables or sub-deliverables into smaller more manageable components until the deliverables are defined in sufficient detail to support development of project activities (planning executing controlling and closing) Decomposition involves the following major steps

1 Identify the major deliverables of the project including project management (dependant on the project organization)

2 Decide if adequate cost and duration estimates can be developed at this level of detail for each deliverable

3 Identify constituent components of the deliverable Constituent components should be described in terms of tangible verifiable results to facilitate performance measurement

4 Verify the correctness of the decomposition Are the lower-level items both necessary and sufficient

for completion of the decomposed item If not the constituent components must be modified (added to deleted from or redefined)

Is each item clearly and completely defined If not the description must be revised or expanded

Can each item be appropriately scheduled Budgeted Assigned to a specific organizational unit who will accept responsibility for satisfactory completion of the item If not revisions are needed to provide adequate management control

Scope Definition ndashTools and Techniques (Decomposition)

Scope Definition ndashTools and Techniques (Decomposition)

Scope Definition ndashOutputs

Work Breakdown Structure (WBS) is a deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project Each descending level represents an increasingly detailed definition of the project work

Work Package A deliverable at the lowest level pf the WBS when that deliverable may be assigned to another project manager to plan and execute This may be accomplished through the use of a subproject where the work package may be further decomposed into activities

Scope Definition ndashTools and Techniques (Decomposition)

Work Breakdown Structure (WBS)

The total program can be described as a summation of subdivided elements

Planning can be performed Costs and budgets can be established Time cost and performance can be tracked Objectives can be linked to company resources in a logical

manner Schedules and status-reporting procedures can be

established Network construction and control planning can be initiated The responsibility assignments for each element can be

established

Have clearly defined start dates Have clearly defined end dates Must be able to be used as a communicative

tool in which you can communicate the expected results

Be estimated on a ldquototal time durationrdquo not when the individual activities start or end

Be structured so that a minimum of project office control and documentation (ie forms) are necessary

In work breakdown structure

the activities must

Most common type Six-Level Indentured Structure

LEVEL DESCRIPTION1 Total Program2 Project(s)3 Task(s)4 Subtask(s)5 Work Package(s)6 Level of Effort

Work breakdown structure (WBS)

The WBS breaks work down into smaller activities thus reducing the risk that any major or minor item will be omitted

WBS Six-level structure

Usually specified by the client and managed the project manager

Generated by contractor for in-house control and managed by the functional manager(s)

Planning accuracy is dependent on the WBS level selected The lower the level the greater is the planning accuracy but the higher the management cost

LEVELS RESPONSIBILITY

1 2 3 4 5 6

WBS Tasks

Have clearly defined start and end dates Be usable as a communications tool in which

results can be compared with expectations Be estimate on a ldquototalrdquo time duration not

when the task must start or end Be structured so that a minimum of project

office control and documentation (ie forms) is necessary

DEVELOPING A WORK BREAKDOWN STRUCTURE (WBS)

PROTOTYPE

DEVELOPMENT

(110)

ADVANCED

DEVELOPMENT

(120)

PRE-PRODUCTION

QUALIFICATION

(130)

FINAL PRODUCTION

(140)

UTILITY CAR (10000)

1000010000

110110 120120 130130 140140

121121 123123122122

12211221 12221222 12231223

1221112211 1221212212 1221312213 1221412214

WBS ExampleWBS LEVELS

5

4

3

2

1 PROGRAM

PROJECT

TASK

SUBTASK

WORKPACKAGE

Scope Definition ndashWBS Organized by Product

Scope Definition ndashWBS Organized by Phase

Scope Definition -WBS in Tabular Form

Scope Definition - WBS andGantt Chart in MS Project

Scope Definition - WBS and GanttChart Organized by Process Groups

Approaches to Developing WBS

Using guidelines

The analogy approach uses a similar projectlsquos WBS as a starting point

1048708

The top-down approach starts with the largest items of the project and breaks them into their subordinate items The process involves refining the work into greater and greater levels of detail

Advice for Creating a WBS

1 A unit of work should appear at only one place in the WBS

2 The work content of a WBS item is the sum of the WBS items below it

3 A WBS item is the responsibility of only one individual even though many people may be working on it

4 The WBS must be consistent with the way in which work is actually performed serve the project team first and other purposes if practical

5 Project team members should be involved in developing the WBS to ensure consistency and buy-in

6 Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item

7 The WBS must be flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project

PURPOSE OF WBS

Detailed planning can be performed

Costs and budgets can be established

Objectives can be linked to available resources in a logical manner

Specific authority and responsibility can be assigned

It is to structure an assigned project into various activities in order that

WORK BREAKDOWN STRUCTURE

Can be developed using a top-down or bottom-up approach

Can be hardware-related function-related or a combination

Depth of WBS must balance out management effort against planning accuracy (influences technical and cost control)

For accuracy purposes the WBS should be taken down several levels

The WBS must be structured for objective control amp evaluation

WBS Interfacing Benefits

The responsibility assignment matrix Network scheduling Costing Risk analysis Organizational structure Coordination of objectives Control (including contract

administration)

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

Initiating

Closing

ControllingExecuting

Planning

1 Integration

2 Scope Management

3 Time Management

4 Cost Management

5 Quality Management

6 Human Resources

7 Communication

8 Risk Management

9 Procurement

Project Phasesamp Knowledge Areas

Project Management Processes by Body of Knowledge area

Project Management Processes by Body of Knowledge areaand Project Phase

Project Scope

Scope refers to all the work involved in creating the products of the project and the processes used to create them Product scope ndash the features and functions

that characterize a product or service

Project Scope ndash the work must be done to deliver a resultproduct with the specified features and functions

Scope Management

The processes required to ensure that the project includes all the work required and only the work required to complete the project successfully

It is primarily concerned with defining and controlling what is or is not included in the project

Scope Management Scope Planning ndash developing a written scope statement as the basis

for future projects

Scope Definition ndash subdividing the major project deliverables into smaller more manageable components

Create WBS ndash creating a structure for work division for a project to show elements

Scope Verification ndash formalizing acceptance of the project scope

Scope Change Control ndash controlling changes to project scope

Scope Planning

Scope planning is the process of progressively elaborating and documenting the project work (scope) that produces the product

Scope Statement

It provides a documented basis for making future project decisions and for confirming or developing common understanding of project scope among the stakeholders

As the project progresses the scope statement may need to be revised or refined to reflect approved changes to the scope of the project The scope statement includes either directly or by reference to other documents Project justification (business need) Projectrsquos product Requirements or specifications Project deliverables Project objectives Assumptions Cost and time estimates Constraints

Scope Definition

Scope definition involves subdividing the major project deliverables (as identified in scope statement) into smaller more manageable components to Improve the accuracy of cost duration and resource

estimates Define baseline for performance measurementcontrol Facilitate clear responsibility assignment Proper scope definition is critical to project success When there is poor scope definition final project costs

will be higher

Scope Definition

Scope Definition Output (WBS)

Scope Definition ndashTools and Techniques (Decomposition)

Decomposition involves subdividing the major project deliverables or sub-deliverables into smaller more manageable components until the deliverables are defined in sufficient detail to support development of project activities (planning executing controlling and closing) Decomposition involves the following major steps

1 Identify the major deliverables of the project including project management (dependant on the project organization)

2 Decide if adequate cost and duration estimates can be developed at this level of detail for each deliverable

3 Identify constituent components of the deliverable Constituent components should be described in terms of tangible verifiable results to facilitate performance measurement

4 Verify the correctness of the decomposition Are the lower-level items both necessary and sufficient

for completion of the decomposed item If not the constituent components must be modified (added to deleted from or redefined)

Is each item clearly and completely defined If not the description must be revised or expanded

Can each item be appropriately scheduled Budgeted Assigned to a specific organizational unit who will accept responsibility for satisfactory completion of the item If not revisions are needed to provide adequate management control

Scope Definition ndashTools and Techniques (Decomposition)

Scope Definition ndashTools and Techniques (Decomposition)

Scope Definition ndashOutputs

Work Breakdown Structure (WBS) is a deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project Each descending level represents an increasingly detailed definition of the project work

Work Package A deliverable at the lowest level pf the WBS when that deliverable may be assigned to another project manager to plan and execute This may be accomplished through the use of a subproject where the work package may be further decomposed into activities

Scope Definition ndashTools and Techniques (Decomposition)

Work Breakdown Structure (WBS)

The total program can be described as a summation of subdivided elements

Planning can be performed Costs and budgets can be established Time cost and performance can be tracked Objectives can be linked to company resources in a logical

manner Schedules and status-reporting procedures can be

established Network construction and control planning can be initiated The responsibility assignments for each element can be

established

Have clearly defined start dates Have clearly defined end dates Must be able to be used as a communicative

tool in which you can communicate the expected results

Be estimated on a ldquototal time durationrdquo not when the individual activities start or end

Be structured so that a minimum of project office control and documentation (ie forms) are necessary

In work breakdown structure

the activities must

Most common type Six-Level Indentured Structure

LEVEL DESCRIPTION1 Total Program2 Project(s)3 Task(s)4 Subtask(s)5 Work Package(s)6 Level of Effort

Work breakdown structure (WBS)

The WBS breaks work down into smaller activities thus reducing the risk that any major or minor item will be omitted

WBS Six-level structure

Usually specified by the client and managed the project manager

Generated by contractor for in-house control and managed by the functional manager(s)

Planning accuracy is dependent on the WBS level selected The lower the level the greater is the planning accuracy but the higher the management cost

LEVELS RESPONSIBILITY

1 2 3 4 5 6

WBS Tasks

Have clearly defined start and end dates Be usable as a communications tool in which

results can be compared with expectations Be estimate on a ldquototalrdquo time duration not

when the task must start or end Be structured so that a minimum of project

office control and documentation (ie forms) is necessary

DEVELOPING A WORK BREAKDOWN STRUCTURE (WBS)

PROTOTYPE

DEVELOPMENT

(110)

ADVANCED

DEVELOPMENT

(120)

PRE-PRODUCTION

QUALIFICATION

(130)

FINAL PRODUCTION

(140)

UTILITY CAR (10000)

1000010000

110110 120120 130130 140140

121121 123123122122

12211221 12221222 12231223

1221112211 1221212212 1221312213 1221412214

WBS ExampleWBS LEVELS

5

4

3

2

1 PROGRAM

PROJECT

TASK

SUBTASK

WORKPACKAGE

Scope Definition ndashWBS Organized by Product

Scope Definition ndashWBS Organized by Phase

Scope Definition -WBS in Tabular Form

Scope Definition - WBS andGantt Chart in MS Project

Scope Definition - WBS and GanttChart Organized by Process Groups

Approaches to Developing WBS

Using guidelines

The analogy approach uses a similar projectlsquos WBS as a starting point

1048708

The top-down approach starts with the largest items of the project and breaks them into their subordinate items The process involves refining the work into greater and greater levels of detail

Advice for Creating a WBS

1 A unit of work should appear at only one place in the WBS

2 The work content of a WBS item is the sum of the WBS items below it

3 A WBS item is the responsibility of only one individual even though many people may be working on it

4 The WBS must be consistent with the way in which work is actually performed serve the project team first and other purposes if practical

5 Project team members should be involved in developing the WBS to ensure consistency and buy-in

6 Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item

7 The WBS must be flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project

PURPOSE OF WBS

Detailed planning can be performed

Costs and budgets can be established

Objectives can be linked to available resources in a logical manner

Specific authority and responsibility can be assigned

It is to structure an assigned project into various activities in order that

WORK BREAKDOWN STRUCTURE

Can be developed using a top-down or bottom-up approach

Can be hardware-related function-related or a combination

Depth of WBS must balance out management effort against planning accuracy (influences technical and cost control)

For accuracy purposes the WBS should be taken down several levels

The WBS must be structured for objective control amp evaluation

WBS Interfacing Benefits

The responsibility assignment matrix Network scheduling Costing Risk analysis Organizational structure Coordination of objectives Control (including contract

administration)

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

Project Management Processes by Body of Knowledge area

Project Management Processes by Body of Knowledge areaand Project Phase

Project Scope

Scope refers to all the work involved in creating the products of the project and the processes used to create them Product scope ndash the features and functions

that characterize a product or service

Project Scope ndash the work must be done to deliver a resultproduct with the specified features and functions

Scope Management

The processes required to ensure that the project includes all the work required and only the work required to complete the project successfully

It is primarily concerned with defining and controlling what is or is not included in the project

Scope Management Scope Planning ndash developing a written scope statement as the basis

for future projects

Scope Definition ndash subdividing the major project deliverables into smaller more manageable components

Create WBS ndash creating a structure for work division for a project to show elements

Scope Verification ndash formalizing acceptance of the project scope

Scope Change Control ndash controlling changes to project scope

Scope Planning

Scope planning is the process of progressively elaborating and documenting the project work (scope) that produces the product

Scope Statement

It provides a documented basis for making future project decisions and for confirming or developing common understanding of project scope among the stakeholders

As the project progresses the scope statement may need to be revised or refined to reflect approved changes to the scope of the project The scope statement includes either directly or by reference to other documents Project justification (business need) Projectrsquos product Requirements or specifications Project deliverables Project objectives Assumptions Cost and time estimates Constraints

Scope Definition

Scope definition involves subdividing the major project deliverables (as identified in scope statement) into smaller more manageable components to Improve the accuracy of cost duration and resource

estimates Define baseline for performance measurementcontrol Facilitate clear responsibility assignment Proper scope definition is critical to project success When there is poor scope definition final project costs

will be higher

Scope Definition

Scope Definition Output (WBS)

Scope Definition ndashTools and Techniques (Decomposition)

Decomposition involves subdividing the major project deliverables or sub-deliverables into smaller more manageable components until the deliverables are defined in sufficient detail to support development of project activities (planning executing controlling and closing) Decomposition involves the following major steps

1 Identify the major deliverables of the project including project management (dependant on the project organization)

2 Decide if adequate cost and duration estimates can be developed at this level of detail for each deliverable

3 Identify constituent components of the deliverable Constituent components should be described in terms of tangible verifiable results to facilitate performance measurement

4 Verify the correctness of the decomposition Are the lower-level items both necessary and sufficient

for completion of the decomposed item If not the constituent components must be modified (added to deleted from or redefined)

Is each item clearly and completely defined If not the description must be revised or expanded

Can each item be appropriately scheduled Budgeted Assigned to a specific organizational unit who will accept responsibility for satisfactory completion of the item If not revisions are needed to provide adequate management control

Scope Definition ndashTools and Techniques (Decomposition)

Scope Definition ndashTools and Techniques (Decomposition)

Scope Definition ndashOutputs

Work Breakdown Structure (WBS) is a deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project Each descending level represents an increasingly detailed definition of the project work

Work Package A deliverable at the lowest level pf the WBS when that deliverable may be assigned to another project manager to plan and execute This may be accomplished through the use of a subproject where the work package may be further decomposed into activities

Scope Definition ndashTools and Techniques (Decomposition)

Work Breakdown Structure (WBS)

The total program can be described as a summation of subdivided elements

Planning can be performed Costs and budgets can be established Time cost and performance can be tracked Objectives can be linked to company resources in a logical

manner Schedules and status-reporting procedures can be

established Network construction and control planning can be initiated The responsibility assignments for each element can be

established

Have clearly defined start dates Have clearly defined end dates Must be able to be used as a communicative

tool in which you can communicate the expected results

Be estimated on a ldquototal time durationrdquo not when the individual activities start or end

Be structured so that a minimum of project office control and documentation (ie forms) are necessary

In work breakdown structure

the activities must

Most common type Six-Level Indentured Structure

LEVEL DESCRIPTION1 Total Program2 Project(s)3 Task(s)4 Subtask(s)5 Work Package(s)6 Level of Effort

