NEES Project Management Workshop

1. NEES Project Management Workshop June 16 June 18 Segment 3

2. The Work Breakdown Structure (WBS)

3. How do you eat an Elephant?

4. How do you eat an Elephant? ANSWER: A Bite at a time!

5. We have been talking about Scope • Scope - in the Planning Phase • Proceeds of collecting requirements • Do we have all of them?..... Scope Grope • Scope – in the Execution Phase • Controlling the Scope • Scope Creep • Scope Leap

6. Project Scope Management Processes • Collecting requirements:defining and documenting the features and functions of the products produced during the project as well as the processes used for creating them • Defining scope: reviewing the project charter, requirements documents, and organizational process assets to create a scope statement and the SOW • Creating the WBS: subdividing the major project deliverables into smaller, more manageable components • Verifying scope: formalizing acceptance of the project deliverables • Controlling scope:controlling changes to project scope throughout the life of the project

7. What is a Work Breakdown Structure (WBS) • A WBS is a deliverable-orientedgrouping of the work involved in a project that defines the total scope of the project • WBS is a foundation document that provides the basis for planning and managing project schedules, costs, resources, and changes • Decomposition is subdividing project deliverables into smaller pieces • A Work Package is a task at the lowest level of the WBS

8. Process of creating a Work Breakdown Structure (WBS) A process that sets, organizes and delineates a project’s scope by breaking downits overall mission into a cohesive set of synchronous, increasingly specific tasks What does WBS accomplish? • Echoes project objectives • Offers a logical structure – by product, by phase • Establishes a method of control • Communicates project status • Improves communication • Demonstrates control structure

9. Two Common approaches to define/illustrate the WBS • An Organizational Chart format • An Outline format – sub tasks are indented

10. 1.0 1.2 1.3 1.4 1.3.1 1.2.1 1.3.2 1.2.2 1.2.3 1.2.3.1 1.2.3.2 Work Breakdown Structure and Codes – Organizational chart format (preferred) The project is the overall project under development Work Packages are individual project activities Deliverables are major project components Subdeliverables are supporting deliverables

11. Work Breakdown Structure and Codes – Outline format 1.0 The Project 1.1 AAA 1.2 BBB 1.2.1 bbb1 1.2.2 bbb2 1.2.3 bbb3 1.2.3.1 bbb3a 1.2.3.2 bbb3b 1.3 CCC 1.3.1 ccc1 1.3.2 ccc2 1.4 DDD

12. More on the Approaches to Developing a WBS • Using guidelines: some organizations, like the DOD, provide guidelines for preparing WBSs • The analogy approach: review WBSs of similar projects and tailor to your project • The top-down approach: start with the largest items of the project and break them down • The bottom-up approach: start with the specific tasks and roll them up

13. Choice to be made • Breakdown by Product • Breakdown by Phase Exercise: Building a house Choices? By Systems – HVAC, Plumbing, Electrical By Physical Rooms By Phase – site prep, foundation, rough framing, etc.

14. Advice/Rules for Creating a WBS • A unit of work should appear at only one place in the WBS • A WBS item is the responsibility of only one individual, even though many people may be working on it • The WBS must be consistent with the way in which work is actually going to be performed; it should serve the project team first and other purposes only if practical

15. Advice for Creating a WBS (continued) • Project team members should be involved in developing the WBS to ensure consistency and buy-in • On large Projects, each WBS item should be documented in a WBS dictionary to ensure accurate understanding of the scope of work included and not included in that item • The WBS must be a flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project according to the scope statement

16. Verifying Scope • Scope verification involves formal acceptance of the completed project scope by the stakeholders • Acceptance is often achieved by a customer inspection and then sign-off on key deliverables

17. Controlling Scope • Scope control involves controlling changes to the project scope (i.e. Scope Creep, Scope Leap) • Goals of scope control are to: • Assure changes are processed according to procedures developed as part of integrated change control • Manage changes when they occur • Varianceis the difference between planned and actual performance

18. Best Practices for Avoiding Scope & WBS Problems 1. Keep the scope realistic…. Don’t make projects so large that they can’t be completed…. Break large projects down into a series of smaller ones 2. Involve users in project scope management…. Assign key users to the project team and give them ownership of requirements definition and scope verification

19. Using Software to Assist in Project Scope Management and Creation of a WBS • Spreadsheets help to perform financial calculations and weighted scoring models and to develop charts and graphs • Project management software helps in creating a WBS, the basis for tasks on a Gantt chart • Specialized software is available to assist in project scope management • REMEMBER: PEOPLE MANAGE & CONTROL PROJECTS NOT SOFTWARE OR GRAPHS!!!