http://13.50.150.85/api.php?action=feedcontributions&feedformat=atom&user=S173964 2026-07-14T21:39:06Z User contributions MediaWiki 1.43.3 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=121315 2022-03-22T21:17:39Z

<p>S173964: /* Gantt Chart */</p> <hr /> <div>=='''Abstract'''==<br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article. <br /> <br /> <br /> The article consists of the following sections: <br /> <br /> - What is Work Breakdown Structure? <br /> <br /> - Why is Work Breakdown Structure an important tool in project management? <br /> <br /> - How to implement Work Breakdown Structure? <br /> <br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> <br /> In each section, the question will be answered. This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.<br /> <br /> =='''What is a Work Breakdown Structure?'''==<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or program into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programmed is defined in the very beginning of this project- or program’s lifespan, it might be favorable to look at the work that is needed in order to fulfil the scope and deliver on the project/program.<br /> <br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated. [2][3]<br /> <br /> <br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model and they can be phase-based, deliverable-based or responsibility-based [3][4][5]. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.<br /> <br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work. <br /> <br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.<br /> <br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product.<br /> <br /> =='''Why is WBS important?'''==<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.[2][3]<br /> <br /> =='''How to implement Work Breakdown Structure'''==<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planned in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.[2]<br /> <br /> <br /> Common for all Work Breakdown Structures is that the sub-projects should be based on deliverables or outcomes, and not on actions. This ensures that the sub-projects are manageable, definable, estimable, and measurable. For instance; if the overall project is renovating a bathroom, one of the sub-projects would be to install a new toilet. This task is definable in the way that it is easily understood by the ones working on the renovation: the toilet must be set up and installed. The task is manageable because the responsibility of setting up and installing the toilet can be handed out to a person with the ability to do it. The task is estimable because the time used to set up and install the toilet can be estimated as well as the expenses for the workforce and the resources. Last but not least, the task is measurable because the task will result in a physical installation when done and the time used on the task can be measured as the timespan from the beginning of the task till the end of the task. [5]<br /> <br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule and another way to do it is by making a waterfall structure. The different structures can be phase-based, deliverable-based or responsibility-based. [4][5]<br /> <br /> <br /> [[File:WBS_fig1.PNG|500px||Example of scatter plot]]<br /> <br /> ''Figure 1: On the left side a waterfall structure is shown [6] and on the right side a tree structure is shown [7]''<br /> <br /> <br /> The waterfall structure in figure 1 illustrates how a process will lead to another process which is often the case in projects. In a building project for instance certain sub-projects must be done in other to move on to new sub-projects. If the project is to renovate a roof on a house, a scaffold must be mounted before the work on the roof can be started. The tree structure on the right side of figure 1 shows a project scope on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analyzed for cost and work. [4]<br /> <br /> <br /> To implement a Work Breakdown Structure the following steps must be fulfilled: <br /> <br /> # Gather information; Collect all the information and documentation on the project.<br /> # Analyze the information; Identify the scope and goal of the project. Find the stakeholders and team members of the project who are essential in order to fulfill the project scope. <br /> # Identify the first sub-projects; Roughly part the project into sub-projects. <br /> # Part sub-projects into smaller sub-projects; Part the sub-projects into smaller sub-projects. Repeat the process until the level of details on every sub-project is satisfactorily. <br /> # Estimate on the sub-projects; On every sub-project estimation of time and expenses (resources, workforce..) can be done. Then the small works are analyzed the total cost of the project can be summed.<br /> # Choose way to visualize the Work Breakdown Structure; Carefully choose how to best visualize the project. Use a table or a schedule to do so. <br /> <br /> <br /> It is important for the project manager to keep in mind that the sub-projects cover 100% of the overall project scope. If parts of the scope are forgotten in the process, it can lead to delays or lacks in the final delivery.[5]<br /> <br /> ===Phase-based Work Breakdown Structure===<br /> <br /> A phase-based Work Breakdown Structure is as the name indicates based on the phases of the project. The first phase of a project is often the planning- or design phase and the last phase is often the turnover or closeout phase. The phases in between depend on the specific project but are often execution or construction phase followed by a control or inspection phase. When doing a Phase-based Work Breakdown Structure the first round of sub-projects will be based on the phases. The next round of sub-projects will be the deliverables in the different phases after which these sub-projects will be parted into smaller sub-projects of deliverables until the desired level of detail is achieve for the Work Breakdown Structure.[3][4][5]<br /> <br /> ===Deliverable-based Work Breakdown Structure===<br /> <br /> When a Work Breakdown Structure is based on deliverables the 3. Item on the listed guide for Work Breakdown Structures above should focus on the project’s deliverables. In a construction project these could be the external walls, the internal walls and installations, a foundation, and a surrounding outdoor area. Each sub-project or deliverables are then parted into smaller sub-projects or deliverables, following the same principle as the Phase-based Work Breakdown Structure. [3][4][5]<br /> <br /> ===Responsibility-based Work Breakdown Structure===<br /> <br /> In a Responsibility-based Work Breakdown Structure the work is broken down based on the responsible actors at a given task. This means the first rough subdivision of the project scope will be represented by the areas of work. Continuing an example of a construction project, the main actors responsible for the project will often be the project manager himself, the entrepreneur, and the architect. For each actor the work areas covered by their responsibility should be listed. The project manager should work out a project plan, report the status of the project, the risks of the project and so on. [3][5]<br /> <br /> ===Gantt Chart===<br /> <br /> A common tool for visualizing a Work Breakdown Structures is by using a Gantt Chart. This schedule is waterfall based and provides a great overview of the sub-projects in a perspective of time as this kind of schedule works as a timeline. The Gantt Chart is a schedule in which all of the sub-projects or deliverables are listed vertical often with a planned start- and -end date, cost estimation, person responsible for the task and an actual cost of the task. Horizontally on the chart is a calendar in which it is marked for each sub-project when the work is planned to be done. [8][9]<br /> <br /> <br /> To implement a Gantt Chart, the project must of course be divided into smaller projects or sub-goals. These tasks are then organized in area of work, contact person and firm. It is also important to state who is responsible for the sub-goal to be finished to the expected time and at the agreed quality. Then this is examined, it is identified if any of the works or sub-goals or deliverables are overlapping and which of the works that are depending on each other. These works must be done in a certain order. After this identification, the time estimated for each work is determined and the works are ready to be scheduled.[8]<br /> This can be done in two ways; Firstly, it can be done from the starting point of the project. The works are then scheduled from a date and forward until the estimated time for the given work is up. This step needs to take in to account, that holidays may occur in the timespan of the project. When a deadline is set for one sub-project, the next sub-project dependent on the first sub-project can be scheduled and so on. The second way to do the time-scheduling is to begin from the deadline of the project and do the scheduling backwards. This is a good way to optimate the timespan of a project, because this provides the project manager with the fasted time schedule in a natural way. An example of a Gantt Chart can be seen in figure 2.<br /> <br /> [[File:WBS_fig2.PNG|500px||Example of scatter plot]]<br /> <br /> ''Figure 2: Example of Gantt Chart. To the left a schedule of the different sub-projects and their planned start- and -end date is shown. The right side of the Gantt Chart shows a horizontal calendar in which the sub-projects are marked when they are scheduled to be done. It is seen that the chart provides a timeline for the project. This is a great way to get an overview of the works that needs to be done in a specific order, or at the same time. [9]''<br /> <br /> =='''What are the limitations of Work Breakdown Structure?'''==<br /> <br /> As a project manager it is important to know what you don’t know - and to expect the unexpected. A Work Breakdown Structure of a project might give a great overview of a project but as much as this scheduling of the smaller work packages provides a sound estimation of the project, everything can still go wrong. The overview provides a good opportunity to do risk analysis on the project in details. It is also a good way to keep track of the time spend on the project and the different work packages. On that note it is easy to keep track of deviations from the schedule early in the process and act on these to provide some kind of damage control.<br /> <br /> <br /> To summarize: The Work Breakdown Structure is a good way to make a sound estimation of a project in terms of timespan and budged. But as a rule of thumb, something will deviate from the project plan at some point doing a project. A good Work Breakdown Structure schedule will provide an overview for the project manager, who in case of deviation from the schedule can act on them at an early state and reduce any harm to either the product delivered in the end, the time schedule, or the budget. As so, a Work Breakdown Structure can be seen as a work in progress and not a finished product.<br /> <br /> == '''References''' ==<br /> <br /> <br /> [https://sd.ds.dk/Viewer?ProjectNr=M351700&amp;Status=60.60&amp;Inline=true&amp;Page=1&amp;VariantID=.[1]]ISO Standard 21502, Project Management<br /> <br /> [https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View.[2]] Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides <br /> <br /> [https://www.proprofsproject.com/blog/work-breakdown-structure/.[3]] ProProf, Arthur: David Miller<br /> <br /> [https://www.workbreakdownstructure.com/.[4]] Visualization of Work Breakdown Structures, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.visual-paradigm.com/guide/project-management/what-is-work-breakdown-structure/.[5]] Guide for Work Breakdown Structures, Arthur: Visual-paradigm. <br /> <br /> [https://www.lucidchart.com/blog/waterfall-project-management-methodology.[6]] Figure 1, Left side, Lucid chart<br /> <br /> [https://writenowdesign.com/blog/tips/website-analysis-process/.[7]] Figure 1, Right side, Write now design<br /> <br /> [https://www.projectmanager.com/gantt-chart.[8]] Gantt Chart, Arthur: Projectmanager<br /> <br /> [https://www.gantt.com/.[9]] Figure 2, Gantt Chart, Picture from Gantt.com</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=121312 2022-03-22T21:16:20Z

<p>S173964: /* How to implement Work Breakdown Structure */</p> <hr /> <div>=='''Abstract'''==<br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article. <br /> <br /> <br /> The article consists of the following sections: <br /> <br /> - What is Work Breakdown Structure? <br /> <br /> - Why is Work Breakdown Structure an important tool in project management? <br /> <br /> - How to implement Work Breakdown Structure? <br /> <br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> <br /> In each section, the question will be answered. This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.<br /> <br /> =='''What is a Work Breakdown Structure?'''==<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or program into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programmed is defined in the very beginning of this project- or program’s lifespan, it might be favorable to look at the work that is needed in order to fulfil the scope and deliver on the project/program.<br /> <br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated. [2][3]<br /> <br /> <br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model and they can be phase-based, deliverable-based or responsibility-based [3][4][5]. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.<br /> <br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work. <br /> <br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.<br /> <br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product.<br /> <br /> =='''Why is WBS important?'''==<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.[2][3]<br /> <br /> =='''How to implement Work Breakdown Structure'''==<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planned in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.[2]<br /> <br /> <br /> Common for all Work Breakdown Structures is that the sub-projects should be based on deliverables or outcomes, and not on actions. This ensures that the sub-projects are manageable, definable, estimable, and measurable. For instance; if the overall project is renovating a bathroom, one of the sub-projects would be to install a new toilet. This task is definable in the way that it is easily understood by the ones working on the renovation: the toilet must be set up and installed. The task is manageable because the responsibility of setting up and installing the toilet can be handed out to a person with the ability to do it. The task is estimable because the time used to set up and install the toilet can be estimated as well as the expenses for the workforce and the resources. Last but not least, the task is measurable because the task will result in a physical installation when done and the time used on the task can be measured as the timespan from the beginning of the task till the end of the task. [5]<br /> <br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule and another way to do it is by making a waterfall structure. The different structures can be phase-based, deliverable-based or responsibility-based. [4][5]<br /> <br /> <br /> [[File:WBS_fig1.PNG|500px||Example of scatter plot]]<br /> <br /> ''Figure 1: On the left side a waterfall structure is shown [6] and on the right side a tree structure is shown [7]''<br /> <br /> <br /> The waterfall structure in figure 1 illustrates how a process will lead to another process which is often the case in projects. In a building project for instance certain sub-projects must be done in other to move on to new sub-projects. If the project is to renovate a roof on a house, a scaffold must be mounted before the work on the roof can be started. The tree structure on the right side of figure 1 shows a project scope on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analyzed for cost and work. [4]<br /> <br /> <br /> To implement a Work Breakdown Structure the following steps must be fulfilled: <br /> <br /> # Gather information; Collect all the information and documentation on the project.<br /> # Analyze the information; Identify the scope and goal of the project. Find the stakeholders and team members of the project who are essential in order to fulfill the project scope. <br /> # Identify the first sub-projects; Roughly part the project into sub-projects. <br /> # Part sub-projects into smaller sub-projects; Part the sub-projects into smaller sub-projects. Repeat the process until the level of details on every sub-project is satisfactorily. <br /> # Estimate on the sub-projects; On every sub-project estimation of time and expenses (resources, workforce..) can be done. Then the small works are analyzed the total cost of the project can be summed.<br /> # Choose way to visualize the Work Breakdown Structure; Carefully choose how to best visualize the project. Use a table or a schedule to do so. <br /> <br /> <br /> It is important for the project manager to keep in mind that the sub-projects cover 100% of the overall project scope. If parts of the scope are forgotten in the process, it can lead to delays or lacks in the final delivery.[5]<br /> <br /> ===Phase-based Work Breakdown Structure===<br /> <br /> A phase-based Work Breakdown Structure is as the name indicates based on the phases of the project. The first phase of a project is often the planning- or design phase and the last phase is often the turnover or closeout phase. The phases in between depend on the specific project but are often execution or construction phase followed by a control or inspection phase. When doing a Phase-based Work Breakdown Structure the first round of sub-projects will be based on the phases. The next round of sub-projects will be the deliverables in the different phases after which these sub-projects will be parted into smaller sub-projects of deliverables until the desired level of detail is achieve for the Work Breakdown Structure.[3][4][5]<br /> <br /> ===Deliverable-based Work Breakdown Structure===<br /> <br /> When a Work Breakdown Structure is based on deliverables the 3. Item on the listed guide for Work Breakdown Structures above should focus on the project’s deliverables. In a construction project these could be the external walls, the internal walls and installations, a foundation, and a surrounding outdoor area. Each sub-project or deliverables are then parted into smaller sub-projects or deliverables, following the same principle as the Phase-based Work Breakdown Structure. [3][4][5]<br /> <br /> ===Responsibility-based Work Breakdown Structure===<br /> <br /> In a Responsibility-based Work Breakdown Structure the work is broken down based on the responsible actors at a given task. This means the first rough subdivision of the project scope will be represented by the areas of work. Continuing an example of a construction project, the main actors responsible for the project will often be the project manager himself, the entrepreneur, and the architect. For each actor the work areas covered by their responsibility should be listed. The project manager should work out a project plan, report the status of the project, the risks of the project and so on. [3][5]<br /> <br /> ===Gantt Chart===<br /> <br /> A common tool for visualizing a Work Breakdown Structures is by using a Gantt Chart. This schedule is waterfall based and provides a great overview of the sub-projects in a perspective of time as this kind of schedule works as a timeline. The Gantt Chart is a schedule in which all of the sub-projects or deliverables are listed vertical often with a planned start- and -end date, cost estimation, person responsible for the task and an actual cost of the task. Horizontally on the chart is a calendar in which it is marked for each sub-project when the work is planned to be done. [8][9]<br /> <br /> To implement a Gantt Chart, the project must of course be divided into smaller projects or sub-goals. These tasks are then organized in area of work, contact person and firm. It is also important to state who is responsible for the sub-goal to be finished to the expected time and at the agreed quality. Then this is examined, it is identified if any of the works or sub-goals or deliverables are overlapping and which of the works that are depending on each other. These works must be done in a certain order. After this identification, the time estimated for each work is determined and the works are ready to be scheduled.[8]<br /> This can be done in two ways; Firstly, it can be done from the starting point of the project. The works are then scheduled from a date and forward until the estimated time for the given work is up. This step needs to take in to account, that holidays may occur in the timespan of the project. When a deadline is set for one sub-project, the next sub-project dependent on the first sub-project can be scheduled and so on. The second way to do the time-scheduling is to begin from the deadline of the project and do the scheduling backwards. This is a good way to optimate the timespan of a project, because this provides the project manager with the fasted time schedule in a natural way. An example of a Gantt Chart can be seen in figure 2.<br /> <br /> [[File:WBS_fig2.PNG|500px||Example of scatter plot]]<br /> <br /> ''Figure 2: Example of Gantt Chart. To the left a schedule of the different sub-projects and their planned start- and -end date is shown. The right side of the Gantt Chart shows a horizontal calendar in which the sub-projects are marked when they are scheduled to be done. It is seen that the chart provides a timeline for the project. This is a great way to get an overview of the works that needs to be done in a specific order, or at the same time. [9]''<br /> <br /> =='''What are the limitations of Work Breakdown Structure?'''==<br /> <br /> As a project manager it is important to know what you don’t know - and to expect the unexpected. A Work Breakdown Structure of a project might give a great overview of a project but as much as this scheduling of the smaller work packages provides a sound estimation of the project, everything can still go wrong. The overview provides a good opportunity to do risk analysis on the project in details. It is also a good way to keep track of the time spend on the project and the different work packages. On that note it is easy to keep track of deviations from the schedule early in the process and act on these to provide some kind of damage control.<br /> <br /> <br /> To summarize: The Work Breakdown Structure is a good way to make a sound estimation of a project in terms of timespan and budged. But as a rule of thumb, something will deviate from the project plan at some point doing a project. A good Work Breakdown Structure schedule will provide an overview for the project manager, who in case of deviation from the schedule can act on them at an early state and reduce any harm to either the product delivered in the end, the time schedule, or the budget. As so, a Work Breakdown Structure can be seen as a work in progress and not a finished product.<br /> <br /> == '''References''' ==<br /> <br /> <br /> [https://sd.ds.dk/Viewer?ProjectNr=M351700&amp;Status=60.60&amp;Inline=true&amp;Page=1&amp;VariantID=.[1]]ISO Standard 21502, Project Management<br /> <br /> [https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View.[2]] Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides <br /> <br /> [https://www.proprofsproject.com/blog/work-breakdown-structure/.[3]] ProProf, Arthur: David Miller<br /> <br /> [https://www.workbreakdownstructure.com/.[4]] Visualization of Work Breakdown Structures, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.visual-paradigm.com/guide/project-management/what-is-work-breakdown-structure/.[5]] Guide for Work Breakdown Structures, Arthur: Visual-paradigm. <br /> <br /> [https://www.lucidchart.com/blog/waterfall-project-management-methodology.[6]] Figure 1, Left side, Lucid chart<br /> <br /> [https://writenowdesign.com/blog/tips/website-analysis-process/.[7]] Figure 1, Right side, Write now design<br /> <br /> [https://www.projectmanager.com/gantt-chart.[8]] Gantt Chart, Arthur: Projectmanager<br /> <br /> [https://www.gantt.com/.[9]] Figure 2, Gantt Chart, Picture from Gantt.com</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=121310 2022-03-22T21:15:48Z

