Work Breakdown Structure in project management - Revision history

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2021-02-28T23:38:11Z

Application

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	Below are defined some prerequisites for creating a Work Breakdown Structure.		Below are defined some prerequisites for creating a Work Breakdown Structure.

	- To achieve a great WBS, you must create it with the whole team and not yourself. By involving the team in the planning stage, you understand what and who needs to be done/do the tasks. When creating the WBS, build it by defining what deliverables needs to be made.<ref name="R7" />		* To achieve a great WBS, you must create it with the whole team and not yourself. By involving the team in the planning stage, you understand what and who needs to be done/do the tasks. When creating the WBS, build it by defining what deliverables needs to be made.<ref name="R7" />

	- There should at least be three levels in the hierarchy. The project is the first level. Projects that are medium to large might have more levels, but it depends on the project's size and complexity. <ref name="R7" />		* There should at least be three levels in the hierarchy. The project is the first level. Projects that are medium to large might have more levels, but it depends on the project's size and complexity. <ref name="R7" />

	- WBS is not a task but a work component that will be broken down into tasks. While creating WBS, you should not look at the different functions. <ref name="R7" />		* WBS is not a task but a work component that will be broken down into tasks. While creating WBS, you should not look at the different functions. <ref name="R7" />

	- The WBS is a list of your work breakdown, and the task list is the breakdown of WBS in action. The tasks belong to the Project Schedule and come after you have made the WBS.<ref name="R7" />		* The WBS is a list of your work breakdown, and the task list is the breakdown of WBS in action. The tasks belong to the Project Schedule and come after you have made the WBS.<ref name="R7" />

	- The 100% rule: All the higher-level work must be represented in each lower level of decomposition. This means that all higher level's scope must be shown in one of the lower classes. It ensures that the whole scope has been captured and nothing unnecessary is included.<ref name="R7" />		* The 100% rule: All the higher-level work must be represented in each lower level of decomposition. This means that all higher level's scope must be shown in one of the lower classes. It ensures that the whole scope has been captured and nothing unnecessary is included.<ref name="R7" />

	- You should be prepared for the WBS is rarely not right or complete in the first iteration. The more you learn about the project, the more you will define the WBS. <ref name="R7" />		* You should be prepared for the WBS is rarely not right or complete in the first iteration. The more you learn about the project, the more you will define the WBS. <ref name="R7" />

	- You should only decompose WBS components, giving more logical sense and not more than this. This means that the tasks must be small enough to be allocated to individual resources.<ref name="R7" />		* You should only decompose WBS components, giving more logical sense and not more than this. This means that the tasks must be small enough to be allocated to individual resources.<ref name="R7" />

	- There will be a summary task on the Project plan in the work package (lowest level). Each of the work packages should become a summary task. It is a collection of logically grouped tasks. <ref name="R7" />		* There will be a summary task on the Project plan in the work package (lowest level). Each of the work packages should become a summary task. It is a collection of logically grouped tasks. <ref name="R7" />

	- The 8/80% rule: This rule says that the work packages should be more than 8 hours and less than 80 hours. This rule is to indicate when you should stop working.<ref name="R7" />		* The 8/80% rule: This rule says that the work packages should be more than 8 hours and less than 80 hours. This rule is to indicate when you should stop working.<ref name="R7" />

	== Limitations ==		== Limitations ==

Zainab: /* Application */

2021-02-28T23:37:09Z

Application

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	Decomposition is a method used to divide and subdivide the scope and deliverables of a project into smaller and more manageable parts. The decomposition level is guided by the degree of control needed to manage the project effectively. Work packages are at the lowest level of the WBS, which defines the work for cost and the duration collected and estimated. Work packages detail will vary with the complexity and size of the project. The process of decomposition the project into work packages includes the activities below.		Decomposition is a method used to divide and subdivide the scope and deliverables of a project into smaller and more manageable parts. The decomposition level is guided by the degree of control needed to manage the project effectively. Work packages are at the lowest level of the WBS, which defines the work for cost and the duration collected and estimated. Work packages detail will vary with the complexity and size of the project. The process of decomposition the project into work packages includes the activities below.

