book

Effective Work Breakdown Structures

by Gregory T. Haugan

October 2001

Intermediate to advanced

122 pages

2h 41m

English

Berrett-Koehler Publishers

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The Project Problem and SolutionBackground of the WBS ConceptEarly U.S. Government ActivitiesThe Project Management Institute and the PMBOK® GuideThe WBS in the Project Management Process
The 100 Percent RuleAnatomy of a WBSProduct Projects BreakdownService Projects BreakdownResults Projects BreakdownCross-Cutting ElementsProject ManagementWBS DictionaryWork PackagesAppropriate Level of DetailUse of the WBS to Develop ActivitiesThe WBS and ActivitiesActivity DefinitionInputs versus Outputs—Resources versus DeliverablesInput versus Output ElementsDeliverables versus Intermediate OutputsNumbering the WBSAlternate Structure ConceptsOther Categorizations
Lifecycle PhasesLifecycle WBS ConceptsDepartment of Defense Program WBS and the LifecyclePhases within Projects
Scope ManagementProject CharterStatement of WorkTime ManagementCost ManagementBottom-Up Cost EstimationCollection of Historical DataChart of Accounts LinkageEarned Value Management System ImplementationBudgetingCommunicationsProcurement ManagementQuality and Technical Performance ManagementHuman Resource ManagementRisk ManagementProject Integration ManagementProject PlanConfiguration Management
Example 1—WBS for Implementation of a New Organization-wide Management PhilosophyExample 2—WBS for Cross-Cultural and Cross-Border ChallengesExample 3—WBS for a Book Writing ProjectExample 4—WBS for a Dinner Party ProjectExample 5—WBS for a Museum Exhibit Project (Project Definition Phase)
WBS PrinciplesTop LevelProduct ProjectsService ProjectsResults ProjectsCommon PrinciplesSteps in Developing a WBSChecklist

Content preview from Effective Work Breakdown Structures

CHAPTER 2 Work Breakdown Structure Fundamentals

The WBS represents a logical decomposition of the work to be performed and focuses on how the product, service, or result is naturally subdivided. It is an outline of what work is to be performed. Development of a WBS requires knowledge of how the output or deliverable components will be assembled or integrated to form the final product or knowledge of what the major areas of work are. This knowledge is required whether the final product is a report, an airplane, a building, an electronic system, a computer program, a wedding, a conference, a culture change, or any other output product from a project. ...