PLANNING ENGINEERING AND

PROJECT MANAGEMENT

By

Lec. Junaid Arshad

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Lecture#04

DEPARTMENT OF ENGINEERING MANAGEMENT

Topics Covered

Work Breakdown Structure (WBS)

WBS Functions

WBS Formats

WBS Specifications

Levels of WBS

General Process for Developing WBS

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Work Breakdown Structure (WBS)Breakdown of a project into successive levels, in which each level is a finer breakdown of the preceding one.

PMBOK defines WBS as

“A deliverable-oriented hierarchical decomposition of the work to be executed by the project team”.

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A deliverable is defined as any measurable, tangible, verifiable item that must be produced to complete a project.

This definition is often interpreted as meaning objects (i.e. things that can be picked up, manufactured, assembled and delivered)

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WBS-Example

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Prepare Report

Prepare Draft Report

Review Draft Report

Prepare Final Report

WriteFinal Report

PrintFinal Report

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WBS Functions

The WBS may be the single most important tool and technique in the project management process, since it provides (functions as) a common framework from which:

The total project can be described

(as summation of subdivided elements)

Objectives can be linked

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Planning can be performed

Responsibility can be assigned

Budgets can be established

Information can be communicated

Time, cost and performance can be tracked (monitored)

The level of quality control / performance can be determined

(specifications)

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WBS Formats/StructuresWBS can display in different formats like:

• Tree Diagram/Org-Chart Format

• Indented Outline Format

• Bubble Format

• Cycling Format

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Tree Diagram/Org-Chart Format:

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Prepare Report

Prepare Draft Report

Review Draft Report

Prepare Final Report

WriteFinal Report

PrintFinal Report

WBS vs Organization ChartAfter reviewing the WBS on the previous slide, an important point needs to be reviewed. Although a WBS can be depicted so as to look like an organizational chart, it IS NOT an organizational chart.

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Project Selection 1.1.1.1.1

Project Organization

1.1.1.1.2

Project Planning 1.1.1.1.3

Chapter 1 1.1.1.1

Budget & Cost

1.1.1.2.1

Scheduling 1.1.1.2.2

Project Controls 1.1.1.2.3

Auditing 1.1.1.3.1

Administrative

Closeout

1.1.1.3.2

Writing Text Book

1.1.1

Editing Text Book

1.1.2

Publishing Text Book

1.1.3

Project Management- An Introduction

1.1

BEST Management Books

1.

Chapter 2 1.1.1.2

Chapter 3 1.1.1.3

Editing Chapter 1

1.1.2.1

Editing Chapter 2

1.1.2.2

Editing Chapter 3

1.1.2.3

Project Selection 1.1.1.1.1

Project Organization

1.1.1.1.2

Project Planning 1.1.1.1.3

Chapter 1 1.1.1.1

Budget & Cost

1.1.1.2.1

Scheduling 1.1.1.2.2

Project Controls 1.1.1.2.3

Auditing 1.1.1.3.1

Administrative

Closeout

1.1.1.3.2

Writing Text Book

1.1.1

Editing Text Book

1.1.2

Publishing Text Book

1.1.3

Project Management- An Introduction

1.1

BEST Management Books

1.

Chapter 2 1.1.1.2

Chapter 3 1.1.1.3

Editing Chapter 1

1.1.2.1

Editing Chapter 2

1.1.2.2

Editing Chapter 3

1.1.2.3

Remember the WBS defines a project and groups the project elements for managing a project.

An organizational chart describes the project team that will accomplish the project.

Tree Diagram/Org-Chart Format:

Benefits:

Effectively portrays an overview of project and the hierarchical relationships of different activities, tasks, work packages etc

Often good for a “bird view” of the project (executive summaries,...)

Drawback:

It can become too large and thus less effective for displaying large numbers of activities.

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Indented Outline Format:

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Prepare Report1.0 Prepare draft report2.0 Review draft report3.0 Prepare final report

3.1 Write final report3.2 Print final report

Its easier to read and understand,

When WBS contains many activities.