<p>S173964: /* How to implement Work Breakdown Structure */</p> <hr /> <div>=='''Abstract'''==<br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article. <br /> <br /> <br /> The article consists of the following sections: <br /> <br /> - What is Work Breakdown Structure? <br /> <br /> - Why is Work Breakdown Structure an important tool in project management? <br /> <br /> - How to implement Work Breakdown Structure? <br /> <br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> <br /> In each section, the question will be answered. This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.<br /> <br /> =='''What is a Work Breakdown Structure?'''==<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or program into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programmed is defined in the very beginning of this project- or program’s lifespan, it might be favorable to look at the work that is needed in order to fulfil the scope and deliver on the project/program.<br /> <br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated. [2][3]<br /> <br /> <br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model and they can be phase-based, deliverable-based or responsibility-based [3][4][5]. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.<br /> <br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work. <br /> <br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.<br /> <br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product.<br /> <br /> =='''Why is WBS important?'''==<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.[2][3]<br /> <br /> =='''How to implement Work Breakdown Structure'''==<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planned in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.[2]<br /> <br /> <br /> Common for all Work Breakdown Structures is that the sub-projects should be based on deliverables or outcomes, and not on actions. This ensures that the sub-projects are manageable, definable, estimable, and measurable. For instance; if the overall project is renovating a bathroom, one of the sub-projects would be to install a new toilet. This task is definable in the way that it is easily understood by the ones working on the renovation: the toilet must be set up and installed. The task is manageable because the responsibility of setting up and installing the toilet can be handed out to a person with the ability to do it. The task is estimable because the time used to set up and install the toilet can be estimated as well as the expenses for the workforce and the resources. Last but not least, the task is measurable because the task will result in a physical installation when done and the time used on the task can be measured as the timespan from the beginning of the task till the end of the task. [5]<br /> <br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule and another way to do it is by making a waterfall structure. The different structures can be phase-based, deliverable-based or responsibility-based. [4][5]<br /> <br /> <br /> [[File:WBS_fig1.PNG|500px||Example of scatter plot]]<br /> <br /> ''Figure 1: On the left side a waterfall structure is shown [6] and on the right side a tree structure is shown [7]''<br /> <br /> <br /> The waterfall structure in figure 1 illustrates how a process will lead to another process which is often the case in projects. In a building project for instance certain sub-projects must be done in other to move on to new sub-projects. If the project is to renovate a roof on a house, a scaffold must be mounted before the work on the roof can be started. The tree structure on the right side of figure 1 shows a project scope on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analyzed for cost and work. [4]<br /> <br /> <br /> To implement a Work Breakdown Structure the following steps must be fulfilled: <br /> <br /> <br /> # Gather information; Collect all the information and documentation on the project.<br /> # Analyze the information; Identify the scope and goal of the project. Find the stakeholders and team members of the project who are essential in order to fulfill the project scope. <br /> # Identify the first sub-projects; Roughly part the project into sub-projects. <br /> # Part sub-projects into smaller sub-projects; Part the sub-projects into smaller sub-projects. Repeat the process until the level of details on every sub-project is satisfactorily. <br /> # Estimate on the sub-projects; On every sub-project estimation of time and expenses (resources, workforce..) can be done. Then the small works are analyzed the total cost of the project can be summed.<br /> # Choose way to visualize the Work Breakdown Structure; Carefully choose how to best visualize the project. Use a table or a schedule to do so. <br /> <br /> <br /> It is important for the project manager to keep in mind that the sub-projects cover 100% of the overall project scope. If parts of the scope are forgotten in the process, it can lead to delays or lacks in the final delivery.[5]<br /> <br /> ===Phase-based Work Breakdown Structure===<br /> <br /> A phase-based Work Breakdown Structure is as the name indicates based on the phases of the project. The first phase of a project is often the planning- or design phase and the last phase is often the turnover or closeout phase. The phases in between depend on the specific project but are often execution or construction phase followed by a control or inspection phase. When doing a Phase-based Work Breakdown Structure the first round of sub-projects will be based on the phases. The next round of sub-projects will be the deliverables in the different phases after which these sub-projects will be parted into smaller sub-projects of deliverables until the desired level of detail is achieve for the Work Breakdown Structure.[3][4][5]<br /> <br /> ===Deliverable-based Work Breakdown Structure===<br /> <br /> When a Work Breakdown Structure is based on deliverables the 3. Item on the listed guide for Work Breakdown Structures above should focus on the project’s deliverables. In a construction project these could be the external walls, the internal walls and installations, a foundation, and a surrounding outdoor area. Each sub-project or deliverables are then parted into smaller sub-projects or deliverables, following the same principle as the Phase-based Work Breakdown Structure. [3][4][5]<br /> <br /> ===Responsibility-based Work Breakdown Structure===<br /> <br /> In a Responsibility-based Work Breakdown Structure the work is broken down based on the responsible actors at a given task. This means the first rough subdivision of the project scope will be represented by the areas of work. Continuing an example of a construction project, the main actors responsible for the project will often be the project manager himself, the entrepreneur, and the architect. For each actor the work areas covered by their responsibility should be listed. The project manager should work out a project plan, report the status of the project, the risks of the project and so on. [3][5]<br /> <br /> ===Gantt Chart===<br /> <br /> A common tool for visualizing a Work Breakdown Structures is by using a Gantt Chart. This schedule is waterfall based and provides a great overview of the sub-projects in a perspective of time as this kind of schedule works as a timeline. The Gantt Chart is a schedule in which all of the sub-projects or deliverables are listed vertical often with a planned start- and -end date, cost estimation, person responsible for the task and an actual cost of the task. Horizontally on the chart is a calendar in which it is marked for each sub-project when the work is planned to be done. [8][9]<br /> <br /> To implement a Gantt Chart, the project must of course be divided into smaller projects or sub-goals. These tasks are then organized in area of work, contact person and firm. It is also important to state who is responsible for the sub-goal to be finished to the expected time and at the agreed quality. Then this is examined, it is identified if any of the works or sub-goals or deliverables are overlapping and which of the works that are depending on each other. These works must be done in a certain order. After this identification, the time estimated for each work is determined and the works are ready to be scheduled.[8]<br /> This can be done in two ways; Firstly, it can be done from the starting point of the project. The works are then scheduled from a date and forward until the estimated time for the given work is up. This step needs to take in to account, that holidays may occur in the timespan of the project. When a deadline is set for one sub-project, the next sub-project dependent on the first sub-project can be scheduled and so on. The second way to do the time-scheduling is to begin from the deadline of the project and do the scheduling backwards. This is a good way to optimate the timespan of a project, because this provides the project manager with the fasted time schedule in a natural way. An example of a Gantt Chart can be seen in figure 2.<br /> <br /> [[File:WBS_fig2.PNG|500px||Example of scatter plot]]<br /> <br /> ''Figure 2: Example of Gantt Chart. To the left a schedule of the different sub-projects and their planned start- and -end date is shown. The right side of the Gantt Chart shows a horizontal calendar in which the sub-projects are marked when they are scheduled to be done. It is seen that the chart provides a timeline for the project. This is a great way to get an overview of the works that needs to be done in a specific order, or at the same time. [9]''<br /> <br /> =='''What are the limitations of Work Breakdown Structure?'''==<br /> <br /> As a project manager it is important to know what you don’t know - and to expect the unexpected. A Work Breakdown Structure of a project might give a great overview of a project but as much as this scheduling of the smaller work packages provides a sound estimation of the project, everything can still go wrong. The overview provides a good opportunity to do risk analysis on the project in details. It is also a good way to keep track of the time spend on the project and the different work packages. On that note it is easy to keep track of deviations from the schedule early in the process and act on these to provide some kind of damage control.<br /> <br /> <br /> To summarize: The Work Breakdown Structure is a good way to make a sound estimation of a project in terms of timespan and budged. But as a rule of thumb, something will deviate from the project plan at some point doing a project. A good Work Breakdown Structure schedule will provide an overview for the project manager, who in case of deviation from the schedule can act on them at an early state and reduce any harm to either the product delivered in the end, the time schedule, or the budget. As so, a Work Breakdown Structure can be seen as a work in progress and not a finished product.<br /> <br /> == '''References''' ==<br /> <br /> <br /> [https://sd.ds.dk/Viewer?ProjectNr=M351700&amp;Status=60.60&amp;Inline=true&amp;Page=1&amp;VariantID=.[1]]ISO Standard 21502, Project Management<br /> <br /> [https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View.[2]] Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides <br /> <br /> [https://www.proprofsproject.com/blog/work-breakdown-structure/.[3]] ProProf, Arthur: David Miller<br /> <br /> [https://www.workbreakdownstructure.com/.[4]] Visualization of Work Breakdown Structures, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.visual-paradigm.com/guide/project-management/what-is-work-breakdown-structure/.[5]] Guide for Work Breakdown Structures, Arthur: Visual-paradigm. <br /> <br /> [https://www.lucidchart.com/blog/waterfall-project-management-methodology.[6]] Figure 1, Left side, Lucid chart<br /> <br /> [https://writenowdesign.com/blog/tips/website-analysis-process/.[7]] Figure 1, Right side, Write now design<br /> <br /> [https://www.projectmanager.com/gantt-chart.[8]] Gantt Chart, Arthur: Projectmanager<br /> <br /> [https://www.gantt.com/.[9]] Figure 2, Gantt Chart, Picture from Gantt.com</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=121303 2022-03-22T21:14:03Z

<p>S173964: </p> <hr /> <div>=='''Abstract'''==<br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article. <br /> <br /> <br /> The article consists of the following sections: <br /> <br /> - What is Work Breakdown Structure? <br /> <br /> - Why is Work Breakdown Structure an important tool in project management? <br /> <br /> - How to implement Work Breakdown Structure? <br /> <br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> <br /> In each section, the question will be answered. This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.<br /> <br /> =='''What is a Work Breakdown Structure?'''==<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or program into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programmed is defined in the very beginning of this project- or program’s lifespan, it might be favorable to look at the work that is needed in order to fulfil the scope and deliver on the project/program.<br /> <br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated. [2][3]<br /> <br /> <br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model and they can be phase-based, deliverable-based or responsibility-based [3][4][5]. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.<br /> <br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work. <br /> <br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.<br /> <br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product.<br /> <br /> =='''Why is WBS important?'''==<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.[2][3]<br /> <br /> =='''How to implement Work Breakdown Structure'''==<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planned in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.[2]<br /> <br /> <br /> Common for all Work Breakdown Structures is that the sub-projects should be based on deliverables or outcomes, and not on actions. This ensures that the sub-projects are manageable, definable, estimable, and measurable. For instance; if the overall project is renovating a bathroom, one of the sub-projects would be to install a new toilet. This task is definable in the way that it is easily understood by the ones working on the renovation: the toilet must be set up and installed. The task is manageable because the responsibility of setting up and installing the toilet can be handed out to a person with the ability to do it. The task is estimable because the time used to set up and install the toilet can be estimated as well as the expenses for the workforce and the resources. Last but not least, the task is measurable because the task will result in a physical installation when done and the time used on the task can be measured as the timespan from the beginning of the task till the end of the task. [5]<br /> <br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule and another way to do it is by making a waterfall structure. The different structures can be phase-based, deliverable-based or responsibility-based. [4][5]<br /> <br /> <br /> [[File:WBS_fig1.PNG|500px||Example of scatter plot]]<br /> <br /> ''Figure 1: on the left side a waterfall structure is shown [6] and on the right side a tree structure is shown [7]''<br /> <br /> <br /> The waterfall structure in figure 1 illustrates how a process will lead to another process which is often the case in projects. In a building project for instance certain sub-projects must be done in other to move on to new sub-projects. If the project is to renovate a roof on a house, a scaffold must be mounted before the work on the roof can be started. The tree structure on the right side of figure 1 shows a project scope on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analyzed for cost and work. [4]<br /> <br /> <br /> To implement a Work Breakdown Structure the following steps must be fulfilled: <br /> <br /> <br /> # Gather information; Collect all the information and documentation on the project.<br /> # Analyze the information; Identify the scope and goal of the project. Find the stakeholders and team members of the project who are essential in order to fulfill the project scope. <br /> # Identify the first sub-projects; Roughly part the project into sub-projects. <br /> # Part sub-projects into smaller sub-projects; Part the sub-projects into smaller sub-projects. Repeat the process until the level of details on every sub-project is satisfactorily. <br /> # Estimate on the sub-projects; On every sub-project estimation of time and expenses (resources, workforce..) can be done. Then the small works are analyzed the total cost of the project can be summed.<br /> # Choose way to visualize the Work Breakdown Structure; Carefully choose how to best visualize the project. Use a table or a schedule to do so. <br /> <br /> <br /> It is important for the project manager to keep in mind that the sub-projects cover 100% of the overall project scope. If parts of the scope are forgotten in the process, it can lead to delays or lacks in the final delivery.[5]<br /> <br /> ===Phase-based Work Breakdown Structure===<br /> <br /> A phase-based Work Breakdown Structure is as the name indicates based on the phases of the project. The first phase of a project is often the planning- or design phase and the last phase is often the turnover or closeout phase. The phases in between depend on the specific project but are often execution or construction phase followed by a control or inspection phase. When doing a Phase-based Work Breakdown Structure the first round of sub-projects will be based on the phases. The next round of sub-projects will be the deliverables in the different phases after which these sub-projects will be parted into smaller sub-projects of deliverables until the desired level of detail is achieve for the Work Breakdown Structure.[3][4][5]<br /> <br /> ===Deliverable-based Work Breakdown Structure===<br /> <br /> When a Work Breakdown Structure is based on deliverables the 3. Item on the listed guide for Work Breakdown Structures above should focus on the project’s deliverables. In a construction project these could be the external walls, the internal walls and installations, a foundation, and a surrounding outdoor area. Each sub-project or deliverables are then parted into smaller sub-projects or deliverables, following the same principle as the Phase-based Work Breakdown Structure. [3][4][5]<br /> <br /> ===Responsibility-based Work Breakdown Structure===<br /> <br /> In a Responsibility-based Work Breakdown Structure the work is broken down based on the responsible actors at a given task. This means the first rough subdivision of the project scope will be represented by the areas of work. Continuing an example of a construction project, the main actors responsible for the project will often be the project manager himself, the entrepreneur, and the architect. For each actor the work areas covered by their responsibility should be listed. The project manager should work out a project plan, report the status of the project, the risks of the project and so on. [3][5]<br /> <br /> ===Gantt Chart===<br /> <br /> A common tool for visualizing a Work Breakdown Structures is by using a Gantt Chart. This schedule is waterfall based and provides a great overview of the sub-projects in a perspective of time as this kind of schedule works as a timeline. The Gantt Chart is a schedule in which all of the sub-projects or deliverables are listed vertical often with a planned start- and -end date, cost estimation, person responsible for the task and an actual cost of the task. Horizontally on the chart is a calendar in which it is marked for each sub-project when the work is planned to be done. [8][9]<br /> <br /> To implement a Gantt Chart, the project must of course be divided into smaller projects or sub-goals. These tasks are then organized in area of work, contact person and firm. It is also important to state who is responsible for the sub-goal to be finished to the expected time and at the agreed quality. Then this is examined, it is identified if any of the works or sub-goals or deliverables are overlapping and which of the works that are depending on each other. These works must be done in a certain order. After this identification, the time estimated for each work is determined and the works are ready to be scheduled.[8]<br /> This can be done in two ways; Firstly, it can be done from the starting point of the project. The works are then scheduled from a date and forward until the estimated time for the given work is up. This step needs to take in to account, that holidays may occur in the timespan of the project. When a deadline is set for one sub-project, the next sub-project dependent on the first sub-project can be scheduled and so on. The second way to do the time-scheduling is to begin from the deadline of the project and do the scheduling backwards. This is a good way to optimate the timespan of a project, because this provides the project manager with the fasted time schedule in a natural way. An example of a Gantt Chart can be seen in figure 2.<br /> <br /> [[File:WBS_fig2.PNG|500px||Example of scatter plot]]<br /> <br /> ''Figure 2: Example of Gantt Chart. To the left a schedule of the different sub-projects and their planned start- and -end date is shown. The right side of the Gantt Chart shows a horizontal calendar in which the sub-projects are marked when they are scheduled to be done. It is seen that the chart provides a timeline for the project. This is a great way to get an overview of the works that needs to be done in a specific order, or at the same time. [9]''<br /> <br /> =='''What are the limitations of Work Breakdown Structure?'''==<br /> <br /> As a project manager it is important to know what you don’t know - and to expect the unexpected. A Work Breakdown Structure of a project might give a great overview of a project but as much as this scheduling of the smaller work packages provides a sound estimation of the project, everything can still go wrong. The overview provides a good opportunity to do risk analysis on the project in details. It is also a good way to keep track of the time spend on the project and the different work packages. On that note it is easy to keep track of deviations from the schedule early in the process and act on these to provide some kind of damage control.<br /> <br /> <br /> To summarize: The Work Breakdown Structure is a good way to make a sound estimation of a project in terms of timespan and budged. But as a rule of thumb, something will deviate from the project plan at some point doing a project. A good Work Breakdown Structure schedule will provide an overview for the project manager, who in case of deviation from the schedule can act on them at an early state and reduce any harm to either the product delivered in the end, the time schedule, or the budget. As so, a Work Breakdown Structure can be seen as a work in progress and not a finished product.<br /> <br /> == '''References''' ==<br /> <br /> <br /> [https://sd.ds.dk/Viewer?ProjectNr=M351700&amp;Status=60.60&amp;Inline=true&amp;Page=1&amp;VariantID=.[1]]ISO Standard 21502, Project Management<br /> <br /> [https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View.[2]] Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides <br /> <br /> [https://www.proprofsproject.com/blog/work-breakdown-structure/.[3]] ProProf, Arthur: David Miller<br /> <br /> [https://www.workbreakdownstructure.com/.[4]] Visualization of Work Breakdown Structures, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.visual-paradigm.com/guide/project-management/what-is-work-breakdown-structure/.[5]] Guide for Work Breakdown Structures, Arthur: Visual-paradigm. <br /> <br /> [https://www.lucidchart.com/blog/waterfall-project-management-methodology.[6]] Figure 1, Left side, Lucid chart<br /> <br /> [https://writenowdesign.com/blog/tips/website-analysis-process/.[7]] Figure 1, Right side, Write now design<br /> <br /> [https://www.projectmanager.com/gantt-chart.[8]] Gantt Chart, Arthur: Projectmanager<br /> <br /> [https://www.gantt.com/.[9]] Figure 2, Gantt Chart, Picture from Gantt.com</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=121282 2022-03-22T21:04:18Z