	• Classify and analyze the deliverables and work related to the project.		* Classify and analyze the deliverables and work related to the project.
	• Organize and structure the WBS		* Organize and structure the WBS
	• Decompose the upper levels of WBS into complex components in the lower level.		* Decompose the upper levels of WBS into complex components in the lower level.
	• Assign and develop the identification codes to the components of the WBS		* Assign and develop the identification codes to the components of the WBS
	• Verify the degree of the deliverables of decomposing is appropriate<ref name="R5" /><ref name="R1" />		* Verify the degree of the deliverables of decomposing is appropriate<ref name="R5" /><ref name="R1" />


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	Below is listed some steps that describe the top-down method to develop the WBS:		Below is listed some steps that describe the top-down method to develop the WBS:

	• Determine the final components of the project. The products that make the project effective and successful are defined at this stage. A simple requirement to accomplish alignment between project requirements and WBS is a detailed overview of high-level project scope documents.		* Determine the final components of the project. The products that make the project effective and successful are defined at this stage. A simple requirement to accomplish alignment between project requirements and WBS is a detailed overview of high-level project scope documents.
	• Determine the project's deliverables, which is the primary importance of the project development but does not satisfy the organizational needs.		* Determine the project's deliverables, which is the primary importance of the project development but does not satisfy the organizational needs.
	• Decomposition of the deliverables to a point makes it easier to manage and control. These WBS elements at each level should present 100% of the work in the upper segment. Each work package should only include in the deliverable.		* Decomposition of the deliverables to a point makes it easier to manage and control. These WBS elements at each level should present 100% of the work in the upper segment. Each work package should only include in the deliverable.
	• Improve and implement the WBS during the project to get a successful project. <ref name="R4" />		* Improve and implement the WBS during the project to get a successful project. <ref name="R4" />


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	Below is listed the steps of the bottom-up method		Below is listed the steps of the bottom-up method

	• Identify the deliverables that are related to the project. Do not include activity. Include their deliverables instead. The whole effort will be presented in this way.		* Identify the deliverables that are related to the project. Do not include activity. Include their deliverables instead. The whole effort will be presented in this way.
	• Group the associate work packages.		* Group the associate work packages.
	• Take the deliverables to the next level, so the sum of each level's elements presents 100% of the work. (e.g., the parent level)		* Take the deliverables to the next level, so the sum of each level's elements presents 100% of the work. (e.g., the parent level)
	• When a group of related tasks is assigned to a parent, perform a subgroup analysis to ensure that no work has been ignored.		* When a group of related tasks is assigned to a parent, perform a subgroup analysis to ensure that no work has been ignored.
	• Continue until all the individual elements join a particular "parent" related to the project. Also, check the complete response to the overall project scope.		* Continue until all the individual elements join a particular "parent" related to the project. Also, check the complete response to the overall project scope.
	• Keep improve and make a new revision of the WBS until the project's stakeholders recognize the project's feasibility and the implementation will lead to the expected results.<ref name="R4" />		* Keep improve and make a new revision of the WBS until the project's stakeholders recognize the project's feasibility and the implementation will lead to the expected results.<ref name="R4" />


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	The scope baseline is an approved version of the project scope statement, the WBS and WBS dictionary. The project scope baseline describes the major deliverables, assumptions, project scope, and limitations in a document. The WBS dictionary is a document that provides and supports activity, scheduling, and detailed deliverable information about the components in the work breakdown structure. The WBS dictionary includes the following aspects:<ref name="R5" />		The scope baseline is an approved version of the project scope statement, the WBS and WBS dictionary. The project scope baseline describes the major deliverables, assumptions, project scope, and limitations in a document. The WBS dictionary is a document that provides and supports activity, scheduling, and detailed deliverable information about the components in the work breakdown structure. The WBS dictionary includes the following aspects:<ref name="R5" />

	• Cost estimation		* Cost estimation
	• Schedule milestones and activity		* Schedule milestones and activity
	• Work description		* Work description
	• Limitations and assumptions		* Limitations and assumptions
	• Requirements of quality and resources		* Requirements of quality and resources
	• Account identifier code		* Account identifier code
	• The responsible organization		* The responsible organization
	• Acceptance criteria		* Acceptance criteria
	• Technical references		* Technical references
	• Agreement information		* Agreement information

	The project document updates contain the assumption log and requirements documentation. These documents are documents that contain the updates that may occur when there are changes. <ref name="R5" />		The project document updates contain the assumption log and requirements documentation. These documents are documents that contain the updates that may occur when there are changes. <ref name="R5" />

Zainab: /* Application */

2021-02-28T23:35:04Z

Application

Zainab: /* References */

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References

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	<ref name="R8">https://www.projectsmart.co.uk/work-breakdown-structure-purpose-process-pitfalls.php</ref>		<ref name="R8">https://www.projectsmart.co.uk/work-breakdown-structure-purpose-process-pitfalls.php</ref>

	<ref name="R9">PMBOK</ref>		<ref name="R9">Project Management Institute,(2017). A guide to the Project Management Body of Knowledge (PMBOK guide). 6th Edition.</ref>

Zainab: /* References */

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References

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	<ref name="R8">https://www.projectsmart.co.uk/work-breakdown-structure-purpose-process-pitfalls.php</ref>		<ref name="R8">https://www.projectsmart.co.uk/work-breakdown-structure-purpose-process-pitfalls.php</ref>