Work breakdown structure (WBS)

The WBS breaks work down into smaller activities thus reducing the risk that any major or minor item will be omitted

WBS Six-level structure

Usually specified by the client and managed the project manager

Generated by contractor for in-house control and managed by the functional manager(s)

Planning accuracy is dependent on the WBS level selected The lower the level the greater is the planning accuracy but the higher the management cost

LEVELS RESPONSIBILITY

1 2 3 4 5 6

WBS Tasks

Have clearly defined start and end dates Be usable as a communications tool in which

results can be compared with expectations Be estimate on a ldquototalrdquo time duration not

when the task must start or end Be structured so that a minimum of project

office control and documentation (ie forms) is necessary

DEVELOPING A WORK BREAKDOWN STRUCTURE (WBS)

PROTOTYPE

DEVELOPMENT

(110)

ADVANCED

DEVELOPMENT

(120)

PRE-PRODUCTION

QUALIFICATION

(130)

FINAL PRODUCTION

(140)

UTILITY CAR (10000)

1000010000

110110 120120 130130 140140

121121 123123122122

12211221 12221222 12231223

1221112211 1221212212 1221312213 1221412214

WBS ExampleWBS LEVELS

5

4

3

2

1 PROGRAM

PROJECT

TASK

SUBTASK

WORKPACKAGE

Scope Definition ndashWBS Organized by Product

Scope Definition ndashWBS Organized by Phase

Scope Definition -WBS in Tabular Form

Scope Definition - WBS andGantt Chart in MS Project

Scope Definition - WBS and GanttChart Organized by Process Groups

Approaches to Developing WBS

Using guidelines

The analogy approach uses a similar projectlsquos WBS as a starting point

1048708

The top-down approach starts with the largest items of the project and breaks them into their subordinate items The process involves refining the work into greater and greater levels of detail

Advice for Creating a WBS

1 A unit of work should appear at only one place in the WBS

2 The work content of a WBS item is the sum of the WBS items below it

3 A WBS item is the responsibility of only one individual even though many people may be working on it

4 The WBS must be consistent with the way in which work is actually performed serve the project team first and other purposes if practical

5 Project team members should be involved in developing the WBS to ensure consistency and buy-in

6 Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item

7 The WBS must be flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project

PURPOSE OF WBS

Detailed planning can be performed

Costs and budgets can be established

Objectives can be linked to available resources in a logical manner

Specific authority and responsibility can be assigned

It is to structure an assigned project into various activities in order that

WORK BREAKDOWN STRUCTURE

Can be developed using a top-down or bottom-up approach

Can be hardware-related function-related or a combination

Depth of WBS must balance out management effort against planning accuracy (influences technical and cost control)

For accuracy purposes the WBS should be taken down several levels

The WBS must be structured for objective control amp evaluation

WBS Interfacing Benefits

The responsibility assignment matrix Network scheduling Costing Risk analysis Organizational structure Coordination of objectives Control (including contract

administration)

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

Project Management Processes by Body of Knowledge areaand Project Phase

Project Scope

Scope refers to all the work involved in creating the products of the project and the processes used to create them Product scope ndash the features and functions

that characterize a product or service

Project Scope ndash the work must be done to deliver a resultproduct with the specified features and functions

Scope Management

The processes required to ensure that the project includes all the work required and only the work required to complete the project successfully

It is primarily concerned with defining and controlling what is or is not included in the project

Scope Management Scope Planning ndash developing a written scope statement as the basis

for future projects

Scope Definition ndash subdividing the major project deliverables into smaller more manageable components

Create WBS ndash creating a structure for work division for a project to show elements

Scope Verification ndash formalizing acceptance of the project scope

Scope Change Control ndash controlling changes to project scope

Scope Planning

Scope planning is the process of progressively elaborating and documenting the project work (scope) that produces the product

Scope Statement

It provides a documented basis for making future project decisions and for confirming or developing common understanding of project scope among the stakeholders

As the project progresses the scope statement may need to be revised or refined to reflect approved changes to the scope of the project The scope statement includes either directly or by reference to other documents Project justification (business need) Projectrsquos product Requirements or specifications Project deliverables Project objectives Assumptions Cost and time estimates Constraints

Scope Definition

Scope definition involves subdividing the major project deliverables (as identified in scope statement) into smaller more manageable components to Improve the accuracy of cost duration and resource

estimates Define baseline for performance measurementcontrol Facilitate clear responsibility assignment Proper scope definition is critical to project success When there is poor scope definition final project costs

will be higher

Scope Definition

Scope Definition Output (WBS)

Scope Definition ndashTools and Techniques (Decomposition)

Decomposition involves subdividing the major project deliverables or sub-deliverables into smaller more manageable components until the deliverables are defined in sufficient detail to support development of project activities (planning executing controlling and closing) Decomposition involves the following major steps

1 Identify the major deliverables of the project including project management (dependant on the project organization)

2 Decide if adequate cost and duration estimates can be developed at this level of detail for each deliverable

3 Identify constituent components of the deliverable Constituent components should be described in terms of tangible verifiable results to facilitate performance measurement

4 Verify the correctness of the decomposition Are the lower-level items both necessary and sufficient

for completion of the decomposed item If not the constituent components must be modified (added to deleted from or redefined)

Is each item clearly and completely defined If not the description must be revised or expanded

Can each item be appropriately scheduled Budgeted Assigned to a specific organizational unit who will accept responsibility for satisfactory completion of the item If not revisions are needed to provide adequate management control

Scope Definition ndashTools and Techniques (Decomposition)

Scope Definition ndashTools and Techniques (Decomposition)

Scope Definition ndashOutputs

Work Breakdown Structure (WBS) is a deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project Each descending level represents an increasingly detailed definition of the project work

Work Package A deliverable at the lowest level pf the WBS when that deliverable may be assigned to another project manager to plan and execute This may be accomplished through the use of a subproject where the work package may be further decomposed into activities

Scope Definition ndashTools and Techniques (Decomposition)

Work Breakdown Structure (WBS)

The total program can be described as a summation of subdivided elements

Planning can be performed Costs and budgets can be established Time cost and performance can be tracked Objectives can be linked to company resources in a logical

manner Schedules and status-reporting procedures can be

established Network construction and control planning can be initiated The responsibility assignments for each element can be

established

Have clearly defined start dates Have clearly defined end dates Must be able to be used as a communicative

tool in which you can communicate the expected results

Be estimated on a ldquototal time durationrdquo not when the individual activities start or end

Be structured so that a minimum of project office control and documentation (ie forms) are necessary

In work breakdown structure

the activities must

Most common type Six-Level Indentured Structure

LEVEL DESCRIPTION1 Total Program2 Project(s)3 Task(s)4 Subtask(s)5 Work Package(s)6 Level of Effort

Work breakdown structure (WBS)

The WBS breaks work down into smaller activities thus reducing the risk that any major or minor item will be omitted

WBS Six-level structure

Usually specified by the client and managed the project manager

Generated by contractor for in-house control and managed by the functional manager(s)

Planning accuracy is dependent on the WBS level selected The lower the level the greater is the planning accuracy but the higher the management cost

LEVELS RESPONSIBILITY

1 2 3 4 5 6

WBS Tasks

Have clearly defined start and end dates Be usable as a communications tool in which

results can be compared with expectations Be estimate on a ldquototalrdquo time duration not

when the task must start or end Be structured so that a minimum of project

office control and documentation (ie forms) is necessary

DEVELOPING A WORK BREAKDOWN STRUCTURE (WBS)

PROTOTYPE

DEVELOPMENT

(110)

ADVANCED

DEVELOPMENT

(120)

PRE-PRODUCTION

QUALIFICATION

(130)

FINAL PRODUCTION

(140)

UTILITY CAR (10000)

1000010000

110110 120120 130130 140140

121121 123123122122

12211221 12221222 12231223

1221112211 1221212212 1221312213 1221412214

WBS ExampleWBS LEVELS

5

4

3

2

1 PROGRAM

PROJECT

TASK

SUBTASK

WORKPACKAGE

Scope Definition ndashWBS Organized by Product

Scope Definition ndashWBS Organized by Phase

Scope Definition -WBS in Tabular Form

Scope Definition - WBS andGantt Chart in MS Project

Scope Definition - WBS and GanttChart Organized by Process Groups

Approaches to Developing WBS

Using guidelines

The analogy approach uses a similar projectlsquos WBS as a starting point

1048708

The top-down approach starts with the largest items of the project and breaks them into their subordinate items The process involves refining the work into greater and greater levels of detail

Advice for Creating a WBS

1 A unit of work should appear at only one place in the WBS

2 The work content of a WBS item is the sum of the WBS items below it

3 A WBS item is the responsibility of only one individual even though many people may be working on it

4 The WBS must be consistent with the way in which work is actually performed serve the project team first and other purposes if practical

5 Project team members should be involved in developing the WBS to ensure consistency and buy-in

6 Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item

7 The WBS must be flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project

PURPOSE OF WBS

Detailed planning can be performed

Costs and budgets can be established

Objectives can be linked to available resources in a logical manner

Specific authority and responsibility can be assigned

It is to structure an assigned project into various activities in order that

WORK BREAKDOWN STRUCTURE

Can be developed using a top-down or bottom-up approach

Can be hardware-related function-related or a combination

Depth of WBS must balance out management effort against planning accuracy (influences technical and cost control)

For accuracy purposes the WBS should be taken down several levels

The WBS must be structured for objective control amp evaluation

WBS Interfacing Benefits

The responsibility assignment matrix Network scheduling Costing Risk analysis Organizational structure Coordination of objectives Control (including contract

administration)

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

Project Scope

Scope refers to all the work involved in creating the products of the project and the processes used to create them Product scope ndash the features and functions

that characterize a product or service

Project Scope ndash the work must be done to deliver a resultproduct with the specified features and functions

Scope Management

The processes required to ensure that the project includes all the work required and only the work required to complete the project successfully

It is primarily concerned with defining and controlling what is or is not included in the project

Scope Management Scope Planning ndash developing a written scope statement as the basis

for future projects

Scope Definition ndash subdividing the major project deliverables into smaller more manageable components

Create WBS ndash creating a structure for work division for a project to show elements

Scope Verification ndash formalizing acceptance of the project scope

Scope Change Control ndash controlling changes to project scope

Scope Planning

Scope planning is the process of progressively elaborating and documenting the project work (scope) that produces the product

Scope Statement

It provides a documented basis for making future project decisions and for confirming or developing common understanding of project scope among the stakeholders

As the project progresses the scope statement may need to be revised or refined to reflect approved changes to the scope of the project The scope statement includes either directly or by reference to other documents Project justification (business need) Projectrsquos product Requirements or specifications Project deliverables Project objectives Assumptions Cost and time estimates Constraints

Scope Definition

Scope definition involves subdividing the major project deliverables (as identified in scope statement) into smaller more manageable components to Improve the accuracy of cost duration and resource

estimates Define baseline for performance measurementcontrol Facilitate clear responsibility assignment Proper scope definition is critical to project success When there is poor scope definition final project costs

will be higher

Scope Definition

Scope Definition Output (WBS)

Scope Definition ndashTools and Techniques (Decomposition)

Decomposition involves subdividing the major project deliverables or sub-deliverables into smaller more manageable components until the deliverables are defined in sufficient detail to support development of project activities (planning executing controlling and closing) Decomposition involves the following major steps

1 Identify the major deliverables of the project including project management (dependant on the project organization)

2 Decide if adequate cost and duration estimates can be developed at this level of detail for each deliverable

3 Identify constituent components of the deliverable Constituent components should be described in terms of tangible verifiable results to facilitate performance measurement

4 Verify the correctness of the decomposition Are the lower-level items both necessary and sufficient

for completion of the decomposed item If not the constituent components must be modified (added to deleted from or redefined)

Is each item clearly and completely defined If not the description must be revised or expanded

Can each item be appropriately scheduled Budgeted Assigned to a specific organizational unit who will accept responsibility for satisfactory completion of the item If not revisions are needed to provide adequate management control

Scope Definition ndashTools and Techniques (Decomposition)

Scope Definition ndashTools and Techniques (Decomposition)

Scope Definition ndashOutputs

Work Breakdown Structure (WBS) is a deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project Each descending level represents an increasingly detailed definition of the project work

Work Package A deliverable at the lowest level pf the WBS when that deliverable may be assigned to another project manager to plan and execute This may be accomplished through the use of a subproject where the work package may be further decomposed into activities

Scope Definition ndashTools and Techniques (Decomposition)

Work Breakdown Structure (WBS)

The total program can be described as a summation of subdivided elements

Planning can be performed Costs and budgets can be established Time cost and performance can be tracked Objectives can be linked to company resources in a logical

manner Schedules and status-reporting procedures can be

established Network construction and control planning can be initiated The responsibility assignments for each element can be

established

Have clearly defined start dates Have clearly defined end dates Must be able to be used as a communicative

tool in which you can communicate the expected results

Be estimated on a ldquototal time durationrdquo not when the individual activities start or end

Be structured so that a minimum of project office control and documentation (ie forms) are necessary

In work breakdown structure

the activities must

Most common type Six-Level Indentured Structure

LEVEL DESCRIPTION1 Total Program2 Project(s)3 Task(s)4 Subtask(s)5 Work Package(s)6 Level of Effort

Work breakdown structure (WBS)

The WBS breaks work down into smaller activities thus reducing the risk that any major or minor item will be omitted

WBS Six-level structure

Usually specified by the client and managed the project manager

Generated by contractor for in-house control and managed by the functional manager(s)

Planning accuracy is dependent on the WBS level selected The lower the level the greater is the planning accuracy but the higher the management cost

LEVELS RESPONSIBILITY

1 2 3 4 5 6

WBS Tasks

Have clearly defined start and end dates Be usable as a communications tool in which

results can be compared with expectations Be estimate on a ldquototalrdquo time duration not

when the task must start or end Be structured so that a minimum of project

office control and documentation (ie forms) is necessary

DEVELOPING A WORK BREAKDOWN STRUCTURE (WBS)

PROTOTYPE

DEVELOPMENT

(110)

ADVANCED

DEVELOPMENT

(120)

PRE-PRODUCTION

QUALIFICATION

(130)

FINAL PRODUCTION

(140)

UTILITY CAR (10000)

1000010000

110110 120120 130130 140140

121121 123123122122

12211221 12221222 12231223

1221112211 1221212212 1221312213 1221412214

WBS ExampleWBS LEVELS

5

4

3

2

1 PROGRAM

PROJECT

TASK

SUBTASK

WORKPACKAGE

Scope Definition ndashWBS Organized by Product

Scope Definition ndashWBS Organized by Phase

Scope Definition -WBS in Tabular Form

Scope Definition - WBS andGantt Chart in MS Project

Scope Definition - WBS and GanttChart Organized by Process Groups

Approaches to Developing WBS

Using guidelines

The analogy approach uses a similar projectlsquos WBS as a starting point

1048708

The top-down approach starts with the largest items of the project and breaks them into their subordinate items The process involves refining the work into greater and greater levels of detail

Advice for Creating a WBS

1 A unit of work should appear at only one place in the WBS

2 The work content of a WBS item is the sum of the WBS items below it

3 A WBS item is the responsibility of only one individual even though many people may be working on it

4 The WBS must be consistent with the way in which work is actually performed serve the project team first and other purposes if practical