<p>S173964: /* References */</p> <hr /> <div>=='''Abstract'''==<br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article. <br /> <br /> <br /> The article consists of the following sections: <br /> <br /> - What is Work Breakdown Structure? <br /> <br /> - Why is Work Breakdown Structure an important tool in project management? <br /> <br /> - How to implement Work Breakdown Structure? <br /> <br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> <br /> In each section, the question will be answered. This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.<br /> <br /> =='''What is a Work Breakdown Structure?'''==<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or program into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programmed is defined in the very beginning of this project- or program’s lifespan, it might be favorable to look at the work that is needed in order to fulfil the scope and deliver on the project/program.<br /> <br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated. [2][3]<br /> <br /> <br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model and they can be phase-based, deliverable-based or responsibility-based [3][4][5]. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.<br /> <br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work. <br /> <br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.<br /> <br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product.<br /> <br /> =='''Why is WBS important?'''==<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.[2][3]<br /> <br /> =='''How to implement Work Breakdown Structure'''==<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.[2]<br /> <br /> <br /> Common for all Work Breakdown Structures is that the sub-projects should be deliverables or outcomes, and not on actions. This ensures that the sub-projects are manageable, definable, estimable, and measurable. For instance; if the overall project is renovating a bathroom, one of the sub-projects would be to install a new toilet. This task is definable in the way that it is easily understood by the ones working on the renovation: the toilet must be set up and installed. The task is manageable because the responsibility of setting up and installing the toilet can be handed out to a person with the ability to do it. The task is estimable because the time used to set up and install the toilet can be estimated as well as the expenses for the workforce and the resources. Last but not least, the task is measurable because the task will result in a physical installation when done and the time used on the task can be measured as the timespan from the beginning of the task till the end of the task. [5]<br /> <br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule and another way to do it is by making a waterfall structure. The different structures can be phase-based, deliverable-based or responsibility-based. [4][5]<br /> <br /> <br /> [[File:WBS_fig1.PNG|500px||Example of scatter plot]]<br /> <br /> ''Figure 1: on the left side a waterfall structure is shown [6] and on the right side a tree structure is shown [7]''<br /> <br /> <br /> The waterfall structure in figure 1 illustrates how a process will lead to another process with is often the case in projects. In a building project for instance certain sub-projects must be done in other to move on to new sub-projects. If the project is to renovate a roof on a house, a scaffold must be mounted before the work on the roof can be started. The tree structure on the right side of figure 1 shows a project scope on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analyzed for cost and work. [4]<br /> <br /> <br /> To implement a Work Breakdown Structure the following steps must be fulfilled: <br /> <br /> <br /> # Gather information; Collect all the information and documentation on the project.<br /> # Analyze the information; Identify the scope and goal of the project. Find the stakeholders and team members of the project who are essential in order to fulfill the project scope. <br /> # Identify the first sub-projects; Roughly part the project into sub-projects. <br /> # Part sub-projects into smaller sub-projects; Part the sub-projects into smaller sub-projects. Repeat the process until the level of details on every sub-project is satisfactorily. <br /> # Estimate on the sub-projects; On every sub-project estimation of time and expenses (resources, workforce..) can be done. Then the small works are analyzed the total cost of the project can be summed.<br /> # Choose way to visualize the Work Breakdown Structure; Carefully choose how to best visualize the project. Use a table or a schedule to do so. <br /> <br /> <br /> It is important for the project manager to keep in mind that the sub-projects cover 100% of the overall project scope. If parts of the scope are forgotten in the process, it can lead to delays or lacks in the final delivery.[5]<br /> <br /> ===Phase-based Work Breakdown Structure===<br /> <br /> A phase-based Work Breakdown Structure is as the name indicates based on the phases of the project. The first phase of a project is often the planning- or design phase and the last phase is often the turnover or closeout phase. The phases in between depend on the specific project but are often execution or construction phase followed by a control or inspection phase. When doing a Phase-based Work Breakdown Structure the first round of sub-projects will be based on the phases. The next round of sub-projects will be the deliverables in the different phases after which these sub-projects will be parted into smaller sub-projects of deliverables until the desired level of detail is achieve for the Work Breakdown Structure.[3][4][5]<br /> <br /> ===Deliverable-based Work Breakdown Structure===<br /> <br /> When a Work Breakdown Structure is based on deliverables the 3. Item on the listed guide for Work Breakdown Structures above should focus on the project’s deliverables. In a construction project these could be the external walls, the internal walls and installations, a foundation, and a surrounding outdoor area. Each sub-project or deliverables are then parted into smaller sub-projects or deliverables, following the same principle as the Phase-based Work Breakdown Structure. [3][4][5]<br /> <br /> ===Responsibility-based Work Breakdown Structure===<br /> <br /> In a Responsibility-based Work Breakdown Structure the work is broken down based on the responsible actors at a given task. This means the first rough subdivision of the project scope will be represented by the areas of work. Continuing an example of a construction project, the main actors responsible for the project will often be the project manager himself, the entrepreneur, and the architect. For each actor the work areas covered by their responsibility should be listed. The project manager should work out a project plan, report the status of the project, the risks of the project and so on. [3][5]<br /> <br /> ===Gantt Chart===<br /> <br /> A common tool for visualizing a Work Breakdown Structures is by using a Gantt Chart. This schedule is waterfall based and provides a great overview of the sub-projects in a perspective of time as this kind of schedule works as a timeline. The Gantt Chart is a schedule in which all of the sub-projects or deliverables are listed vertical often with a planned start- and -end date, cost estimation, person responsible for the task and an actual cost of the task. Horizontally on the chart is a calendar in which it is marked for each sub-project when the work is planned to be done. [8][9]<br /> <br /> To implement a Gantt Chart, the project must of course be divided into smaller projects or sub-goals. These tasks are then organized in area of work, contact person and firm. It is also important to state who is responsible for the sub-goal to be finished to the expected time and at the agreed quality. Then this is examined, it is identified if any of the works or sub-goals or deliverables are overlapping and which of the works that are depending on each other. These works must be done in a certain order. After this identification, the time estimated for each work is determined and the works are ready to be scheduled.[8]<br /> This can be done in two ways; Firstly, it can be done from the starting point of the project. The works are then scheduled from a date and forward until the estimated time for the given work is up. This step needs to take in to account, that holidays may occur in the timespan of the project. When a deadline is set for one sub-project, the next sub-project dependent on the first sub-project can be scheduled and so on. The second way to do the time-scheduling is to begin from the deadline of the project and do the scheduling backwards. This is a good way to optimate the timespan of a project, because this provides the project manager with the fasted time schedule in a natural way. An example of a Gantt Chart can be seen in figure 2.<br /> <br /> [[File:WBS_fig2.PNG|500px||Example of scatter plot]]<br /> <br /> ''Figure 2: Example of Gantt Chart. To the left a schedule of the different sub-projects and their planned start- and -end date is shown. The right side of the Gantt Chart shows a horizontal calendar in which the sub-projects are marked when they are scheduled to be done. It is seen that the chart provides a timeline for the project. This is a great way to get an overview of the works that needs to be done in a specific order, or at the same time. [9]''<br /> <br /> =='''What are the limitations of Work Breakdown Structure?'''==<br /> <br /> As a project manager it is important to know what you don’t know - and to expect the unexpected. A Work Breakdown Structure of a project might give a great overview of a project but as much as this scheduling of the smaller work packages provides a sound estimation of the project, everything can still go wrong. The overview provides a good opportunity to do risk analysis on the project in details. It is also a good way to keep track of the time spend on the project and the different work packages. On that note it is easy to keep track of deviations from the schedule early in the process and act on these to provide some kind of damage control.<br /> <br /> <br /> To summarize: The Work Breakdown Structure is a good way to make a sound estimation of a project in terms of timespan and budged. But as a rule of thumb, something will deviate from the project plan at some point doing a project. A good Work Breakdown Structure schedule will provide an overview for the project manager, who in case of deviation from the schedule can act on them at an early state and reduce any harm to either the product delivered in the end, the time schedule, or the budget. As so, a Work Breakdown Structure can be seen as a work in progress and not a finished product.<br /> <br /> == '''References''' ==<br /> <br /> <br /> [https://sd.ds.dk/Viewer?ProjectNr=M351700&amp;Status=60.60&amp;Inline=true&amp;Page=1&amp;VariantID=.[1]]ISO Standard 21502, Project Management<br /> <br /> [https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View.[2]] Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides <br /> <br /> [https://www.proprofsproject.com/blog/work-breakdown-structure/.[3]] ProProf, Arthur: David Miller<br /> <br /> [https://www.workbreakdownstructure.com/.[4]] Visualization of Work Breakdown Structures, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.visual-paradigm.com/guide/project-management/what-is-work-breakdown-structure/.[5]] Guide for Work Breakdown Structures, Arthur: Visual-paradigm. <br /> <br /> [https://www.lucidchart.com/blog/waterfall-project-management-methodology.[6]] Figure 1, Left side, Lucid chart<br /> <br /> [https://writenowdesign.com/blog/tips/website-analysis-process/.[7]] Figure 1, Right side, Write now design<br /> <br /> [https://www.projectmanager.com/gantt-chart.[8]] Gantt Chart, Arthur: Projectmanager<br /> <br /> [https://www.gantt.com/.[9]] Figure 2, Gantt Chart, Picture from Gantt.com</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=121259 2022-03-22T20:55:43Z

<p>S173964: /* References */</p> <hr /> <div>=='''Abstract'''==<br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article. <br /> <br /> <br /> The article consists of the following sections: <br /> <br /> - What is Work Breakdown Structure? <br /> <br /> - Why is Work Breakdown Structure an important tool in project management? <br /> <br /> - How to implement Work Breakdown Structure? <br /> <br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> <br /> In each section, the question will be answered. This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.<br /> <br /> =='''What is a Work Breakdown Structure?'''==<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or program into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programmed is defined in the very beginning of this project- or program’s lifespan, it might be favorable to look at the work that is needed in order to fulfil the scope and deliver on the project/program.<br /> <br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated. [2][3]<br /> <br /> <br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model and they can be phase-based, deliverable-based or responsibility-based [3][4][5]. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.<br /> <br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work. <br /> <br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.<br /> <br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product.<br /> <br /> =='''Why is WBS important?'''==<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.[2][3]<br /> <br /> =='''How to implement Work Breakdown Structure'''==<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.[2]<br /> <br /> <br /> Common for all Work Breakdown Structures is that the sub-projects should be deliverables or outcomes, and not on actions. This ensures that the sub-projects are manageable, definable, estimable, and measurable. For instance; if the overall project is renovating a bathroom, one of the sub-projects would be to install a new toilet. This task is definable in the way that it is easily understood by the ones working on the renovation: the toilet must be set up and installed. The task is manageable because the responsibility of setting up and installing the toilet can be handed out to a person with the ability to do it. The task is estimable because the time used to set up and install the toilet can be estimated as well as the expenses for the workforce and the resources. Last but not least, the task is measurable because the task will result in a physical installation when done and the time used on the task can be measured as the timespan from the beginning of the task till the end of the task. [5]<br /> <br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule and another way to do it is by making a waterfall structure. The different structures can be phase-based, deliverable-based or responsibility-based. [4][5]<br /> <br /> <br /> [[File:WBS_fig1.PNG|500px||Example of scatter plot]]<br /> <br /> ''Figure 1: on the left side a waterfall structure is shown [6] and on the right side a tree structure is shown [7]''<br /> <br /> <br /> The waterfall structure in figure 1 illustrates how a process will lead to another process with is often the case in projects. In a building project for instance certain sub-projects must be done in other to move on to new sub-projects. If the project is to renovate a roof on a house, a scaffold must be mounted before the work on the roof can be started. The tree structure on the right side of figure 1 shows a project scope on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analyzed for cost and work. [4]<br /> <br /> <br /> To implement a Work Breakdown Structure the following steps must be fulfilled: <br /> <br /> <br /> # Gather information; Collect all the information and documentation on the project.<br /> # Analyze the information; Identify the scope and goal of the project. Find the stakeholders and team members of the project who are essential in order to fulfill the project scope. <br /> # Identify the first sub-projects; Roughly part the project into sub-projects. <br /> # Part sub-projects into smaller sub-projects; Part the sub-projects into smaller sub-projects. Repeat the process until the level of details on every sub-project is satisfactorily. <br /> # Estimate on the sub-projects; On every sub-project estimation of time and expenses (resources, workforce..) can be done. Then the small works are analyzed the total cost of the project can be summed.<br /> # Choose way to visualize the Work Breakdown Structure; Carefully choose how to best visualize the project. Use a table or a schedule to do so. <br /> <br /> <br /> It is important for the project manager to keep in mind that the sub-projects cover 100% of the overall project scope. If parts of the scope are forgotten in the process, it can lead to delays or lacks in the final delivery.[5]<br /> <br /> ===Phase-based Work Breakdown Structure===<br /> <br /> A phase-based Work Breakdown Structure is as the name indicates based on the phases of the project. The first phase of a project is often the planning- or design phase and the last phase is often the turnover or closeout phase. The phases in between depend on the specific project but are often execution or construction phase followed by a control or inspection phase. When doing a Phase-based Work Breakdown Structure the first round of sub-projects will be based on the phases. The next round of sub-projects will be the deliverables in the different phases after which these sub-projects will be parted into smaller sub-projects of deliverables until the desired level of detail is achieve for the Work Breakdown Structure.[3][4][5]<br /> <br /> ===Deliverable-based Work Breakdown Structure===<br /> <br /> When a Work Breakdown Structure is based on deliverables the 3. Item on the listed guide for Work Breakdown Structures above should focus on the project’s deliverables. In a construction project these could be the external walls, the internal walls and installations, a foundation, and a surrounding outdoor area. Each sub-project or deliverables are then parted into smaller sub-projects or deliverables, following the same principle as the Phase-based Work Breakdown Structure. [3][4][5]<br /> <br /> ===Responsibility-based Work Breakdown Structure===<br /> <br /> In a Responsibility-based Work Breakdown Structure the work is broken down based on the responsible actors at a given task. This means the first rough subdivision of the project scope will be represented by the areas of work. Continuing an example of a construction project, the main actors responsible for the project will often be the project manager himself, the entrepreneur, and the architect. For each actor the work areas covered by their responsibility should be listed. The project manager should work out a project plan, report the status of the project, the risks of the project and so on. [3][5]<br /> <br /> ===Gantt Chart===<br /> <br /> A common tool for visualizing a Work Breakdown Structures is by using a Gantt Chart. This schedule is waterfall based and provides a great overview of the sub-projects in a perspective of time as this kind of schedule works as a timeline. The Gantt Chart is a schedule in which all of the sub-projects or deliverables are listed vertical often with a planned start- and -end date, cost estimation, person responsible for the task and an actual cost of the task. Horizontally on the chart is a calendar in which it is marked for each sub-project when the work is planned to be done. [8][9]<br /> <br /> To implement a Gantt Chart, the project must of course be divided into smaller projects or sub-goals. These tasks are then organized in area of work, contact person and firm. It is also important to state who is responsible for the sub-goal to be finished to the expected time and at the agreed quality. Then this is examined, it is identified if any of the works or sub-goals or deliverables are overlapping and which of the works that are depending on each other. These works must be done in a certain order. After this identification, the time estimated for each work is determined and the works are ready to be scheduled.[8]<br /> This can be done in two ways; Firstly, it can be done from the starting point of the project. The works are then scheduled from a date and forward until the estimated time for the given work is up. This step needs to take in to account, that holidays may occur in the timespan of the project. When a deadline is set for one sub-project, the next sub-project dependent on the first sub-project can be scheduled and so on. The second way to do the time-scheduling is to begin from the deadline of the project and do the scheduling backwards. This is a good way to optimate the timespan of a project, because this provides the project manager with the fasted time schedule in a natural way. An example of a Gantt Chart can be seen in figure 2.<br /> <br /> [[File:WBS_fig2.PNG|500px||Example of scatter plot]]<br /> <br /> ''Figure 2: Example of Gantt Chart. To the left a schedule of the different sub-projects and their planned start- and -end date is shown. The right side of the Gantt Chart shows a horizontal calendar in which the sub-projects are marked when they are scheduled to be done. It is seen that the chart provides a timeline for the project. This is a great way to get an overview of the works that needs to be done in a specific order, or at the same time. [9]''<br /> <br /> =='''What are the limitations of Work Breakdown Structure?'''==<br /> <br /> As a project manager it is important to know what you don’t know - and to expect the unexpected. A Work Breakdown Structure of a project might give a great overview of a project but as much as this scheduling of the smaller work packages provides a sound estimation of the project, everything can still go wrong. The overview provides a good opportunity to do risk analysis on the project in details. It is also a good way to keep track of the time spend on the project and the different work packages. On that note it is easy to keep track of deviations from the schedule early in the process and act on these to provide some kind of damage control.<br /> <br /> <br /> To summarize: The Work Breakdown Structure is a good way to make a sound estimation of a project in terms of timespan and budged. But as a rule of thumb, something will deviate from the project plan at some point doing a project. A good Work Breakdown Structure schedule will provide an overview for the project manager, who in case of deviation from the schedule can act on them at an early state and reduce any harm to either the product delivered in the end, the time schedule, or the budget. As so, a Work Breakdown Structure can be seen as a work in progress and not a finished product.<br /> <br /> == '''References''' ==<br /> <br /> <br /> [https://sd.ds.dk/Viewer?ProjectNr=M351700&amp;Status=60.60&amp;Inline=true&amp;Page=1&amp;VariantID=.[1]]ISO Standard 21502, Project Management<br /> <br /> [https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View.[2]] Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides <br /> <br /> [https://www.proprofsproject.com/blog/work-breakdown-structure/.[3]] ProProf Athur: David Miller<br /> <br /> [https://www.workbreakdownstructure.com/.[4]] Visualization of Work Breakdown Structures, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.visual-paradigm.com/guide/project-management/what-is-work-breakdown-structure/.[5]] Guide for Work Breakdown Structures, Arthur: Visual-paradigm. <br /> <br /> [https://www.lucidchart.com/blog/waterfall-project-management-methodology.[6]] Figure 1, Left side, Lucid chart<br /> <br /> [https://writenowdesign.com/blog/tips/website-analysis-process/.[7]] Figure 1, Right side, Write now design<br /> <br /> [https://www.projectmanager.com/gantt-chart.[8]] Gantt Chart, Arthur: Projectmanager<br /> <br /> [https://www.gantt.com/.[9]] Figure 2, Gantt Chart, Picture from Gantt.com</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=121258 2022-03-22T20:55:10Z

<p>S173964: /* Gantt Chart */</p> <hr /> <div>=='''Abstract'''==<br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article. <br /> <br /> <br /> The article consists of the following sections: <br /> <br /> - What is Work Breakdown Structure? <br /> <br /> - Why is Work Breakdown Structure an important tool in project management? <br /> <br /> - How to implement Work Breakdown Structure? <br /> <br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> <br /> In each section, the question will be answered. This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.<br /> <br /> =='''What is a Work Breakdown Structure?'''==<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or program into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programmed is defined in the very beginning of this project- or program’s lifespan, it might be favorable to look at the work that is needed in order to fulfil the scope and deliver on the project/program.<br /> <br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated. [2][3]<br /> <br /> <br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model and they can be phase-based, deliverable-based or responsibility-based [3][4][5]. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.<br /> <br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work. <br /> <br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.<br /> <br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product.<br /> <br /> =='''Why is WBS important?'''==<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.[2][3]<br /> <br /> =='''How to implement Work Breakdown Structure'''==<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.[2]<br /> <br /> <br /> Common for all Work Breakdown Structures is that the sub-projects should be deliverables or outcomes, and not on actions. This ensures that the sub-projects are manageable, definable, estimable, and measurable. For instance; if the overall project is renovating a bathroom, one of the sub-projects would be to install a new toilet. This task is definable in the way that it is easily understood by the ones working on the renovation: the toilet must be set up and installed. The task is manageable because the responsibility of setting up and installing the toilet can be handed out to a person with the ability to do it. The task is estimable because the time used to set up and install the toilet can be estimated as well as the expenses for the workforce and the resources. Last but not least, the task is measurable because the task will result in a physical installation when done and the time used on the task can be measured as the timespan from the beginning of the task till the end of the task. [5]<br /> <br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule and another way to do it is by making a waterfall structure. The different structures can be phase-based, deliverable-based or responsibility-based. [4][5]<br /> <br /> <br /> [[File:WBS_fig1.PNG|500px||Example of scatter plot]]<br /> <br /> ''Figure 1: on the left side a waterfall structure is shown [6] and on the right side a tree structure is shown [7]''<br /> <br /> <br /> The waterfall structure in figure 1 illustrates how a process will lead to another process with is often the case in projects. In a building project for instance certain sub-projects must be done in other to move on to new sub-projects. If the project is to renovate a roof on a house, a scaffold must be mounted before the work on the roof can be started. The tree structure on the right side of figure 1 shows a project scope on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analyzed for cost and work. [4]<br /> <br /> <br /> To implement a Work Breakdown Structure the following steps must be fulfilled: <br /> <br /> <br /> # Gather information; Collect all the information and documentation on the project.<br /> # Analyze the information; Identify the scope and goal of the project. Find the stakeholders and team members of the project who are essential in order to fulfill the project scope. <br /> # Identify the first sub-projects; Roughly part the project into sub-projects. <br /> # Part sub-projects into smaller sub-projects; Part the sub-projects into smaller sub-projects. Repeat the process until the level of details on every sub-project is satisfactorily. <br /> # Estimate on the sub-projects; On every sub-project estimation of time and expenses (resources, workforce..) can be done. Then the small works are analyzed the total cost of the project can be summed.<br /> # Choose way to visualize the Work Breakdown Structure; Carefully choose how to best visualize the project. Use a table or a schedule to do so. <br /> <br /> <br /> It is important for the project manager to keep in mind that the sub-projects cover 100% of the overall project scope. If parts of the scope are forgotten in the process, it can lead to delays or lacks in the final delivery.[5]<br /> <br /> ===Phase-based Work Breakdown Structure===<br /> <br /> A phase-based Work Breakdown Structure is as the name indicates based on the phases of the project. The first phase of a project is often the planning- or design phase and the last phase is often the turnover or closeout phase. The phases in between depend on the specific project but are often execution or construction phase followed by a control or inspection phase. When doing a Phase-based Work Breakdown Structure the first round of sub-projects will be based on the phases. The next round of sub-projects will be the deliverables in the different phases after which these sub-projects will be parted into smaller sub-projects of deliverables until the desired level of detail is achieve for the Work Breakdown Structure.[3][4][5]<br /> <br /> ===Deliverable-based Work Breakdown Structure===<br /> <br /> When a Work Breakdown Structure is based on deliverables the 3. Item on the listed guide for Work Breakdown Structures above should focus on the project’s deliverables. In a construction project these could be the external walls, the internal walls and installations, a foundation, and a surrounding outdoor area. Each sub-project or deliverables are then parted into smaller sub-projects or deliverables, following the same principle as the Phase-based Work Breakdown Structure. [3][4][5]<br /> <br /> ===Responsibility-based Work Breakdown Structure===<br /> <br /> In a Responsibility-based Work Breakdown Structure the work is broken down based on the responsible actors at a given task. This means the first rough subdivision of the project scope will be represented by the areas of work. Continuing an example of a construction project, the main actors responsible for the project will often be the project manager himself, the entrepreneur, and the architect. For each actor the work areas covered by their responsibility should be listed. The project manager should work out a project plan, report the status of the project, the risks of the project and so on. [3][5]<br /> <br /> ===Gantt Chart===<br /> <br /> A common tool for visualizing a Work Breakdown Structures is by using a Gantt Chart. This schedule is waterfall based and provides a great overview of the sub-projects in a perspective of time as this kind of schedule works as a timeline. The Gantt Chart is a schedule in which all of the sub-projects or deliverables are listed vertical often with a planned start- and -end date, cost estimation, person responsible for the task and an actual cost of the task. Horizontally on the chart is a calendar in which it is marked for each sub-project when the work is planned to be done. [8][9]<br /> <br /> To implement a Gantt Chart, the project must of course be divided into smaller projects or sub-goals. These tasks are then organized in area of work, contact person and firm. It is also important to state who is responsible for the sub-goal to be finished to the expected time and at the agreed quality. Then this is examined, it is identified if any of the works or sub-goals or deliverables are overlapping and which of the works that are depending on each other. These works must be done in a certain order. After this identification, the time estimated for each work is determined and the works are ready to be scheduled.[8]<br /> This can be done in two ways; Firstly, it can be done from the starting point of the project. The works are then scheduled from a date and forward until the estimated time for the given work is up. This step needs to take in to account, that holidays may occur in the timespan of the project. When a deadline is set for one sub-project, the next sub-project dependent on the first sub-project can be scheduled and so on. The second way to do the time-scheduling is to begin from the deadline of the project and do the scheduling backwards. This is a good way to optimate the timespan of a project, because this provides the project manager with the fasted time schedule in a natural way. An example of a Gantt Chart can be seen in figure 2.<br /> <br /> [[File:WBS_fig2.PNG|500px||Example of scatter plot]]<br /> <br /> ''Figure 2: Example of Gantt Chart. To the left a schedule of the different sub-projects and their planned start- and -end date is shown. The right side of the Gantt Chart shows a horizontal calendar in which the sub-projects are marked when they are scheduled to be done. It is seen that the chart provides a timeline for the project. This is a great way to get an overview of the works that needs to be done in a specific order, or at the same time. [9]''<br /> <br /> =='''What are the limitations of Work Breakdown Structure?'''==<br /> <br /> As a project manager it is important to know what you don’t know - and to expect the unexpected. A Work Breakdown Structure of a project might give a great overview of a project but as much as this scheduling of the smaller work packages provides a sound estimation of the project, everything can still go wrong. The overview provides a good opportunity to do risk analysis on the project in details. It is also a good way to keep track of the time spend on the project and the different work packages. On that note it is easy to keep track of deviations from the schedule early in the process and act on these to provide some kind of damage control.<br /> <br /> <br /> To summarize: The Work Breakdown Structure is a good way to make a sound estimation of a project in terms of timespan and budged. But as a rule of thumb, something will deviate from the project plan at some point doing a project. A good Work Breakdown Structure schedule will provide an overview for the project manager, who in case of deviation from the schedule can act on them at an early state and reduce any harm to either the product delivered in the end, the time schedule, or the budget. As so, a Work Breakdown Structure can be seen as a work in progress and not a finished product.<br /> <br /> == '''References''' ==<br /> <br /> <br /> [https://sd.ds.dk/Viewer?ProjectNr=M351700&amp;Status=60.60&amp;Inline=true&amp;Page=1&amp;VariantID=.[1]]ISO Standard 21502, Project Management<br /> <br /> [https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View.[2]] Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides <br /> <br /> [https://www.proprofsproject.com/blog/work-breakdown-structure/.[3]] ProProf Athur: David Miller<br /> <br /> [https://www.workbreakdownstructure.com/.[4]] Visualization of Work Breakdown Structures, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.visual-paradigm.com/guide/project-management/what-is-work-breakdown-structure/.[5]] Guide for Work Breakdown Structures, Arthur: Visual-paradigm. <br /> <br /> [https://www.lucidchart.com/blog/waterfall-project-management-methodology.[6]] Figure 1, Left side, Lucid chart<br /> <br /> [https://writenowdesign.com/blog/tips/website-analysis-process/.[7]] Figure 1, Right side, Write now design<br /> <br /> [https://www.gantt.com/.[8]] Figure 2, Gantt Chart, Picture from Gantt.com</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=121213 2022-03-22T20:31:20Z