			<ref name="R9">PMBOK</ref>

Zainab: /* Big Idea */

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Big Idea

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	The United States Department of Defense (DoD) developed the Work Breakdown Structure in collaboration with NASA by developing the Program Evaluation and Review Technique (PERT). The PERT was a method to analyze and describe the project's process and how they relate together. The PERT's purpose was to assist the development of the Polaris missile program and the military in general. At the begging of the product, the term Work Breakdown Structure was not used. The document about PERT/COST got distributed by DoD and NASA in 1962. This document was the first edition of the WBS. Further, throughout the years, the WBS got more developed and spread to the labor market.		The United States Department of Defense (DoD) developed the Work Breakdown Structure in collaboration with NASA by developing the Program Evaluation and Review Technique (PERT). The PERT was a method to analyze and describe the project's process and how they relate together. The PERT's purpose was to assist the development of the Polaris missile program and the military in general. At the begging of the product, the term Work Breakdown Structure was not used. The document about PERT/COST got distributed by DoD and NASA in 1962. This document was the first edition of the WBS. Further, throughout the years, the WBS got more developed and spread to the labor market.
	Project Management Institute (PMI) was established in the United States in 1969 as a stakeholder organization. The PMI created a guidebook about different project management tools called Project Management Book Of Knowledge (PMBOK). This book explains the various terms and methods in project management and how to implement them in projects.<ref name="R2" />		Project Management Institute (PMI) was established in the United States in 1969 as a stakeholder organization. The PMI created a guidebook about different project management tools called Project Management Book Of Knowledge (PMBOK).<ref name="R9" /> This book explains the various terms and methods in project management and how to implement them in projects.<ref name="R2" />

Zainab: /* References */

2021-02-28T23:31:02Z

References

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	<ref name="R7">https://www.youtube.com/watch?v=X2XJsjBadSI</ref>		<ref name="R7">https://www.youtube.com/watch?v=X2XJsjBadSI</ref>

	<ref name="R9">https://www.projectsmart.co.uk/work-breakdown-structure-purpose-process-pitfalls.php</ref>		<ref name="R8">https://www.projectsmart.co.uk/work-breakdown-structure-purpose-process-pitfalls.php</ref>

Zainab: /* Limitations */

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Limitations

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	== Limitations ==		== Limitations ==

	When creating the WBS, there are some limitations the project manager should consider. The work packages must not contain many details because this will delay the project, making it hard for the project manager to control them. The WBS must include a list of deliverables and not activities or tasks, and this is what the stakeholder will receive when the project is done. The WBS is not a replacement for the project schedule or plan, but it is a visual decomposition of deliverables. Any changes in the WBS influence the process, deliverables, and project scope. There is a difference between the WBS and the Organizational Hierarchy. There always occurs misunderstanding between these two because they are similar in appearance. The WBS is restricted to the project and shows the project scope and the deliverables. While the organizational hierarchy shows things like lines of communication or chain of command. <ref name="R9" />		When creating the WBS, there are some limitations the project manager should consider. The work packages must not contain many details because this will delay the project, making it hard for the project manager to control them. The WBS must include a list of deliverables and not activities or tasks, and this is what the stakeholder will receive when the project is done. The WBS is not a replacement for the project schedule or plan, but it is a visual decomposition of deliverables. Any changes in the WBS influence the process, deliverables, and project scope. There is a difference between the WBS and the Organizational Hierarchy. There always occurs misunderstanding between these two because they are similar in appearance. The WBS is restricted to the project and shows the project scope and the deliverables. While the organizational hierarchy shows things like lines of communication or chain of command. <ref name="R8" />

	== Annotated bibliography ==		== Annotated bibliography ==

Zainab: /* Application */

2021-02-28T23:30:02Z

Application

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	The outputs of the WBS contain scope baseline and project document updates.		The outputs of the WBS contain scope baseline and project document updates.
	The scope baseline is an approved version of the project scope statement, the WBS and WBS dictionary. The project scope baseline describes the major deliverables, assumptions, project scope, and limitations in a document. The WBS dictionary is a document that provides and supports activity, scheduling, and detailed deliverable information about the components in the work breakdown structure. The WBS dictionary includes the following aspects:<ref name="R8" />		The scope baseline is an approved version of the project scope statement, the WBS and WBS dictionary. The project scope baseline describes the major deliverables, assumptions, project scope, and limitations in a document. The WBS dictionary is a document that provides and supports activity, scheduling, and detailed deliverable information about the components in the work breakdown structure. The WBS dictionary includes the following aspects:<ref name="R5" />
	• Cost estimation		• Cost estimation
	• Schedule milestones and activity		• Schedule milestones and activity

