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© 2009 South-Western, a part of Cengage Learning

Defining Scope and ConstructingWork Breakdown Structures

(WBS)

Chapter 6Contemporary Project Management

Kloppenborg

At the end of this chapter…

• Describe the scope planning and definitionprocesses.

• Create a project scope management plan.

• Create a project scope statement.• Create a change control process.• Describe what a WBS is and demonstrate why it

is vital to project planning and control.



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At the end of this chapter…• Describe work packages and how they are used

for planning and control.• Compare and contrast different methods of

developing a WBS.• Given project information, individually develop a

WBS for a small sample project.• Working as a team, develop a WBS for a real

project.• Create a numbering system for a WBS.

Scope Planning

• Plan the team’s efforts

Scope planning – “the process of creating a project scopemanagement plan.” PMBOK® Guide Scope planning – “the process of creating a project scopemanagement plan.” PMBOK® Guide

Project scope management plan – “the document thatdescribes how the project scope will be defined, developed,and verified; how the work breakdown structure will becreated and defined; and … how the project scope will bemanaged and controlled by the project team.”PMBOK® Guide

Project scope management plan – “the document thatdescribes how the project scope will be defined, developed,and verified; how the work breakdown structure will becreated and defined; and … how the project scope will bemanaged and controlled by the project team.”PMBOK® Guide



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Scope Planning• Scope planning = product scope + project scope

• Identify and organize all project work• Use the scope management plan as the basis

for all other work

Product scope – “the features and functions thatcharacterize a product, service, or result.” PMBOK® Guide Product scope – “the features and functions thatcharacterize a product, service, or result.” PMBOK® Guide

Project scope – “the work that must be performed todeliver a product, service, or result.” PMBOK® Guide Project scope – “the work that must be performed todeliver a product, service, or result.” PMBOK® Guide

Project Scope Management PlanWork Processes

• Develop a detailed project scope statement• Create the work breakdown structure and

describe how it will be maintained and approved

• Specify how formal verification and acceptanceof the completed project deliverables will beobtained

• Control how changes to the approved projectscope will be proposed, accepted, and managed



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Scope Definition• Reasons for scope definition• How to define scope• Project Scope Statement – the output from

scope definition

Scope Definition

• Determine deliverables• What work is necessary to create the

deliverables

• What assumptions/constraints will influence theproject work

Scope definition – “the process of developing a detailedproject scope statement as the basis of future projectdecisions.” PMBOK® Guide

Scope definition – “the process of developing a detailedproject scope statement as the basis of future projectdecisions.” PMBOK® Guide



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Reasons for Scope Definition• All other planning is based on the project scope• Aid to preventing scope creep

How to Define Scope



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Clarify Project Objectives• Ensure the project team understands project

objectives• Review the project charter• Describe expected project benefits• Describe problems the project is attempting to

overcome

List Potential Deliverables

• Clarified objectives lead to final deliverables• List intermediate deliverables



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Gather Stakeholder Input• Listen to internal and external customers

– Use Voice of the Customer (VOC) techniques – Elicit benefits/features in customer’s language – Team member placed in the customer situation

• Complete a customer needs worksheet• Ask the customer how they will judge the quality

of the project• For information systems projects, use a joint

application design (JAD) session to elicitcustomer requirements

Gather Stakeholder Input

• Questions to guide discussion: – What do we not understand about the request? – What is the business reason for the request?

– What is the impact of not providing this feature? – What action items need to be accomplished if we dothis?

– What impact will this have on other parts of theproject or elsewhere?

• Create a prototype



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State Scope & Establish ProjectBoundaries

• Product and project scope• What is being created and what work is involved• Decide which features/work elements are in

scope and which are out of scope• Promise only what can be delivered• Clearly state project assumptions

Create a Baseline Scope Statement

• Examine scope definition statements forcompleteness

• Validate scope with the sponsor, a customer,

and/or other stakeholders

baseline – “the approved time phased plan… plus or minusapproved project… changes… Usually used with amodifier.” PMBOK® Guide

baseline – “the approved time phased plan… plus or minusapproved project… changes… Usually used with amodifier.” PMBOK® Guide



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Project Scope Statement – the outputfrom scope definition

Project Objectives

• Why is the project being undertaken?• What is the benefit to be achieved or

problem/issue to be overcome by the project?• How will the project stakeholders decide

whether to accept the project deliverables?• What target values will the project deliverables

need to achieve?• How will the project be measured?• What tradeoffs of scope, quality, cost, or

schedule will be acceptable?



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Project Scope Description• What characteristics do the project deliverables

need to possess?• Are there appearance expectations?