5 Project team members should be involved in developing the WBS to ensure consistency and buy-in

6 Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item

7 The WBS must be flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project

PURPOSE OF WBS

Detailed planning can be performed

Costs and budgets can be established

Objectives can be linked to available resources in a logical manner

Specific authority and responsibility can be assigned

It is to structure an assigned project into various activities in order that

WORK BREAKDOWN STRUCTURE

Can be developed using a top-down or bottom-up approach

Can be hardware-related function-related or a combination

Depth of WBS must balance out management effort against planning accuracy (influences technical and cost control)

For accuracy purposes the WBS should be taken down several levels

The WBS must be structured for objective control amp evaluation

WBS Interfacing Benefits

The responsibility assignment matrix Network scheduling Costing Risk analysis Organizational structure Coordination of objectives Control (including contract

administration)

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

Scope Management

The processes required to ensure that the project includes all the work required and only the work required to complete the project successfully

It is primarily concerned with defining and controlling what is or is not included in the project

Scope Management Scope Planning ndash developing a written scope statement as the basis

for future projects

Scope Definition ndash subdividing the major project deliverables into smaller more manageable components

Create WBS ndash creating a structure for work division for a project to show elements

Scope Verification ndash formalizing acceptance of the project scope

Scope Change Control ndash controlling changes to project scope

Scope Planning

Scope planning is the process of progressively elaborating and documenting the project work (scope) that produces the product

Scope Statement

It provides a documented basis for making future project decisions and for confirming or developing common understanding of project scope among the stakeholders

As the project progresses the scope statement may need to be revised or refined to reflect approved changes to the scope of the project The scope statement includes either directly or by reference to other documents Project justification (business need) Projectrsquos product Requirements or specifications Project deliverables Project objectives Assumptions Cost and time estimates Constraints

Scope Definition

Scope definition involves subdividing the major project deliverables (as identified in scope statement) into smaller more manageable components to Improve the accuracy of cost duration and resource

estimates Define baseline for performance measurementcontrol Facilitate clear responsibility assignment Proper scope definition is critical to project success When there is poor scope definition final project costs

will be higher

Scope Definition

Scope Definition Output (WBS)

Scope Definition ndashTools and Techniques (Decomposition)

Decomposition involves subdividing the major project deliverables or sub-deliverables into smaller more manageable components until the deliverables are defined in sufficient detail to support development of project activities (planning executing controlling and closing) Decomposition involves the following major steps

1 Identify the major deliverables of the project including project management (dependant on the project organization)

2 Decide if adequate cost and duration estimates can be developed at this level of detail for each deliverable

3 Identify constituent components of the deliverable Constituent components should be described in terms of tangible verifiable results to facilitate performance measurement

4 Verify the correctness of the decomposition Are the lower-level items both necessary and sufficient

for completion of the decomposed item If not the constituent components must be modified (added to deleted from or redefined)

Is each item clearly and completely defined If not the description must be revised or expanded

Can each item be appropriately scheduled Budgeted Assigned to a specific organizational unit who will accept responsibility for satisfactory completion of the item If not revisions are needed to provide adequate management control

Scope Definition ndashTools and Techniques (Decomposition)

Scope Definition ndashTools and Techniques (Decomposition)

Scope Definition ndashOutputs

Work Breakdown Structure (WBS) is a deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project Each descending level represents an increasingly detailed definition of the project work

Work Package A deliverable at the lowest level pf the WBS when that deliverable may be assigned to another project manager to plan and execute This may be accomplished through the use of a subproject where the work package may be further decomposed into activities

Scope Definition ndashTools and Techniques (Decomposition)

Work Breakdown Structure (WBS)

The total program can be described as a summation of subdivided elements

Planning can be performed Costs and budgets can be established Time cost and performance can be tracked Objectives can be linked to company resources in a logical

manner Schedules and status-reporting procedures can be

established Network construction and control planning can be initiated The responsibility assignments for each element can be

established

Have clearly defined start dates Have clearly defined end dates Must be able to be used as a communicative

tool in which you can communicate the expected results

Be estimated on a ldquototal time durationrdquo not when the individual activities start or end

Be structured so that a minimum of project office control and documentation (ie forms) are necessary

In work breakdown structure

the activities must

Most common type Six-Level Indentured Structure

LEVEL DESCRIPTION1 Total Program2 Project(s)3 Task(s)4 Subtask(s)5 Work Package(s)6 Level of Effort

Work breakdown structure (WBS)

The WBS breaks work down into smaller activities thus reducing the risk that any major or minor item will be omitted

WBS Six-level structure

Usually specified by the client and managed the project manager

Generated by contractor for in-house control and managed by the functional manager(s)

Planning accuracy is dependent on the WBS level selected The lower the level the greater is the planning accuracy but the higher the management cost

LEVELS RESPONSIBILITY

1 2 3 4 5 6

WBS Tasks

Have clearly defined start and end dates Be usable as a communications tool in which

results can be compared with expectations Be estimate on a ldquototalrdquo time duration not

when the task must start or end Be structured so that a minimum of project

office control and documentation (ie forms) is necessary

DEVELOPING A WORK BREAKDOWN STRUCTURE (WBS)

PROTOTYPE

DEVELOPMENT

(110)

ADVANCED

DEVELOPMENT

(120)

PRE-PRODUCTION

QUALIFICATION

(130)

FINAL PRODUCTION

(140)

UTILITY CAR (10000)

1000010000

110110 120120 130130 140140

121121 123123122122

12211221 12221222 12231223

1221112211 1221212212 1221312213 1221412214

WBS ExampleWBS LEVELS

5

4

3

2

1 PROGRAM

PROJECT

TASK

SUBTASK

WORKPACKAGE

Scope Definition ndashWBS Organized by Product

Scope Definition ndashWBS Organized by Phase

Scope Definition -WBS in Tabular Form

Scope Definition - WBS andGantt Chart in MS Project

Scope Definition - WBS and GanttChart Organized by Process Groups

Approaches to Developing WBS

Using guidelines

The analogy approach uses a similar projectlsquos WBS as a starting point

1048708

The top-down approach starts with the largest items of the project and breaks them into their subordinate items The process involves refining the work into greater and greater levels of detail

Advice for Creating a WBS

1 A unit of work should appear at only one place in the WBS

2 The work content of a WBS item is the sum of the WBS items below it

3 A WBS item is the responsibility of only one individual even though many people may be working on it

4 The WBS must be consistent with the way in which work is actually performed serve the project team first and other purposes if practical

5 Project team members should be involved in developing the WBS to ensure consistency and buy-in

6 Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item

7 The WBS must be flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project

PURPOSE OF WBS

Detailed planning can be performed

Costs and budgets can be established

Objectives can be linked to available resources in a logical manner

Specific authority and responsibility can be assigned

It is to structure an assigned project into various activities in order that

WORK BREAKDOWN STRUCTURE

Can be developed using a top-down or bottom-up approach

Can be hardware-related function-related or a combination

Depth of WBS must balance out management effort against planning accuracy (influences technical and cost control)

For accuracy purposes the WBS should be taken down several levels

The WBS must be structured for objective control amp evaluation

WBS Interfacing Benefits

The responsibility assignment matrix Network scheduling Costing Risk analysis Organizational structure Coordination of objectives Control (including contract

administration)

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

Scope Management Scope Planning ndash developing a written scope statement as the basis

for future projects

Scope Definition ndash subdividing the major project deliverables into smaller more manageable components

Create WBS ndash creating a structure for work division for a project to show elements

Scope Verification ndash formalizing acceptance of the project scope

Scope Change Control ndash controlling changes to project scope

Scope Planning

Scope planning is the process of progressively elaborating and documenting the project work (scope) that produces the product

Scope Statement

It provides a documented basis for making future project decisions and for confirming or developing common understanding of project scope among the stakeholders

As the project progresses the scope statement may need to be revised or refined to reflect approved changes to the scope of the project The scope statement includes either directly or by reference to other documents Project justification (business need) Projectrsquos product Requirements or specifications Project deliverables Project objectives Assumptions Cost and time estimates Constraints

Scope Definition

Scope definition involves subdividing the major project deliverables (as identified in scope statement) into smaller more manageable components to Improve the accuracy of cost duration and resource

estimates Define baseline for performance measurementcontrol Facilitate clear responsibility assignment Proper scope definition is critical to project success When there is poor scope definition final project costs

will be higher

Scope Definition

Scope Definition Output (WBS)

Scope Definition ndashTools and Techniques (Decomposition)

Decomposition involves subdividing the major project deliverables or sub-deliverables into smaller more manageable components until the deliverables are defined in sufficient detail to support development of project activities (planning executing controlling and closing) Decomposition involves the following major steps

1 Identify the major deliverables of the project including project management (dependant on the project organization)

2 Decide if adequate cost and duration estimates can be developed at this level of detail for each deliverable

3 Identify constituent components of the deliverable Constituent components should be described in terms of tangible verifiable results to facilitate performance measurement

4 Verify the correctness of the decomposition Are the lower-level items both necessary and sufficient

for completion of the decomposed item If not the constituent components must be modified (added to deleted from or redefined)

Is each item clearly and completely defined If not the description must be revised or expanded

Can each item be appropriately scheduled Budgeted Assigned to a specific organizational unit who will accept responsibility for satisfactory completion of the item If not revisions are needed to provide adequate management control

Scope Definition ndashTools and Techniques (Decomposition)

Scope Definition ndashTools and Techniques (Decomposition)

Scope Definition ndashOutputs

Work Breakdown Structure (WBS) is a deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project Each descending level represents an increasingly detailed definition of the project work

Work Package A deliverable at the lowest level pf the WBS when that deliverable may be assigned to another project manager to plan and execute This may be accomplished through the use of a subproject where the work package may be further decomposed into activities

Scope Definition ndashTools and Techniques (Decomposition)

Work Breakdown Structure (WBS)

The total program can be described as a summation of subdivided elements

Planning can be performed Costs and budgets can be established Time cost and performance can be tracked Objectives can be linked to company resources in a logical

manner Schedules and status-reporting procedures can be

established Network construction and control planning can be initiated The responsibility assignments for each element can be

established

Have clearly defined start dates Have clearly defined end dates Must be able to be used as a communicative

tool in which you can communicate the expected results

Be estimated on a ldquototal time durationrdquo not when the individual activities start or end

Be structured so that a minimum of project office control and documentation (ie forms) are necessary

In work breakdown structure

the activities must

Most common type Six-Level Indentured Structure

LEVEL DESCRIPTION1 Total Program2 Project(s)3 Task(s)4 Subtask(s)5 Work Package(s)6 Level of Effort

Work breakdown structure (WBS)

The WBS breaks work down into smaller activities thus reducing the risk that any major or minor item will be omitted

WBS Six-level structure

Usually specified by the client and managed the project manager

Generated by contractor for in-house control and managed by the functional manager(s)

Planning accuracy is dependent on the WBS level selected The lower the level the greater is the planning accuracy but the higher the management cost

LEVELS RESPONSIBILITY

1 2 3 4 5 6

WBS Tasks

Have clearly defined start and end dates Be usable as a communications tool in which

results can be compared with expectations Be estimate on a ldquototalrdquo time duration not

when the task must start or end Be structured so that a minimum of project

office control and documentation (ie forms) is necessary

DEVELOPING A WORK BREAKDOWN STRUCTURE (WBS)

PROTOTYPE

DEVELOPMENT

(110)

ADVANCED

DEVELOPMENT

(120)

PRE-PRODUCTION

QUALIFICATION

(130)

FINAL PRODUCTION

(140)

UTILITY CAR (10000)

1000010000

110110 120120 130130 140140

121121 123123122122

12211221 12221222 12231223

1221112211 1221212212 1221312213 1221412214

WBS ExampleWBS LEVELS

5

4

3

2

1 PROGRAM

PROJECT

TASK

SUBTASK

WORKPACKAGE

Scope Definition ndashWBS Organized by Product

Scope Definition ndashWBS Organized by Phase

Scope Definition -WBS in Tabular Form

Scope Definition - WBS andGantt Chart in MS Project

Scope Definition - WBS and GanttChart Organized by Process Groups

Approaches to Developing WBS

Using guidelines

The analogy approach uses a similar projectlsquos WBS as a starting point

1048708

The top-down approach starts with the largest items of the project and breaks them into their subordinate items The process involves refining the work into greater and greater levels of detail

Advice for Creating a WBS

1 A unit of work should appear at only one place in the WBS

2 The work content of a WBS item is the sum of the WBS items below it

3 A WBS item is the responsibility of only one individual even though many people may be working on it

4 The WBS must be consistent with the way in which work is actually performed serve the project team first and other purposes if practical

5 Project team members should be involved in developing the WBS to ensure consistency and buy-in

6 Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item

7 The WBS must be flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project

PURPOSE OF WBS

Detailed planning can be performed

Costs and budgets can be established

Objectives can be linked to available resources in a logical manner

Specific authority and responsibility can be assigned

It is to structure an assigned project into various activities in order that

WORK BREAKDOWN STRUCTURE

Can be developed using a top-down or bottom-up approach

Can be hardware-related function-related or a combination

Depth of WBS must balance out management effort against planning accuracy (influences technical and cost control)

For accuracy purposes the WBS should be taken down several levels

The WBS must be structured for objective control amp evaluation

WBS Interfacing Benefits

The responsibility assignment matrix Network scheduling Costing Risk analysis Organizational structure Coordination of objectives Control (including contract

administration)

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

Scope Planning

Scope planning is the process of progressively elaborating and documenting the project work (scope) that produces the product

Scope Statement

It provides a documented basis for making future project decisions and for confirming or developing common understanding of project scope among the stakeholders

As the project progresses the scope statement may need to be revised or refined to reflect approved changes to the scope of the project The scope statement includes either directly or by reference to other documents Project justification (business need) Projectrsquos product Requirements or specifications Project deliverables Project objectives Assumptions Cost and time estimates Constraints

Scope Definition

Scope definition involves subdividing the major project deliverables (as identified in scope statement) into smaller more manageable components to Improve the accuracy of cost duration and resource

estimates Define baseline for performance measurementcontrol Facilitate clear responsibility assignment Proper scope definition is critical to project success When there is poor scope definition final project costs

will be higher

Scope Definition

Scope Definition Output (WBS)

Scope Definition ndashTools and Techniques (Decomposition)

Decomposition involves subdividing the major project deliverables or sub-deliverables into smaller more manageable components until the deliverables are defined in sufficient detail to support development of project activities (planning executing controlling and closing) Decomposition involves the following major steps

1 Identify the major deliverables of the project including project management (dependant on the project organization)

2 Decide if adequate cost and duration estimates can be developed at this level of detail for each deliverable

3 Identify constituent components of the deliverable Constituent components should be described in terms of tangible verifiable results to facilitate performance measurement

4 Verify the correctness of the decomposition Are the lower-level items both necessary and sufficient

for completion of the decomposed item If not the constituent components must be modified (added to deleted from or redefined)

Is each item clearly and completely defined If not the description must be revised or expanded

Can each item be appropriately scheduled Budgeted Assigned to a specific organizational unit who will accept responsibility for satisfactory completion of the item If not revisions are needed to provide adequate management control

Scope Definition ndashTools and Techniques (Decomposition)

Scope Definition ndashTools and Techniques (Decomposition)

Scope Definition ndashOutputs

Work Breakdown Structure (WBS) is a deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project Each descending level represents an increasingly detailed definition of the project work

Work Package A deliverable at the lowest level pf the WBS when that deliverable may be assigned to another project manager to plan and execute This may be accomplished through the use of a subproject where the work package may be further decomposed into activities

Scope Definition ndashTools and Techniques (Decomposition)

Work Breakdown Structure (WBS)

The total program can be described as a summation of subdivided elements

Planning can be performed Costs and budgets can be established Time cost and performance can be tracked Objectives can be linked to company resources in a logical

manner Schedules and status-reporting procedures can be

established Network construction and control planning can be initiated The responsibility assignments for each element can be

established

Have clearly defined start dates Have clearly defined end dates Must be able to be used as a communicative

tool in which you can communicate the expected results

Be estimated on a ldquototal time durationrdquo not when the individual activities start or end

