Project Management Practices: Understanding Work Breakdown Structures, Exams of Construction

Download Project Management Practices: Understanding Work Breakdown Structures and more Exams Construction in PDF only on Docsity! Initiated by: Office of Engineering and Construction Management U.S. Department of Energy Project Management Practices Rev E, June 2003 Work Breakdown Structure Office of Management, Budget and Evaluation PROJECT MANAGEMENT PRACTICES 3 Work Breakdown Structure (Rev E, June 2003) Figure 1. Project Work Breakdown Structure 1.1.1.1 Conceptual Design 1.1.1.2 Criteria Development & Conceptual Design Reviews 1.1.1 Conceptual Design 1.1.2.1 Definitive Design 1.1.2.2 CADD Consultant 1.1.2.3 Engineering Support During Construction 1.1.2 Design 1.1.3.1 Construction Preparation 1.1.3.2 Building 1.1.3.3 Process & Service Systems & Equipment 1.1.3.4 Quality Assurance 1.1.3 Government Furnished Equipment 1.1.4.1 Construction Preparation 1.1.4.2 Building 1.1.4.3 Process & Service Systems & Equipment 1.1.4.4 Construction Inspection 1.1.4.5 Construction Management 1.1.4.6 Construction Services 1.1.4.7 Constructability Reviews 1.1.4 Construction 1.1.5.1 Project Control 1.1.5.2 Records Management 1.1.5.3 Support Services 1.1.5.4 Engineering 1.1.5.5 Independent Construction Cost Estimate 1.1.5 Project Administration 1.1.6.1 Process Development 1.1.6.2 Design Support 1.1.6.3 Plant Liaison 1.1.6.4 Computer/Control System Development 1.1.6 Systems Development 1.1.7.1 SO Test Preparation 1.1.7.2 SO Test Performance 1.1.7.3 Manuals 1.1.7.4 Integrated Testing 1.1.7.5 Cold Run 1.1.7.6 SO Test Resources 1.1.7.7 Deleted 1.1.7.8 Preventative Maintenance 1.1.7 Startup 1.1.8.1 Environmental Assessment 1.1.8.2 PSD Document 1.1.8.3 Safety Analysis Report 1.1.8.4 Probabilistic Risk Assessment 1.1.8.5 Document Coordination 1.1.8.6 RAM Study 1.1.8.7 Hazardous Waste 1.1.8 Safety/Environmental 1.1 Fuel Processing Facility 1.2.1 Construction 1.2.2 Government Furnished Material 1.2.3 Construction Inspection 1.2.4 Project Administration 1.2.5 Design 1.2 Liquid Effluent Treatment & Disposal 1.0 FPR PROJECT PROJECT MANAGEMENT PRACTICES 4 Work Breakdown Structure (Rev E, June 2003) 1.1.1.1 Conceptual Design 1.1.1.2 Criteria Dev & Conceptual Design Reviews 1.1.1 Conceptual Design 1.1.3.1.1.1 First Unit Substation 1.1.3.1.1 Site Preparation 1.1.3.1 Construction Preparation 1.1.3.2.1 Building Substructure 1.1.3.2.2 Concrete Structures 1.1.3.2.3 Steel Structures 1.1.3.2 Building 1.1.3.3.1 Yard Mechanical 1.1.3.3.2 Process & Service Systems 1.1.3.3.3 HVAC System 1.1.3.3.4 Mechanical Systems 1.1.3.3.5 Electrical 1.1.3.3.6 Instrumentation 1.1.3.3 Process & Services Systems & Equipment 1.1.3.4 Quality Assurance 1.1.3 Govt Furnished Equipment 1.1.4.1.1 Site Preparation 1.1.4.1.2 Building Excavation 1.1.4.1.3 Underground Utilities 1.1.4.1 Construction Preparation 1.1.4.4.1 Inspection of Construction Prep. 1.1.4.4.2 Laboratory Services 1.1.4.4.3 HP Support 1.1.4.4.4 Construction Inspection 1.1.4.4.5 Inspection Support 1.1.4.4 Construction Inspection 1.1.4.7 Construct- ability Review 1.1.4 Construction 1.1.5.1.1 Design/ Construction 1.1.5.1.2 Startup 1.1.5.1 Project Control 1.1.5.2.1 Design/ Construction 1.1.5.2.2 Startup 1.1.5.2 Records Management 1.1.5.3.1 Consultants 1.1.5.3.2 Facilities 1.1.5.3.3 Management Services 1.1.5.3 Support Services 1.1.5.4.1 Constr. 1.1.5.4.2 Procure. 1.1.5.4 Engineering 1.1.5.5 Independent Constr. Estimates 1.1.5.7 DOE Order Compliance 1.1.5 Project Administration 1.1.6.1 Process Development 1.1.6.2.1 Techn. Direction/Review 1.1.6.2.2 Engineering Change Mgmt. 1.1.6.2 Design Support 1.1.6.3 Plant Liaison 1.1.6.4.1 Technical Support of DCS Design 1.1.6.4.2 DCS Purch. Support 1.1.6.4.3 1.1.6.4.4 Software Confirguration 1.1.6.4.5 Computer Security 1.1.6.4.6 Microdata Support 1.1.6.4 Computer/ CS Development 1.1.6 Systems Development 1.1.7.1.1 Administrative 1.1.7.1.2 Elec & Inst. 1.1.7.1.3 HVAC 1.1.7.1.4 Miscellaneous 1.1.7.1.5 Process 1.1.7.1.6 Remote 1.1.7.1.7 Security 1.1.7.1.8 Utilities 1.1.7.1.9 Integrated 1.1.7.1 SO Test Preparation 1.1.7.2.1 Support 1.1.7.2.2 Elec & Instr 1.1.7.2.3 HVAC 1.1.7.2.4 Miscellaneous 1.1.7.2.5 Process 1.1.7.2.6 Remote 1.1.7.2.7 Security 1.1.7.2.8 Utilities 1.1.7.2.9 Shield Integrity Tests 1.1.7.2 SO Test Performance 1.1.7.3.1 Info Manuals 1.1.7.3.2 Operating Procedures 1.1.7.3.3 Operational Documentary Photo. 