المحاضرة الرابعة - إدارة المشاريع

© Mohamed Khalifa, 2010 All Rights Reserved 16

4. Work Breakdown Structure (WBS)

4.1 The central role of the WBS 4.2 Developing a usable WBS 4.3 Using the WBS to clarify product constraints and activities 4.4 Using the WBS to facilitate project development


4. Work Breakdown Structure (WBS)

• Definition:– A work breakdown structure is a logical of project deliverables

arranged in a hierarchical structure.– A WBS defines the total scope of work required to complete the

project.– The deliverables and their component sub-deliverables are represented

on the WBS in levels of descending order.

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Project

Phase 1

Deliverable 1.1

Deliverable 1.2

Phase 2

Deliverable 2.1

Work Package 2.2.1

Work Package 2.2.2

Deliverable 2.2

Deliverable 2.3

Phase 3 Phase 4

Organization of Work in a WBSIn WBS, major components of work can be grouped by:Major project deliverables.Life cycle phases.Organizational or functional responsibility.Geographical location.

© Mohamed Khalifa, 2010 All Rights Reserved

4. The central role of the WBS

Create WBS is the process of dividing project deliverables and project work into smaller, more manageable components.

19© Mohamed Khalifa, 2010 All Rights Reserved

4.2 Developing a usable WBS

WBS:It will organize deliverables and work packages into a manageable hierarchy. It should not be confused with other kinds of breakdown structure like: Bill Of Material (BOM) or Resource Breakdown Structure (RBS).

WBS Dictionary:– An auxiliary document containing details about each element in the

WBS process, It may includes:• Code of accounts identification. * Quality requirements• Milestones * Time estimates • Contract information * Resources estimates• Cost * Information for measuring performance




WBS Dictionary

1. Neglecting to create a WBS Dictionary

2. Expecting More than 100% from your WBS

3. Why bother with Formal Change Control?

4. Skipping the Buy-In Process5. Too Many Tasks


• Activity : – Is an element of project work that requires action to produce a deliverable.


4.3 Using the WBS to clarify product constraints and activities

• Activities share some common characteristics like :– Has an expected duration.– Consumes budget and/or human resources.– Is named in verb-noun format. Example (Revising a user manual –

Digging footers).

• The 8/80 rule : – The 8/80 rule refers to a guide line suggesting that activities should

require more than 8 and fewer than 80 hours of effort to complete.


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Define activities is the process of identifying the specific actions to be performed to produce the project deliverables.



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Activity List: A definitive list of activities that are

necessary to complete in order to produce deliverables.

Milestone list: Helps prioritize activities during scheduling.




WORK PACKAGE/ACTIVITY DESCRIPTION Project Name/Number: Prepared by: Date: Customer/End User Group: Contact Name: Project Type (S/M/L):

Please complete a form for each WorkPackage item in the Project. See Work Package List for a full listing of the project Work Packages. Note that some fields will be completed after scheduling is completed.

WORK PACKAGE LEADER INFORMATION Name Organization, phone number, email

WORK PACKAGE FUNCTIONAL MANAGER INFORMATION Name Organization, phone number, email

WBS Component Name and Number:

Description:

Deliverable(s) and Acceptance Criteria:

Assumptions:

Dependencies (Predecessor and successor tasks):

Inputs:

Outputs:

Resource Requirements (Type of resource(s)):

Responsible org. units and Responsibility (RASCI):

Staff Assigned:

Effort Estimate (Number of resource hours per type of resource):

Estimated Cost:

Estimated Duration:

Start date: End date:

Remarks:

Current effort estimate to completion

Actual Duration:

Actual Start date: Actual End date:

Actual Effort:


Activity attributes :

Information describing the different activities (Such as responsible team members, manpower required, and so on).

4.4 Using the WBS to facilitate project development

– Planning– Budgeting– Estimating– Scheduling– Performance measurement– Communication– Change management– Coordination– Control– Risk management


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