Be structured so that a minimum of project office control and documentation (ie forms) are necessary

In work breakdown structure

the activities must

Most common type Six-Level Indentured Structure

LEVEL DESCRIPTION1 Total Program2 Project(s)3 Task(s)4 Subtask(s)5 Work Package(s)6 Level of Effort

Work breakdown structure (WBS)

The WBS breaks work down into smaller activities thus reducing the risk that any major or minor item will be omitted

WBS Six-level structure

Usually specified by the client and managed the project manager

Generated by contractor for in-house control and managed by the functional manager(s)

Planning accuracy is dependent on the WBS level selected The lower the level the greater is the planning accuracy but the higher the management cost

LEVELS RESPONSIBILITY

1 2 3 4 5 6

WBS Tasks

Have clearly defined start and end dates Be usable as a communications tool in which

results can be compared with expectations Be estimate on a ldquototalrdquo time duration not

when the task must start or end Be structured so that a minimum of project

office control and documentation (ie forms) is necessary

DEVELOPING A WORK BREAKDOWN STRUCTURE (WBS)

PROTOTYPE

DEVELOPMENT

(110)

ADVANCED

DEVELOPMENT

(120)

PRE-PRODUCTION

QUALIFICATION

(130)

FINAL PRODUCTION

(140)

UTILITY CAR (10000)

1000010000

110110 120120 130130 140140

121121 123123122122

12211221 12221222 12231223

1221112211 1221212212 1221312213 1221412214

WBS ExampleWBS LEVELS

5

4

3

2

1 PROGRAM

PROJECT

TASK

SUBTASK

WORKPACKAGE

Scope Definition ndashWBS Organized by Product

Scope Definition ndashWBS Organized by Phase

Scope Definition -WBS in Tabular Form

Scope Definition - WBS andGantt Chart in MS Project

Scope Definition - WBS and GanttChart Organized by Process Groups

Approaches to Developing WBS

Using guidelines

The analogy approach uses a similar projectlsquos WBS as a starting point

1048708

The top-down approach starts with the largest items of the project and breaks them into their subordinate items The process involves refining the work into greater and greater levels of detail

Advice for Creating a WBS

1 A unit of work should appear at only one place in the WBS

2 The work content of a WBS item is the sum of the WBS items below it

3 A WBS item is the responsibility of only one individual even though many people may be working on it

4 The WBS must be consistent with the way in which work is actually performed serve the project team first and other purposes if practical

5 Project team members should be involved in developing the WBS to ensure consistency and buy-in

6 Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item

7 The WBS must be flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project

PURPOSE OF WBS

Detailed planning can be performed

Costs and budgets can be established

Objectives can be linked to available resources in a logical manner

Specific authority and responsibility can be assigned

It is to structure an assigned project into various activities in order that

WORK BREAKDOWN STRUCTURE

Can be developed using a top-down or bottom-up approach

Can be hardware-related function-related or a combination

Depth of WBS must balance out management effort against planning accuracy (influences technical and cost control)

For accuracy purposes the WBS should be taken down several levels

The WBS must be structured for objective control amp evaluation

WBS Interfacing Benefits

The responsibility assignment matrix Network scheduling Costing Risk analysis Organizational structure Coordination of objectives Control (including contract

administration)

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

Scope Statement

It provides a documented basis for making future project decisions and for confirming or developing common understanding of project scope among the stakeholders

As the project progresses the scope statement may need to be revised or refined to reflect approved changes to the scope of the project The scope statement includes either directly or by reference to other documents Project justification (business need) Projectrsquos product Requirements or specifications Project deliverables Project objectives Assumptions Cost and time estimates Constraints

Scope Definition

Scope definition involves subdividing the major project deliverables (as identified in scope statement) into smaller more manageable components to Improve the accuracy of cost duration and resource

estimates Define baseline for performance measurementcontrol Facilitate clear responsibility assignment Proper scope definition is critical to project success When there is poor scope definition final project costs

will be higher

Scope Definition

Scope Definition Output (WBS)

Scope Definition ndashTools and Techniques (Decomposition)

Decomposition involves subdividing the major project deliverables or sub-deliverables into smaller more manageable components until the deliverables are defined in sufficient detail to support development of project activities (planning executing controlling and closing) Decomposition involves the following major steps

1 Identify the major deliverables of the project including project management (dependant on the project organization)

2 Decide if adequate cost and duration estimates can be developed at this level of detail for each deliverable

3 Identify constituent components of the deliverable Constituent components should be described in terms of tangible verifiable results to facilitate performance measurement

4 Verify the correctness of the decomposition Are the lower-level items both necessary and sufficient

for completion of the decomposed item If not the constituent components must be modified (added to deleted from or redefined)

Is each item clearly and completely defined If not the description must be revised or expanded

Can each item be appropriately scheduled Budgeted Assigned to a specific organizational unit who will accept responsibility for satisfactory completion of the item If not revisions are needed to provide adequate management control

Scope Definition ndashTools and Techniques (Decomposition)

Scope Definition ndashTools and Techniques (Decomposition)

Scope Definition ndashOutputs

Work Breakdown Structure (WBS) is a deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project Each descending level represents an increasingly detailed definition of the project work

Work Package A deliverable at the lowest level pf the WBS when that deliverable may be assigned to another project manager to plan and execute This may be accomplished through the use of a subproject where the work package may be further decomposed into activities

Scope Definition ndashTools and Techniques (Decomposition)

Work Breakdown Structure (WBS)

The total program can be described as a summation of subdivided elements

Planning can be performed Costs and budgets can be established Time cost and performance can be tracked Objectives can be linked to company resources in a logical

manner Schedules and status-reporting procedures can be

established Network construction and control planning can be initiated The responsibility assignments for each element can be

established

Have clearly defined start dates Have clearly defined end dates Must be able to be used as a communicative

tool in which you can communicate the expected results

Be estimated on a ldquototal time durationrdquo not when the individual activities start or end

Be structured so that a minimum of project office control and documentation (ie forms) are necessary

In work breakdown structure

the activities must

Most common type Six-Level Indentured Structure

LEVEL DESCRIPTION1 Total Program2 Project(s)3 Task(s)4 Subtask(s)5 Work Package(s)6 Level of Effort

Work breakdown structure (WBS)

The WBS breaks work down into smaller activities thus reducing the risk that any major or minor item will be omitted

WBS Six-level structure

Usually specified by the client and managed the project manager

Generated by contractor for in-house control and managed by the functional manager(s)

Planning accuracy is dependent on the WBS level selected The lower the level the greater is the planning accuracy but the higher the management cost

LEVELS RESPONSIBILITY

1 2 3 4 5 6

WBS Tasks

Have clearly defined start and end dates Be usable as a communications tool in which

results can be compared with expectations Be estimate on a ldquototalrdquo time duration not

when the task must start or end Be structured so that a minimum of project

office control and documentation (ie forms) is necessary

DEVELOPING A WORK BREAKDOWN STRUCTURE (WBS)

PROTOTYPE

DEVELOPMENT

(110)

ADVANCED

DEVELOPMENT

(120)

PRE-PRODUCTION

QUALIFICATION

(130)

FINAL PRODUCTION

(140)

UTILITY CAR (10000)

1000010000

110110 120120 130130 140140

121121 123123122122

12211221 12221222 12231223

1221112211 1221212212 1221312213 1221412214

WBS ExampleWBS LEVELS

5

4

3

2

1 PROGRAM

PROJECT

TASK

SUBTASK

WORKPACKAGE

Scope Definition ndashWBS Organized by Product

Scope Definition ndashWBS Organized by Phase

Scope Definition -WBS in Tabular Form

Scope Definition - WBS andGantt Chart in MS Project

Scope Definition - WBS and GanttChart Organized by Process Groups

Approaches to Developing WBS

Using guidelines

The analogy approach uses a similar projectlsquos WBS as a starting point

1048708

The top-down approach starts with the largest items of the project and breaks them into their subordinate items The process involves refining the work into greater and greater levels of detail

Advice for Creating a WBS

1 A unit of work should appear at only one place in the WBS

2 The work content of a WBS item is the sum of the WBS items below it

3 A WBS item is the responsibility of only one individual even though many people may be working on it

4 The WBS must be consistent with the way in which work is actually performed serve the project team first and other purposes if practical

5 Project team members should be involved in developing the WBS to ensure consistency and buy-in

6 Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item

7 The WBS must be flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project

PURPOSE OF WBS

Detailed planning can be performed

Costs and budgets can be established

Objectives can be linked to available resources in a logical manner

Specific authority and responsibility can be assigned

It is to structure an assigned project into various activities in order that

WORK BREAKDOWN STRUCTURE

Can be developed using a top-down or bottom-up approach

Can be hardware-related function-related or a combination

Depth of WBS must balance out management effort against planning accuracy (influences technical and cost control)

For accuracy purposes the WBS should be taken down several levels

The WBS must be structured for objective control amp evaluation

WBS Interfacing Benefits

The responsibility assignment matrix Network scheduling Costing Risk analysis Organizational structure Coordination of objectives Control (including contract

administration)

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

Scope Definition

Scope definition involves subdividing the major project deliverables (as identified in scope statement) into smaller more manageable components to Improve the accuracy of cost duration and resource

estimates Define baseline for performance measurementcontrol Facilitate clear responsibility assignment Proper scope definition is critical to project success When there is poor scope definition final project costs

will be higher

Scope Definition

Scope Definition Output (WBS)

Scope Definition ndashTools and Techniques (Decomposition)

Decomposition involves subdividing the major project deliverables or sub-deliverables into smaller more manageable components until the deliverables are defined in sufficient detail to support development of project activities (planning executing controlling and closing) Decomposition involves the following major steps

1 Identify the major deliverables of the project including project management (dependant on the project organization)

2 Decide if adequate cost and duration estimates can be developed at this level of detail for each deliverable

3 Identify constituent components of the deliverable Constituent components should be described in terms of tangible verifiable results to facilitate performance measurement

4 Verify the correctness of the decomposition Are the lower-level items both necessary and sufficient

for completion of the decomposed item If not the constituent components must be modified (added to deleted from or redefined)

Is each item clearly and completely defined If not the description must be revised or expanded

Can each item be appropriately scheduled Budgeted Assigned to a specific organizational unit who will accept responsibility for satisfactory completion of the item If not revisions are needed to provide adequate management control

Scope Definition ndashTools and Techniques (Decomposition)

Scope Definition ndashTools and Techniques (Decomposition)

Scope Definition ndashOutputs

Work Breakdown Structure (WBS) is a deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project Each descending level represents an increasingly detailed definition of the project work

Work Package A deliverable at the lowest level pf the WBS when that deliverable may be assigned to another project manager to plan and execute This may be accomplished through the use of a subproject where the work package may be further decomposed into activities

Scope Definition ndashTools and Techniques (Decomposition)

Work Breakdown Structure (WBS)

The total program can be described as a summation of subdivided elements

Planning can be performed Costs and budgets can be established Time cost and performance can be tracked Objectives can be linked to company resources in a logical

manner Schedules and status-reporting procedures can be

established Network construction and control planning can be initiated The responsibility assignments for each element can be

established

Have clearly defined start dates Have clearly defined end dates Must be able to be used as a communicative

tool in which you can communicate the expected results

Be estimated on a ldquototal time durationrdquo not when the individual activities start or end

Be structured so that a minimum of project office control and documentation (ie forms) are necessary

In work breakdown structure

the activities must

Most common type Six-Level Indentured Structure

LEVEL DESCRIPTION1 Total Program2 Project(s)3 Task(s)4 Subtask(s)5 Work Package(s)6 Level of Effort

Work breakdown structure (WBS)

The WBS breaks work down into smaller activities thus reducing the risk that any major or minor item will be omitted

WBS Six-level structure

Usually specified by the client and managed the project manager

Generated by contractor for in-house control and managed by the functional manager(s)

Planning accuracy is dependent on the WBS level selected The lower the level the greater is the planning accuracy but the higher the management cost

LEVELS RESPONSIBILITY

1 2 3 4 5 6

WBS Tasks

Have clearly defined start and end dates Be usable as a communications tool in which

results can be compared with expectations Be estimate on a ldquototalrdquo time duration not

when the task must start or end Be structured so that a minimum of project

office control and documentation (ie forms) is necessary

DEVELOPING A WORK BREAKDOWN STRUCTURE (WBS)

PROTOTYPE

DEVELOPMENT

(110)

ADVANCED

DEVELOPMENT

(120)

PRE-PRODUCTION

QUALIFICATION

(130)

FINAL PRODUCTION

(140)

UTILITY CAR (10000)

1000010000

110110 120120 130130 140140

121121 123123122122

12211221 12221222 12231223

1221112211 1221212212 1221312213 1221412214

WBS ExampleWBS LEVELS

5

4

3

2

1 PROGRAM

PROJECT

TASK

SUBTASK

WORKPACKAGE

Scope Definition ndashWBS Organized by Product

Scope Definition ndashWBS Organized by Phase

Scope Definition -WBS in Tabular Form

Scope Definition - WBS andGantt Chart in MS Project

Scope Definition - WBS and GanttChart Organized by Process Groups

Approaches to Developing WBS

Using guidelines

The analogy approach uses a similar projectlsquos WBS as a starting point

1048708

The top-down approach starts with the largest items of the project and breaks them into their subordinate items The process involves refining the work into greater and greater levels of detail

Advice for Creating a WBS

1 A unit of work should appear at only one place in the WBS

2 The work content of a WBS item is the sum of the WBS items below it

3 A WBS item is the responsibility of only one individual even though many people may be working on it

4 The WBS must be consistent with the way in which work is actually performed serve the project team first and other purposes if practical

5 Project team members should be involved in developing the WBS to ensure consistency and buy-in

6 Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item

7 The WBS must be flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project

PURPOSE OF WBS

Detailed planning can be performed

Costs and budgets can be established

Objectives can be linked to available resources in a logical manner

Specific authority and responsibility can be assigned

It is to structure an assigned project into various activities in order that

WORK BREAKDOWN STRUCTURE

Can be developed using a top-down or bottom-up approach

Can be hardware-related function-related or a combination

Depth of WBS must balance out management effort against planning accuracy (influences technical and cost control)

For accuracy purposes the WBS should be taken down several levels

The WBS must be structured for objective control amp evaluation

WBS Interfacing Benefits

The responsibility assignment matrix Network scheduling Costing Risk analysis Organizational structure Coordination of objectives Control (including contract

administration)

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

Scope Definition

Scope Definition Output (WBS)

Scope Definition ndashTools and Techniques (Decomposition)

Decomposition involves subdividing the major project deliverables or sub-deliverables into smaller more manageable components until the deliverables are defined in sufficient detail to support development of project activities (planning executing controlling and closing) Decomposition involves the following major steps

1 Identify the major deliverables of the project including project management (dependant on the project organization)

2 Decide if adequate cost and duration estimates can be developed at this level of detail for each deliverable

3 Identify constituent components of the deliverable Constituent components should be described in terms of tangible verifiable results to facilitate performance measurement

4 Verify the correctness of the decomposition Are the lower-level items both necessary and sufficient

for completion of the decomposed item If not the constituent components must be modified (added to deleted from or redefined)

Is each item clearly and completely defined If not the description must be revised or expanded

Can each item be appropriately scheduled Budgeted Assigned to a specific organizational unit who will accept responsibility for satisfactory completion of the item If not revisions are needed to provide adequate management control

Scope Definition ndashTools and Techniques (Decomposition)

