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Searching... | 30000010191561 | HD69.P75 N677 2008 | Open Access Book | Book | Searching... |
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Summary
Summary
Understand and apply new concepts regarding Work Breakdown Structures
The Work Breakdown Structure (WBS) has emerged as a foundational concept and tool in Project Management. It is an enabler that ensures clear definition and communication of project scope while performing a critical role as a monitoring and controlling tool. Created by the three experts who led the development of PMIĀ®'s Practice Standard for Work Breakdown Structures , Second Edition, this much-needed text expands on what the standard covers and describes how to go about successfully implementing the WBS within the project life cycle, from initiation and planning through project closeout.
Filling the gap in the literature on the WBS, Work Breakdown Structures: The Foundation for Project Management Excellence gives the reader an understanding of:
The background and key concepts of the WBS WBS core characteristics, decomposition, representations, and tools Project initiation and the WBS, including contracts, agreements, and Statements of Work (SOW) Deliverable-based and activity-based management Using the WBS as a basis for procurement and financial planning Quality, risk, resource, and communication planning with the WBS The WBS in the executing, monitoring, and controlling phases New concepts regarding the representation of project and program scope Verifying project closeout with the WBSUsing a real-life project as an example throughout the book, the authors show how the WBS first serves to document and collect information during the initiating and planning phases of a project. Then, during the executing phase, the authors demonstrate how the WBS transitions to an active role of project decision-support, serving as a reference and a source for control and measurement.
(PMI is a registered mark of Project Management Institute, Inc.)
Author Notes
Eric S. Norman, PMP, PgMP, is a strategic project and program management consultant
Shelly A. Brotherton, PMP, is a senior project and program management leader
Robert T. Fried, PMP, is a director responsible for project and program management with a globally recognized enterprise management software company
Table of Contents
Preface | p. vii |
Foreword | p. xv |
Part I Introduction To WBS Concepts | p. 1 |
1 Background and Key Concepts | p. 3 |
Chapter Overview | p. 3 |
Work Breakdown Structures | p. 4 |
Defining Work Breakdown Structures | p. 5 |
Importance of the WBS | p. 7 |
WBS Lesson Learned: A Brief Illustration | p. 8 |
WBS Concepts | p. 12 |
Describing the WBS | p. 12 |
The House Metaphor-A Consistent Example | p. 14 |
Chapter Summary | p. 15 |
2 Applying WBS Attributes and Concepts | p. 19 |
Chapter Overview | p. 19 |
WBS Attributes | p. 19 |
WBS Core Characteristics | p. 20 |
WBS Use-Related Characteristics | p. 25 |
WBS Decomposition | p. 28 |
WBS in Projects, Programs, Portfolios, and the Enterprise | p. 30 |
WBS Representations | p. 32 |
WBS Tools | p. 36 |
Chapter Summary | p. 38 |
Part II WBS Application In Projects | p. 41 |
3 Project Initiation and the WBS | p. 43 |
Chapter Overview | p. 43 |
Project Charter | p. 44 |
Preliminary Project Scope Statement | p. 46 |
Contracts, Agreements, Statements of Work (SOW) | p. 49 |
Chapter Summary | p. 50 |
4 Defining Scope through the WBS | p. 53 |
Chapter Overview | p. 53 |
Product Scope Description | p. 53 |
Project Scope Statement (Scope Definition) | p. 54 |
Work Breakdown Structure | p. 55 |
Beginning with the Elaborated WBS | p. 60 |
Use-Related Characteristics | p. 62 |
WBS Dictionary | p. 65 |
Deliverable-Based Management | p. 67 |
Activity-Based Management | p. 67 |
Scope Baseline | p. 68 |
Acceptance Criteria | p. 68 |
Chapter Summary | p. 70 |
5 The WBS in Procurement and Financial Planning | p. 75 |
Chapter Overview | p. 75 |
Build versus Buy Decisions | p. 75 |
Cost Estimating | p. 77 |
Cost Budgeting | p. 79 |
Cost Breakdown Structure | p. 80 |
Chapter Summary | p. 81 |
6 Quality, Risk, Resource and Communication Planning with the WBS | p. 85 |
Chapter Overview | p. 85 |
Approaching Quality, Resource and Risk Planning | p. 87 |
Using Existing Templates and Processes | p. 89 |
Creating Processes to Support the Project | p. 92 |
Utilizing the WBS as a Basis for Process Development | p. 92 |
Employing the WBS and WBS Dictionary | p. 94 |
The Whole is not Greater than the Sum of its Parts-it Equals Precisely 100% of the Sum of its Parts | p. 94 |
Examining Process Considerations | p. 96 |
Communications Planning Using the WBS as a Foundation | p. 99 |
Developing the Communications Plan | p. 101 |
The Communications Matrix | p. 102 |
The Hierarchy of Information | p. 103 |
The Meeting Matrix | p. 107 |
Chapter Summary | p. 109 |
7 The WBS as a Starting Point for Schedule Development | p. 111 |
Chapter Overview | p. 111 |
Demystifying the Transition from the WBS to the Project Schedule | p. 113 |
Putting These Concepts to Work | p. 117 |
The WBS in Hierarchical Outline Form | p. 118 |
Identifying Dependencies between Scope Elements | p. 119 |
Representing Scope Sequence and Dependency | p. 119 |
Creating a High-Level Scope Sequence Representation | p. 120 |
The Concept of Inclusion | p. 121 |
The Scope Relationship Diagram | p. 125 |
Creating a Scope Dependency Plan | p. 129 |
Chapter Summary | p. 132 |
8 The WBS in Action | p. 137 |
Chapter Overview | p. 137 |
Acquiring the Project Team | p. 138 |
Directing and Managing Project Execution and Integrated Change Management | p. 140 |
Performing Scope Management | p. 141 |
Scope Management and the Triple Constraint | p. 142 |
Reviewing the Relationship with Other Project Management Processes | p. 143 |
Performing Quality Assurance | p. 144 |
Performing Scope Verification | p. 144 |
Chapter Summary | p. 145 |
9 Ensuring Success through the WBS | p. 147 |
Chapter Overview | p. 147 |
Project Performance Management | p. 148 |
Scope | p. 149 |
Schedule | p. 149 |
Cost | p. 150 |
Planned versus Actual | p. 151 |
Stakeholder Management | p. 152 |
Chapter Summary | p. 153 |
10 Verifying Project Closeout with the WBS | p. 155 |
Chapter Overview | p. 155 |
Project Closeout | p. 155 |
Acceptance / Turnover / Support / Maintenance | p. 156 |
Contract Closure | p. 156 |
Project Closeout | p. 157 |
Chapter Summary | p. 157 |
Part III WBS For Project Management Decomposition | p. 159 |
11 A Project Management WBS | p. 161 |
Chapter Overview | p. 161 |
Organization Options for a Project Management WBS | p. 162 |
Project Management WBS Components Aligned with the PMBOK Guide-Third Edition | p. 165 |
Project Management WBS Lite | p. 168 |
Chapter Summary | p. 170 |
A Final Word | p. 170 |
Appendix A Project Charter Example | p. 173 |
Appendix B Project Scope Statement Example | p. 179 |
Appendix C Project Management WBS Examples | p. 187 |
Appendix D Answers to Chapter Questions | p. 253 |
Index | p. 275 |