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Pr o jec t Management

THE MANAGERIAL PROCESS

Clifford F. Gray
Eric W. Larson
Third Edition

Chapter 4

Defining the Project: WBS

Copyright 2006 The McGraw-Hill Companies. All rights reserved.

PowerPoint Presentation by Charlie Cook

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Defining
Defining the
the Project
Project
Creating the Work Breakdown Structure
Coding the WBS for the Information System

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Creating
Creating the
the Work
Work Breakdown
Breakdown Structure
Structure
Work Breakdown Structure (WBS)
An hierarchical outline (map) that identifies the
products and work elements involved in a project.
Defines the relationship of the final deliverable (the
project) to its subdeliverables, and in turn, their
relationships to work packages.
Best suited for design and build projects that have
tangible outcomes rather than process-oriented
projects.
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Hierarchical
Hierarchical
Breakdown
Breakdown of
of
the
the WBS
WBS

FIGURE 4.3
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How
How WBS
WBS Helps
Helps the
the Project
Project Manager
Manager
WBS
Facilitates evaluation of cost, time, and technical
performance of the organization on a project.
Provides management with information appropriate to
each organizational level.
Helps in the development of the organization
breakdown structure (OBS), which assigns project
responsibilities to organizational units and individuals
Helps manage plan, schedule, and budget.
Defines communication channels and assists in
coordinating the various project elements.

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Work
Work Breakdown
Breakdown Structure
Structure

FIGURE 4.4
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Coding
Coding the
the WBS
WBS for
for the
the Information
Information System
System
WBS Coding System
Defines:
Levels and elements of the WBS
Organization elements
Work packages
Budget and cost information

Allows reports to be consolidated


at any level in the organization
structure

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WBS
WBS Coding
Coding

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Work
Work Packages
Packages
A work package is the lowest level of the WBS.
It is output-oriented in that it:
Defines work (what).
Identifies time to complete a work package (how long)
Identifies a time-phased budget to complete a work package
(cost)
Identifies resources needed to complete a work package
(how much)
Identifies a single person responsible for units of work (who)
Identifies monitoring points (milestones) for measuring
success.

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Work
Work Package
Package Estimates
Estimates

FIGURE 4.6
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Exercise
Exercise drafting
drafting an
an WBS
WBS
Project name: Selling unit facility, duration: 4 weeks.
Deliverables/subddeliverables:
1.Foundation (subdiliverables =facility area cleaning, basement cavity,
basement structure)

2.Building structure (subdeliverables= metal pylons mounting, OSB


walls fitting, roof structure, windows)

3.Building endowment (subdeliverables= electrical facility, heating


system, water supply)
4.Office equipped facility (ITCom, furniture, appliances
endowment).
Add more subdeliverables. Draw and code the WBS.
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Exercise
Exercise drafting
drafting an
an work
work package
package (cont.)
(cont.)
Project name: Selling unit development, duration:
4 weeks,
- Labor costs: week 1 = 40h, week 2 = 30h, week
3 = 60h, week 4 = 35h.
- Average cost/hour = 5AED
- Material costs: week 2 = 1300AED, week 3 =
2900AED, week 4 = 3600AED.
- Services costs: week 1 = 1700AED, week 2 =
3200AED, week 4 = 1500AED.

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Process
Process Breakdown
Breakdown Structure
Structure
Process-Oriented Projects
Are driven by performance requirements in which the final
outcome is the product of a series of steps of phases in
which one phase affects the next phase.

Process Breakdown Structure (PBS)


Defines deliverables as outputs required to move to the
next phase .
Checklists for managing PBS:
Deliverables needed to exit one phase and begin the next.
Quality checkpoints for complete and accurate
deliverables.
Sign-offs by responsible stakeholders to monitor progress.

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PBS
PBS for
for Software
Software Project
Project Development
Development

FIGURE 4.8
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WBS
WBS (deliverables)
(deliverables) mixed
mixed with
with PBS
PBS (processes)
(processes)

FIGURE 4.4
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Responsibility
Responsibility Matrices
Matrices
Responsibility Matrix (RM)
Also called a linear responsibility chart.
Summarizes the tasks to be accomplished and who is
responsible for what on the project.
Lists project activities and participants.
Clarifies critical interfaces between units and
individuals that need coordination.
Provide an means for all participants to view their
responsibilities and agree on their assignments.
Clarifies the extent or type of authority that can be
exercised by each participant.

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Responsibility
ResponsibilityMatrix
Matrixfor
for aaMarket
MarketResearch
ResearchProject
Project

FIGURE 4.9
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Responsibility
ResponsibilityMatrix
Matrixfor
forthe
theConveyor
Conveyor Belt
Belt Project
Project

FIGURE 4.10
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