Scope Definition ndashTools and Techniques (Decomposition)

Scope Definition ndashOutputs

Work Breakdown Structure (WBS) is a deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project Each descending level represents an increasingly detailed definition of the project work

Work Package A deliverable at the lowest level pf the WBS when that deliverable may be assigned to another project manager to plan and execute This may be accomplished through the use of a subproject where the work package may be further decomposed into activities

Scope Definition ndashTools and Techniques (Decomposition)

Work Breakdown Structure (WBS)

The total program can be described as a summation of subdivided elements

Planning can be performed Costs and budgets can be established Time cost and performance can be tracked Objectives can be linked to company resources in a logical

manner Schedules and status-reporting procedures can be

established Network construction and control planning can be initiated The responsibility assignments for each element can be

established

Have clearly defined start dates Have clearly defined end dates Must be able to be used as a communicative

tool in which you can communicate the expected results

Be estimated on a ldquototal time durationrdquo not when the individual activities start or end

Be structured so that a minimum of project office control and documentation (ie forms) are necessary

In work breakdown structure

the activities must

Most common type Six-Level Indentured Structure

LEVEL DESCRIPTION1 Total Program2 Project(s)3 Task(s)4 Subtask(s)5 Work Package(s)6 Level of Effort

Work breakdown structure (WBS)

The WBS breaks work down into smaller activities thus reducing the risk that any major or minor item will be omitted

WBS Six-level structure

Usually specified by the client and managed the project manager

Generated by contractor for in-house control and managed by the functional manager(s)

Planning accuracy is dependent on the WBS level selected The lower the level the greater is the planning accuracy but the higher the management cost

LEVELS RESPONSIBILITY

1 2 3 4 5 6

WBS Tasks

Have clearly defined start and end dates Be usable as a communications tool in which

results can be compared with expectations Be estimate on a ldquototalrdquo time duration not

when the task must start or end Be structured so that a minimum of project

office control and documentation (ie forms) is necessary

DEVELOPING A WORK BREAKDOWN STRUCTURE (WBS)

PROTOTYPE

DEVELOPMENT

(110)

ADVANCED

DEVELOPMENT

(120)

PRE-PRODUCTION

QUALIFICATION

(130)

FINAL PRODUCTION

(140)

UTILITY CAR (10000)

1000010000

110110 120120 130130 140140

121121 123123122122

12211221 12221222 12231223

1221112211 1221212212 1221312213 1221412214

WBS ExampleWBS LEVELS

5

4

3

2

1 PROGRAM

PROJECT

TASK

SUBTASK

WORKPACKAGE

Scope Definition ndashWBS Organized by Product

Scope Definition ndashWBS Organized by Phase

Scope Definition -WBS in Tabular Form

Scope Definition - WBS andGantt Chart in MS Project

Scope Definition - WBS and GanttChart Organized by Process Groups

Approaches to Developing WBS

Using guidelines

The analogy approach uses a similar projectlsquos WBS as a starting point

1048708

The top-down approach starts with the largest items of the project and breaks them into their subordinate items The process involves refining the work into greater and greater levels of detail

Advice for Creating a WBS

1 A unit of work should appear at only one place in the WBS

2 The work content of a WBS item is the sum of the WBS items below it

3 A WBS item is the responsibility of only one individual even though many people may be working on it

4 The WBS must be consistent with the way in which work is actually performed serve the project team first and other purposes if practical

5 Project team members should be involved in developing the WBS to ensure consistency and buy-in

6 Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item

7 The WBS must be flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project

PURPOSE OF WBS

Detailed planning can be performed

Costs and budgets can be established

Objectives can be linked to available resources in a logical manner

Specific authority and responsibility can be assigned

It is to structure an assigned project into various activities in order that

WORK BREAKDOWN STRUCTURE

Can be developed using a top-down or bottom-up approach

Can be hardware-related function-related or a combination

Depth of WBS must balance out management effort against planning accuracy (influences technical and cost control)

For accuracy purposes the WBS should be taken down several levels

The WBS must be structured for objective control amp evaluation

WBS Interfacing Benefits

The responsibility assignment matrix Network scheduling Costing Risk analysis Organizational structure Coordination of objectives Control (including contract

administration)

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

Scope Definition Output (WBS)

Scope Definition ndashTools and Techniques (Decomposition)

Decomposition involves subdividing the major project deliverables or sub-deliverables into smaller more manageable components until the deliverables are defined in sufficient detail to support development of project activities (planning executing controlling and closing) Decomposition involves the following major steps

1 Identify the major deliverables of the project including project management (dependant on the project organization)

2 Decide if adequate cost and duration estimates can be developed at this level of detail for each deliverable

3 Identify constituent components of the deliverable Constituent components should be described in terms of tangible verifiable results to facilitate performance measurement

4 Verify the correctness of the decomposition Are the lower-level items both necessary and sufficient

for completion of the decomposed item If not the constituent components must be modified (added to deleted from or redefined)

Is each item clearly and completely defined If not the description must be revised or expanded

Can each item be appropriately scheduled Budgeted Assigned to a specific organizational unit who will accept responsibility for satisfactory completion of the item If not revisions are needed to provide adequate management control

Scope Definition ndashTools and Techniques (Decomposition)

Scope Definition ndashTools and Techniques (Decomposition)

Scope Definition ndashOutputs

Work Breakdown Structure (WBS) is a deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project Each descending level represents an increasingly detailed definition of the project work

Work Package A deliverable at the lowest level pf the WBS when that deliverable may be assigned to another project manager to plan and execute This may be accomplished through the use of a subproject where the work package may be further decomposed into activities

Scope Definition ndashTools and Techniques (Decomposition)

Work Breakdown Structure (WBS)

The total program can be described as a summation of subdivided elements

Planning can be performed Costs and budgets can be established Time cost and performance can be tracked Objectives can be linked to company resources in a logical

manner Schedules and status-reporting procedures can be

established Network construction and control planning can be initiated The responsibility assignments for each element can be

established

Have clearly defined start dates Have clearly defined end dates Must be able to be used as a communicative

tool in which you can communicate the expected results

Be estimated on a ldquototal time durationrdquo not when the individual activities start or end

Be structured so that a minimum of project office control and documentation (ie forms) are necessary

In work breakdown structure

the activities must

Most common type Six-Level Indentured Structure

LEVEL DESCRIPTION1 Total Program2 Project(s)3 Task(s)4 Subtask(s)5 Work Package(s)6 Level of Effort

Work breakdown structure (WBS)

The WBS breaks work down into smaller activities thus reducing the risk that any major or minor item will be omitted

WBS Six-level structure

Usually specified by the client and managed the project manager

Generated by contractor for in-house control and managed by the functional manager(s)

Planning accuracy is dependent on the WBS level selected The lower the level the greater is the planning accuracy but the higher the management cost

LEVELS RESPONSIBILITY

1 2 3 4 5 6

WBS Tasks

Have clearly defined start and end dates Be usable as a communications tool in which

results can be compared with expectations Be estimate on a ldquototalrdquo time duration not

when the task must start or end Be structured so that a minimum of project

office control and documentation (ie forms) is necessary

DEVELOPING A WORK BREAKDOWN STRUCTURE (WBS)

PROTOTYPE

DEVELOPMENT

(110)

ADVANCED

DEVELOPMENT

(120)

PRE-PRODUCTION

QUALIFICATION

(130)

FINAL PRODUCTION

(140)

UTILITY CAR (10000)

1000010000

110110 120120 130130 140140

121121 123123122122

12211221 12221222 12231223

1221112211 1221212212 1221312213 1221412214

WBS ExampleWBS LEVELS

5

4

3

2

1 PROGRAM

PROJECT

TASK

SUBTASK

WORKPACKAGE

Scope Definition ndashWBS Organized by Product

Scope Definition ndashWBS Organized by Phase

Scope Definition -WBS in Tabular Form

Scope Definition - WBS andGantt Chart in MS Project

Scope Definition - WBS and GanttChart Organized by Process Groups

Approaches to Developing WBS

Using guidelines

The analogy approach uses a similar projectlsquos WBS as a starting point

1048708

The top-down approach starts with the largest items of the project and breaks them into their subordinate items The process involves refining the work into greater and greater levels of detail

Advice for Creating a WBS

1 A unit of work should appear at only one place in the WBS

2 The work content of a WBS item is the sum of the WBS items below it

3 A WBS item is the responsibility of only one individual even though many people may be working on it

4 The WBS must be consistent with the way in which work is actually performed serve the project team first and other purposes if practical

5 Project team members should be involved in developing the WBS to ensure consistency and buy-in

6 Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item

7 The WBS must be flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project

PURPOSE OF WBS

Detailed planning can be performed

Costs and budgets can be established

Objectives can be linked to available resources in a logical manner

Specific authority and responsibility can be assigned

It is to structure an assigned project into various activities in order that

WORK BREAKDOWN STRUCTURE

Can be developed using a top-down or bottom-up approach

Can be hardware-related function-related or a combination

Depth of WBS must balance out management effort against planning accuracy (influences technical and cost control)

For accuracy purposes the WBS should be taken down several levels

The WBS must be structured for objective control amp evaluation

WBS Interfacing Benefits

The responsibility assignment matrix Network scheduling Costing Risk analysis Organizational structure Coordination of objectives Control (including contract

administration)

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

Scope Definition ndashTools and Techniques (Decomposition)

Decomposition involves subdividing the major project deliverables or sub-deliverables into smaller more manageable components until the deliverables are defined in sufficient detail to support development of project activities (planning executing controlling and closing) Decomposition involves the following major steps

1 Identify the major deliverables of the project including project management (dependant on the project organization)

2 Decide if adequate cost and duration estimates can be developed at this level of detail for each deliverable

3 Identify constituent components of the deliverable Constituent components should be described in terms of tangible verifiable results to facilitate performance measurement

4 Verify the correctness of the decomposition Are the lower-level items both necessary and sufficient

for completion of the decomposed item If not the constituent components must be modified (added to deleted from or redefined)

Is each item clearly and completely defined If not the description must be revised or expanded

Can each item be appropriately scheduled Budgeted Assigned to a specific organizational unit who will accept responsibility for satisfactory completion of the item If not revisions are needed to provide adequate management control

Scope Definition ndashTools and Techniques (Decomposition)

Scope Definition ndashTools and Techniques (Decomposition)

Scope Definition ndashOutputs

Work Breakdown Structure (WBS) is a deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project Each descending level represents an increasingly detailed definition of the project work

Work Package A deliverable at the lowest level pf the WBS when that deliverable may be assigned to another project manager to plan and execute This may be accomplished through the use of a subproject where the work package may be further decomposed into activities

Scope Definition ndashTools and Techniques (Decomposition)

Work Breakdown Structure (WBS)

The total program can be described as a summation of subdivided elements

Planning can be performed Costs and budgets can be established Time cost and performance can be tracked Objectives can be linked to company resources in a logical

manner Schedules and status-reporting procedures can be

established Network construction and control planning can be initiated The responsibility assignments for each element can be

established

Have clearly defined start dates Have clearly defined end dates Must be able to be used as a communicative

tool in which you can communicate the expected results

Be estimated on a ldquototal time durationrdquo not when the individual activities start or end

Be structured so that a minimum of project office control and documentation (ie forms) are necessary

In work breakdown structure

the activities must

Most common type Six-Level Indentured Structure

LEVEL DESCRIPTION1 Total Program2 Project(s)3 Task(s)4 Subtask(s)5 Work Package(s)6 Level of Effort

Work breakdown structure (WBS)

The WBS breaks work down into smaller activities thus reducing the risk that any major or minor item will be omitted

WBS Six-level structure

Usually specified by the client and managed the project manager

Generated by contractor for in-house control and managed by the functional manager(s)

Planning accuracy is dependent on the WBS level selected The lower the level the greater is the planning accuracy but the higher the management cost

LEVELS RESPONSIBILITY

1 2 3 4 5 6

WBS Tasks

Have clearly defined start and end dates Be usable as a communications tool in which

results can be compared with expectations Be estimate on a ldquototalrdquo time duration not

when the task must start or end Be structured so that a minimum of project

office control and documentation (ie forms) is necessary

DEVELOPING A WORK BREAKDOWN STRUCTURE (WBS)

PROTOTYPE

DEVELOPMENT

(110)

ADVANCED

DEVELOPMENT

(120)

PRE-PRODUCTION

QUALIFICATION

(130)

FINAL PRODUCTION

(140)

UTILITY CAR (10000)

1000010000

110110 120120 130130 140140

121121 123123122122

12211221 12221222 12231223

1221112211 1221212212 1221312213 1221412214

WBS ExampleWBS LEVELS

5

4

3

2

1 PROGRAM

PROJECT

TASK

SUBTASK

WORKPACKAGE

Scope Definition ndashWBS Organized by Product

Scope Definition ndashWBS Organized by Phase

Scope Definition -WBS in Tabular Form

Scope Definition - WBS andGantt Chart in MS Project

Scope Definition - WBS and GanttChart Organized by Process Groups

Approaches to Developing WBS

Using guidelines

The analogy approach uses a similar projectlsquos WBS as a starting point

1048708

The top-down approach starts with the largest items of the project and breaks them into their subordinate items The process involves refining the work into greater and greater levels of detail

Advice for Creating a WBS

1 A unit of work should appear at only one place in the WBS

2 The work content of a WBS item is the sum of the WBS items below it

3 A WBS item is the responsibility of only one individual even though many people may be working on it

4 The WBS must be consistent with the way in which work is actually performed serve the project team first and other purposes if practical

5 Project team members should be involved in developing the WBS to ensure consistency and buy-in

6 Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item

7 The WBS must be flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project

PURPOSE OF WBS

Detailed planning can be performed

Costs and budgets can be established

Objectives can be linked to available resources in a logical manner

Specific authority and responsibility can be assigned

It is to structure an assigned project into various activities in order that

WORK BREAKDOWN STRUCTURE

Can be developed using a top-down or bottom-up approach

Can be hardware-related function-related or a combination

Depth of WBS must balance out management effort against planning accuracy (influences technical and cost control)

For accuracy purposes the WBS should be taken down several levels

The WBS must be structured for objective control amp evaluation

WBS Interfacing Benefits

The responsibility assignment matrix Network scheduling Costing Risk analysis Organizational structure Coordination of objectives Control (including contract

administration)

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

4 Verify the correctness of the decomposition Are the lower-level items both necessary and sufficient

for completion of the decomposed item If not the constituent components must be modified (added to deleted from or redefined)

Is each item clearly and completely defined If not the description must be revised or expanded

Can each item be appropriately scheduled Budgeted Assigned to a specific organizational unit who will accept responsibility for satisfactory completion of the item If not revisions are needed to provide adequate management control

Scope Definition ndashTools and Techniques (Decomposition)

Scope Definition ndashTools and Techniques (Decomposition)

Scope Definition ndashOutputs

Work Breakdown Structure (WBS) is a deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project Each descending level represents an increasingly detailed definition of the project work

Work Package A deliverable at the lowest level pf the WBS when that deliverable may be assigned to another project manager to plan and execute This may be accomplished through the use of a subproject where the work package may be further decomposed into activities

Scope Definition ndashTools and Techniques (Decomposition)

Work Breakdown Structure (WBS)

The total program can be described as a summation of subdivided elements

Planning can be performed Costs and budgets can be established Time cost and performance can be tracked Objectives can be linked to company resources in a logical

manner Schedules and status-reporting procedures can be

established Network construction and control planning can be initiated The responsibility assignments for each element can be

established

Have clearly defined start dates Have clearly defined end dates Must be able to be used as a communicative

tool in which you can communicate the expected results

Be estimated on a ldquototal time durationrdquo not when the individual activities start or end