Project Boundaries



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Establish Change Control• Projects are conducted in an atmosphere of

uncertainty• Document potential changes to a project with a

change requestChange control system – “a collection of formallydocumented procedures that define how projectdeliverables and documentation will be controlled, changed,

and approved.” PMBOK® Guide

Change control system – “a collection of formallydocumented procedures that define how projectdeliverables and documentation will be controlled, changed,

and approved.” PMBOK® Guide Change request – “request to expand or reduce the projectscope, modify policies, processes, plans, or procedure,modify costs or budgets, or revise schedules… Only formallydocumented changes are processed and only approvedchange requests are implemented.” PMBOK® Guide

Change request – “request to expand or reduce the projectscope, modify policies, processes, plans, or procedure,modify costs or budgets, or revise schedules… Only formallydocumented changes are processed and only approvedchange requests are implemented.” PMBOK® Guide

Change Request Form



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Work Breakdown Structure• What is a WBS?• Why use a WBS?• WBS Formats• Work Packages• How to construct a WBS

What is the WBS?

• A tool used to progressively divide project workinto smaller pieces

• Identify deliverables

– What work do we need to perform to create thisdeliverable?

• A framework used as a basis for furtherplanning, execution, and control

Activity definition – “the process of identifying the specificschedule activities that need to be performed to produce thevarious project deliverables.” PMBOK® Guide

Activity definition – “the process of identifying the specificschedule activities that need to be performed to produce thevarious project deliverables.” PMBOK® Guide



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Why use a WBS?• One of the most essential project management

tools• Adds discipline and visibility to project planning• Basis for planning schedule, resources, cost,

quality, and risk• Useful in determining where and why problems

occur• Helpful in project communications

WBS Formats

• Indented outline form• Organizational chart format• Free format



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WBS - Indented Outline Format

WBS in Org Chart Format



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WBS in Free Format

Work Packages



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Work Packages• An element at the lowest level• The basis for all subsequent planning and

control activities• The point from which

– Work activities are defined – Schedule is formed

– Resources are aligned – Control features will be developed

Work package – “ a deliverable … at the lowest level of eachbranch of a WBS. The work package includes the scheduleactivities and schedule milestones required to complete the workpackage deliverable.” PMBOK® Guide

Work package – “ a deliverable … at the lowest level of eachbranch of a WBS. The work package includes the scheduleactivities and schedule milestones required to complete the workpackage deliverable.” PMBOK® Guide

Work Packages

• How small is small enough? – Consider expected amount of time to create the

deliverable – Between 8 and 80 work hours? – Twice the reporting period?

• State succinctly in very few wordsWBS component – “an entry in the WBS that can be at anylevel.” PMBOK® Guide WBS component – “an entry in the WBS that can be at anylevel.” PMBOK® Guide

WBS dictionary – “a document that describes each componentin the WBS. For each component, the WBS dictionary includes abrief scope description, defined deliverable(s), a list of associatedactivities, and may include other information.” PMBOK® Guide

WBS dictionary – “a document that describes each componentin the WBS. For each component, the WBS dictionary includes abrief scope description, defined deliverable(s), a list of associatedactivities, and may include other information.” PMBOK® Guide



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Work Package Detail

How to construct a WBS

• Include a subject matter expert (SME) whounderstands how each portion of the work willbe accomplished

• Use a top down approach• Use a WBS from a previous project as a startingpoint

• Jump start WBS construction with brainstorminga list of project deliverables



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Steps in WBS Construction1. Identify major deliverables

2. Divide into smaller deliverables

3. Continue until right size

4. Review

WBS Organization Examples



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Project Phase Organization• Facilitates rolling wave planning• Rolling wave planning allows a team to get a

quick start on a project• Helps avoid:

– Analysis paralysis - never starting anything becausethe plan isn’t complete

– Ready, fire, aim – not planning at allRolling wave planning – “a form of progressive elaboration planningwhere the work to be accomplished in the near term is planned indetail… while the work far in the future is planned at a relatively highlevel… the detailed planning for work to be performed… in the nearfuture is done as work is being completed during the current timeperiod.” PMBOK® Guide

Rolling wave planning – “a form of progressive elaboration planningwhere the work to be accomplished in the near term is planned indetail… while the work far in the future is planned at a relatively highlevel… the detailed planning for work to be performed… in the nearfuture is done as work is being completed during the current timeperiod.” PMBOK® Guide

Work Function Organization

• Allows functions to focus on their specificactivities

• Does not promote cross-functional discussion

• Extra care required to establish inter-functionalcommunication



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WBS – divide into smallerdeliverables