<p>S173964: /* Gantt Chart */</p> <hr /> <div>=='''Abstract'''==<br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article. <br /> <br /> <br /> The article consists of the following sections: <br /> <br /> - What is Work Breakdown Structure? <br /> <br /> - Why is Work Breakdown Structure an important tool in project management? <br /> <br /> - How to implement Work Breakdown Structure? <br /> <br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> <br /> In each section, the question will be answered. This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.<br /> <br /> =='''What is a Work Breakdown Structure?'''==<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or program into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programmed is defined in the very beginning of this project- or program’s lifespan, it might be favorable to look at the work that is needed in order to fulfil the scope and deliver on the project/program.<br /> <br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated. [2][3]<br /> <br /> <br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model and they can be phase-based, deliverable-based or responsibility-based [3][4][5]. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.<br /> <br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work. <br /> <br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.<br /> <br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product.<br /> <br /> =='''Why is WBS important?'''==<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.[2][3]<br /> <br /> =='''How to implement Work Breakdown Structure'''==<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.[2]<br /> <br /> <br /> Common for all Work Breakdown Structures is that the sub-projects should be deliverables or outcomes, and not on actions. This ensures that the sub-projects are manageable, definable, estimable, and measurable. For instance; if the overall project is renovating a bathroom, one of the sub-projects would be to install a new toilet. This task is definable in the way that it is easily understood by the ones working on the renovation: the toilet must be set up and installed. The task is manageable because the responsibility of setting up and installing the toilet can be handed out to a person with the ability to do it. The task is estimable because the time used to set up and install the toilet can be estimated as well as the expenses for the workforce and the resources. Last but not least, the task is measurable because the task will result in a physical installation when done and the time used on the task can be measured as the timespan from the beginning of the task till the end of the task. [5]<br /> <br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule and another way to do it is by making a waterfall structure. The different structures can be phase-based, deliverable-based or responsibility-based. [4][5]<br /> <br /> <br /> [[File:WBS_fig1.PNG|500px||Example of scatter plot]]<br /> <br /> ''Figure 1: on the left side a waterfall structure is shown [6] and on the right side a tree structure is shown [7]''<br /> <br /> <br /> The waterfall structure in figure 1 illustrates how a process will lead to another process with is often the case in projects. In a building project for instance certain sub-projects must be done in other to move on to new sub-projects. If the project is to renovate a roof on a house, a scaffold must be mounted before the work on the roof can be started. The tree structure on the right side of figure 1 shows a project scope on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analyzed for cost and work. [4]<br /> <br /> <br /> To implement a Work Breakdown Structure the following steps must be fulfilled: <br /> <br /> <br /> # Gather information; Collect all the information and documentation on the project.<br /> # Analyze the information; Identify the scope and goal of the project. Find the stakeholders and team members of the project who are essential in order to fulfill the project scope. <br /> # Identify the first sub-projects; Roughly part the project into sub-projects. <br /> # Part sub-projects into smaller sub-projects; Part the sub-projects into smaller sub-projects. Repeat the process until the level of details on every sub-project is satisfactorily. <br /> # Estimate on the sub-projects; On every sub-project estimation of time and expenses (resources, workforce..) can be done. Then the small works are analyzed the total cost of the project can be summed.<br /> # Choose way to visualize the Work Breakdown Structure; Carefully choose how to best visualize the project. Use a table or a schedule to do so. <br /> <br /> <br /> It is important for the project manager to keep in mind that the sub-projects cover 100% of the overall project scope. If parts of the scope are forgotten in the process, it can lead to delays or lacks in the final delivery.[5]<br /> <br /> ===Phase-based Work Breakdown Structure===<br /> <br /> A phase-based Work Breakdown Structure is as the name indicates based on the phases of the project. The first phase of a project is often the planning- or design phase and the last phase is often the turnover or closeout phase. The phases in between depend on the specific project but are often execution or construction phase followed by a control or inspection phase. When doing a Phase-based Work Breakdown Structure the first round of sub-projects will be based on the phases. The next round of sub-projects will be the deliverables in the different phases after which these sub-projects will be parted into smaller sub-projects of deliverables until the desired level of detail is achieve for the Work Breakdown Structure.[3][4][5]<br /> <br /> ===Deliverable-based Work Breakdown Structure===<br /> <br /> When a Work Breakdown Structure is based on deliverables the 3. Item on the listed guide for Work Breakdown Structures above should focus on the project’s deliverables. In a construction project these could be the external walls, the internal walls and installations, a foundation, and a surrounding outdoor area. Each sub-project or deliverables are then parted into smaller sub-projects or deliverables, following the same principle as the Phase-based Work Breakdown Structure. [3][4][5]<br /> <br /> ===Responsibility-based Work Breakdown Structure===<br /> <br /> In a Responsibility-based Work Breakdown Structure the work is broken down based on the responsible actors at a given task. This means the first rough subdivision of the project scope will be represented by the areas of work. Continuing an example of a construction project, the main actors responsible for the project will often be the project manager himself, the entrepreneur, and the architect. For each actor the work areas covered by their responsibility should be listed. The project manager should work out a project plan, report the status of the project, the risks of the project and so on. [3][5]<br /> <br /> ===Gantt Chart===<br /> <br /> <br /> [[File:WBS_fig2.PNG|500px||Example of scatter plot]]<br /> <br /> ''Figure 2: Gantt Chart. It is seen that the chart provides a timeline for the project. This is a great way to get an overview of the works that needs to be done in a specific order, or at the same time. [8]''<br /> <br /> =='''What are the limitations of Work Breakdown Structure?'''==<br /> <br /> As a project manager it is important to know what you don’t know - and to expect the unexpected. A Work Breakdown Structure of a project might give a great overview of a project but as much as this scheduling of the smaller work packages provides a sound estimation of the project, everything can still go wrong. The overview provides a good opportunity to do risk analysis on the project in details. It is also a good way to keep track of the time spend on the project and the different work packages. On that note it is easy to keep track of deviations from the schedule early in the process and act on these to provide some kind of damage control.<br /> <br /> <br /> To summarize: The Work Breakdown Structure is a good way to make a sound estimation of a project in terms of timespan and budged. But as a rule of thumb, something will deviate from the project plan at some point doing a project. A good Work Breakdown Structure schedule will provide an overview for the project manager, who in case of deviation from the schedule can act on them at an early state and reduce any harm to either the product delivered in the end, the time schedule, or the budget. As so, a Work Breakdown Structure can be seen as a work in progress and not a finished product.<br /> <br /> == '''References''' ==<br /> <br /> <br /> [https://sd.ds.dk/Viewer?ProjectNr=M351700&amp;Status=60.60&amp;Inline=true&amp;Page=1&amp;VariantID=.[1]]ISO Standard 21502, Project Management<br /> <br /> [https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View.[2]] Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides <br /> <br /> [https://www.proprofsproject.com/blog/work-breakdown-structure/.[3]] ProProf Athur: David Miller<br /> <br /> [https://www.workbreakdownstructure.com/.[4]] Visualization of Work Breakdown Structures, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.visual-paradigm.com/guide/project-management/what-is-work-breakdown-structure/.[5]] Guide for Work Breakdown Structures, Arthur: Visual-paradigm. <br /> <br /> [https://www.lucidchart.com/blog/waterfall-project-management-methodology.[6]] Figure 1, Left side, Lucid chart<br /> <br /> [https://writenowdesign.com/blog/tips/website-analysis-process/.[7]] Figure 1, Right side, Write now design<br /> <br /> [https://www.gantt.com/.[8]] Figure 2, Gantt Chart, Picture from Gantt.com</div>

S173964 http://13.50.150.85/index.php?title=File:WBS_fig2.PNG&diff=121211 2022-03-22T20:29:47Z

<p>S173964: </p> <hr /> <div></div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=121210 2022-03-22T20:29:30Z

<p>S173964: /* What are the limitations of Work Breakdown Structure? */</p> <hr /> <div>=='''Abstract'''==<br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article. <br /> <br /> <br /> The article consists of the following sections: <br /> <br /> - What is Work Breakdown Structure? <br /> <br /> - Why is Work Breakdown Structure an important tool in project management? <br /> <br /> - How to implement Work Breakdown Structure? <br /> <br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> <br /> In each section, the question will be answered. This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.<br /> <br /> =='''What is a Work Breakdown Structure?'''==<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or program into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programmed is defined in the very beginning of this project- or program’s lifespan, it might be favorable to look at the work that is needed in order to fulfil the scope and deliver on the project/program.<br /> <br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated. [2][3]<br /> <br /> <br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model and they can be phase-based, deliverable-based or responsibility-based [3][4][5]. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.<br /> <br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work. <br /> <br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.<br /> <br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product.<br /> <br /> =='''Why is WBS important?'''==<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.[2][3]<br /> <br /> =='''How to implement Work Breakdown Structure'''==<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.[2]<br /> <br /> <br /> Common for all Work Breakdown Structures is that the sub-projects should be deliverables or outcomes, and not on actions. This ensures that the sub-projects are manageable, definable, estimable, and measurable. For instance; if the overall project is renovating a bathroom, one of the sub-projects would be to install a new toilet. This task is definable in the way that it is easily understood by the ones working on the renovation: the toilet must be set up and installed. The task is manageable because the responsibility of setting up and installing the toilet can be handed out to a person with the ability to do it. The task is estimable because the time used to set up and install the toilet can be estimated as well as the expenses for the workforce and the resources. Last but not least, the task is measurable because the task will result in a physical installation when done and the time used on the task can be measured as the timespan from the beginning of the task till the end of the task. [5]<br /> <br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule and another way to do it is by making a waterfall structure. The different structures can be phase-based, deliverable-based or responsibility-based. [4][5]<br /> <br /> <br /> [[File:WBS_fig1.PNG|500px||Example of scatter plot]]<br /> <br /> ''Figure 1: on the left side a waterfall structure is shown [6] and on the right side a tree structure is shown [7]''<br /> <br /> <br /> The waterfall structure in figure 1 illustrates how a process will lead to another process with is often the case in projects. In a building project for instance certain sub-projects must be done in other to move on to new sub-projects. If the project is to renovate a roof on a house, a scaffold must be mounted before the work on the roof can be started. The tree structure on the right side of figure 1 shows a project scope on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analyzed for cost and work. [4]<br /> <br /> <br /> To implement a Work Breakdown Structure the following steps must be fulfilled: <br /> <br /> <br /> # Gather information; Collect all the information and documentation on the project.<br /> # Analyze the information; Identify the scope and goal of the project. Find the stakeholders and team members of the project who are essential in order to fulfill the project scope. <br /> # Identify the first sub-projects; Roughly part the project into sub-projects. <br /> # Part sub-projects into smaller sub-projects; Part the sub-projects into smaller sub-projects. Repeat the process until the level of details on every sub-project is satisfactorily. <br /> # Estimate on the sub-projects; On every sub-project estimation of time and expenses (resources, workforce..) can be done. Then the small works are analyzed the total cost of the project can be summed.<br /> # Choose way to visualize the Work Breakdown Structure; Carefully choose how to best visualize the project. Use a table or a schedule to do so. <br /> <br /> <br /> It is important for the project manager to keep in mind that the sub-projects cover 100% of the overall project scope. If parts of the scope are forgotten in the process, it can lead to delays or lacks in the final delivery.[5]<br /> <br /> ===Phase-based Work Breakdown Structure===<br /> <br /> A phase-based Work Breakdown Structure is as the name indicates based on the phases of the project. The first phase of a project is often the planning- or design phase and the last phase is often the turnover or closeout phase. The phases in between depend on the specific project but are often execution or construction phase followed by a control or inspection phase. When doing a Phase-based Work Breakdown Structure the first round of sub-projects will be based on the phases. The next round of sub-projects will be the deliverables in the different phases after which these sub-projects will be parted into smaller sub-projects of deliverables until the desired level of detail is achieve for the Work Breakdown Structure.[3][4][5]<br /> <br /> ===Deliverable-based Work Breakdown Structure===<br /> <br /> When a Work Breakdown Structure is based on deliverables the 3. Item on the listed guide for Work Breakdown Structures above should focus on the project’s deliverables. In a construction project these could be the external walls, the internal walls and installations, a foundation, and a surrounding outdoor area. Each sub-project or deliverables are then parted into smaller sub-projects or deliverables, following the same principle as the Phase-based Work Breakdown Structure. [3][4][5]<br /> <br /> ===Responsibility-based Work Breakdown Structure===<br /> <br /> In a Responsibility-based Work Breakdown Structure the work is broken down based on the responsible actors at a given task. This means the first rough subdivision of the project scope will be represented by the areas of work. Continuing an example of a construction project, the main actors responsible for the project will often be the project manager himself, the entrepreneur, and the architect. For each actor the work areas covered by their responsibility should be listed. The project manager should work out a project plan, report the status of the project, the risks of the project and so on. [3][5]<br /> <br /> ===Gantt Chart===<br /> <br /> =='''What are the limitations of Work Breakdown Structure?'''==<br /> <br /> As a project manager it is important to know what you don’t know - and to expect the unexpected. A Work Breakdown Structure of a project might give a great overview of a project but as much as this scheduling of the smaller work packages provides a sound estimation of the project, everything can still go wrong. The overview provides a good opportunity to do risk analysis on the project in details. It is also a good way to keep track of the time spend on the project and the different work packages. On that note it is easy to keep track of deviations from the schedule early in the process and act on these to provide some kind of damage control.<br /> <br /> <br /> To summarize: The Work Breakdown Structure is a good way to make a sound estimation of a project in terms of timespan and budged. But as a rule of thumb, something will deviate from the project plan at some point doing a project. A good Work Breakdown Structure schedule will provide an overview for the project manager, who in case of deviation from the schedule can act on them at an early state and reduce any harm to either the product delivered in the end, the time schedule, or the budget. As so, a Work Breakdown Structure can be seen as a work in progress and not a finished product.<br /> <br /> == '''References''' ==<br /> <br /> <br /> [https://sd.ds.dk/Viewer?ProjectNr=M351700&amp;Status=60.60&amp;Inline=true&amp;Page=1&amp;VariantID=.[1]]ISO Standard 21502, Project Management<br /> <br /> [https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View.[2]] Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides <br /> <br /> [https://www.proprofsproject.com/blog/work-breakdown-structure/.[3]] ProProf Athur: David Miller<br /> <br /> [https://www.workbreakdownstructure.com/.[4]] Visualization of Work Breakdown Structures, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.visual-paradigm.com/guide/project-management/what-is-work-breakdown-structure/.[5]] Guide for Work Breakdown Structures, Arthur: Visual-paradigm. <br /> <br /> [https://www.lucidchart.com/blog/waterfall-project-management-methodology.[6]] Figure 1, Left side, Lucid chart<br /> <br /> [https://writenowdesign.com/blog/tips/website-analysis-process/.[7]] Figure 1, Right side, Write now design<br /> <br /> [https://www.gantt.com/.[8]] Figure 2, Gantt Chart, Picture from Gantt.com</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=121209 2022-03-22T20:29:15Z

