Understanding Work Breakdown Structures and Schedules in Project Management, Lecture notes of History

Download Understanding Work Breakdown Structures and Schedules in Project Management and more Lecture notes History in PDF only on Docsity! Work Breakdown Structure & Schedules WBS & Schedules.doc Page 1 of 6 V 0.0 A Work Breakdown Structure (WBS) identifies tasks and deliverables associated with a project. Resources are identified for each item within the WBS that facilitates budgeting as well as assignment of responsibilities. T he WBS can be used to determine the critical path of the project and create the project schedule. Project activities in which WBS and schedules are useful: ☛ Drafts are created during the project definition phase of the project then details are flushed out during the planning phase. The WBS and schedules are continuously revisited and updated through the duration of the project. Other tools that are useful in conjunction with WBS and schedules: ☛ CMT (Critical Path Method) ☛ PERT (Program Evaluation and Review Technique) ☛ Risk Management Aids ☛ Microsoft Project™ Introduction The WBS is the tool that is used to record and communicate the project deliverables (something produced or an outcome) and sub-deliverables as well as the accomplishments (something achieved) and sub-accomplishments. The identification of these elements relies on the experience of the team members as well as consultation with outside experts. Once the deliverables and accomplishments are listed, resources are determined for each element and sub-element. A schedule is created from the WBS to ensure the project’s objective is accomplished in the time allotted. The first step in creating a schedule is an assessment of the critical path or the shortest period in which the project can be completed. Once the critical path has been established, start and end dates are assigned based on their relationship to the critical path. Application of WBS and Schedules Work Breakdown Structure The first step in creating a WBS is identifying the project deliverables and sub-deliverables, and the achievements and sub-achievements. Each deliverable or achievement must equal the sum of its sub-elements. The WBS can be represented either 1. Table Designed 1.1 Dimensions determined 1.2 Drawings completed 2. Materials Obtained 2.1 Material calculated 2.2 Materials purchased 3. Table Constructed 3.1 Parts prepared 3.1.1 Top cut to size 3.1.2 Legs turned 3.1.3 Parts assembled 4. Table Finished 4.1 Table sanded 4.2 Table stained 5. Table installed Work Breakdown Structure & Schedules WBS & Schedules.doc Page 2 of 6 V 0.0 as a list or graphically. Figures 1 and 2 provide examples of a WBS for the building of a table. Once the elements of the WBS have been defined, resource requirements are determined for each element. The resources to be identified include: • Human resources identified as the type of knowledge or skills required • Equipment resources • Materials and supplies • Space and facility requirements • Special requirements (e.g., not typical energy sources) For each resource, the type, amount or effort (e.g., number of person hours), and associated costs are determined and recorded in the WBS. 1. Table Designed Table Built 1.1 Dimensions Determined 1.2 Drawings Completed 2. Materials Obtained 3. Table Constructed 4. Table Finished 5. Table Installed 3.1 Parts Prepared 3.2 Parts Assembled 2.1 Materials Calculated 2.2 Materials Purchased 3.1.1 Top Cut to Size 3.1.2 Legs Turned 4.1 Table Sanded 4.2 Table Stained Figure 1: WBS List Format Figure 2: WBS Chart Format Work Breakdown Structure & Schedules WBS & Schedules.doc Page 5 of 6 V 0.0 Task Start Finish Effort (days) Responsibility Precedence 1.1 Dimensions determined Nov 1 Nov 2 0.5 John S. -- 1.2 Drawings completed1 Nov 3 Nov 9 1 Alana B. 1.1 ---- 2.1 Materials determined Nov 10 Nov 10 0.5 John S. 1.2 -- 2.2 Materials purchased2,3 Nov 12 Dec 12 .5 John S. 2.1 --------------------- 3.1.1 Top cut to size Dec 13 Dec 14 1 Andrew F. 2.2 ---- 3.1.2 Legs turned Dec 13 Dec 16 2.5 Karen P. 2.2 ------ 3.2 Parts assembled4 Dec 17 Dec 21 1 Andrew F. 3.1.1, 3.1.2 ------ 4.1 Table sanded5 Dec 21 Jan 2 2 Andrew F. 3.2 ------ 4.2 Table stained4 Jan 3 Jan 5 1.5 Andrew F. 4.1 ----- 5. Table installed Jan 6 Jan 6 0.5 Stewart B. 4.2 -- Figure 4: Example Schedule & Gantt Chart Notes: 1. Turn around time within the drafting department has been included although the effort is only 1 day. 2. A one month lead-time allotted for materials. 3. Remembrance Day (November 11) not included in schedule as it is a holiday. 4. Time allowed for glue and stain to dry. 5. Time allotted for shop closure due to Christmas holiday. Nov Dec Jan | | | | | | | | | | Work Breakdown Structure & Schedules WBS & Schedules.doc Page 6 of 6 V 0.0 Prior to finalising the initial schedule, calculate the effort required by each person assigned responsibilities to ensure that they have not been over allocated on the project. Take into consideration other responsibilities outside of the project. Distribute the final (baseline) schedule and obtain agreement from all those with responsibilities as well as the stakeholders. Revisions Projects are at risk of failing when there are changes to the tasks or timelines, and the WBS and schedule are not revisited and updated in light of these changes. It is important to maintain a revision history, not only to provide explanation of project progress, but also as a learning tool to refine planning skills for future projects. References Project Management, Kepner-Tregoe, Inc.®, 1987.