1.1.7.3 Manuals 1.1.7.4 Integrated Testing 1.1.7.5 Cold Run 1.1.7.8.1 SO Test 1.1.7.8.2 SO Test Equipment 1.1.7.6 SO Test Resources 1.1.7.7.1 Operational Readiness Planning 1.1.7.7 Operational Readiness 1.1.7.8.1 PM Procedures 1.1.7.8.2 PM Performance 1.1.7.8 Preventive Maintenance 1.1.7 Startup 1.1.8.2 PSD Document 1.1.8.3.1 Prelim 1.1.8.3.2 Final 1.1.8.3 Safety Analysis Report 1.1.8.4.1 PRA Prep 1.1.8.4.2 PRA Review 1.1.8.4 Probabilistic Risk Assessment 1.1.8.5 Document Coordination 1.1.8.6 RAM Study 1.1.8.7 Hazardous Waste 1.1.8 Safety/ Environmental 1.1 Fuel Processing Facility Figure 2. Contractor Work Breakdown Structure PROJECT MANAGEMENT PRACTICES 5 Work Breakdown Structure (Rev E, June 2003) § Do not include elements that are not products. A signal processor, for example, is clearly a product, as are mock-ups and computer software configuration items. On the other hand, things such as design engineering, requirements analysis, test engineering, aluminum stock, and direct costs, are not products. Design engineering, test engineering, and requirements analysis are all engineering functional efforts; aluminum is a material resource; and direct cost is an accounting classification. Thus, none of these are appropriate WBS elements. § Program phases (e.g., design, development, production, and types of funds, or research, development, test and evaluation) are inappropriate as elements in a WBS. § Rework, retesting and refurbishing are not separate elements in a WBS. They should be treated as part of the appropriate WBS element affected. § Non-recurring and recurring classifications are not WBS elements. The reporting requirements of the contract will segregate each element into its recurring and non-recurring parts. § Cost-saving efforts such as total quality management initiatives and warranty are not part of the WBS. These efforts should be included in the cost of the item they affect, not captured separately. § Do not use the structure of the program office or the contractor’s organization as the basis of a WBS. § Do not treat costs for meetings, travel, computer support, etc. as separate WBS elements. They are to be included with the WBS elements with which they are associated. § Use actual system names and nomenclature. Generic terms are inappropriate in a WBS. The WBS elements should clearly indicate the character of the product to avoid semantic confusion. For example, if the Level 1 system is vitrification, then the Level 2 item (prime mission product) is melter. § Treat tooling as a functional cost, not a WBS element. Tooling (e.g., special test equipment, and factory support equipment like assembly tools, dies, jigs, fixtures, master forms, and handling equipment) should be included in the cost of the equipment being produced. If the tooling cannot be assigned to an identified subsystem or component, it should be included in the cost of integration, assembly, test, and checkout. § Include software costs in the cost of the equipment. For example, when a software development facility is created to support the development of software, the effort associated with this element is considered part of the computer PROJECT MANAGEMENT PRACTICES 8 Work Breakdown Structure (Rev E, June 2003) • A tabular summary of the dictionary elements cross-referenced to the WBS indenture level, the WBS revision, the element title, the project contractor WBS code, and (if desired) the contractor’s accounting code. • A work element dictionary sheet that provides the title of the work element, the project contractor WBS and the contractor’s accounting codes, the budget and reporting number, and a detailed description of the work to be performed by this element, including deliverables. Examples of these two documents are provided in Figures 4 and 5. 