<p>S173964: /* References */</p> <hr /> <div>=='''Abstract'''==<br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article. <br /> <br /> <br /> The article consists of the following sections: <br /> <br /> - What is Work Breakdown Structure? <br /> <br /> - Why is Work Breakdown Structure an important tool in project management? <br /> <br /> - How to implement Work Breakdown Structure? <br /> <br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> <br /> In each section, the question will be answered. This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.<br /> <br /> =='''What is a Work Breakdown Structure?'''==<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or program into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programmed is defined in the very beginning of this project- or program’s lifespan, it might be favorable to look at the work that is needed in order to fulfil the scope and deliver on the project/program.<br /> <br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated. [2][3]<br /> <br /> <br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model and they can be phase-based, deliverable-based or responsibility-based [3][4][5]. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.<br /> <br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work. <br /> <br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.<br /> <br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product.<br /> <br /> =='''Why is WBS important?'''==<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.[2][3]<br /> <br /> =='''How to implement Work Breakdown Structure'''==<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.[2]<br /> <br /> <br /> Common for all Work Breakdown Structures is that the sub-projects should be deliverables or outcomes, and not on actions. This ensures that the sub-projects are manageable, definable, estimable, and measurable. For instance; if the overall project is renovating a bathroom, one of the sub-projects would be to install a new toilet. This task is definable in the way that it is easily understood by the ones working on the renovation: the toilet must be set up and installed. The task is manageable because the responsibility of setting up and installing the toilet can be handed out to a person with the ability to do it. The task is estimable because the time used to set up and install the toilet can be estimated as well as the expenses for the workforce and the resources. Last but not least, the task is measurable because the task will result in a physical installation when done and the time used on the task can be measured as the timespan from the beginning of the task till the end of the task. [5]<br /> <br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule and another way to do it is by making a waterfall structure. The different structures can be phase-based, deliverable-based or responsibility-based. [4][5]<br /> <br /> <br /> [[File:WBS_fig1.PNG|500px||Example of scatter plot]]<br /> <br /> ''Figure 1: on the left side a waterfall structure is shown [6] and on the right side a tree structure is shown [7]''<br /> <br /> <br /> The waterfall structure in figure 1 illustrates how a process will lead to another process with is often the case in projects. In a building project for instance certain sub-projects must be done in other to move on to new sub-projects. If the project is to renovate a roof on a house, a scaffold must be mounted before the work on the roof can be started. The tree structure on the right side of figure 1 shows a project scope on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analyzed for cost and work. [4]<br /> <br /> <br /> To implement a Work Breakdown Structure the following steps must be fulfilled: <br /> <br /> <br /> # Gather information; Collect all the information and documentation on the project.<br /> # Analyze the information; Identify the scope and goal of the project. Find the stakeholders and team members of the project who are essential in order to fulfill the project scope. <br /> # Identify the first sub-projects; Roughly part the project into sub-projects. <br /> # Part sub-projects into smaller sub-projects; Part the sub-projects into smaller sub-projects. Repeat the process until the level of details on every sub-project is satisfactorily. <br /> # Estimate on the sub-projects; On every sub-project estimation of time and expenses (resources, workforce..) can be done. Then the small works are analyzed the total cost of the project can be summed.<br /> # Choose way to visualize the Work Breakdown Structure; Carefully choose how to best visualize the project. Use a table or a schedule to do so. <br /> <br /> <br /> It is important for the project manager to keep in mind that the sub-projects cover 100% of the overall project scope. If parts of the scope are forgotten in the process, it can lead to delays or lacks in the final delivery.[5]<br /> <br /> ===Phase-based Work Breakdown Structure===<br /> <br /> A phase-based Work Breakdown Structure is as the name indicates based on the phases of the project. The first phase of a project is often the planning- or design phase and the last phase is often the turnover or closeout phase. The phases in between depend on the specific project but are often execution or construction phase followed by a control or inspection phase. When doing a Phase-based Work Breakdown Structure the first round of sub-projects will be based on the phases. The next round of sub-projects will be the deliverables in the different phases after which these sub-projects will be parted into smaller sub-projects of deliverables until the desired level of detail is achieve for the Work Breakdown Structure.[3][4][5]<br /> <br /> ===Deliverable-based Work Breakdown Structure===<br /> <br /> When a Work Breakdown Structure is based on deliverables the 3. Item on the listed guide for Work Breakdown Structures above should focus on the project’s deliverables. In a construction project these could be the external walls, the internal walls and installations, a foundation, and a surrounding outdoor area. Each sub-project or deliverables are then parted into smaller sub-projects or deliverables, following the same principle as the Phase-based Work Breakdown Structure. [3][4][5]<br /> <br /> ===Responsibility-based Work Breakdown Structure===<br /> <br /> In a Responsibility-based Work Breakdown Structure the work is broken down based on the responsible actors at a given task. This means the first rough subdivision of the project scope will be represented by the areas of work. Continuing an example of a construction project, the main actors responsible for the project will often be the project manager himself, the entrepreneur, and the architect. For each actor the work areas covered by their responsibility should be listed. The project manager should work out a project plan, report the status of the project, the risks of the project and so on. [3][5]<br /> <br /> ===Gantt Chart===<br /> <br /> =='''What are the limitations of Work Breakdown Structure?'''==<br /> <br /> As a project manager it is important to know what you don’t know - and to expect the unexpected. A Work Breakdown Structure of a project might give a great overview of a project but as much as this scheduling of the smaller work packages provides a sound estimation of the project, everything can still go wrong. The overview provides a good opportunity to do risk analysis on the project in details. It is also a good way to keep track of the time spend on the project and the different work packages. On that note it is easy to keep track of deviations from the schedule early in the process and act on these to provide some kind of damage control.<br /> <br /> <br /> To summarize: The Work Breakdown Structure is a good way to make a sound estimation of a project in terms of timespan and budged. But as a rule of thumb, something will deviate from the project plan at some point doing a project. A good Work Breakdown Structure schedule will provide an overview for the project manager, who in case of deviation from the schedule can act on them at an early state and reduce any harm to either the product delivered in the end, the time schedule, or the budget. As so, a Work Breakdown Structure can be seen as a work in progress and not a finished product.<br /> <br /> <br /> <br /> <br /> == '''References''' ==<br /> <br /> <br /> [https://sd.ds.dk/Viewer?ProjectNr=M351700&amp;Status=60.60&amp;Inline=true&amp;Page=1&amp;VariantID=.[1]]ISO Standard 21502, Project Management<br /> <br /> [https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View.[2]] Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides <br /> <br /> [https://www.proprofsproject.com/blog/work-breakdown-structure/.[3]] ProProf Athur: David Miller<br /> <br /> [https://www.workbreakdownstructure.com/.[4]] Visualization of Work Breakdown Structures, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.visual-paradigm.com/guide/project-management/what-is-work-breakdown-structure/.[5]] Guide for Work Breakdown Structures, Arthur: Visual-paradigm. <br /> <br /> [https://www.lucidchart.com/blog/waterfall-project-management-methodology.[6]] Figure 1, Left side, Lucid chart<br /> <br /> [https://writenowdesign.com/blog/tips/website-analysis-process/.[7]] Figure 1, Right side, Write now design<br /> <br /> [https://www.gantt.com/.[8]] Figure 2, Gantt Chart, Picture from Gantt.com</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=121207 2022-03-22T20:28:44Z

<p>S173964: /* References */</p> <hr /> <div>=='''Abstract'''==<br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article. <br /> <br /> <br /> The article consists of the following sections: <br /> <br /> - What is Work Breakdown Structure? <br /> <br /> - Why is Work Breakdown Structure an important tool in project management? <br /> <br /> - How to implement Work Breakdown Structure? <br /> <br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> <br /> In each section, the question will be answered. This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.<br /> <br /> =='''What is a Work Breakdown Structure?'''==<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or program into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programmed is defined in the very beginning of this project- or program’s lifespan, it might be favorable to look at the work that is needed in order to fulfil the scope and deliver on the project/program.<br /> <br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated. [2][3]<br /> <br /> <br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model and they can be phase-based, deliverable-based or responsibility-based [3][4][5]. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.<br /> <br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work. <br /> <br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.<br /> <br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product.<br /> <br /> =='''Why is WBS important?'''==<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.[2][3]<br /> <br /> =='''How to implement Work Breakdown Structure'''==<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.[2]<br /> <br /> <br /> Common for all Work Breakdown Structures is that the sub-projects should be deliverables or outcomes, and not on actions. This ensures that the sub-projects are manageable, definable, estimable, and measurable. For instance; if the overall project is renovating a bathroom, one of the sub-projects would be to install a new toilet. This task is definable in the way that it is easily understood by the ones working on the renovation: the toilet must be set up and installed. The task is manageable because the responsibility of setting up and installing the toilet can be handed out to a person with the ability to do it. The task is estimable because the time used to set up and install the toilet can be estimated as well as the expenses for the workforce and the resources. Last but not least, the task is measurable because the task will result in a physical installation when done and the time used on the task can be measured as the timespan from the beginning of the task till the end of the task. [5]<br /> <br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule and another way to do it is by making a waterfall structure. The different structures can be phase-based, deliverable-based or responsibility-based. [4][5]<br /> <br /> <br /> [[File:WBS_fig1.PNG|500px||Example of scatter plot]]<br /> <br /> ''Figure 1: on the left side a waterfall structure is shown [6] and on the right side a tree structure is shown [7]''<br /> <br /> <br /> The waterfall structure in figure 1 illustrates how a process will lead to another process with is often the case in projects. In a building project for instance certain sub-projects must be done in other to move on to new sub-projects. If the project is to renovate a roof on a house, a scaffold must be mounted before the work on the roof can be started. The tree structure on the right side of figure 1 shows a project scope on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analyzed for cost and work. [4]<br /> <br /> <br /> To implement a Work Breakdown Structure the following steps must be fulfilled: <br /> <br /> <br /> # Gather information; Collect all the information and documentation on the project.<br /> # Analyze the information; Identify the scope and goal of the project. Find the stakeholders and team members of the project who are essential in order to fulfill the project scope. <br /> # Identify the first sub-projects; Roughly part the project into sub-projects. <br /> # Part sub-projects into smaller sub-projects; Part the sub-projects into smaller sub-projects. Repeat the process until the level of details on every sub-project is satisfactorily. <br /> # Estimate on the sub-projects; On every sub-project estimation of time and expenses (resources, workforce..) can be done. Then the small works are analyzed the total cost of the project can be summed.<br /> # Choose way to visualize the Work Breakdown Structure; Carefully choose how to best visualize the project. Use a table or a schedule to do so. <br /> <br /> <br /> It is important for the project manager to keep in mind that the sub-projects cover 100% of the overall project scope. If parts of the scope are forgotten in the process, it can lead to delays or lacks in the final delivery.[5]<br /> <br /> ===Phase-based Work Breakdown Structure===<br /> <br /> A phase-based Work Breakdown Structure is as the name indicates based on the phases of the project. The first phase of a project is often the planning- or design phase and the last phase is often the turnover or closeout phase. The phases in between depend on the specific project but are often execution or construction phase followed by a control or inspection phase. When doing a Phase-based Work Breakdown Structure the first round of sub-projects will be based on the phases. The next round of sub-projects will be the deliverables in the different phases after which these sub-projects will be parted into smaller sub-projects of deliverables until the desired level of detail is achieve for the Work Breakdown Structure.[3][4][5]<br /> <br /> ===Deliverable-based Work Breakdown Structure===<br /> <br /> When a Work Breakdown Structure is based on deliverables the 3. Item on the listed guide for Work Breakdown Structures above should focus on the project’s deliverables. In a construction project these could be the external walls, the internal walls and installations, a foundation, and a surrounding outdoor area. Each sub-project or deliverables are then parted into smaller sub-projects or deliverables, following the same principle as the Phase-based Work Breakdown Structure. [3][4][5]<br /> <br /> ===Responsibility-based Work Breakdown Structure===<br /> <br /> In a Responsibility-based Work Breakdown Structure the work is broken down based on the responsible actors at a given task. This means the first rough subdivision of the project scope will be represented by the areas of work. Continuing an example of a construction project, the main actors responsible for the project will often be the project manager himself, the entrepreneur, and the architect. For each actor the work areas covered by their responsibility should be listed. The project manager should work out a project plan, report the status of the project, the risks of the project and so on. [3][5]<br /> <br /> ===Gantt Chart===<br /> <br /> =='''What are the limitations of Work Breakdown Structure?'''==<br /> <br /> As a project manager it is important to know what you don’t know - and to expect the unexpected. A Work Breakdown Structure of a project might give a great overview of a project but as much as this scheduling of the smaller work packages provides a sound estimation of the project, everything can still go wrong. The overview provides a good opportunity to do risk analysis on the project in details. It is also a good way to keep track of the time spend on the project and the different work packages. On that note it is easy to keep track of deviations from the schedule early in the process and act on these to provide some kind of damage control.<br /> <br /> <br /> To summarize: The Work Breakdown Structure is a good way to make a sound estimation of a project in terms of timespan and budged. But as a rule of thumb, something will deviate from the project plan at some point doing a project. A good Work Breakdown Structure schedule will provide an overview for the project manager, who in case of deviation from the schedule can act on them at an early state and reduce any harm to either the product delivered in the end, the time schedule, or the budget. As so, a Work Breakdown Structure can be seen as a work in progress and not a finished product.<br /> <br /> <br /> <br /> <br /> == '''References''' ==<br /> <br /> <br /> [https://sd.ds.dk/Viewer?ProjectNr=M351700&amp;Status=60.60&amp;Inline=true&amp;Page=1&amp;VariantID=.[1]]ISO Standard 21502, Project Management<br /> <br /> [https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View.[2]] Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides <br /> <br /> [https://www.proprofsproject.com/blog/work-breakdown-structure/.[3]] ProProf Athur: David Miller<br /> <br /> [https://www.workbreakdownstructure.com/.[4]] Visualization of Work Breakdown Structures, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.visual-paradigm.com/guide/project-management/what-is-work-breakdown-structure/[5]] Guide for Work Breakdown Structures, Arthur: Visual-paradigm. <br /> <br /> [https://www.lucidchart.com/blog/waterfall-project-management-methodology.[6]] Figure 1, Left side, Lucid chart<br /> <br /> [https://writenowdesign.com/blog/tips/website-analysis-process/.[7] Figure 1, Right side, Write now design<br /> <br /> [https://www.gantt.com/ .[8]] Figure 2, Gantt Chart, Picture from Gantt.com</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=121186 2022-03-22T20:19:14Z

<p>S173964: /* Responsibility-based Work Breakdown Structure */</p> <hr /> <div>=='''Abstract'''==<br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article. <br /> <br /> <br /> The article consists of the following sections: <br /> <br /> - What is Work Breakdown Structure? <br /> <br /> - Why is Work Breakdown Structure an important tool in project management? <br /> <br /> - How to implement Work Breakdown Structure? <br /> <br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> <br /> In each section, the question will be answered. This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.<br /> <br /> =='''What is a Work Breakdown Structure?'''==<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or program into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programmed is defined in the very beginning of this project- or program’s lifespan, it might be favorable to look at the work that is needed in order to fulfil the scope and deliver on the project/program.<br /> <br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated. [2][3]<br /> <br /> <br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model and they can be phase-based, deliverable-based or responsibility-based [3][4][5]. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.<br /> <br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work. <br /> <br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.<br /> <br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product.<br /> <br /> =='''Why is WBS important?'''==<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.[2][3]<br /> <br /> =='''How to implement Work Breakdown Structure'''==<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.[2]<br /> <br /> <br /> Common for all Work Breakdown Structures is that the sub-projects should be deliverables or outcomes, and not on actions. This ensures that the sub-projects are manageable, definable, estimable, and measurable. For instance; if the overall project is renovating a bathroom, one of the sub-projects would be to install a new toilet. This task is definable in the way that it is easily understood by the ones working on the renovation: the toilet must be set up and installed. The task is manageable because the responsibility of setting up and installing the toilet can be handed out to a person with the ability to do it. The task is estimable because the time used to set up and install the toilet can be estimated as well as the expenses for the workforce and the resources. Last but not least, the task is measurable because the task will result in a physical installation when done and the time used on the task can be measured as the timespan from the beginning of the task till the end of the task. [5]<br /> <br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule and another way to do it is by making a waterfall structure. The different structures can be phase-based, deliverable-based or responsibility-based. [4][5]<br /> <br /> <br /> [[File:WBS_fig1.PNG|500px||Example of scatter plot]]<br /> <br /> ''Figure 1: on the left side a waterfall structure is shown [6] and on the right side a tree structure is shown [7]''<br /> <br /> <br /> The waterfall structure in figure 1 illustrates how a process will lead to another process with is often the case in projects. In a building project for instance certain sub-projects must be done in other to move on to new sub-projects. If the project is to renovate a roof on a house, a scaffold must be mounted before the work on the roof can be started. The tree structure on the right side of figure 1 shows a project scope on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analyzed for cost and work. [4]<br /> <br /> <br /> To implement a Work Breakdown Structure the following steps must be fulfilled: <br /> <br /> <br /> # Gather information; Collect all the information and documentation on the project.<br /> # Analyze the information; Identify the scope and goal of the project. Find the stakeholders and team members of the project who are essential in order to fulfill the project scope. <br /> # Identify the first sub-projects; Roughly part the project into sub-projects. <br /> # Part sub-projects into smaller sub-projects; Part the sub-projects into smaller sub-projects. Repeat the process until the level of details on every sub-project is satisfactorily. <br /> # Estimate on the sub-projects; On every sub-project estimation of time and expenses (resources, workforce..) can be done. Then the small works are analyzed the total cost of the project can be summed.<br /> # Choose way to visualize the Work Breakdown Structure; Carefully choose how to best visualize the project. Use a table or a schedule to do so. <br /> <br /> <br /> It is important for the project manager to keep in mind that the sub-projects cover 100% of the overall project scope. If parts of the scope are forgotten in the process, it can lead to delays or lacks in the final delivery.[5]<br /> <br /> ===Phase-based Work Breakdown Structure===<br /> <br /> A phase-based Work Breakdown Structure is as the name indicates based on the phases of the project. The first phase of a project is often the planning- or design phase and the last phase is often the turnover or closeout phase. The phases in between depend on the specific project but are often execution or construction phase followed by a control or inspection phase. When doing a Phase-based Work Breakdown Structure the first round of sub-projects will be based on the phases. The next round of sub-projects will be the deliverables in the different phases after which these sub-projects will be parted into smaller sub-projects of deliverables until the desired level of detail is achieve for the Work Breakdown Structure.[3][4][5]<br /> <br /> ===Deliverable-based Work Breakdown Structure===<br /> <br /> When a Work Breakdown Structure is based on deliverables the 3. Item on the listed guide for Work Breakdown Structures above should focus on the project’s deliverables. In a construction project these could be the external walls, the internal walls and installations, a foundation, and a surrounding outdoor area. Each sub-project or deliverables are then parted into smaller sub-projects or deliverables, following the same principle as the Phase-based Work Breakdown Structure. [3][4][5]<br /> <br /> ===Responsibility-based Work Breakdown Structure===<br /> <br /> In a Responsibility-based Work Breakdown Structure the work is broken down based on the responsible actors at a given task. This means the first rough subdivision of the project scope will be represented by the areas of work. Continuing an example of a construction project, the main actors responsible for the project will often be the project manager himself, the entrepreneur, and the architect. For each actor the work areas covered by their responsibility should be listed. The project manager should work out a project plan, report the status of the project, the risks of the project and so on. [3][5]<br /> <br /> ===Gantt Chart===<br /> <br /> =='''What are the limitations of Work Breakdown Structure?'''==<br /> <br /> As a project manager it is important to know what you don’t know - and to expect the unexpected. A Work Breakdown Structure of a project might give a great overview of a project but as much as this scheduling of the smaller work packages provides a sound estimation of the project, everything can still go wrong. The overview provides a good opportunity to do risk analysis on the project in details. It is also a good way to keep track of the time spend on the project and the different work packages. On that note it is easy to keep track of deviations from the schedule early in the process and act on these to provide some kind of damage control.<br /> <br /> <br /> To summarize: The Work Breakdown Structure is a good way to make a sound estimation of a project in terms of timespan and budged. But as a rule of thumb, something will deviate from the project plan at some point doing a project. A good Work Breakdown Structure schedule will provide an overview for the project manager, who in case of deviation from the schedule can act on them at an early state and reduce any harm to either the product delivered in the end, the time schedule, or the budget. As so, a Work Breakdown Structure can be seen as a work in progress and not a finished product.<br /> <br /> <br /> <br /> <br /> == '''References''' ==<br /> <br /> <br /> [https://sd.ds.dk/Viewer?ProjectNr=M351700&amp;Status=60.60&amp;Inline=true&amp;Page=1&amp;VariantID=.[1]]ISO Standard 21502, Project Management<br /> <br /> [https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View.[2]] Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides <br /> <br /> [https://www.proprofsproject.com/blog/work-breakdown-structure/.[3]] ProProf Athur: David Miller<br /> <br /> [https://www.workbreakdownstructure.com/.[4]] Visualization of Work Breakdown Structures, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.visual-paradigm.com/guide/project-management/what-is-work-breakdown-structure/[5]] Guide for Work Breakdown Structures, Arthur: Visual-paradigm. <br /> <br /> [https://www.lucidchart.com/blog/waterfall-project-management-methodology.[6]] Figure 1, Left side, Lucid chart</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=121183 2022-03-22T20:18:45Z