Project

-Stage

--Task

---Subtask

----work package

Bubble Format:

The bubble in the center represents your projectLines from the center bubble lead to activitiesLines from activities lead to tasks

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PrepareDraft Report Prepare

Report

ReviewDraft Report

ReviewFinal Report

PrintFinal Report

WriteFinal Report

Bubble Format:

Effective for supporting the brainstorming process

Not so good for displaying work breakdown structures to audiences who are not familiar with the project

Use bubble format to develop the WBS, then turn it into Org-Chart or outline format.

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Prepare Report

1.0 Prepare draft report

2.0 Review draft report

3.0 Prepare final report

3.1 Write final report

3.2 Print final report

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PrepareDraft Report Prepare

Report

ReviewDraft Report

ReviewFinal Report

PrintFinal Report

WriteFinal Report

Prepare Report

Prepare Draft Report

Review Draft Report

Prepare Final Report

WriteFinal Report

PrintFinal ReportOrg-Chart Format Outline

Format

Bu

bb

le

Form

at

Combined Formats:

Combination of org-chart and outline formats can be used to

Display activities in org-chart format Display sub activities and tasks in

outline format

This way can be helpful in large projects and works well while developing a WBS using the wall method in the way shown on next slide.

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Combined Format

Wall Planning Method for developing WBS

Developing WBS using the Wall Method has proven to be highly effective in planning large projects. It is recommended method for developing the WBS in group setting.

This method involves using a number of large self adhesive notes and a blank wall. The group will utilize the notes to jointly construct the WBS on the planning wall.

The wall method allows team members to:

See the complete WBS Voice suggestions and comments Quickly add, remove and rearrange tasks as necessary

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Cycling Format:

A cycling format is utilized on research projects that are performed in phases.

Although WBS elements are usually thought of as representing unique, one time events, research projects present a different approach.

In this case, a cycling WBS is recommended because as tasks are executed, new information may create need to repeat tasks at a new level of detail.

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WBS Specifications

Manageable

Integratable

Coded

Measurable21

Note:

These specifications are the minimum requirements when reviewing a WBS for acceptability, and should never be disregarded.

The following specifications are offered to ensure that the WBS can serve its functions.

Manageable

Manageable (in sense) that specific responsibility can be assigned and durations/ costs can be estimated.

Integratable

Integratable, so that the total project can be seen as the summation of the lower level elements.

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Coded

To permit the transfer of information among the planning, accounting and reporting systems.

Measurable

To offer quantifiable (scientific/proven) standards in terms of progress and performance.

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Levels of WBS A typical WBS has three to six levels. It is of course

possible to have projects that require a lot more

levels.

Twenty levels is considered to be the upper limit,

and that is a huge project.

Occasionally, a program level (Level 1) is added in

WBS i.e. in cases where a number of projects are

being managed for the same customer.

The difference between a program and a project is

just of one degree. 24

Increasing the number of levels within the WBS will expand the level of detail at which the project is planned and controlled.

However all experienced project managers know that there is a point of diminishing returns in breaking down a project.

Conversely, neglecting to break the project down for enough will make estimating and accurate tracking very difficult.

NOTE: Finding the proper level of detail requires careful thought and experience.

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WBS Level Names

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Program Level

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Developing a WBS involves subdividing a project into smaller, more manageable elements. This subdividing must be continued until work packages can be defined in sufficient detail to support project planning, execution and monitoring.

The general process for developing WBS is

1. Identify the major elements (tasks and deliverables) of the project.

2. For each major element, decide if adequate cost and duration estimates can be developed at this level of detail for each element. Also determine if responsibility can easily be assigned to a single person or functional group at this level of detail.

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General Process for Developing WBS

3. For those elements for which adequate durations and cost estimates can not be made or responsibilities can not be easily assigned, proceed to step 4. otherwise proceed to step 5.

4. Further subdivide each element into its constituent elements. Repeat step 2 and 3 for each constituent element.

5. Review the WBS for acceptability by comparing it to the WBS specifications.

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