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Practice Standard for Work Breakdown Structures - Third Edition

Name: Practice Standard for Work Breakdown Structures - Third Edition
Author: Project Management Institute
ISBN: 9781628256192

by Project Management Institute

June 2019

Intermediate to advanced

195 pages

3h 35m

English

Project Management Institute

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Cover Page
Title Page
Copyright Page
Notice
Table of Contents
List of Tables and Figures
1. Introduction to the Practice Standard for Work Breakdown Structures
1.1. Purpose of This Practice Standard1.2. Overview1.2.1. What Is a WBS?1.2.2. Why Is a WBS Required?1.2.3. When Is a WBS Created? When Is a WBS Updated?1.2.4. What Types of Projects Have a WBS?1.3. Purpose of a WBS1.3.1. What Is a WBS Good Practice?1.3.2. Why Is a WBS Essential?1.3.3. Business Value of the WBS1.4. Applicability1.4.1. Relationships among This Practice Standard and Other Project Management Standards1.4.2. Relationships of WBS Processes among Other PMBOK® Guide Processes1.4.3. Placement of the WBS in the Project Life Cycle1.4.4. Program WBS vs. Project WBS1.5. Summary
2. Concepts and Principles
2.1. Overview2.2. Implementation Using Life Cycles2.2.1. Using WBS in Predictive (Waterfall) Life Cycles2.2.2. Using WBS in Iterative Life Cycles2.2.3. Using WBS in Incremental Life Cycles2.2.4. Using WBS in Agile Life Cycles2.2.5. Key Concepts/Characteristics2.3. Principles2.3.1. The 100 Percent Rule2.3.1.1. More WBS Rules2.3.2. Activities outside the WBS2.3.3. WBS Numbering2.3.3.1. WBS Numbering for Projects2.3.3.2. WBS Numbering for Programs2.4. Methods2.4.1. Decomposition2.4.1.1. Level 12.4.1.2. Level 22.4.1.3. Level 32.4.1.4. Level 42.4.2. Preparing a WBS2.4.3. Preparation Methods2.4.3.1. Top-Down Approach2.4.3.2. Bottom-Up Approach2.4.3.3. WBS Organizational Standards2.4.3.4. WBS Templates2.4.4. Mind Maps2.4.5. WBS Dictionary2.5. Styles2.5.1. Hierarchical2.5.2. Outline2.5.3. Tabular2.6. Representations of Work2.6.1. Example 1: Build a House2.6.2. Example 2: Organize a Party2.6.3. Example 3: Construct a Custom Bicycle2.7. Summary
3. Relationships, Integration, and Context
3.1. Overview3.2. Interaction with Other Standards3.2.1. PMI Standards Relationship Diagram3.2.2. The PMBOK® Guide3.2.2.1. Relationship to Process Groups3.2.2.2. Relationship to Inputs, Tools, Techniques, and Outputs3.2.3. Agile Practice Guide3.2.4. Practice Standard for Earned Value Management3.2.5. The Standard for Organizational Project Management (OPM)3.2.6. The Standard for Program Management3.3. Creating the WBS3.3.1. Breaking the Work Down3.3.2. Life Cycles and Types of Decomposition Examples3.3.2.1. Predictive3.3.2.2. Iterative3.3.2.3. Incremental3.3.2.4. Agile3.4. Summary
4. WBS Quality
4.1. Overview4.2. Using the Quality Guidelines4.2.1. Core Attributes of a Quality WBS4.2.2. Tailoring Method for a Quality WBS4.2.3. Quality Methods for Programs4.3. Annotated Examples of a WBS4.3.1. Predictive Life Cycles4.3.2. Incremental Life Cycles4.3.3. Iterative Life Cycles4.3.4. Agile Life Cycles4.4. Diagnostic Checklist for a Quality WBS4.4.1. Scope4.4.2. Schedule4.4.3. Cost4.5. Summary

5. WBS Application and Usage
5.1. Overview5.1.1. Section Overview5.1.2. PMI Library Context Review5.2. Applying the WBS5.2.1. Scheduling Example5.2.2. Estimating Example5.2.3. Predictive Life Cycle WBS Example5.2.4. Iterative Life Cycle WBS Example5.2.5. Incremental Life Cycle WBS Example5.2.6. Agile Life Cycle WBS Example5.2.7. Risk Management Example5.2.8. Earned Value Management Example5.3. Evolving the WBS5.3.1. Project WBS Evolution5.3.2. Program WBS Evolution5.3.3. Contract WBS Evolution5.4. Summary5.4.1. Section Recap5.4.2. PMI Library Context References
References
Bibliography
Appendix X1. The Practice Standard for Work Breakdown Structures – Third Edition Changes
Appendix X2. Contributors and Reviewers of the Practice Standard for Work Breakdown Structures – Third Edition
X2.1. The Practice Standard for Work Breakdown Structures – Third Edition Core CommitteeX2.2. ReviewersX2.2.1. SME ReviewX2.2.2. Public Exposure Draft ReviewX2.2.3. PMI Standards Program Member Advisory Group (SMAG)X2.2.4. Consensus Body ReviewX2.2.5. Production StaffX2.2.6. Harmonization Team
Appendix X3. The Practice Standard for Work Breakdown Structures – Third Edition Examples
X3.1. Production Platform Project ExampleX3.2. Bioventing Test Project ExampleX3.3. New Compound Development Project ExampleX3.4. Process Plant Construction Project ExampleX3.5. Outsourcing Project ExampleX3.6. Web Design Project ExampleX3.7. Telecommunications Project ExampleX3.8. Design-Bid-Build Project ExampleX3.9. Software Implementation Project ExampleX3.10. International Car School Competition Project ExampleX3.11. Subway Line Program 1 Project ExampleX3.12. Subway Line Program 2 Project ExampleX3.13. Subway Line Program 3 Project Example
Glossary

Content preview from Practice Standard for Work Breakdown Structures - Third Edition

CONCEPTS AND PRINCIPLES

2.1 OVERVIEW

Making a project more manageable requires breaking it down into individual components (subcomponents) that together are known as a WBS. The WBS is a hierarchical structure that defines unique work elements arranged and completed during the project sequentially, in parallel, or in the specific order necessary to accomplish project outcomes. The WBS facilitates other project management processes and activities, such as make-or-buy analysis, stakeholder identification, time and cost estimating, scheduling, resource allocation, risk analysis, measurement, and control of the project.

The work breakdown structure (WBS) defines:

W = Work. Sustained physical or mental effort, actions performed by automated processes, ...

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Practice Standard for Work Breakdown Structures - Third Edition

by Project Management Institute

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and much more.