<p>S173964: </p> <hr /> <div>=='''Abstract'''==<br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article. <br /> <br /> <br /> The article consists of the following sections: <br /> <br /> - What is Work Breakdown Structure? <br /> <br /> - Why is Work Breakdown Structure an important tool in project management? <br /> <br /> - How to implement Work Breakdown Structure? <br /> <br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> <br /> In each section, the question will be answered. This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.<br /> <br /> =='''What is a Work Breakdown Structure?'''==<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or program into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programmed is defined in the very beginning of this project- or program’s lifespan, it might be favorable to look at the work that is needed in order to fulfil the scope and deliver on the project/program.<br /> <br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated. [2][3]<br /> <br /> <br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model and they can be phase-based, deliverable-based or responsibility-based [3][4][5]. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.<br /> <br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work. <br /> <br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.<br /> <br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product.<br /> <br /> =='''Why is WBS important?'''==<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.[2][3]<br /> <br /> =='''How to implement Work Breakdown Structure'''==<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.[2]<br /> <br /> <br /> Common for all Work Breakdown Structures is that the sub-projects should be deliverables or outcomes, and not on actions. This ensures that the sub-projects are manageable, definable, estimable, and measurable. For instance; if the overall project is renovating a bathroom, one of the sub-projects would be to install a new toilet. This task is definable in the way that it is easily understood by the ones working on the renovation: the toilet must be set up and installed. The task is manageable because the responsibility of setting up and installing the toilet can be handed out to a person with the ability to do it. The task is estimable because the time used to set up and install the toilet can be estimated as well as the expenses for the workforce and the resources. Last but not least, the task is measurable because the task will result in a physical installation when done and the time used on the task can be measured as the timespan from the beginning of the task till the end of the task. [5]<br /> <br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule and another way to do it is by making a waterfall structure. The different structures can be phase-based, deliverable-based or responsibility-based. [4][5]<br /> <br /> <br /> [[File:WBS_fig1.PNG|500px||Example of scatter plot]]<br /> <br /> ''Figure 1: on the left side a waterfall structure is shown [6] and on the right side a tree structure is shown [7]''<br /> <br /> <br /> The waterfall structure in figure 1 illustrates how a process will lead to another process with is often the case in projects. In a building project for instance certain sub-projects must be done in other to move on to new sub-projects. If the project is to renovate a roof on a house, a scaffold must be mounted before the work on the roof can be started. The tree structure on the right side of figure 1 shows a project scope on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analyzed for cost and work. [4]<br /> <br /> <br /> To implement a Work Breakdown Structure the following steps must be fulfilled: <br /> <br /> <br /> # Gather information; Collect all the information and documentation on the project.<br /> # Analyze the information; Identify the scope and goal of the project. Find the stakeholders and team members of the project who are essential in order to fulfill the project scope. <br /> # Identify the first sub-projects; Roughly part the project into sub-projects. <br /> # Part sub-projects into smaller sub-projects; Part the sub-projects into smaller sub-projects. Repeat the process until the level of details on every sub-project is satisfactorily. <br /> # Estimate on the sub-projects; On every sub-project estimation of time and expenses (resources, workforce..) can be done. Then the small works are analyzed the total cost of the project can be summed.<br /> # Choose way to visualize the Work Breakdown Structure; Carefully choose how to best visualize the project. Use a table or a schedule to do so. <br /> <br /> <br /> It is important for the project manager to keep in mind that the sub-projects cover 100% of the overall project scope. If parts of the scope are forgotten in the process, it can lead to delays or lacks in the final delivery.[5]<br /> <br /> ===Phase-based Work Breakdown Structure===<br /> <br /> A phase-based Work Breakdown Structure is as the name indicates based on the phases of the project. The first phase of a project is often the planning- or design phase and the last phase is often the turnover or closeout phase. The phases in between depend on the specific project but are often execution or construction phase followed by a control or inspection phase. When doing a Phase-based Work Breakdown Structure the first round of sub-projects will be based on the phases. The next round of sub-projects will be the deliverables in the different phases after which these sub-projects will be parted into smaller sub-projects of deliverables until the desired level of detail is achieve for the Work Breakdown Structure.[3][4][5]<br /> <br /> ===Deliverable-based Work Breakdown Structure===<br /> <br /> When a Work Breakdown Structure is based on deliverables the 3. Item on the listed guide for Work Breakdown Structures above should focus on the project’s deliverables. In a construction project these could be the external walls, the internal walls and installations, a foundation, and a surrounding outdoor area. Each sub-project or deliverables are then parted into smaller sub-projects or deliverables, following the same principle as the Phase-based Work Breakdown Structure. [3][4][5]<br /> <br /> ===Responsibility-based Work Breakdown Structure===<br /> <br /> In a Responsibility-based Work Breakdown Structure the work is broken down based on the responsible actors at a given task. This means the first rough subdivision of the project scope will be represented by the areas of work. Continuing an example of a construction project, the main actors responsible for the project will often be the project manager himself, the entrepreneur, and the architect. For each actor the work areas covered by their responsibility should be listed. The project manager should work out a project plan, report the status of the project, the risks of the project and so on. [3][5]<br /> <br /> <br /> ===Gantt Chart===<br /> <br /> =='''What are the limitations of Work Breakdown Structure?'''==<br /> <br /> As a project manager it is important to know what you don’t know - and to expect the unexpected. A Work Breakdown Structure of a project might give a great overview of a project but as much as this scheduling of the smaller work packages provides a sound estimation of the project, everything can still go wrong. The overview provides a good opportunity to do risk analysis on the project in details. It is also a good way to keep track of the time spend on the project and the different work packages. On that note it is easy to keep track of deviations from the schedule early in the process and act on these to provide some kind of damage control.<br /> <br /> <br /> To summarize: The Work Breakdown Structure is a good way to make a sound estimation of a project in terms of timespan and budged. But as a rule of thumb, something will deviate from the project plan at some point doing a project. A good Work Breakdown Structure schedule will provide an overview for the project manager, who in case of deviation from the schedule can act on them at an early state and reduce any harm to either the product delivered in the end, the time schedule, or the budget. As so, a Work Breakdown Structure can be seen as a work in progress and not a finished product.<br /> <br /> <br /> <br /> <br /> == '''References''' ==<br /> <br /> <br /> [https://sd.ds.dk/Viewer?ProjectNr=M351700&amp;Status=60.60&amp;Inline=true&amp;Page=1&amp;VariantID=.[1]]ISO Standard 21502, Project Management<br /> <br /> [https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View.[2]] Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides <br /> <br /> [https://www.proprofsproject.com/blog/work-breakdown-structure/.[3]] ProProf Athur: David Miller<br /> <br /> [https://www.workbreakdownstructure.com/.[4]] Visualization of Work Breakdown Structures, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.visual-paradigm.com/guide/project-management/what-is-work-breakdown-structure/[5]] Guide for Work Breakdown Structures, Arthur: Visual-paradigm. <br /> <br /> [https://www.lucidchart.com/blog/waterfall-project-management-methodology.[6]] Figure 1, Left side, Lucid chart</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=119588 2022-03-21T20:36:15Z

<p>S173964: </p> <hr /> <div>=='''Abstract'''==<br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article. <br /> <br /> <br /> The article consists of the following sections: <br /> <br /> - What is Work Breakdown Structure? <br /> <br /> - Why is Work Breakdown Structure an important tool in project management? <br /> <br /> - How to implement Work Breakdown Structure? <br /> <br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> <br /> In each section, the question will be answered. This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.<br /> <br /> =='''What is a Work Breakdown Structure?'''==<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or program into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programmed is defined in the very beginning of this project- or program’s lifespan, it might be favorable to look at the work that is needed in order to fulfil the scope and deliver on the project/program.<br /> <br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated. [2]<br /> <br /> <br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model and they can be phase-based or deliverable-based, risk-based or responsibility-based[3][4]. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.<br /> <br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work. <br /> <br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.<br /> <br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product.<br /> <br /> =='''Why is WBS important?'''==<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.[2]<br /> <br /> =='''How to implement Work Breakdown Structure'''==<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.[2]<br /> <br /> <br /> Common for all Work Breakdown Structures is that the sub-projects should be deliverables or outcomes, and not on actions. This ensures that the sub-projects are manageable, definable, estimable, and measurable. For instance; if the overall project is renovating a bathroom, one of the sub-projects would be to install a new toilet. This task is definable in the way that it is easily understood by the ones working on the renovation: the toilet must be set up and installed. The task is manageable because the responsibility of setting up and installing the toilet can be handed out to a person with the ability to do it. The task is estimable because the time used to set up and install the toilet can be estimated as well as the expenses for the workforce and the resources. Last but not least, the task is measurable because the task will result in a physical installation when done and the time used on the task can be measured as the timespan from the beginning of the task till the end of the task. [4]<br /> <br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule and another way to do it is by making a waterfall structure. The different structures can be phase-based or deliverable-based, risk-based or responsibility-based. [4]<br /> <br /> <br /> [[File:WBS_fig1.PNG|500px||Example of scatter plot]]<br /> <br /> ''Figure 1: on the left side a waterfall structure is shown [5] and on the right side a tree structure is shown [6]''<br /> <br /> <br /> The waterfall structure in figure 1 illustrates how a process will lead to another process with is often the case in projects. In a building project for instance certain sub-projects must be done in other to move on to new sub-projects. If the project is to renovate a roof on a house, a scaffold must be mounted before the work on the roof can be started. <br /> The tree structure on the right side of figure 1 shows a project scope on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analyzed for cost and work. [3]<br /> <br /> <br /> To implement a Work Breakdown Structure the following steps must be fulfilled: <br /> <br /> <br /> # Gather information; Collect all the information and documentation on the project.<br /> # Analyze the information; Identify the scope and goal of the project. Find the stakeholders and team members of the project who are essential in order to fulfill the project scope. <br /> # Identify the first sub-projects; Roughly part the project into sub-projects. <br /> # Part sub-projects into smaller sub-projects; Part the sub-projects into smaller sub-projects. Repeat the process until the level of details on every sub-project is satisfactorily. <br /> # Estimate on the sub-projects; On every sub-project estimation of time and expenses (resources, workforce..) can be done. Then the small works are analyzed the total cost of the project can be summed.<br /> # Choose way to visualize the Work Breakdown Structure; Carefully choose how to best visualize the project. Use a table or a schedule to do so. <br /> <br /> <br /> It is important for the project manager to keep in mind that the sub-projects cover 100% of the overall project scope. If parts of the scope are forgotten in the process, it can lead to delays or lacks in the final delivery.[4]<br /> <br /> ===Phase-based Work Breakdown Structure===<br /> <br /> A phase-based Work Breakdown Structure is as the name indicates based on the phases of the project. The first phase of a project is often the planning- or design phase and the last phase is often the turnover or closeout phase. The phases in between depend on the specific project but are often execution or construction phase followed by a control or inspection phase. <br /> When doing a Phase-based Work Breakdown Structure the first round of sub-projects will be based on the phases. The next round of sub-projects will be the deliverables in the different phases after which these sub-projects will be parted into smaller sub-projects of deliverables until the desired level of detail is achieve for the Work Breakdown Structure.[3][4]<br /> <br /> ===Deliverable-based Work Breakdown Structure===<br /> <br /> When <br /> <br /> ===Risk-based Work Breakdown Structure===<br /> <br /> ===Responsibility-based Work Breakdown Structure===<br /> <br /> <br /> ===Gantt Chart===<br /> <br /> A common tool for scheduling Work Breakdown Structures is a Gantt Chart. This schedule is waterfall based and provides a great overview of the sub-projects in a perspective of time as this kind of schedule works as a timeline.<br /> <br /> <br /> =='''What are the limitations of Work Breakdown Structure?'''==<br /> <br /> As a project manager it is important to know what you don’t know - and to expect the unexpected. A Work Breakdown Structure of a project might give a great overview of a project but as much as this scheduling of the smaller work packages provides a sound estimation of the project, everything can still go wrong. The overview provides a good opportunity to do risk analysis on the project in details. It is also a good way to keep track of the time spend on the project and the different work packages. On that note it is easy to keep track of deviations from the schedule early in the process and act on these to provide some kind of damage control.<br /> <br /> <br /> To summarize: The Work Breakdown Structure is a good way to make a sound estimation of a project in terms of timespan and budged. But as a rule of thumb, something will deviate from the project plan at some point doing a project. A good Work Breakdown Structure schedule will provide an overview for the project manager, who in case of deviation from the schedule can act on them at an early state and reduce any harm to either the product delivered in the end, the time schedule, or the budget. As so, a Work Breakdown Structure can be seen as a work in progress and not a finished product.<br /> <br /> <br /> <br /> == '''References''' ==<br /> <br /> [https://sd.ds.dk/Viewer?ProjectNr=M351700&amp;Status=60.60&amp;Inline=true&amp;Page=1&amp;VariantID=.[1]]ISO Standard 21502, Project Management<br /> <br /> [https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View.[2]] Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides <br /> <br /> [https://www.workbreakdownstructure.com/.[3]] Visualization of Work Breakdown Structures, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.visual-paradigm.com/guide/project-management/what-is-work-breakdown-structure/[4]] Guide for Work Breakdown Structures, Arthur: Visual-paradigm. <br /> <br /> [https://www.lucidchart.com/blog/waterfall-project-management-methodology.[5]] Figure 1, Left side, Lucid chart<br /> <br /> [https://writenowdesign.com/blog/tips/website-analysis-process/.[6]] Figure 1, Right side, Write now design</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=119583 2022-03-21T20:34:26Z

<p>S173964: /* Phase-based Work Breakdown Structure */</p> <hr /> <div>=='''Abstract'''==<br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article. <br /> <br /> <br /> The article consists of the following sections: <br /> <br /> - What is Work Breakdown Structure? <br /> <br /> - Why is Work Breakdown Structure an important tool in project management? <br /> <br /> - How to implement Work Breakdown Structure? <br /> <br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> <br /> In each section, the question will be answered. This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.<br /> <br /> =='''What is a Work Breakdown Structure?'''==<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or program into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programmed is defined in the very beginning of this project- or program’s lifespan, it might be favorable to look at the work that is needed in order to fulfil the scope and deliver on the project/program.<br /> <br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated. [2]<br /> <br /> <br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model and they can be phase-based or deliverable-based, risk-based or responsibility-based[3][4]. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.<br /> <br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work. <br /> <br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.<br /> <br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product.<br /> <br /> =='''Why is WBS important?'''==<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.[2]<br /> <br /> =='''How to implement Work Breakdown Structure'''==<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.[2]<br /> <br /> <br /> Common for all Work Breakdown Structures is that the sub-projects should be deliverables or outcomes, and not on actions. This ensures that the sub-projects are manageable, definable, estimable, and measurable. For instance; if the overall project is renovating a bathroom, one of the sub-projects would be to install a new toilet. This task is definable in the way that it is easily understood by the ones working on the renovation: the toilet must be set up and installed. The task is manageable because the responsibility of setting up and installing the toilet can be handed out to a person with the ability to do it. The task is estimable because the time used to set up and install the toilet can be estimated as well as the expenses for the workforce and the resources. Last but not least, the task is measurable because the task will result in a physical installation when done and the time used on the task can be measured as the timespan from the beginning of the task till the end of the task. [4]<br /> <br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule and another way to do it is by making a waterfall structure. The different structures can be phase-based or deliverable-based, risk-based or responsibility-based. [4]<br /> <br /> <br /> [[File:WBS_fig1.PNG|500px||Example of scatter plot]]<br /> <br /> ''Figure 1: on the left side a waterfall structure is shown [5] and on the right side a tree structure is shown [6]''<br /> <br /> <br /> The waterfall structure in figure 1 illustrates how a process will lead to another process with is often the case in projects. In a building project for instance certain sub-projects must be done in other to move on to new sub-projects. If the project is to renovate a roof on a house, a scaffold must be mounted before the work on the roof can be started. <br /> The tree structure on the right side of figure 1 shows a project scope on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analyzed for cost and work. [3]<br /> <br /> <br /> To implement a Work Breakdown Structure the following steps must be fulfilled: <br /> <br /> <br /> # Gather information; Collect all the information and documentation on the project.<br /> # Analyze the information; Identify the scope and goal of the project. Find the stakeholders and team members of the project who are essential in order to fulfill the project scope. <br /> # Identify the first sub-projects; Roughly part the project into sub-projects. <br /> # Part sub-projects into smaller sub-projects; Part the sub-projects into smaller sub-projects. Repeat the process until the level of details on every sub-project is satisfactorily. <br /> # Estimate on the sub-projects; On every sub-project estimation of time and expenses (resources, workforce..) can be done. Then the small works are analyzed the total cost of the project can be summed.<br /> # Choose way to visualize the Work Breakdown Structure; Carefully choose how to best visualize the project. Use a table or a schedule to do so. <br /> <br /> <br /> It is important for the project manager to keep in mind that the sub-projects cover 100% of the overall project scope. If parts of the scope are forgotten in the process, it can lead to delays or lacks in the final delivery.[4]<br /> <br /> ===Phase-based Work Breakdown Structure===<br /> <br /> A phase-based Work Breakdown Structure is as the name indicates based on the phases of the project. The first phase of a project is often the planning- or design phase and the last phase is often the turnover or closeout phase. The phases in between depend on the specific project but are often execution or construction phase followed by a control or inspection phase. <br /> When doing a Phase-based Work Breakdown Structure the first round of sub-projects will be based on the phases. The next round of sub-projects will be the deliverables in the different phases after which these sub-projects will be parted into smaller sub-projects of deliverables until the desired level of detail is achieve for the Work Breakdown Structure.[3][4]<br /> <br /> ===Deliverable-based Work Breakdown Structure===<br /> <br /> When <br /> <br /> ===Risk-based Work Breakdown Structure===<br /> <br /> ===Responsibility-based Work Breakdown Structure===<br /> <br /> <br /> ===Gantt Chart===<br /> <br /> A common tool for scheduling Work Breakdown Structures is a Gantt Chart. This schedule is waterfall based and provides a great overview of the sub-projects in a perspective of time as this kind of schedule works as a timeline.<br /> <br /> == '''References''' ==<br /> <br /> [https://sd.ds.dk/Viewer?ProjectNr=M351700&amp;Status=60.60&amp;Inline=true&amp;Page=1&amp;VariantID=.[1]]ISO Standard 21502, Project Management<br /> <br /> [https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View.[2]] Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides <br /> <br /> [https://www.workbreakdownstructure.com/.[3]] Visualization of Work Breakdown Structures, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.workbreakdownstructure.com/.[4]] Figure 1: Picture of tree schedule, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.adeaca.com/blog/faq-items/what-is-a-work-breakdown-structure/.[5]]ADEACA, What is a work breakdown structure?, Author: Matt Mong<br /> <br /> [https://www.gantt.com/.[6]]Figure 2: Picture of Gantt Chart, Author: Roger Duke</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=119582 2022-03-21T20:34:09Z

<p>S173964: /* How to implement Work Breakdown Structure */</p> <hr /> <div>=='''Abstract'''==<br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article. <br /> <br /> <br /> The article consists of the following sections: <br /> <br /> - What is Work Breakdown Structure? <br /> <br /> - Why is Work Breakdown Structure an important tool in project management? <br /> <br /> - How to implement Work Breakdown Structure? <br /> <br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> <br /> In each section, the question will be answered. This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.<br /> <br /> =='''What is a Work Breakdown Structure?'''==<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or program into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programmed is defined in the very beginning of this project- or program’s lifespan, it might be favorable to look at the work that is needed in order to fulfil the scope and deliver on the project/program.<br /> <br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated. [2]<br /> <br /> <br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model and they can be phase-based or deliverable-based, risk-based or responsibility-based[3][4]. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.<br /> <br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work. <br /> <br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.<br /> <br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product.<br /> <br /> =='''Why is WBS important?'''==<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.[2]<br /> <br /> =='''How to implement Work Breakdown Structure'''==<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.[2]<br /> <br /> <br /> Common for all Work Breakdown Structures is that the sub-projects should be deliverables or outcomes, and not on actions. This ensures that the sub-projects are manageable, definable, estimable, and measurable. For instance; if the overall project is renovating a bathroom, one of the sub-projects would be to install a new toilet. This task is definable in the way that it is easily understood by the ones working on the renovation: the toilet must be set up and installed. The task is manageable because the responsibility of setting up and installing the toilet can be handed out to a person with the ability to do it. The task is estimable because the time used to set up and install the toilet can be estimated as well as the expenses for the workforce and the resources. Last but not least, the task is measurable because the task will result in a physical installation when done and the time used on the task can be measured as the timespan from the beginning of the task till the end of the task. [4]<br /> <br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule and another way to do it is by making a waterfall structure. The different structures can be phase-based or deliverable-based, risk-based or responsibility-based. [4]<br /> <br /> <br /> [[File:WBS_fig1.PNG|500px||Example of scatter plot]]<br /> <br /> ''Figure 1: on the left side a waterfall structure is shown [5] and on the right side a tree structure is shown [6]''<br /> <br /> <br /> The waterfall structure in figure 1 illustrates how a process will lead to another process with is often the case in projects. In a building project for instance certain sub-projects must be done in other to move on to new sub-projects. If the project is to renovate a roof on a house, a scaffold must be mounted before the work on the roof can be started. <br /> The tree structure on the right side of figure 1 shows a project scope on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analyzed for cost and work. [3]<br /> <br /> <br /> To implement a Work Breakdown Structure the following steps must be fulfilled: <br /> <br /> <br /> # Gather information; Collect all the information and documentation on the project.<br /> # Analyze the information; Identify the scope and goal of the project. Find the stakeholders and team members of the project who are essential in order to fulfill the project scope. <br /> # Identify the first sub-projects; Roughly part the project into sub-projects. <br /> # Part sub-projects into smaller sub-projects; Part the sub-projects into smaller sub-projects. Repeat the process until the level of details on every sub-project is satisfactorily. <br /> # Estimate on the sub-projects; On every sub-project estimation of time and expenses (resources, workforce..) can be done. Then the small works are analyzed the total cost of the project can be summed.<br /> # Choose way to visualize the Work Breakdown Structure; Carefully choose how to best visualize the project. Use a table or a schedule to do so. <br /> <br /> <br /> It is important for the project manager to keep in mind that the sub-projects cover 100% of the overall project scope. If parts of the scope are forgotten in the process, it can lead to delays or lacks in the final delivery.[4]<br /> <br /> ===Phase-based Work Breakdown Structure===<br /> <br /> A phase-based Work Breakdown Structure is as the name indicates based on the phases of the project. The first phase of a project is often the planning- or design phase and the last phase is often the turnover or closeout phase. The phases in between depend on the specific project but are often execution or construction phase followed by a control or inspection phase. <br /> <br /> When doing a Phase-based Work Breakdown Structure the first round of sub-projects will be based on the phases. The next round of sub-projects will be the deliverables in the different phases after which these sub-projects will be parted into smaller sub-projects of deliverables until the desired level of detail is achieve for the Work Breakdown Structure.[3][4]<br /> <br /> ===Deliverable-based Work Breakdown Structure===<br /> <br /> When <br /> <br /> ===Risk-based Work Breakdown Structure===<br /> <br /> ===Responsibility-based Work Breakdown Structure===<br /> <br /> <br /> ===Gantt Chart===<br /> <br /> A common tool for scheduling Work Breakdown Structures is a Gantt Chart. This schedule is waterfall based and provides a great overview of the sub-projects in a perspective of time as this kind of schedule works as a timeline.<br /> <br /> == '''References''' ==<br /> <br /> [https://sd.ds.dk/Viewer?ProjectNr=M351700&amp;Status=60.60&amp;Inline=true&amp;Page=1&amp;VariantID=.[1]]ISO Standard 21502, Project Management<br /> <br /> [https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View.[2]] Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides <br /> <br /> [https://www.workbreakdownstructure.com/.[3]] Visualization of Work Breakdown Structures, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.workbreakdownstructure.com/.[4]] Figure 1: Picture of tree schedule, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.adeaca.com/blog/faq-items/what-is-a-work-breakdown-structure/.[5]]ADEACA, What is a work breakdown structure?, Author: Matt Mong<br /> <br /> [https://www.gantt.com/.[6]]Figure 2: Picture of Gantt Chart, Author: Roger Duke</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=119581 2022-03-21T20:33:41Z