3.0 ORGANIZATIONAL BREAKDOWN STRUCTURE Through the WBS, work is defined to a level where unique organizational and personal responsibilities can be established. This may occur at any one of several levels within the project and functional organization. The individual assigned responsibility for accomplishing work at the control account level is often designated a control account manager. Control accounts are divided into smaller, discrete scopes of work called work packages, and a work package manager is assigned to each work package. Integrating the WBS with the project and functional organizations assures that all contract work is accounted for, and that each element of work is assigned to the level of responsibility necessary for planning, tracking progress, accumulating costs, and reporting. Assignment of responsibility is depicted on a responsibility matrix discussed in Section 4. Determining whether a specific scope of work is to be performed in-house or by a subcontractor or supplier is done through the use of the Make-or-Buy Plan. This plan helps define the project’s acquisition management approach. This determination also enables performance of work at least cost, minimum technical risk and maximum competition, and with both customer and stakeholder involvement. However, all work scope, whether performed in-house or through a subcontract, is included in the WBS, and the WBS dictionary, and is contained in a control account(s). PROJECT MANAGEMENT PRACTICES 9 Work Breakdown Structure (Rev E, June 2003) Figure 4. Project Work Breakdown Structure Dictionary PART 1 – INDEX Indenture Level Project 1 2 3 4 5 Element Title CWBS Code X FPR Project 1 X Fuel Processing Facility 1.1 X Conceptual Design 1.1.1 X Conceptual Design 1.1.1.1 X Criteria Development 1.1.1.2 X Government Furnished Equipment 1.1.3 X Construction Preparation GFE 1.1.3.1 X Site Preparation (CP–1A) GFE 1.1.3.1.1 X Building GFE 1.1.3.2 X Building Substructure (CP–2B) GFE 1.1.3.2.1 X Concrete (CP-3A)GFE 1.1.3.2.2 X Steel Structure (CP–3B) GFE 1.1.3.2.3 X Process and Service Systems 1.1.3.3 X Yard Mechanical (CP-5A) GFE 1.1.3.3.1 X Process/Service (CP-5B) GFE 1.1.3.3.2 X HVAC Systems (CP-5C) GFE 1.1.3.3.3 X Mechanical Systems (CP-5D) GFE 1.1.3.3.4 X Electrical (CP-6A) GFE 1.1.3.3.5 X Instrumentation (CP-6B) GFE 1.1.3.3.6 X Quality Assurance 1.1.3.4 X Construction 1.1.4 X Construction Preparation 1.1.4.1 X Site Preparation (CP-1A) 1.1.4.1.1 X Building Excavation (CP-1B) 1.1.4.1.2 X Underground Utilities (CP-2C) 1.1.4.1.3 X Construction Inspection 1.1.4.4 X Inspection of Construction Preparation 1.1.4.4.1 X Laboratory Services 1.1.4.4.2 X HP Support 1.1.4.4.3 X Inspection of Construction Utilities 1.1.4.4.4 X Inspection Support 1.1.4.4.5 X Constructability Review 1.1.4.7 PROJECT MANAGEMENT PRACTICES 10 Work Breakdown Structure (Rev E, June 2003) PART 1 – INDEX (cont.) Indenture Level FPR Project 1 2 3 4 5 Element Title CWBS Code X Project Administration 1.1.5 X Project Control 1.1.5.1 X Design/Construction 1.1.5.1.1 X Startup 1.1.5.1.2 X Records Management 1.1.5.2 X Design/Construction 1.1.5.2.1 X Startup 1.1.5.2.2 X Support Services 1.1.5.3 X Consultants 1.1.5.3.1 X Facilities 1.1.5.3.2 X Management Services 1.1.5.3.3 X Engineering 1.1.5.4 X Construction Eng. 1.1.5.4.1 X Procurement Eng. 1.1.5.4.2 X Indep. Constr. Cost Est. 1.1.5.5 X DOE Order Compliance 1.1.5.7 X Systems Development 1.1.6 X Process Development 1.1.6.1 X Design Support 1.1.6.2 X Tech. Direction and Review 1.1.6.2.1 X Eng. Change Management 1.1.6.2.2 X Plant Liaison 1.1.6.3 X Computer/CS Development 1.1.6.4 X Tech. Support of DCS Design 1.1.6.4.1 X DCS Purchase Support 1.1.6.4.2 X Combined with 1.1.6.4.2 1.1.6.4.3 X Software Configuration 1.1.6.4.4 X Computer Security 1.1.6.4.5 X Microdata Support 1.1.6.4.6 X Startup 1.1.7 X SO Test Preparation 1.1.7.1 X Administrative 1.1.7.1.1 X Electrical and Instr. 1.1.7.1.2 X HVAC 1.1.7.1.3 X Miscellaneous 1.1.7.1.4 X Process 1.1.7.1.5 X Remote 1.1.7.1.6 PROJECT MANAGEMENT PRACTICES 13 Work Breakdown Structure (Rev E, June 2003) Figure 5. Work Breakdown Structure Dictionary PART II – ELEMENT DEFINITION Program Title ____________________________________________ Project No.