Zainab: /* References */

2021-02-28T23:28:44Z

References

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	<ref name="R7">https://www.youtube.com/watch?v=X2XJsjBadSI</ref>		<ref name="R7">https://www.youtube.com/watch?v=X2XJsjBadSI</ref>

	<ref name="R8">https://www.projectsmart.co.uk/work-breakdown-structure-purpose-process-pitfalls.php</ref>		<ref name="R9">https://www.projectsmart.co.uk/work-breakdown-structure-purpose-process-pitfalls.php</ref>

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	Decomposition is a method used to divide and subdivide the scope and deliverables of a project into smaller and more manageable parts. The decomposition level is guided by the degree of control needed to manage the project effectively. Work packages are at the lowest level of the WBS, which defines the work for cost and the duration collected and estimated. Work packages detail will vary with the complexity and size of the project. The process of decomposition the project into work packages includes the activities below.		Decomposition is a method used to divide and subdivide the scope and deliverables of a project into smaller and more manageable parts. The decomposition level is guided by the degree of control needed to manage the project effectively. Work packages are at the lowest level of the WBS, which defines the work for cost and the duration collected and estimated. Work packages detail will vary with the complexity and size of the project. The process of decomposition the project into work packages includes the activities below.

	• Classify and analyze the deliverables and work related to the project.		• Classify and analyze the deliverables and work related to the project.
	• Organize and structure the WBS		• Organize and structure the WBS
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	The top-down method is a decomposition based on the project's general characteristics and not on detailed design components. This method continues the decay until the work or tasks reach a level where they can be estimated and defined. The top-down process is more logical because it starts by defining a solution to the problem and then analyzing the solution with the steps required to implement them. It is also more natural to first begin by defining the problem and then narrow it more down.		The top-down method is a decomposition based on the project's general characteristics and not on detailed design components. This method continues the decay until the work or tasks reach a level where they can be estimated and defined. The top-down process is more logical because it starts by defining a solution to the problem and then analyzing the solution with the steps required to implement them. It is also more natural to first begin by defining the problem and then narrow it more down.
	Below is listed some steps that describe the top-down method to develop the WBS:		Below is listed some steps that describe the top-down method to develop the WBS:

	• Determine the final components of the project. The products that make the project effective and successful are defined at this stage. A simple requirement to accomplish alignment between project requirements and WBS is a detailed overview of high-level project scope documents.		• Determine the final components of the project. The products that make the project effective and successful are defined at this stage. A simple requirement to accomplish alignment between project requirements and WBS is a detailed overview of high-level project scope documents.
	• Determine the project's deliverables, which is the primary importance of the project development but does not satisfy the organizational needs.		• Determine the project's deliverables, which is the primary importance of the project development but does not satisfy the organizational needs.
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	The Bottom-up method is a brainstorming exercise, where the team makes a list of low-level tasks needed to finish the project. This method can sometimes turn out to be chaotic because the team's functions are not at the same level. The problem can also be time-consuming to ensure that the tasks at the same level have been identified. This method requires that all team members have sufficient knowledge and understanding of the project to integrate and identify the functions at different levels.		The Bottom-up method is a brainstorming exercise, where the team makes a list of low-level tasks needed to finish the project. This method can sometimes turn out to be chaotic because the team's functions are not at the same level. The problem can also be time-consuming to ensure that the tasks at the same level have been identified. This method requires that all team members have sufficient knowledge and understanding of the project to integrate and identify the functions at different levels.
	Below is listed the steps of the bottom-up method		Below is listed the steps of the bottom-up method

	• Identify the deliverables that are related to the project. Do not include activity. Include their deliverables instead. The whole effort will be presented in this way.		• Identify the deliverables that are related to the project. Do not include activity. Include their deliverables instead. The whole effort will be presented in this way.
	• Group the associate work packages.		• Group the associate work packages.
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	The outputs of the WBS contain scope baseline and project document updates.		The outputs of the WBS contain scope baseline and project document updates.
	The scope baseline is an approved version of the project scope statement, the WBS and WBS dictionary. The project scope baseline describes the major deliverables, assumptions, project scope, and limitations in a document. The WBS dictionary is a document that provides and supports activity, scheduling, and detailed deliverable information about the components in the work breakdown structure. The WBS dictionary includes the following aspects:<ref name="R5" />		The scope baseline is an approved version of the project scope statement, the WBS and WBS dictionary. The project scope baseline describes the major deliverables, assumptions, project scope, and limitations in a document. The WBS dictionary is a document that provides and supports activity, scheduling, and detailed deliverable information about the components in the work breakdown structure. The WBS dictionary includes the following aspects:<ref name="R5" />

	• Cost estimation		• Cost estimation
	• Schedule milestones and activity		• Schedule milestones and activity