Be structured so that a minimum of project office control and documentation (ie forms) are necessary

In work breakdown structure

the activities must

Most common type Six-Level Indentured Structure

LEVEL DESCRIPTION1 Total Program2 Project(s)3 Task(s)4 Subtask(s)5 Work Package(s)6 Level of Effort

Work breakdown structure (WBS)

The WBS breaks work down into smaller activities thus reducing the risk that any major or minor item will be omitted

WBS Six-level structure

Usually specified by the client and managed the project manager

Generated by contractor for in-house control and managed by the functional manager(s)

Planning accuracy is dependent on the WBS level selected The lower the level the greater is the planning accuracy but the higher the management cost

LEVELS RESPONSIBILITY

1 2 3 4 5 6

WBS Tasks

Have clearly defined start and end dates Be usable as a communications tool in which

results can be compared with expectations Be estimate on a ldquototalrdquo time duration not

when the task must start or end Be structured so that a minimum of project

office control and documentation (ie forms) is necessary

DEVELOPING A WORK BREAKDOWN STRUCTURE (WBS)

PROTOTYPE

DEVELOPMENT

(110)

ADVANCED

DEVELOPMENT

(120)

PRE-PRODUCTION

QUALIFICATION

(130)

FINAL PRODUCTION

(140)

UTILITY CAR (10000)

1000010000

110110 120120 130130 140140

121121 123123122122

12211221 12221222 12231223

1221112211 1221212212 1221312213 1221412214

WBS ExampleWBS LEVELS

5

4

3

2

1 PROGRAM

PROJECT

TASK

SUBTASK

WORKPACKAGE

Scope Definition ndashWBS Organized by Product

Scope Definition ndashWBS Organized by Phase

Scope Definition -WBS in Tabular Form

Scope Definition - WBS andGantt Chart in MS Project

Scope Definition - WBS and GanttChart Organized by Process Groups

Approaches to Developing WBS

Using guidelines

The analogy approach uses a similar projectlsquos WBS as a starting point

1048708

The top-down approach starts with the largest items of the project and breaks them into their subordinate items The process involves refining the work into greater and greater levels of detail

Advice for Creating a WBS

1 A unit of work should appear at only one place in the WBS

2 The work content of a WBS item is the sum of the WBS items below it

3 A WBS item is the responsibility of only one individual even though many people may be working on it

4 The WBS must be consistent with the way in which work is actually performed serve the project team first and other purposes if practical

5 Project team members should be involved in developing the WBS to ensure consistency and buy-in

6 Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item

7 The WBS must be flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project

PURPOSE OF WBS

Detailed planning can be performed

Costs and budgets can be established

Objectives can be linked to available resources in a logical manner

Specific authority and responsibility can be assigned

It is to structure an assigned project into various activities in order that

WORK BREAKDOWN STRUCTURE

Can be developed using a top-down or bottom-up approach

Can be hardware-related function-related or a combination

Depth of WBS must balance out management effort against planning accuracy (influences technical and cost control)

For accuracy purposes the WBS should be taken down several levels

The WBS must be structured for objective control amp evaluation

WBS Interfacing Benefits

The responsibility assignment matrix Network scheduling Costing Risk analysis Organizational structure Coordination of objectives Control (including contract

administration)

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

Scope Definition ndashTools and Techniques (Decomposition)

Scope Definition ndashOutputs

Work Breakdown Structure (WBS) is a deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project Each descending level represents an increasingly detailed definition of the project work

Work Package A deliverable at the lowest level pf the WBS when that deliverable may be assigned to another project manager to plan and execute This may be accomplished through the use of a subproject where the work package may be further decomposed into activities

Scope Definition ndashTools and Techniques (Decomposition)

Work Breakdown Structure (WBS)

The total program can be described as a summation of subdivided elements

Planning can be performed Costs and budgets can be established Time cost and performance can be tracked Objectives can be linked to company resources in a logical

manner Schedules and status-reporting procedures can be

established Network construction and control planning can be initiated The responsibility assignments for each element can be

established

Have clearly defined start dates Have clearly defined end dates Must be able to be used as a communicative

tool in which you can communicate the expected results

Be estimated on a ldquototal time durationrdquo not when the individual activities start or end

Be structured so that a minimum of project office control and documentation (ie forms) are necessary

In work breakdown structure

the activities must

Most common type Six-Level Indentured Structure

LEVEL DESCRIPTION1 Total Program2 Project(s)3 Task(s)4 Subtask(s)5 Work Package(s)6 Level of Effort

Work breakdown structure (WBS)

The WBS breaks work down into smaller activities thus reducing the risk that any major or minor item will be omitted

WBS Six-level structure

Usually specified by the client and managed the project manager

Generated by contractor for in-house control and managed by the functional manager(s)

Planning accuracy is dependent on the WBS level selected The lower the level the greater is the planning accuracy but the higher the management cost

LEVELS RESPONSIBILITY

1 2 3 4 5 6

WBS Tasks

Have clearly defined start and end dates Be usable as a communications tool in which

results can be compared with expectations Be estimate on a ldquototalrdquo time duration not

when the task must start or end Be structured so that a minimum of project

office control and documentation (ie forms) is necessary

DEVELOPING A WORK BREAKDOWN STRUCTURE (WBS)

PROTOTYPE

DEVELOPMENT

(110)

ADVANCED

DEVELOPMENT

(120)

PRE-PRODUCTION

QUALIFICATION

(130)

FINAL PRODUCTION

(140)

UTILITY CAR (10000)

1000010000

110110 120120 130130 140140

121121 123123122122

12211221 12221222 12231223

1221112211 1221212212 1221312213 1221412214

WBS ExampleWBS LEVELS

5

4

3

2

1 PROGRAM

PROJECT

TASK

SUBTASK

WORKPACKAGE

Scope Definition ndashWBS Organized by Product

Scope Definition ndashWBS Organized by Phase

Scope Definition -WBS in Tabular Form

Scope Definition - WBS andGantt Chart in MS Project

Scope Definition - WBS and GanttChart Organized by Process Groups

Approaches to Developing WBS

Using guidelines

The analogy approach uses a similar projectlsquos WBS as a starting point

1048708

The top-down approach starts with the largest items of the project and breaks them into their subordinate items The process involves refining the work into greater and greater levels of detail

Advice for Creating a WBS

1 A unit of work should appear at only one place in the WBS

2 The work content of a WBS item is the sum of the WBS items below it

3 A WBS item is the responsibility of only one individual even though many people may be working on it

4 The WBS must be consistent with the way in which work is actually performed serve the project team first and other purposes if practical

5 Project team members should be involved in developing the WBS to ensure consistency and buy-in

6 Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item

7 The WBS must be flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project

PURPOSE OF WBS

Detailed planning can be performed

Costs and budgets can be established

Objectives can be linked to available resources in a logical manner

Specific authority and responsibility can be assigned

It is to structure an assigned project into various activities in order that

WORK BREAKDOWN STRUCTURE

Can be developed using a top-down or bottom-up approach

Can be hardware-related function-related or a combination

Depth of WBS must balance out management effort against planning accuracy (influences technical and cost control)

For accuracy purposes the WBS should be taken down several levels

The WBS must be structured for objective control amp evaluation

WBS Interfacing Benefits

The responsibility assignment matrix Network scheduling Costing Risk analysis Organizational structure Coordination of objectives Control (including contract

administration)

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

Scope Definition ndashOutputs

Work Breakdown Structure (WBS) is a deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project Each descending level represents an increasingly detailed definition of the project work

Work Package A deliverable at the lowest level pf the WBS when that deliverable may be assigned to another project manager to plan and execute This may be accomplished through the use of a subproject where the work package may be further decomposed into activities

Scope Definition ndashTools and Techniques (Decomposition)

Work Breakdown Structure (WBS)

The total program can be described as a summation of subdivided elements

Planning can be performed Costs and budgets can be established Time cost and performance can be tracked Objectives can be linked to company resources in a logical

manner Schedules and status-reporting procedures can be

established Network construction and control planning can be initiated The responsibility assignments for each element can be

established

Have clearly defined start dates Have clearly defined end dates Must be able to be used as a communicative

tool in which you can communicate the expected results

Be estimated on a ldquototal time durationrdquo not when the individual activities start or end

Be structured so that a minimum of project office control and documentation (ie forms) are necessary

In work breakdown structure

the activities must

Most common type Six-Level Indentured Structure

LEVEL DESCRIPTION1 Total Program2 Project(s)3 Task(s)4 Subtask(s)5 Work Package(s)6 Level of Effort

Work breakdown structure (WBS)

The WBS breaks work down into smaller activities thus reducing the risk that any major or minor item will be omitted

WBS Six-level structure

Usually specified by the client and managed the project manager

Generated by contractor for in-house control and managed by the functional manager(s)

Planning accuracy is dependent on the WBS level selected The lower the level the greater is the planning accuracy but the higher the management cost

LEVELS RESPONSIBILITY

1 2 3 4 5 6

WBS Tasks

Have clearly defined start and end dates Be usable as a communications tool in which

results can be compared with expectations Be estimate on a ldquototalrdquo time duration not

when the task must start or end Be structured so that a minimum of project

office control and documentation (ie forms) is necessary

DEVELOPING A WORK BREAKDOWN STRUCTURE (WBS)

PROTOTYPE

DEVELOPMENT

(110)

ADVANCED

DEVELOPMENT

(120)

PRE-PRODUCTION

QUALIFICATION

(130)

FINAL PRODUCTION

(140)

UTILITY CAR (10000)

1000010000

110110 120120 130130 140140

121121 123123122122

12211221 12221222 12231223

1221112211 1221212212 1221312213 1221412214

WBS ExampleWBS LEVELS

5

4

3

2

1 PROGRAM

PROJECT

TASK

SUBTASK

WORKPACKAGE

Scope Definition ndashWBS Organized by Product

Scope Definition ndashWBS Organized by Phase

Scope Definition -WBS in Tabular Form

Scope Definition - WBS andGantt Chart in MS Project

Scope Definition - WBS and GanttChart Organized by Process Groups

Approaches to Developing WBS

Using guidelines

The analogy approach uses a similar projectlsquos WBS as a starting point

1048708

The top-down approach starts with the largest items of the project and breaks them into their subordinate items The process involves refining the work into greater and greater levels of detail

Advice for Creating a WBS

1 A unit of work should appear at only one place in the WBS

2 The work content of a WBS item is the sum of the WBS items below it

3 A WBS item is the responsibility of only one individual even though many people may be working on it

4 The WBS must be consistent with the way in which work is actually performed serve the project team first and other purposes if practical

5 Project team members should be involved in developing the WBS to ensure consistency and buy-in

6 Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item

7 The WBS must be flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project

PURPOSE OF WBS

Detailed planning can be performed

Costs and budgets can be established

Objectives can be linked to available resources in a logical manner

Specific authority and responsibility can be assigned

It is to structure an assigned project into various activities in order that

WORK BREAKDOWN STRUCTURE

Can be developed using a top-down or bottom-up approach

Can be hardware-related function-related or a combination

Depth of WBS must balance out management effort against planning accuracy (influences technical and cost control)

For accuracy purposes the WBS should be taken down several levels

The WBS must be structured for objective control amp evaluation

WBS Interfacing Benefits

The responsibility assignment matrix Network scheduling Costing Risk analysis Organizational structure Coordination of objectives Control (including contract

administration)

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

Scope Definition ndashTools and Techniques (Decomposition)

Work Breakdown Structure (WBS)

The total program can be described as a summation of subdivided elements

Planning can be performed Costs and budgets can be established Time cost and performance can be tracked Objectives can be linked to company resources in a logical

manner Schedules and status-reporting procedures can be

established Network construction and control planning can be initiated The responsibility assignments for each element can be

established

Have clearly defined start dates Have clearly defined end dates Must be able to be used as a communicative

tool in which you can communicate the expected results

Be estimated on a ldquototal time durationrdquo not when the individual activities start or end

Be structured so that a minimum of project office control and documentation (ie forms) are necessary

In work breakdown structure

the activities must

Most common type Six-Level Indentured Structure

LEVEL DESCRIPTION1 Total Program2 Project(s)3 Task(s)4 Subtask(s)5 Work Package(s)6 Level of Effort

Work breakdown structure (WBS)

The WBS breaks work down into smaller activities thus reducing the risk that any major or minor item will be omitted

WBS Six-level structure

Usually specified by the client and managed the project manager

Generated by contractor for in-house control and managed by the functional manager(s)

Planning accuracy is dependent on the WBS level selected The lower the level the greater is the planning accuracy but the higher the management cost

LEVELS RESPONSIBILITY

1 2 3 4 5 6

WBS Tasks

Have clearly defined start and end dates Be usable as a communications tool in which

results can be compared with expectations Be estimate on a ldquototalrdquo time duration not

when the task must start or end Be structured so that a minimum of project

office control and documentation (ie forms) is necessary

DEVELOPING A WORK BREAKDOWN STRUCTURE (WBS)

PROTOTYPE

DEVELOPMENT

(110)

ADVANCED

DEVELOPMENT

(120)

PRE-PRODUCTION

QUALIFICATION

(130)

FINAL PRODUCTION

(140)

UTILITY CAR (10000)

1000010000

110110 120120 130130 140140

121121 123123122122

12211221 12221222 12231223

1221112211 1221212212 1221312213 1221412214

WBS ExampleWBS LEVELS

5

4

3

2

1 PROGRAM

PROJECT

TASK

SUBTASK

WORKPACKAGE

Scope Definition ndashWBS Organized by Product

Scope Definition ndashWBS Organized by Phase

Scope Definition -WBS in Tabular Form

Scope Definition - WBS andGantt Chart in MS Project

Scope Definition - WBS and GanttChart Organized by Process Groups

Approaches to Developing WBS

Using guidelines

The analogy approach uses a similar projectlsquos WBS as a starting point

1048708

The top-down approach starts with the largest items of the project and breaks them into their subordinate items The process involves refining the work into greater and greater levels of detail

Advice for Creating a WBS

1 A unit of work should appear at only one place in the WBS

2 The work content of a WBS item is the sum of the WBS items below it

3 A WBS item is the responsibility of only one individual even though many people may be working on it

4 The WBS must be consistent with the way in which work is actually performed serve the project team first and other purposes if practical

5 Project team members should be involved in developing the WBS to ensure consistency and buy-in

6 Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item

7 The WBS must be flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project

PURPOSE OF WBS

Detailed planning can be performed

Costs and budgets can be established

Objectives can be linked to available resources in a logical manner

Specific authority and responsibility can be assigned

It is to structure an assigned project into various activities in order that

WORK BREAKDOWN STRUCTURE

Can be developed using a top-down or bottom-up approach

Can be hardware-related function-related or a combination

Depth of WBS must balance out management effort against planning accuracy (influences technical and cost control)

For accuracy purposes the WBS should be taken down several levels

The WBS must be structured for objective control amp evaluation

WBS Interfacing Benefits

The responsibility assignment matrix Network scheduling Costing Risk analysis Organizational structure Coordination of objectives Control (including contract

administration)

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

Work Breakdown Structure (WBS)

The total program can be described as a summation of subdivided elements

Planning can be performed Costs and budgets can be established Time cost and performance can be tracked Objectives can be linked to company resources in a logical

manner Schedules and status-reporting procedures can be

established Network construction and control planning can be initiated The responsibility assignments for each element can be

established

Have clearly defined start dates Have clearly defined end dates Must be able to be used as a communicative

tool in which you can communicate the expected results

Be estimated on a ldquototal time durationrdquo not when the individual activities start or end

Be structured so that a minimum of project office control and documentation (ie forms) are necessary