___________ Contractor_____________________________________________________________________ Contract No. ___________________________________________________________________ Indenture Level 5 CWBS Code 1.1.3.3.3 Title: HVAC Systems Date: Revision No. 6 Approved Changes: Accounting Code: Budget and Reporting Number: Element Task Description: Work Statement (cont.) 50 Filter Holding Frames 200 Fasteners 50 Air Filters 10 Air Handling Units 12 Exhaust Air Fans 8 Supply Air Fans 2 Air Washers 136 Automatic Control Valves 517 Manual Volume Dampers 1 Helium Leak Test 53 Backdraft Dampers 71 Fire Dampers 6 Flanges 2 Cell Supply Electric Duct Heaters 1 Decon Exhaust Electric Duct Heater 1 Steam Humidifier 1 Roof Penthouse 12 Heating Water Coils 13 Chilled Water Coils 6 Heat Recovery Water Coils 6 Denitration Glovebox Exhaust Air Filters 4 Steam Unit Heaters 3 Steam Preheating Coils 8 Temperature indicating, controller, room 13 Filter Pressure Differential Indicators 25 Thermal Detectors with Remote Test Heaters 15 Duct Mounted Temperature Sensing Elements and Transmitters 4 Outside Air Temperature Switches PROJECT MANAGEMENT PRACTICES 14 Work Breakdown Structure (Rev E, June 2003) PART II – ELEMENT DEFINITION (cont.) Program Title ___________________________________________ Project No.____________ Contractor_____________________________________________________________________ Contract No. __________________________ Indenture Level 5 CWBS Code 1.1.3.3.2 Title: Process/Service Systems Government Furnished Equipment Date: Revision No. 6 Approved Changes: Accounting Code: Budget and Reporting Number: Element Task Description: Work Statement (cont.) 1 Kerosene Waste Tank 2 Solvent Collection Tanks 2 Solvent Waste Tanks 1 Third Cycle Solvent Feed Tanks 2 Organic Wash Collection Tanks 2 Process Condensate Tanks 2 Uranium Salvage Collection Tanks 2 Pre-Decontamination Sampling Tanks 1 1E Condensate Tank 2 Sodium Carbonate Wash Tanks 6 Decanters 2 CWS Decanters (First, Second, and Third Cycles) 1 Kerosene Wash Decanter 1 OWS Decanter 4 Extraction Columns 3 Scrub Columns 3 Strip Columns 2 Wash Columns 3 Carbonate Wash Columns 2 Acid Wash Columns 1 Denitrator Vessel and Auxiliary Items 1 Denitrator Off-Gas Filter Vessel 4 Evaporators 4 Concentrate Tanks (First and Third Cycles) PROJECT MANAGEMENT PRACTICES 15 Work Breakdown Structure (Rev E, June 2003) 4.0 RESPONSIBILITY ASSIGNMENT MATRIX Once a project WBS and organizational breakdown structure are developed, these documents may be used to develop a project responsibility assignment matrix. This matrix is simply a table for which one axis is the project WBS and the other axis is the project (and support organizations) organizational breakdown structure. Each point at which these two structures intersect becomes a work execution element, and an individual is identified who is responsible for executing the work. If desired, each intersection can also identify the value of that specific element of work in terms of both dollars and hours. An example of a portion of a responsibility assignment matrix is provided in Figure 6. The development and use of a responsibility assignment matrix provides several advantages for the PD/PM: • Identifies individual work responsibility and authority in a structured, easily understood format. • Establishes a basis for a project’s records management and configuration management systems. • Serves as a basis for identifying, planning, progressing, and reporting the work of other organizations, i.e., subcontractors, suppliers. • Develops and defines individual ownership for specific project tasks. • Provides a basis for developing budgets, schedules, and milestones; tracking costs and spending; and preparing progress reports. 5.0 CONFIGURATION MANAGEMENT Once an organizational breakdown structure, a WBS and dictionary, and a responsibility matrix are prepared, approved, and issued, all are maintained under change control, and all proposed changes are evaluated, reviewed, dispositioned, and documented. This is important with these particular documents because they relate to and influence the project’s scope, schedule, and cost baselines. In addition, once responsible individuals are assigned to the work tasks, these individuals assume ownership of the assigned work: baselines, milestones, performance, reporting, changes, procurements, subcontracts, testing, etc. In essence, each of these individuals becomes a sub-project manager for their assigned scope of work.