<p>S173964: /* Phase-based Work Breakdown Structure */</p> <hr /> <div>=='''Abstract'''==<br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article. <br /> <br /> <br /> The article consists of the following sections: <br /> <br /> - What is Work Breakdown Structure? <br /> <br /> - Why is Work Breakdown Structure an important tool in project management? <br /> <br /> - How to implement Work Breakdown Structure? <br /> <br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> <br /> In each section, the question will be answered. This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.<br /> <br /> =='''What is a Work Breakdown Structure?'''==<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or program into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programmed is defined in the very beginning of this project- or program’s lifespan, it might be favorable to look at the work that is needed in order to fulfil the scope and deliver on the project/program.<br /> <br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated. [2]<br /> <br /> <br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model and they can be phase-based or deliverable-based, risk-based or responsibility-based[3][4]. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.<br /> <br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work. <br /> <br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.<br /> <br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product.<br /> <br /> =='''Why is WBS important?'''==<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.[2]<br /> <br /> =='''How to implement Work Breakdown Structure'''==<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.[2]<br /> <br /> <br /> Common for all Work Breakdown Structures is that the sub-projects should be deliverables or outcomes, and not on actions. This ensures that the sub-projects are manageable, definable, estimable, and measurable. For instance; if the overall project is renovating a bathroom, one of the sub-projects would be to install a new toilet. This task is definable in the way that it is easily understood by the ones working on the renovation: the toilet must be set up and installed. The task is manageable because the responsibility of setting up and installing the toilet can be handed out to a person with the ability to do it. The task is estimable because the time used to set up and install the toilet can be estimated as well as the expenses for the workforce and the resources. Last but not least, the task is measurable because the task will result in a physical installation when done and the time used on the task can be measured as the timespan from the beginning of the task till the end of the task. [4]<br /> <br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule and another way to do it is by making a waterfall structure. The different structures can be phase-based or deliverable-based, risk-based or responsibility-based. [4]<br /> <br /> <br /> [[File:WBS_fig1.PNG|500px||Example of scatter plot]]<br /> <br /> ''Figure 1: on the left side a waterfall structure is shown [5] and on the right side a tree structure is shown [6]''<br /> <br /> <br /> The waterfall structure in figure 1 illustrates how a process will lead to another process with is often the case in projects. In a building project for instance certain sub-projects must be done in other to move on to new sub-projects. If the project is to renovate a roof on a house, a scaffold must be mounted before the work on the roof can be started. <br /> The tree structure on the right side of figure 1 shows a project scope on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analyzed for cost and work. [3]<br /> <br /> <br /> To implement a Work Breakdown Structure the following steps must be fulfilled: <br /> <br /> <br /> # Gather information; Collect all the information and documentation on the project.<br /> # Analyze the information; Identify the scope and goal of the project. Find the stakeholders and team members of the project who are essential in order to fulfill the project scope. <br /> # Identify the first sub-projects; Roughly part the project into sub-projects. <br /> # Part sub-projects into smaller sub-projects; Part the sub-projects into smaller sub-projects. Repeat the process until the level of details on every sub-project is satisfactorily. <br /> # Estimate on the sub-projects; On every sub-project estimation of time and expenses (resources, workforce..) can be done. Then the small works are analyzed the total cost of the project can be summed.<br /> # Choose way to visualize the Work Breakdown Structure; Carefully choose how to best visualize the project. Use a table or a schedule to do so. <br /> <br /> <br /> It is important for the project manager to keep in mind that the sub-projects cover 100% of the overall project scope. If parts of the scope are forgotten in the process, it can lead to delays or lacks in the final delivery.[4]<br /> <br /> <br /> ===Phase-based Work Breakdown Structure===<br /> <br /> A phase-based Work Breakdown Structure is as the name indicates based on the phases of the project. The first phase of a project is often the planning- or design phase and the last phase is often the turnover or closeout phase. The phases in between depend on the specific project but are often execution or construction phase followed by a control or inspection phase. <br /> <br /> When doing a Phase-based Work Breakdown Structure the first round of sub-projects will be based on the phases. The next round of sub-projects will be the deliverables in the different phases after which these sub-projects will be parted into smaller sub-projects of deliverables until the desired level of detail is achieve for the Work Breakdown Structure.[3][4]<br /> <br /> ===Deliverable-based Work Breakdown Structure===<br /> <br /> When <br /> <br /> ===Risk-based Work Breakdown Structure===<br /> <br /> ===Responsibility-based Work Breakdown Structure===<br /> <br /> <br /> ===Gantt Chart===<br /> <br /> A common tool for scheduling Work Breakdown Structures is a Gantt Chart. This schedule is waterfall based and provides a great overview of the sub-projects in a perspective of time as this kind of schedule works as a timeline.<br /> <br /> == '''References''' ==<br /> <br /> [https://sd.ds.dk/Viewer?ProjectNr=M351700&amp;Status=60.60&amp;Inline=true&amp;Page=1&amp;VariantID=.[1]]ISO Standard 21502, Project Management<br /> <br /> [https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View.[2]] Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides <br /> <br /> [https://www.workbreakdownstructure.com/.[3]] Visualization of Work Breakdown Structures, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.workbreakdownstructure.com/.[4]] Figure 1: Picture of tree schedule, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.adeaca.com/blog/faq-items/what-is-a-work-breakdown-structure/.[5]]ADEACA, What is a work breakdown structure?, Author: Matt Mong<br /> <br /> [https://www.gantt.com/.[6]]Figure 2: Picture of Gantt Chart, Author: Roger Duke</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=119579 2022-03-21T20:33:05Z

<p>S173964: /* How to implement Work Breakdown Structure */</p> <hr /> <div>=='''Abstract'''==<br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article. <br /> <br /> <br /> The article consists of the following sections: <br /> <br /> - What is Work Breakdown Structure? <br /> <br /> - Why is Work Breakdown Structure an important tool in project management? <br /> <br /> - How to implement Work Breakdown Structure? <br /> <br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> <br /> In each section, the question will be answered. This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.<br /> <br /> =='''What is a Work Breakdown Structure?'''==<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or program into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programmed is defined in the very beginning of this project- or program’s lifespan, it might be favorable to look at the work that is needed in order to fulfil the scope and deliver on the project/program.<br /> <br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated. [2]<br /> <br /> <br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model and they can be phase-based or deliverable-based, risk-based or responsibility-based[3][4]. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.<br /> <br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work. <br /> <br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.<br /> <br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product.<br /> <br /> =='''Why is WBS important?'''==<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.[2]<br /> <br /> =='''How to implement Work Breakdown Structure'''==<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.[2]<br /> <br /> <br /> Common for all Work Breakdown Structures is that the sub-projects should be deliverables or outcomes, and not on actions. This ensures that the sub-projects are manageable, definable, estimable, and measurable. For instance; if the overall project is renovating a bathroom, one of the sub-projects would be to install a new toilet. This task is definable in the way that it is easily understood by the ones working on the renovation: the toilet must be set up and installed. The task is manageable because the responsibility of setting up and installing the toilet can be handed out to a person with the ability to do it. The task is estimable because the time used to set up and install the toilet can be estimated as well as the expenses for the workforce and the resources. Last but not least, the task is measurable because the task will result in a physical installation when done and the time used on the task can be measured as the timespan from the beginning of the task till the end of the task. [4]<br /> <br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule and another way to do it is by making a waterfall structure. The different structures can be phase-based or deliverable-based, risk-based or responsibility-based. [4]<br /> <br /> <br /> [[File:WBS_fig1.PNG|500px||Example of scatter plot]]<br /> <br /> ''Figure 1: on the left side a waterfall structure is shown [5] and on the right side a tree structure is shown [6]''<br /> <br /> <br /> The waterfall structure in figure 1 illustrates how a process will lead to another process with is often the case in projects. In a building project for instance certain sub-projects must be done in other to move on to new sub-projects. If the project is to renovate a roof on a house, a scaffold must be mounted before the work on the roof can be started. <br /> The tree structure on the right side of figure 1 shows a project scope on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analyzed for cost and work. [3]<br /> <br /> <br /> To implement a Work Breakdown Structure the following steps must be fulfilled: <br /> <br /> <br /> # Gather information; Collect all the information and documentation on the project.<br /> # Analyze the information; Identify the scope and goal of the project. Find the stakeholders and team members of the project who are essential in order to fulfill the project scope. <br /> # Identify the first sub-projects; Roughly part the project into sub-projects. <br /> # Part sub-projects into smaller sub-projects; Part the sub-projects into smaller sub-projects. Repeat the process until the level of details on every sub-project is satisfactorily. <br /> # Estimate on the sub-projects; On every sub-project estimation of time and expenses (resources, workforce..) can be done. Then the small works are analyzed the total cost of the project can be summed.<br /> # Choose way to visualize the Work Breakdown Structure; Carefully choose how to best visualize the project. Use a table or a schedule to do so. <br /> <br /> <br /> It is important for the project manager to keep in mind that the sub-projects cover 100% of the overall project scope. If parts of the scope are forgotten in the process, it can lead to delays or lacks in the final delivery.[4]<br /> <br /> <br /> ===Phase-based Work Breakdown Structure===<br /> <br /> A phase-based Work Breakdown Structure is as the name indicates based on the phases of the project. The first phase of a project is often the planning- or design phase and the last phase is often the turnover or closeout phase. The phases in between depend on the specific project but are often execution or construction phase followed by a control or inspection phase. <br /> When doing a Phase-based Work Breakdown Structure the first round of sub-projects will be based on the phases. The next round of sub-projects will be the deliverables in the different phases after which these sub-projects will be parted into smaller sub-projects of deliverables until the desired level of detail is achieve for the Work Breakdown Structure.[3][4]<br /> <br /> ===Deliverable-based Work Breakdown Structure===<br /> <br /> When <br /> <br /> ===Risk-based Work Breakdown Structure===<br /> <br /> ===Responsibility-based Work Breakdown Structure===<br /> <br /> <br /> ===Gantt Chart===<br /> <br /> A common tool for scheduling Work Breakdown Structures is a Gantt Chart. This schedule is waterfall based and provides a great overview of the sub-projects in a perspective of time as this kind of schedule works as a timeline.<br /> <br /> == '''References''' ==<br /> <br /> [https://sd.ds.dk/Viewer?ProjectNr=M351700&amp;Status=60.60&amp;Inline=true&amp;Page=1&amp;VariantID=.[1]]ISO Standard 21502, Project Management<br /> <br /> [https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View.[2]] Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides <br /> <br /> [https://www.workbreakdownstructure.com/.[3]] Visualization of Work Breakdown Structures, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.workbreakdownstructure.com/.[4]] Figure 1: Picture of tree schedule, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.adeaca.com/blog/faq-items/what-is-a-work-breakdown-structure/.[5]]ADEACA, What is a work breakdown structure?, Author: Matt Mong<br /> <br /> [https://www.gantt.com/.[6]]Figure 2: Picture of Gantt Chart, Author: Roger Duke</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=119573 2022-03-21T20:31:33Z

<p>S173964: /* What is a Work Breakdown Structure? */</p> <hr /> <div>=='''Abstract'''==<br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article. <br /> <br /> <br /> The article consists of the following sections: <br /> <br /> - What is Work Breakdown Structure? <br /> <br /> - Why is Work Breakdown Structure an important tool in project management? <br /> <br /> - How to implement Work Breakdown Structure? <br /> <br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> <br /> In each section, the question will be answered. This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.<br /> <br /> =='''What is a Work Breakdown Structure?'''==<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or program into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programmed is defined in the very beginning of this project- or program’s lifespan, it might be favorable to look at the work that is needed in order to fulfil the scope and deliver on the project/program.<br /> <br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated. [2]<br /> <br /> <br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model and they can be phase-based or deliverable-based, risk-based or responsibility-based[3][4]. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.<br /> <br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work. <br /> <br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.<br /> <br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product.<br /> <br /> =='''Why is WBS important?'''==<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.[2]<br /> <br /> =='''How to implement Work Breakdown Structure'''==<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.[2]<br /> <br /> Common for all Work Breakdown Structures is that the sub-projects should be deliverables or outcomes, and not on actions. This ensures that the sub-projects are manageable, definable, estimable, and measurable. For instance; if the overall project is renovating a bathroom, one of the sub-projects would be to install a new toilet. This task is definable in the way that it is easily understood by the ones working on the renovation: the toilet must be set up and installed. The task is manageable because the responsibility of setting up and installing the toilet can be handed out to a person with the ability to do it. The task is estimable because the time used to set up and install the toilet can be estimated as well as the expenses for the workforce and the resources. Last but not least, the task is measurable because the task will result in a physical installation when done and the time used on the task can be measured as the timespan from the beginning of the task till the end of the task. [4]<br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule and another way to do it is by making a waterfall structure. The different structures can be phase-based or deliverable-based, risk-based or responsibility-based. [4]<br /> <br /> <br /> [[File:WBS_fig1.PNG|500px||Example of scatter plot]]<br /> <br /> ''Figure 1: on the left side a waterfall structure is shown [5] and on the right side a tree structure is shown [6]''<br /> <br /> <br /> The waterfall structure in figure 1 illustrates how a process will lead to another process with is often the case in projects. In a building project for instance certain sub-projects must be done in other to move on to new sub-projects. If the project is to renovate a roof on a house, a scaffold must be mounted before the work on the roof can be started. <br /> The tree structure on the right side of figure 1 shows a project scope on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analyzed for cost and work. [3]<br /> <br /> <br /> To implement a Work Breakdown Structure the following steps must be fulfilled: <br /> <br /> # Gather information; Collect all the information and documentation on the project.<br /> # Analyze the information; Identify the scope and goal of the project. Find the stakeholders and team members of the project who are essential in order to fulfill the project scope. <br /> # Identify the first sub-projects; Roughly part the project into sub-projects. <br /> # Part sub-projects into smaller sub-projects; Part the sub-projects into smaller sub-projects. Repeat the process until the level of details on every sub-project is satisfactorily. <br /> # Estimate on the sub-projects; On every sub-project estimation of time and expenses (resources, workforce..) can be done. Then the small works are analyzed the total cost of the project can be summed.<br /> # Choose way to visualize the Work Breakdown Structure; Carefully choose how to best visualize the project. Use a table or a schedule to do so. <br /> <br /> It is important for the project manager to keep in mind that the sub-projects cover 100% of the overall project scope. If parts of the scope are forgotten in the process, it can lead to delays or lacks in the final delivery.[4]<br /> <br /> <br /> ===Phase-based Work Breakdown Structure===<br /> A phase-based Work Breakdown Structure is as the name indicates based on the phases of the project. The first phase of a project is often the planning- or design phase and the last phase is often the turnover or closeout phase. The phases in between depend on the specific project but are often execution or construction phase followed by a control or inspection phase. <br /> When doing a Phase-based Work Breakdown Structure the first round of sub-projects will be based on the phases. The next round of sub-projects will be the deliverables in the different phases after which these sub-projects will be parted into smaller sub-projects of deliverables until the desired level of detail is achieve for the Work Breakdown Structure.[3][4]<br /> <br /> ===Deliverable-based Work Breakdown Structure===<br /> When <br /> <br /> ===Risk-based Work Breakdown Structure===<br /> <br /> ===Responsibility-based Work Breakdown Structure===<br /> <br /> <br /> ===Gantt Chart===<br /> <br /> A common tool for scheduling Work Breakdown Structures is a Gantt Chart. This schedule is waterfall based and provides a great overview of the sub-projects in a perspective of time as this kind of schedule works as a timeline. <br /> <br /> == '''References''' ==<br /> <br /> [https://sd.ds.dk/Viewer?ProjectNr=M351700&amp;Status=60.60&amp;Inline=true&amp;Page=1&amp;VariantID=.[1]]ISO Standard 21502, Project Management<br /> <br /> [https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View.[2]] Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides <br /> <br /> [https://www.workbreakdownstructure.com/.[3]] Visualization of Work Breakdown Structures, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.workbreakdownstructure.com/.[4]] Figure 1: Picture of tree schedule, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.adeaca.com/blog/faq-items/what-is-a-work-breakdown-structure/.[5]]ADEACA, What is a work breakdown structure?, Author: Matt Mong<br /> <br /> [https://www.gantt.com/.[6]]Figure 2: Picture of Gantt Chart, Author: Roger Duke</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=119572 2022-03-21T20:31:18Z