• Brainstorm a list of interim and final deliverables(use Post It® Notes)

• Assemble deliverables on a large work space• Group deliverables into related groups• Review for completeness

WBS Structure Considerations

• Consider the parent-child concept – Have between 3 and 9 child elements for each parent

• Uniquely name each component in the WBS

• Assign a unique number to each component• Examine Exhibit 6.13



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Using MS Project for WorkBreakdown Structures (WBS)

• Types of project data

• Initialize the Project

• Set Up the WBS

Types of Data

• Task data includes WBS data and task data – Individual work activities are tasks – WBS elements are summary rows (bolded)

• Resource data – used by MS Project todetermine assignment load, work, and cost – The resource name field identifies the resource

• Assignment data – assignment units, work, andcost data are calculated when a resource isassigned to a task – May be viewed in Task Usage and Resource Usage

views



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Initialize the Project1. Set the project start date

2. Enter identifying information

3. Define your organization’s holidays

4. Automatically generate a project summary row

5. Hide highlighting.

1. Set the project start date

• Select Start Date from the Project InformationDialog Box

Source: Microsoft product screen shot reprinted with permission from Microsoft Corporation.



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2. Enter identifying information• File – Properties –

Summary tab

Source: Microsoft product screen shot reprinted with permission fromMicrosoft Corporation.

3. Define organizational holidays

• Tools – ChangeWorking Time

• Define holidays in theproject calendar

• Define resourcevacations in resourcecalendars

• All project calendarcontent is copied intoall resource calendars

• Define holidays andvacations asnonworking time days

Source: Microsoft product screen shot reprinted with permission from MicrosoftCorporation.



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4. Change working time details• Use to enter the day

definitions• Do not shorten the

working day hours tocompensate forresource availability – Use the resource

definition (Max units)

for this purpose


4. Automatically generate a projectsummary row

• Tools – Options – View• Uses the contents of the

Title field to automaticallygenerate a project

summary row• Using this feature

prevents a “double entry”of the project title in aschedule that containsinserted projects

• Turn on “Show projectsummary”

Source: Microsoft product screen shot reprinted with permission fromMicrosoft Corporation.



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5. Hide highlighting• View – Hide Change Highlighting• Project automatically shows the impact of changes made

to a project schedule• Turn this function off until the project schedule is baselined


Set Up the WBS

1. Understand WBS definitions and displays

2. Enter summaries, milestones, and tasks

3. Create the outline for your WBS

4. Insert row number column

5. Hide (or show) desired amount of detail.



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1. Understand WBS displays anddefinitions

• Project refers to activities as tasks and higherlevel WBS elements as summary tasks(summaries)

• Milestones are zero duration activities – Moments when progress is checked

• Summaries, tasks, and milestones are displayedto allow easy recognition – Tables as an outline – Gantt view – Network Diagram view

Gantt Chart View




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Network View

Source: Microsoft product screen shot reprinted with permissionfrom Microsoft Corporation.

Summary values in a task table




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Summary values in a task table• Cost and work field values total the underlying

tasks• Duration field values summarize the number of

working days in the project calendar spanned bythe summary

• Start contains the start value for the earlieststarting task(s)

• Finish contains the finish date of the latestfinishing task(s)

• Some fields have no values – Predecessor andResource Names

2. Enter the list of summaries,tasks, and milestones




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2. Enter the list of summaries,tasks, and milestones

• Rearrange the list using a row “drag and drop”feature

• Add elements and tasks with a task insertfunction

3. Create the outline (WBS)

• Set up the outline structure using the Indentand Outdent buttons on the Formatting toolbar

1. Select the Task Name field to be indented2. Click on the Indent button3. Decrease an indent level with the Outdent button



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4. Insert Row Number Column• Project will automatically number summaries,

tasks, and milestones• Highlight the task name column• Insert – Column – Field name - WBS

Ready to Insert WBS Column




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WBS Column Inserted


5. Hide (or Show) UnderlyingDetail




5. Hide (or Show) UnderlyingDetail

• Select summary row whose detail is to behidden/displayed

• Click on the Hide ( - ) subtasks button or Showsubtasks button ( + )

Summary

• Scope planning involves determining what interimdeliverables need to be created and what work will needto be performed to create all of the deliverables.

• The defined scope is organized into a work breakdownstructure (WBS).

• The WBS progressively decomposes the project intosmaller and smaller pieces.• Each WBS component is assigned to one person for

planning and control• The WBS serves as a basis for determining project

schedule, budget, personnel assignments, qualityrequirements, and risks.

• The WBS can be created using MS Project