In work breakdown structure

the activities must

Most common type Six-Level Indentured Structure

LEVEL DESCRIPTION1 Total Program2 Project(s)3 Task(s)4 Subtask(s)5 Work Package(s)6 Level of Effort

Work breakdown structure (WBS)

The WBS breaks work down into smaller activities thus reducing the risk that any major or minor item will be omitted

WBS Six-level structure

Usually specified by the client and managed the project manager

Generated by contractor for in-house control and managed by the functional manager(s)

Planning accuracy is dependent on the WBS level selected The lower the level the greater is the planning accuracy but the higher the management cost

LEVELS RESPONSIBILITY

1 2 3 4 5 6

WBS Tasks

Have clearly defined start and end dates Be usable as a communications tool in which

results can be compared with expectations Be estimate on a ldquototalrdquo time duration not

when the task must start or end Be structured so that a minimum of project

office control and documentation (ie forms) is necessary

DEVELOPING A WORK BREAKDOWN STRUCTURE (WBS)

PROTOTYPE

DEVELOPMENT

(110)

ADVANCED

DEVELOPMENT

(120)

PRE-PRODUCTION

QUALIFICATION

(130)

FINAL PRODUCTION

(140)

UTILITY CAR (10000)

1000010000

110110 120120 130130 140140

121121 123123122122

12211221 12221222 12231223

1221112211 1221212212 1221312213 1221412214

WBS ExampleWBS LEVELS

5

4

3

2

1 PROGRAM

PROJECT

TASK

SUBTASK

WORKPACKAGE

Scope Definition ndashWBS Organized by Product

Scope Definition ndashWBS Organized by Phase

Scope Definition -WBS in Tabular Form

Scope Definition - WBS andGantt Chart in MS Project

Scope Definition - WBS and GanttChart Organized by Process Groups

Approaches to Developing WBS

Using guidelines

The analogy approach uses a similar projectlsquos WBS as a starting point

1048708

The top-down approach starts with the largest items of the project and breaks them into their subordinate items The process involves refining the work into greater and greater levels of detail

Advice for Creating a WBS

1 A unit of work should appear at only one place in the WBS

2 The work content of a WBS item is the sum of the WBS items below it

3 A WBS item is the responsibility of only one individual even though many people may be working on it

4 The WBS must be consistent with the way in which work is actually performed serve the project team first and other purposes if practical

5 Project team members should be involved in developing the WBS to ensure consistency and buy-in

6 Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item

7 The WBS must be flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project

PURPOSE OF WBS

Detailed planning can be performed

Costs and budgets can be established

Objectives can be linked to available resources in a logical manner

Specific authority and responsibility can be assigned

It is to structure an assigned project into various activities in order that

WORK BREAKDOWN STRUCTURE

Can be developed using a top-down or bottom-up approach

Can be hardware-related function-related or a combination

Depth of WBS must balance out management effort against planning accuracy (influences technical and cost control)

For accuracy purposes the WBS should be taken down several levels

The WBS must be structured for objective control amp evaluation

WBS Interfacing Benefits

The responsibility assignment matrix Network scheduling Costing Risk analysis Organizational structure Coordination of objectives Control (including contract

administration)

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

Have clearly defined start dates Have clearly defined end dates Must be able to be used as a communicative

tool in which you can communicate the expected results

Be estimated on a ldquototal time durationrdquo not when the individual activities start or end

Be structured so that a minimum of project office control and documentation (ie forms) are necessary

In work breakdown structure

the activities must

Most common type Six-Level Indentured Structure

LEVEL DESCRIPTION1 Total Program2 Project(s)3 Task(s)4 Subtask(s)5 Work Package(s)6 Level of Effort

Work breakdown structure (WBS)

The WBS breaks work down into smaller activities thus reducing the risk that any major or minor item will be omitted

WBS Six-level structure

Usually specified by the client and managed the project manager

Generated by contractor for in-house control and managed by the functional manager(s)

Planning accuracy is dependent on the WBS level selected The lower the level the greater is the planning accuracy but the higher the management cost

LEVELS RESPONSIBILITY

1 2 3 4 5 6

WBS Tasks

Have clearly defined start and end dates Be usable as a communications tool in which

results can be compared with expectations Be estimate on a ldquototalrdquo time duration not

when the task must start or end Be structured so that a minimum of project

office control and documentation (ie forms) is necessary

DEVELOPING A WORK BREAKDOWN STRUCTURE (WBS)

PROTOTYPE

DEVELOPMENT

(110)

ADVANCED

DEVELOPMENT

(120)

PRE-PRODUCTION

QUALIFICATION

(130)

FINAL PRODUCTION

(140)

UTILITY CAR (10000)

1000010000

110110 120120 130130 140140

121121 123123122122

12211221 12221222 12231223

1221112211 1221212212 1221312213 1221412214

WBS ExampleWBS LEVELS

5

4

3

2

1 PROGRAM

PROJECT

TASK

SUBTASK

WORKPACKAGE

Scope Definition ndashWBS Organized by Product

Scope Definition ndashWBS Organized by Phase

Scope Definition -WBS in Tabular Form

Scope Definition - WBS andGantt Chart in MS Project

Scope Definition - WBS and GanttChart Organized by Process Groups

Approaches to Developing WBS

Using guidelines

The analogy approach uses a similar projectlsquos WBS as a starting point

1048708

The top-down approach starts with the largest items of the project and breaks them into their subordinate items The process involves refining the work into greater and greater levels of detail

Advice for Creating a WBS

1 A unit of work should appear at only one place in the WBS

2 The work content of a WBS item is the sum of the WBS items below it

3 A WBS item is the responsibility of only one individual even though many people may be working on it

4 The WBS must be consistent with the way in which work is actually performed serve the project team first and other purposes if practical

5 Project team members should be involved in developing the WBS to ensure consistency and buy-in

6 Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item

7 The WBS must be flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project

PURPOSE OF WBS

Detailed planning can be performed

Costs and budgets can be established

Objectives can be linked to available resources in a logical manner

Specific authority and responsibility can be assigned

It is to structure an assigned project into various activities in order that

WORK BREAKDOWN STRUCTURE

Can be developed using a top-down or bottom-up approach

Can be hardware-related function-related or a combination

Depth of WBS must balance out management effort against planning accuracy (influences technical and cost control)

For accuracy purposes the WBS should be taken down several levels

The WBS must be structured for objective control amp evaluation

WBS Interfacing Benefits

The responsibility assignment matrix Network scheduling Costing Risk analysis Organizational structure Coordination of objectives Control (including contract

administration)

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

Most common type Six-Level Indentured Structure

LEVEL DESCRIPTION1 Total Program2 Project(s)3 Task(s)4 Subtask(s)5 Work Package(s)6 Level of Effort

Work breakdown structure (WBS)

The WBS breaks work down into smaller activities thus reducing the risk that any major or minor item will be omitted

WBS Six-level structure

Usually specified by the client and managed the project manager

Generated by contractor for in-house control and managed by the functional manager(s)

Planning accuracy is dependent on the WBS level selected The lower the level the greater is the planning accuracy but the higher the management cost

LEVELS RESPONSIBILITY

1 2 3 4 5 6

WBS Tasks

Have clearly defined start and end dates Be usable as a communications tool in which

results can be compared with expectations Be estimate on a ldquototalrdquo time duration not

when the task must start or end Be structured so that a minimum of project

office control and documentation (ie forms) is necessary

DEVELOPING A WORK BREAKDOWN STRUCTURE (WBS)

PROTOTYPE

DEVELOPMENT

(110)

ADVANCED

DEVELOPMENT

(120)

PRE-PRODUCTION

QUALIFICATION

(130)

FINAL PRODUCTION

(140)

UTILITY CAR (10000)

1000010000

110110 120120 130130 140140

121121 123123122122

12211221 12221222 12231223

1221112211 1221212212 1221312213 1221412214

WBS ExampleWBS LEVELS

5

4

3

2

1 PROGRAM

PROJECT

TASK

SUBTASK

WORKPACKAGE

Scope Definition ndashWBS Organized by Product

Scope Definition ndashWBS Organized by Phase

Scope Definition -WBS in Tabular Form

Scope Definition - WBS andGantt Chart in MS Project

Scope Definition - WBS and GanttChart Organized by Process Groups

Approaches to Developing WBS

Using guidelines

The analogy approach uses a similar projectlsquos WBS as a starting point

1048708

The top-down approach starts with the largest items of the project and breaks them into their subordinate items The process involves refining the work into greater and greater levels of detail

Advice for Creating a WBS

1 A unit of work should appear at only one place in the WBS

2 The work content of a WBS item is the sum of the WBS items below it

3 A WBS item is the responsibility of only one individual even though many people may be working on it

4 The WBS must be consistent with the way in which work is actually performed serve the project team first and other purposes if practical

5 Project team members should be involved in developing the WBS to ensure consistency and buy-in

6 Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item

7 The WBS must be flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project

PURPOSE OF WBS

Detailed planning can be performed

Costs and budgets can be established

Objectives can be linked to available resources in a logical manner

Specific authority and responsibility can be assigned

It is to structure an assigned project into various activities in order that

WORK BREAKDOWN STRUCTURE

Can be developed using a top-down or bottom-up approach

Can be hardware-related function-related or a combination

Depth of WBS must balance out management effort against planning accuracy (influences technical and cost control)

For accuracy purposes the WBS should be taken down several levels

The WBS must be structured for objective control amp evaluation

WBS Interfacing Benefits

The responsibility assignment matrix Network scheduling Costing Risk analysis Organizational structure Coordination of objectives Control (including contract

administration)

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

The WBS breaks work down into smaller activities thus reducing the risk that any major or minor item will be omitted

WBS Six-level structure

Usually specified by the client and managed the project manager

Generated by contractor for in-house control and managed by the functional manager(s)

Planning accuracy is dependent on the WBS level selected The lower the level the greater is the planning accuracy but the higher the management cost

LEVELS RESPONSIBILITY

1 2 3 4 5 6

WBS Tasks

Have clearly defined start and end dates Be usable as a communications tool in which

results can be compared with expectations Be estimate on a ldquototalrdquo time duration not

when the task must start or end Be structured so that a minimum of project

office control and documentation (ie forms) is necessary

DEVELOPING A WORK BREAKDOWN STRUCTURE (WBS)

PROTOTYPE

DEVELOPMENT

(110)

ADVANCED

DEVELOPMENT

(120)

PRE-PRODUCTION

QUALIFICATION

(130)

FINAL PRODUCTION

(140)

UTILITY CAR (10000)

1000010000

110110 120120 130130 140140

121121 123123122122

12211221 12221222 12231223

1221112211 1221212212 1221312213 1221412214

WBS ExampleWBS LEVELS

5

4

3

2

1 PROGRAM

PROJECT

TASK

SUBTASK

WORKPACKAGE

Scope Definition ndashWBS Organized by Product

Scope Definition ndashWBS Organized by Phase

Scope Definition -WBS in Tabular Form

Scope Definition - WBS andGantt Chart in MS Project

Scope Definition - WBS and GanttChart Organized by Process Groups

Approaches to Developing WBS

Using guidelines

The analogy approach uses a similar projectlsquos WBS as a starting point

1048708

The top-down approach starts with the largest items of the project and breaks them into their subordinate items The process involves refining the work into greater and greater levels of detail

Advice for Creating a WBS

1 A unit of work should appear at only one place in the WBS

2 The work content of a WBS item is the sum of the WBS items below it

3 A WBS item is the responsibility of only one individual even though many people may be working on it

4 The WBS must be consistent with the way in which work is actually performed serve the project team first and other purposes if practical

5 Project team members should be involved in developing the WBS to ensure consistency and buy-in

6 Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item

7 The WBS must be flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project

PURPOSE OF WBS

Detailed planning can be performed

Costs and budgets can be established

Objectives can be linked to available resources in a logical manner

Specific authority and responsibility can be assigned

It is to structure an assigned project into various activities in order that

WORK BREAKDOWN STRUCTURE

Can be developed using a top-down or bottom-up approach

Can be hardware-related function-related or a combination

Depth of WBS must balance out management effort against planning accuracy (influences technical and cost control)

For accuracy purposes the WBS should be taken down several levels

The WBS must be structured for objective control amp evaluation

WBS Interfacing Benefits

The responsibility assignment matrix Network scheduling Costing Risk analysis Organizational structure Coordination of objectives Control (including contract

administration)

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

WBS Tasks

Have clearly defined start and end dates Be usable as a communications tool in which

results can be compared with expectations Be estimate on a ldquototalrdquo time duration not

when the task must start or end Be structured so that a minimum of project

office control and documentation (ie forms) is necessary

DEVELOPING A WORK BREAKDOWN STRUCTURE (WBS)

PROTOTYPE

DEVELOPMENT

(110)

ADVANCED

DEVELOPMENT

(120)

PRE-PRODUCTION

QUALIFICATION

(130)

FINAL PRODUCTION

(140)

UTILITY CAR (10000)

1000010000

110110 120120 130130 140140

121121 123123122122

12211221 12221222 12231223

1221112211 1221212212 1221312213 1221412214

WBS ExampleWBS LEVELS

5

4

3

2

1 PROGRAM

PROJECT

TASK

SUBTASK

WORKPACKAGE

Scope Definition ndashWBS Organized by Product

Scope Definition ndashWBS Organized by Phase

Scope Definition -WBS in Tabular Form

Scope Definition - WBS andGantt Chart in MS Project

Scope Definition - WBS and GanttChart Organized by Process Groups

Approaches to Developing WBS

Using guidelines

The analogy approach uses a similar projectlsquos WBS as a starting point

1048708

The top-down approach starts with the largest items of the project and breaks them into their subordinate items The process involves refining the work into greater and greater levels of detail

Advice for Creating a WBS

1 A unit of work should appear at only one place in the WBS

2 The work content of a WBS item is the sum of the WBS items below it

3 A WBS item is the responsibility of only one individual even though many people may be working on it

4 The WBS must be consistent with the way in which work is actually performed serve the project team first and other purposes if practical

5 Project team members should be involved in developing the WBS to ensure consistency and buy-in

6 Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item

7 The WBS must be flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project

PURPOSE OF WBS

Detailed planning can be performed

Costs and budgets can be established

Objectives can be linked to available resources in a logical manner

Specific authority and responsibility can be assigned

It is to structure an assigned project into various activities in order that

WORK BREAKDOWN STRUCTURE

Can be developed using a top-down or bottom-up approach

Can be hardware-related function-related or a combination

Depth of WBS must balance out management effort against planning accuracy (influences technical and cost control)

For accuracy purposes the WBS should be taken down several levels

The WBS must be structured for objective control amp evaluation

WBS Interfacing Benefits

The responsibility assignment matrix Network scheduling Costing Risk analysis Organizational structure Coordination of objectives Control (including contract

administration)

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

DEVELOPING A WORK BREAKDOWN STRUCTURE (WBS)

PROTOTYPE

DEVELOPMENT

(110)

ADVANCED

DEVELOPMENT

(120)

PRE-PRODUCTION

QUALIFICATION

(130)

FINAL PRODUCTION

(140)

UTILITY CAR (10000)

1000010000

110110 120120 130130 140140

121121 123123122122

12211221 12221222 12231223

1221112211 1221212212 1221312213 1221412214

WBS ExampleWBS LEVELS

5

4

3

2

1 PROGRAM

PROJECT

TASK

SUBTASK

WORKPACKAGE

Scope Definition ndashWBS Organized by Product

Scope Definition ndashWBS Organized by Phase

Scope Definition -WBS in Tabular Form

Scope Definition - WBS andGantt Chart in MS Project

Scope Definition - WBS and GanttChart Organized by Process Groups

Approaches to Developing WBS

Using guidelines

The analogy approach uses a similar projectlsquos WBS as a starting point

1048708

The top-down approach starts with the largest items of the project and breaks them into their subordinate items The process involves refining the work into greater and greater levels of detail

Advice for Creating a WBS

1 A unit of work should appear at only one place in the WBS

2 The work content of a WBS item is the sum of the WBS items below it

3 A WBS item is the responsibility of only one individual even though many people may be working on it

4 The WBS must be consistent with the way in which work is actually performed serve the project team first and other purposes if practical

5 Project team members should be involved in developing the WBS to ensure consistency and buy-in

6 Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item

7 The WBS must be flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project

PURPOSE OF WBS

Detailed planning can be performed

Costs and budgets can be established

Objectives can be linked to available resources in a logical manner

Specific authority and responsibility can be assigned

It is to structure an assigned project into various activities in order that

WORK BREAKDOWN STRUCTURE

Can be developed using a top-down or bottom-up approach

Can be hardware-related function-related or a combination

Depth of WBS must balance out management effort against planning accuracy (influences technical and cost control)

For accuracy purposes the WBS should be taken down several levels

The WBS must be structured for objective control amp evaluation

WBS Interfacing Benefits

The responsibility assignment matrix Network scheduling Costing Risk analysis Organizational structure Coordination of objectives Control (including contract

administration)

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

1000010000

110110 120120 130130 140140

121121 123123122122

12211221 12221222 12231223

1221112211 1221212212 1221312213 1221412214

WBS ExampleWBS LEVELS

5

4

3

2

1 PROGRAM

PROJECT

TASK

SUBTASK

WORKPACKAGE

Scope Definition ndashWBS Organized by Product

Scope Definition ndashWBS Organized by Phase

Scope Definition -WBS in Tabular Form

Scope Definition - WBS andGantt Chart in MS Project

Scope Definition - WBS and GanttChart Organized by Process Groups

Approaches to Developing WBS

Using guidelines

The analogy approach uses a similar projectlsquos WBS as a starting point

1048708

The top-down approach starts with the largest items of the project and breaks them into their subordinate items The process involves refining the work into greater and greater levels of detail

Advice for Creating a WBS

1 A unit of work should appear at only one place in the WBS

2 The work content of a WBS item is the sum of the WBS items below it

3 A WBS item is the responsibility of only one individual even though many people may be working on it

4 The WBS must be consistent with the way in which work is actually performed serve the project team first and other purposes if practical

5 Project team members should be involved in developing the WBS to ensure consistency and buy-in

6 Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item

7 The WBS must be flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project

PURPOSE OF WBS

Detailed planning can be performed

Costs and budgets can be established

Objectives can be linked to available resources in a logical manner

Specific authority and responsibility can be assigned

It is to structure an assigned project into various activities in order that

WORK BREAKDOWN STRUCTURE

Can be developed using a top-down or bottom-up approach

Can be hardware-related function-related or a combination

Depth of WBS must balance out management effort against planning accuracy (influences technical and cost control)

For accuracy purposes the WBS should be taken down several levels

The WBS must be structured for objective control amp evaluation

WBS Interfacing Benefits

The responsibility assignment matrix Network scheduling Costing Risk analysis Organizational structure Coordination of objectives Control (including contract

administration)

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

Scope Definition ndashWBS Organized by Product

Scope Definition ndashWBS Organized by Phase

Scope Definition -WBS in Tabular Form

Scope Definition - WBS andGantt Chart in MS Project

Scope Definition - WBS and GanttChart Organized by Process Groups

Approaches to Developing WBS

Using guidelines

The analogy approach uses a similar projectlsquos WBS as a starting point

1048708

The top-down approach starts with the largest items of the project and breaks them into their subordinate items The process involves refining the work into greater and greater levels of detail

Advice for Creating a WBS

1 A unit of work should appear at only one place in the WBS

2 The work content of a WBS item is the sum of the WBS items below it

3 A WBS item is the responsibility of only one individual even though many people may be working on it

4 The WBS must be consistent with the way in which work is actually performed serve the project team first and other purposes if practical

5 Project team members should be involved in developing the WBS to ensure consistency and buy-in

6 Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item

7 The WBS must be flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project

PURPOSE OF WBS

Detailed planning can be performed

Costs and budgets can be established

Objectives can be linked to available resources in a logical manner

Specific authority and responsibility can be assigned

It is to structure an assigned project into various activities in order that

WORK BREAKDOWN STRUCTURE

Can be developed using a top-down or bottom-up approach

Can be hardware-related function-related or a combination

Depth of WBS must balance out management effort against planning accuracy (influences technical and cost control)

For accuracy purposes the WBS should be taken down several levels

The WBS must be structured for objective control amp evaluation

WBS Interfacing Benefits

The responsibility assignment matrix Network scheduling Costing Risk analysis Organizational structure Coordination of objectives Control (including contract

administration)

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

Scope Definition ndashWBS Organized by Phase

Scope Definition -WBS in Tabular Form

Scope Definition - WBS andGantt Chart in MS Project

Scope Definition - WBS and GanttChart Organized by Process Groups

Approaches to Developing WBS

Using guidelines

The analogy approach uses a similar projectlsquos WBS as a starting point

1048708

The top-down approach starts with the largest items of the project and breaks them into their subordinate items The process involves refining the work into greater and greater levels of detail

Advice for Creating a WBS

1 A unit of work should appear at only one place in the WBS

2 The work content of a WBS item is the sum of the WBS items below it

3 A WBS item is the responsibility of only one individual even though many people may be working on it

4 The WBS must be consistent with the way in which work is actually performed serve the project team first and other purposes if practical

5 Project team members should be involved in developing the WBS to ensure consistency and buy-in

6 Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item

7 The WBS must be flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project

PURPOSE OF WBS

Detailed planning can be performed

Costs and budgets can be established

Objectives can be linked to available resources in a logical manner

Specific authority and responsibility can be assigned

It is to structure an assigned project into various activities in order that

WORK BREAKDOWN STRUCTURE

Can be developed using a top-down or bottom-up approach

Can be hardware-related function-related or a combination

Depth of WBS must balance out management effort against planning accuracy (influences technical and cost control)

For accuracy purposes the WBS should be taken down several levels

The WBS must be structured for objective control amp evaluation

WBS Interfacing Benefits

The responsibility assignment matrix Network scheduling Costing Risk analysis Organizational structure Coordination of objectives Control (including contract

administration)

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

Scope Definition -WBS in Tabular Form

Scope Definition - WBS andGantt Chart in MS Project

Scope Definition - WBS and GanttChart Organized by Process Groups

Approaches to Developing WBS

Using guidelines

The analogy approach uses a similar projectlsquos WBS as a starting point

1048708

The top-down approach starts with the largest items of the project and breaks them into their subordinate items The process involves refining the work into greater and greater levels of detail

Advice for Creating a WBS

1 A unit of work should appear at only one place in the WBS

2 The work content of a WBS item is the sum of the WBS items below it

3 A WBS item is the responsibility of only one individual even though many people may be working on it

4 The WBS must be consistent with the way in which work is actually performed serve the project team first and other purposes if practical

5 Project team members should be involved in developing the WBS to ensure consistency and buy-in

6 Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item

7 The WBS must be flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project

PURPOSE OF WBS

Detailed planning can be performed

Costs and budgets can be established

Objectives can be linked to available resources in a logical manner

Specific authority and responsibility can be assigned

It is to structure an assigned project into various activities in order that

WORK BREAKDOWN STRUCTURE

Can be developed using a top-down or bottom-up approach

Can be hardware-related function-related or a combination

Depth of WBS must balance out management effort against planning accuracy (influences technical and cost control)

For accuracy purposes the WBS should be taken down several levels

The WBS must be structured for objective control amp evaluation

WBS Interfacing Benefits

The responsibility assignment matrix Network scheduling Costing Risk analysis Organizational structure Coordination of objectives Control (including contract

administration)

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

Scope Definition - WBS andGantt Chart in MS Project

Scope Definition - WBS and GanttChart Organized by Process Groups

Approaches to Developing WBS

Using guidelines

The analogy approach uses a similar projectlsquos WBS as a starting point

1048708

The top-down approach starts with the largest items of the project and breaks them into their subordinate items The process involves refining the work into greater and greater levels of detail

Advice for Creating a WBS

1 A unit of work should appear at only one place in the WBS

2 The work content of a WBS item is the sum of the WBS items below it

3 A WBS item is the responsibility of only one individual even though many people may be working on it

4 The WBS must be consistent with the way in which work is actually performed serve the project team first and other purposes if practical

5 Project team members should be involved in developing the WBS to ensure consistency and buy-in

6 Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item

7 The WBS must be flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project

PURPOSE OF WBS

Detailed planning can be performed

Costs and budgets can be established

Objectives can be linked to available resources in a logical manner

Specific authority and responsibility can be assigned

It is to structure an assigned project into various activities in order that

WORK BREAKDOWN STRUCTURE

Can be developed using a top-down or bottom-up approach

Can be hardware-related function-related or a combination

Depth of WBS must balance out management effort against planning accuracy (influences technical and cost control)

For accuracy purposes the WBS should be taken down several levels

The WBS must be structured for objective control amp evaluation

WBS Interfacing Benefits

The responsibility assignment matrix Network scheduling Costing Risk analysis Organizational structure Coordination of objectives Control (including contract

administration)

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

Scope Definition - WBS and GanttChart Organized by Process Groups

Approaches to Developing WBS

Using guidelines

The analogy approach uses a similar projectlsquos WBS as a starting point

1048708

The top-down approach starts with the largest items of the project and breaks them into their subordinate items The process involves refining the work into greater and greater levels of detail

Advice for Creating a WBS

1 A unit of work should appear at only one place in the WBS

2 The work content of a WBS item is the sum of the WBS items below it

3 A WBS item is the responsibility of only one individual even though many people may be working on it

4 The WBS must be consistent with the way in which work is actually performed serve the project team first and other purposes if practical

5 Project team members should be involved in developing the WBS to ensure consistency and buy-in

6 Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item

7 The WBS must be flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project

PURPOSE OF WBS

Detailed planning can be performed

Costs and budgets can be established

Objectives can be linked to available resources in a logical manner

Specific authority and responsibility can be assigned

It is to structure an assigned project into various activities in order that

WORK BREAKDOWN STRUCTURE

Can be developed using a top-down or bottom-up approach

Can be hardware-related function-related or a combination

Depth of WBS must balance out management effort against planning accuracy (influences technical and cost control)

For accuracy purposes the WBS should be taken down several levels

The WBS must be structured for objective control amp evaluation

WBS Interfacing Benefits

The responsibility assignment matrix Network scheduling Costing Risk analysis Organizational structure Coordination of objectives Control (including contract

administration)

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

Approaches to Developing WBS

Using guidelines

The analogy approach uses a similar projectlsquos WBS as a starting point

1048708

The top-down approach starts with the largest items of the project and breaks them into their subordinate items The process involves refining the work into greater and greater levels of detail

Advice for Creating a WBS

1 A unit of work should appear at only one place in the WBS

2 The work content of a WBS item is the sum of the WBS items below it

3 A WBS item is the responsibility of only one individual even though many people may be working on it

4 The WBS must be consistent with the way in which work is actually performed serve the project team first and other purposes if practical

5 Project team members should be involved in developing the WBS to ensure consistency and buy-in

6 Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item

7 The WBS must be flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project

PURPOSE OF WBS

Detailed planning can be performed

Costs and budgets can be established

Objectives can be linked to available resources in a logical manner

Specific authority and responsibility can be assigned

It is to structure an assigned project into various activities in order that

WORK BREAKDOWN STRUCTURE

Can be developed using a top-down or bottom-up approach

Can be hardware-related function-related or a combination

Depth of WBS must balance out management effort against planning accuracy (influences technical and cost control)

For accuracy purposes the WBS should be taken down several levels

The WBS must be structured for objective control amp evaluation

WBS Interfacing Benefits

The responsibility assignment matrix Network scheduling Costing Risk analysis Organizational structure Coordination of objectives Control (including contract

administration)

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

Advice for Creating a WBS

1 A unit of work should appear at only one place in the WBS

2 The work content of a WBS item is the sum of the WBS items below it

3 A WBS item is the responsibility of only one individual even though many people may be working on it

4 The WBS must be consistent with the way in which work is actually performed serve the project team first and other purposes if practical

5 Project team members should be involved in developing the WBS to ensure consistency and buy-in

6 Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item

7 The WBS must be flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project

PURPOSE OF WBS

Detailed planning can be performed

Costs and budgets can be established

Objectives can be linked to available resources in a logical manner

Specific authority and responsibility can be assigned

It is to structure an assigned project into various activities in order that

WORK BREAKDOWN STRUCTURE

Can be developed using a top-down or bottom-up approach

Can be hardware-related function-related or a combination

Depth of WBS must balance out management effort against planning accuracy (influences technical and cost control)

For accuracy purposes the WBS should be taken down several levels

The WBS must be structured for objective control amp evaluation

WBS Interfacing Benefits

The responsibility assignment matrix Network scheduling Costing Risk analysis Organizational structure Coordination of objectives Control (including contract

administration)

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

PURPOSE OF WBS

Detailed planning can be performed

Costs and budgets can be established

Objectives can be linked to available resources in a logical manner

Specific authority and responsibility can be assigned

It is to structure an assigned project into various activities in order that

WORK BREAKDOWN STRUCTURE

Can be developed using a top-down or bottom-up approach

Can be hardware-related function-related or a combination

Depth of WBS must balance out management effort against planning accuracy (influences technical and cost control)

For accuracy purposes the WBS should be taken down several levels

The WBS must be structured for objective control amp evaluation

WBS Interfacing Benefits

The responsibility assignment matrix Network scheduling Costing Risk analysis Organizational structure Coordination of objectives Control (including contract

administration)

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

WORK BREAKDOWN STRUCTURE

Can be developed using a top-down or bottom-up approach

Can be hardware-related function-related or a combination

Depth of WBS must balance out management effort against planning accuracy (influences technical and cost control)

For accuracy purposes the WBS should be taken down several levels

The WBS must be structured for objective control amp evaluation

WBS Interfacing Benefits

The responsibility assignment matrix Network scheduling Costing Risk analysis Organizational structure Coordination of objectives Control (including contract

administration)

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

WBS Interfacing Benefits

The responsibility assignment matrix Network scheduling Costing Risk analysis Organizational structure Coordination of objectives Control (including contract

administration)

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

WBS Controls

WORK

BREAKDOWN

STRUCTURE

WORK

BREAKDOWN

STRUCTURE

MGT

COORDIN

MGT

COORDIN

ORGANIZ

CHARTS

ORGANIZ

CHARTS

COSTSCOSTSACCOUNT-

ABILITY

ACCOUNT-

ABILITY

DECISION

TREES

DECISION

TREESSCHEDULESSCHEDULES

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

Work Package Control Point

WORK

PACKAGES

WBS

FUNCTIONAL

ORGANIZATION

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

WBS Work Packages Represents units of work at the level where

the work is performed Clearly distinguishes one work package from

all others assigned to a single functional group Contains clearly defined start and end dates

representative of physical accomplishment Target is 80 hours and about two weeks but

depends on sizenature of the project Specifies a budget in terms of dollars man-hours

or other measurable units Limits the work to be performed to relatively short

periods of time

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

Scope Verification Scope verification involves formal acceptance of the

project scope by the stakeholders To receive formal acceptance of the project scope the project team must develop clear documentation of the projectlsquos products and procedures for evaluating if they were completed correctly and satisfactorily

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope

Scope Change Control Scope change control involves controlling changes

to the project scope In order to minimize scope change control it is crucial to do a good job of verifying project scope