<p>S173964: /* What is a Work Breakdown Structure? */</p> <hr /> <div>=='''Abstract'''==<br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article. <br /> <br /> <br /> The article consists of the following sections: <br /> <br /> - What is Work Breakdown Structure? <br /> <br /> - Why is Work Breakdown Structure an important tool in project management? <br /> <br /> - How to implement Work Breakdown Structure? <br /> <br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> <br /> In each section, the question will be answered. This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.<br /> <br /> =='''What is a Work Breakdown Structure?'''==<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or program into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programmed is defined in the very beginning of this project- or program’s lifespan, it might be favorable to look at the work that is needed in order to fulfil the scope and deliver on the project/program.<br /> <br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated. [2]<br /> <br /> <br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model and they can be phase-based or deliverable-based, risk-based or responsibility-based[3][4]. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.<br /> <br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work. <br /> <br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.<br /> <br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product.<br /> <br /> =='''Why is WBS important?'''==<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.[2]<br /> <br /> =='''How to implement Work Breakdown Structure'''==<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.[2]<br /> <br /> Common for all Work Breakdown Structures is that the sub-projects should be deliverables or outcomes, and not on actions. This ensures that the sub-projects are manageable, definable, estimable, and measurable. For instance; if the overall project is renovating a bathroom, one of the sub-projects would be to install a new toilet. This task is definable in the way that it is easily understood by the ones working on the renovation: the toilet must be set up and installed. The task is manageable because the responsibility of setting up and installing the toilet can be handed out to a person with the ability to do it. The task is estimable because the time used to set up and install the toilet can be estimated as well as the expenses for the workforce and the resources. Last but not least, the task is measurable because the task will result in a physical installation when done and the time used on the task can be measured as the timespan from the beginning of the task till the end of the task. [4]<br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule and another way to do it is by making a waterfall structure. The different structures can be phase-based or deliverable-based, risk-based or responsibility-based. [4]<br /> <br /> <br /> [[File:WBS_fig1.PNG|500px||Example of scatter plot]]<br /> <br /> ''Figure 1: on the left side a waterfall structure is shown [5] and on the right side a tree structure is shown [6]''<br /> <br /> <br /> The waterfall structure in figure 1 illustrates how a process will lead to another process with is often the case in projects. In a building project for instance certain sub-projects must be done in other to move on to new sub-projects. If the project is to renovate a roof on a house, a scaffold must be mounted before the work on the roof can be started. <br /> The tree structure on the right side of figure 1 shows a project scope on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analyzed for cost and work. [3]<br /> <br /> <br /> To implement a Work Breakdown Structure the following steps must be fulfilled: <br /> <br /> # Gather information; Collect all the information and documentation on the project.<br /> # Analyze the information; Identify the scope and goal of the project. Find the stakeholders and team members of the project who are essential in order to fulfill the project scope. <br /> # Identify the first sub-projects; Roughly part the project into sub-projects. <br /> # Part sub-projects into smaller sub-projects; Part the sub-projects into smaller sub-projects. Repeat the process until the level of details on every sub-project is satisfactorily. <br /> # Estimate on the sub-projects; On every sub-project estimation of time and expenses (resources, workforce..) can be done. Then the small works are analyzed the total cost of the project can be summed.<br /> # Choose way to visualize the Work Breakdown Structure; Carefully choose how to best visualize the project. Use a table or a schedule to do so. <br /> <br /> It is important for the project manager to keep in mind that the sub-projects cover 100% of the overall project scope. If parts of the scope are forgotten in the process, it can lead to delays or lacks in the final delivery.[4]<br /> <br /> <br /> ===Phase-based Work Breakdown Structure===<br /> A phase-based Work Breakdown Structure is as the name indicates based on the phases of the project. The first phase of a project is often the planning- or design phase and the last phase is often the turnover or closeout phase. The phases in between depend on the specific project but are often execution or construction phase followed by a control or inspection phase. <br /> When doing a Phase-based Work Breakdown Structure the first round of sub-projects will be based on the phases. The next round of sub-projects will be the deliverables in the different phases after which these sub-projects will be parted into smaller sub-projects of deliverables until the desired level of detail is achieve for the Work Breakdown Structure.[3][4]<br /> <br /> ===Deliverable-based Work Breakdown Structure===<br /> When <br /> <br /> ===Risk-based Work Breakdown Structure===<br /> <br /> ===Responsibility-based Work Breakdown Structure===<br /> <br /> <br /> ===Gantt Chart===<br /> <br /> A common tool for scheduling Work Breakdown Structures is a Gantt Chart. This schedule is waterfall based and provides a great overview of the sub-projects in a perspective of time as this kind of schedule works as a timeline. <br /> <br /> == '''References''' ==<br /> <br /> [https://sd.ds.dk/Viewer?ProjectNr=M351700&amp;Status=60.60&amp;Inline=true&amp;Page=1&amp;VariantID=.[1]]ISO Standard 21502, Project Management<br /> <br /> [https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View.[2]] Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides <br /> <br /> [https://www.workbreakdownstructure.com/.[3]] Visualization of Work Breakdown Structures, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.workbreakdownstructure.com/.[4]] Figure 1: Picture of tree schedule, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.adeaca.com/blog/faq-items/what-is-a-work-breakdown-structure/.[5]]ADEACA, What is a work breakdown structure?, Author: Matt Mong<br /> <br /> [https://www.gantt.com/.[6]]Figure 2: Picture of Gantt Chart, Author: Roger Duke</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=119570 2022-03-21T20:31:02Z

<p>S173964: /* Abstract */</p> <hr /> <div>=='''Abstract'''==<br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article. <br /> <br /> <br /> The article consists of the following sections: <br /> <br /> - What is Work Breakdown Structure? <br /> <br /> - Why is Work Breakdown Structure an important tool in project management? <br /> <br /> - How to implement Work Breakdown Structure? <br /> <br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> <br /> In each section, the question will be answered. This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.<br /> <br /> =='''What is a Work Breakdown Structure?'''==<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or program into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programmed is defined in the very beginning of this project- or program’s lifespan, it might be favorable to look at the work that is needed in order to fulfil the scope and deliver on the project/program.<br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated. [2]<br /> <br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model and they can be phase-based or deliverable-based, risk-based or responsibility-based[3][4]. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.<br /> <br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work. <br /> <br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.<br /> <br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product. <br /> <br /> <br /> =='''Why is WBS important?'''==<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.[2]<br /> <br /> =='''How to implement Work Breakdown Structure'''==<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.[2]<br /> <br /> Common for all Work Breakdown Structures is that the sub-projects should be deliverables or outcomes, and not on actions. This ensures that the sub-projects are manageable, definable, estimable, and measurable. For instance; if the overall project is renovating a bathroom, one of the sub-projects would be to install a new toilet. This task is definable in the way that it is easily understood by the ones working on the renovation: the toilet must be set up and installed. The task is manageable because the responsibility of setting up and installing the toilet can be handed out to a person with the ability to do it. The task is estimable because the time used to set up and install the toilet can be estimated as well as the expenses for the workforce and the resources. Last but not least, the task is measurable because the task will result in a physical installation when done and the time used on the task can be measured as the timespan from the beginning of the task till the end of the task. [4]<br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule and another way to do it is by making a waterfall structure. The different structures can be phase-based or deliverable-based, risk-based or responsibility-based. [4]<br /> <br /> <br /> [[File:WBS_fig1.PNG|500px||Example of scatter plot]]<br /> <br /> ''Figure 1: on the left side a waterfall structure is shown [5] and on the right side a tree structure is shown [6]''<br /> <br /> <br /> The waterfall structure in figure 1 illustrates how a process will lead to another process with is often the case in projects. In a building project for instance certain sub-projects must be done in other to move on to new sub-projects. If the project is to renovate a roof on a house, a scaffold must be mounted before the work on the roof can be started. <br /> The tree structure on the right side of figure 1 shows a project scope on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analyzed for cost and work. [3]<br /> <br /> <br /> To implement a Work Breakdown Structure the following steps must be fulfilled: <br /> <br /> # Gather information; Collect all the information and documentation on the project.<br /> # Analyze the information; Identify the scope and goal of the project. Find the stakeholders and team members of the project who are essential in order to fulfill the project scope. <br /> # Identify the first sub-projects; Roughly part the project into sub-projects. <br /> # Part sub-projects into smaller sub-projects; Part the sub-projects into smaller sub-projects. Repeat the process until the level of details on every sub-project is satisfactorily. <br /> # Estimate on the sub-projects; On every sub-project estimation of time and expenses (resources, workforce..) can be done. Then the small works are analyzed the total cost of the project can be summed.<br /> # Choose way to visualize the Work Breakdown Structure; Carefully choose how to best visualize the project. Use a table or a schedule to do so. <br /> <br /> It is important for the project manager to keep in mind that the sub-projects cover 100% of the overall project scope. If parts of the scope are forgotten in the process, it can lead to delays or lacks in the final delivery.[4]<br /> <br /> <br /> ===Phase-based Work Breakdown Structure===<br /> A phase-based Work Breakdown Structure is as the name indicates based on the phases of the project. The first phase of a project is often the planning- or design phase and the last phase is often the turnover or closeout phase. The phases in between depend on the specific project but are often execution or construction phase followed by a control or inspection phase. <br /> When doing a Phase-based Work Breakdown Structure the first round of sub-projects will be based on the phases. The next round of sub-projects will be the deliverables in the different phases after which these sub-projects will be parted into smaller sub-projects of deliverables until the desired level of detail is achieve for the Work Breakdown Structure.[3][4]<br /> <br /> ===Deliverable-based Work Breakdown Structure===<br /> When <br /> <br /> ===Risk-based Work Breakdown Structure===<br /> <br /> ===Responsibility-based Work Breakdown Structure===<br /> <br /> <br /> ===Gantt Chart===<br /> <br /> A common tool for scheduling Work Breakdown Structures is a Gantt Chart. This schedule is waterfall based and provides a great overview of the sub-projects in a perspective of time as this kind of schedule works as a timeline. <br /> <br /> == '''References''' ==<br /> <br /> [https://sd.ds.dk/Viewer?ProjectNr=M351700&amp;Status=60.60&amp;Inline=true&amp;Page=1&amp;VariantID=.[1]]ISO Standard 21502, Project Management<br /> <br /> [https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View.[2]] Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides <br /> <br /> [https://www.workbreakdownstructure.com/.[3]] Visualization of Work Breakdown Structures, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.workbreakdownstructure.com/.[4]] Figure 1: Picture of tree schedule, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.adeaca.com/blog/faq-items/what-is-a-work-breakdown-structure/.[5]]ADEACA, What is a work breakdown structure?, Author: Matt Mong<br /> <br /> [https://www.gantt.com/.[6]]Figure 2: Picture of Gantt Chart, Author: Roger Duke</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=119569 2022-03-21T20:30:44Z

<p>S173964: </p> <hr /> <div>=='''Abstract'''==<br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article. <br /> <br /> The article consists of the following sections: <br /> <br /> - What is Work Breakdown Structure? <br /> <br /> - Why is Work Breakdown Structure an important tool in project management? <br /> <br /> - How to implement Work Breakdown Structure? <br /> <br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> <br /> In each section, the question will be answered. This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.<br /> <br /> <br /> =='''What is a Work Breakdown Structure?'''==<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or program into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programmed is defined in the very beginning of this project- or program’s lifespan, it might be favorable to look at the work that is needed in order to fulfil the scope and deliver on the project/program.<br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated. [2]<br /> <br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model and they can be phase-based or deliverable-based, risk-based or responsibility-based[3][4]. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.<br /> <br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work. <br /> <br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.<br /> <br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product. <br /> <br /> <br /> =='''Why is WBS important?'''==<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.[2]<br /> <br /> =='''How to implement Work Breakdown Structure'''==<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.[2]<br /> <br /> Common for all Work Breakdown Structures is that the sub-projects should be deliverables or outcomes, and not on actions. This ensures that the sub-projects are manageable, definable, estimable, and measurable. For instance; if the overall project is renovating a bathroom, one of the sub-projects would be to install a new toilet. This task is definable in the way that it is easily understood by the ones working on the renovation: the toilet must be set up and installed. The task is manageable because the responsibility of setting up and installing the toilet can be handed out to a person with the ability to do it. The task is estimable because the time used to set up and install the toilet can be estimated as well as the expenses for the workforce and the resources. Last but not least, the task is measurable because the task will result in a physical installation when done and the time used on the task can be measured as the timespan from the beginning of the task till the end of the task. [4]<br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule and another way to do it is by making a waterfall structure. The different structures can be phase-based or deliverable-based, risk-based or responsibility-based. [4]<br /> <br /> <br /> [[File:WBS_fig1.PNG|500px||Example of scatter plot]]<br /> <br /> ''Figure 1: on the left side a waterfall structure is shown [5] and on the right side a tree structure is shown [6]''<br /> <br /> <br /> The waterfall structure in figure 1 illustrates how a process will lead to another process with is often the case in projects. In a building project for instance certain sub-projects must be done in other to move on to new sub-projects. If the project is to renovate a roof on a house, a scaffold must be mounted before the work on the roof can be started. <br /> The tree structure on the right side of figure 1 shows a project scope on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analyzed for cost and work. [3]<br /> <br /> <br /> To implement a Work Breakdown Structure the following steps must be fulfilled: <br /> <br /> # Gather information; Collect all the information and documentation on the project.<br /> # Analyze the information; Identify the scope and goal of the project. Find the stakeholders and team members of the project who are essential in order to fulfill the project scope. <br /> # Identify the first sub-projects; Roughly part the project into sub-projects. <br /> # Part sub-projects into smaller sub-projects; Part the sub-projects into smaller sub-projects. Repeat the process until the level of details on every sub-project is satisfactorily. <br /> # Estimate on the sub-projects; On every sub-project estimation of time and expenses (resources, workforce..) can be done. Then the small works are analyzed the total cost of the project can be summed.<br /> # Choose way to visualize the Work Breakdown Structure; Carefully choose how to best visualize the project. Use a table or a schedule to do so. <br /> <br /> It is important for the project manager to keep in mind that the sub-projects cover 100% of the overall project scope. If parts of the scope are forgotten in the process, it can lead to delays or lacks in the final delivery.[4]<br /> <br /> <br /> ===Phase-based Work Breakdown Structure===<br /> A phase-based Work Breakdown Structure is as the name indicates based on the phases of the project. The first phase of a project is often the planning- or design phase and the last phase is often the turnover or closeout phase. The phases in between depend on the specific project but are often execution or construction phase followed by a control or inspection phase. <br /> When doing a Phase-based Work Breakdown Structure the first round of sub-projects will be based on the phases. The next round of sub-projects will be the deliverables in the different phases after which these sub-projects will be parted into smaller sub-projects of deliverables until the desired level of detail is achieve for the Work Breakdown Structure.[3][4]<br /> <br /> ===Deliverable-based Work Breakdown Structure===<br /> When <br /> <br /> ===Risk-based Work Breakdown Structure===<br /> <br /> ===Responsibility-based Work Breakdown Structure===<br /> <br /> <br /> ===Gantt Chart===<br /> <br /> A common tool for scheduling Work Breakdown Structures is a Gantt Chart. This schedule is waterfall based and provides a great overview of the sub-projects in a perspective of time as this kind of schedule works as a timeline. <br /> <br /> == '''References''' ==<br /> <br /> [https://sd.ds.dk/Viewer?ProjectNr=M351700&amp;Status=60.60&amp;Inline=true&amp;Page=1&amp;VariantID=.[1]]ISO Standard 21502, Project Management<br /> <br /> [https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View.[2]] Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides <br /> <br /> [https://www.workbreakdownstructure.com/.[3]] Visualization of Work Breakdown Structures, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.workbreakdownstructure.com/.[4]] Figure 1: Picture of tree schedule, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.adeaca.com/blog/faq-items/what-is-a-work-breakdown-structure/.[5]]ADEACA, What is a work breakdown structure?, Author: Matt Mong<br /> <br /> [https://www.gantt.com/.[6]]Figure 2: Picture of Gantt Chart, Author: Roger Duke</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=119558 2022-03-21T20:26:25Z

<p>S173964: </p> <hr /> <div><br /> ==’’’Abstract ’’’==<br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article. <br /> The article consists of the following sections: - What is Work Breakdown Structure? - Why is Work Breakdown Structure an important tool in project management? - How to implement Work Breakdown Structure? - What are the limitations of Work Breakdown Structure?<br /> In each section, the question will be answered. This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.<br /> ==’’’What is a Work Breakdown Structure? ’’’==<br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or program into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programmed is defined in the very beginning of this project- or program’s lifespan, it might be favorable to look at the work that is needed in order to fulfil the scope and deliver on the project/program.<br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated. [2]<br /> <br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model and they can be phase-based or deliverable-based, risk-based or responsibility-based[3][4]. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.<br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work. <br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.<br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product. <br /> <br /> ==’’’Why is WBS important? ’’’ ==<br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.[2]<br /> <br /> ==’’’How to implement Work Breakdown Structure’’’==<br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.[2]<br /> Common for all Work Breakdown Structures is that the sub-projects should be deliverables or outcomes, and not on actions. This ensures that the sub-projects are manageable, definable, estimable, and measurable. For instance; if the overall project is renovating a bathroom, one of the sub-projects would be to install a new toilet. This task is definable in the way that it is easily understood by the ones working on the renovation: the toilet must be set up and installed. The task is manageable because the responsibility of setting up and installing the toilet can be handed out to a person with the ability to do it. The task is estimable because the time used to set up and install the toilet can be estimated as well as the expenses for the workforce and the resources. Last but not least, the task is measurable because the task will result in a physical installation when done and the time used on the task can be measured as the timespan from the beginning of the task till the end of the task. [4]<br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule and another way to do it is by making a waterfall structure. The different structures can be phase-based or deliverable-based, risk-based or responsibility-based. [4]<br /> <br /> <br /> [[File:WBS_fig1.png|500px||Example of scatter plot]]<br /> ‘’Figure 1: on the left side a waterfall structure is shown [5] and on the right side a tree structure is shown [6]’’<br /> The waterfall structure in figure 1 illustrates how a process will lead to another process with is often the case in projects. In a building project for instance certain sub-projects must be done in other to move on to new sub-projects. If the project is to renovate a roof on a house, a scaffold must be mounted before the work on the roof can be started. <br /> The tree structure on the right side of figure 1 shows a project scope on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analyzed for cost and work. [3]<br /> To implement a Work Breakdown Structure the following steps must be fulfilled: <br /> # Gather information; Collect all the information and documentation on the project.<br /> # Analyze the information; Identify the scope and goal of the project. Find the stakeholders and team members of the project who are essential in order to fulfill the project scope. <br /> # Identify the first sub-projects; Roughly part the project into sub-projects. <br /> # Part sub-projects into smaller sub-projects; Part the sub-projects into smaller sub-projects. Repeat the process until the level of details on every sub-project is satisfactorily. <br /> # Estimate on the sub-projects; On every sub-project estimation of time and expenses (resources, workforce..) can be done. Then the small works are analyzed the total cost of the project can be summed.<br /> # Choose way to visualize the Work Breakdown Structure; Carefully choose how to best visualize the project. Use a table or a schedule to do so. <br /> It is important for the project manager to keep in mind that the sub-projects cover 100% of the overall project scope. If parts of the scope are forgotten in the process, it can lead to delays or lacks in the final delivery.[4]<br /> ===’’’Phase-based Work Breakdown Structure’’’===<br /> A phase-based Work Breakdown Structure is as the name indicates based on the phases of the project. The first phase of a project is often the planning- or design phase and the last phase is often the turnover or closeout phase. The phases in between depend on the specific project but are often execution or construction phase followed by a control or inspection phase. <br /> When doing a Phase-based Work Breakdown Structure the first round of sub-projects will be based on the phases. The next round of sub-projects will be the deliverables in the different phases after which these sub-projects will be parted into smaller sub-projects of deliverables until the desired level of detail is achieve for the Work Breakdown Structure.[3][4]<br /> <br /> ===’’’Deliverable-based Work Breakdown Structure’’’===<br /> When <br /> <br /> ===’’’Risk-based Work Breakdown Structure’’’===<br /> <br /> ===’’’Responsibility-based Work Breakdown Structure’’’===<br /> <br /> <br /> ===’’’Gantt Chart’’’===<br /> A common tool for scheduling Work Breakdown Structures is a Gantt Chart. This schedule is waterfall based and provides a great overview of the sub-projects in a perspective of time as this kind of schedule works as a timeline. <br /> <br /> == '''References''' ==<br /> <br /> [https://sd.ds.dk/Viewer?ProjectNr=M351700&amp;Status=60.60&amp;Inline=true&amp;Page=1&amp;VariantID=.[1]]ISO Standard 21502, Project Management<br /> <br /> [https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View.[2]] Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides <br /> <br /> [https://www.workbreakdownstructure.com/.[3]] Visualization of Work Breakdown Structures, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.workbreakdownstructure.com/.[4]] Figure 1: Picture of tree schedule, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.adeaca.com/blog/faq-items/what-is-a-work-breakdown-structure/.[5]]ADEACA, What is a work breakdown structure?, Author: Matt Mong<br /> <br /> [https://www.gantt.com/.[6]]Figure 2: Picture of Gantt Chart, Author: Roger Duke</div>

S173964 http://13.50.150.85/index.php?title=File:WBS_fig1.PNG&diff=119555 2022-03-21T20:25:30Z

<p>S173964: </p> <hr /> <div></div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=119050 2022-03-20T17:16:29Z

<p>S173964: /* References */</p> <hr /> <div><br /> <br /> =='''Abstract'''==<br /> <br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article.<br /> <br /> The article consists of the following sections:<br /> <br /> - What is Work Breakdown Structure?<br /> <br /> - Why is Work Breakdown Structure an important tool in project management?<br /> <br /> - How to implement Work Breakdown Structure<br /> <br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> <br /> In each section, the question will be answered.<br /> This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.<br /> <br /> == '''What is Work Breakdown Structure?''' ==<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or programme into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programme is defined in the very beginning of this project- or programmes lifespan, it might be favourable to look at the work that is needed in order to fulfil the scope and deliver on the project/programme.<br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated.<br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.<br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work.<br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.<br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product.<br /> <br /> <br /> == '''Why is Work Breakdown Structure an important tool in project management?''' ==<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.<br /> <br /> <br /> == '''How to implement Work Breakdown Structure''' ==<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.<br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule as seen in figure 1. The project scope is shown on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analysed for cost and work. Then the small works are analysed the total cost of the project can be summed.<br /> <br /> [[File:Gantt_Chart.png|500px||Example of scatter plot]]<br /> <br /> ''Figure 1: Tree structured Work Breakdown Structure Schedule. This shows the scope of the project is broken down into smaller scopes and how these smaller scopes are broken down into even smaller scopes.'' [3]<br /> <br /> Another way to implement Work Breakdown structure is to use a Gantt Chart. In order to do so, the project must of course be divided into smaller projects or sub-goals. These tasks are then organized in area of work, contact person and firm. It is also important to state who is responsible for the sub-goal to be finished to the expected time and at the agreed quality. Then this is examined, it is identified if any of the works or sub-goals or deliverables are overlapping and which of the works that are depending on each other. These works must be done in a certain order. After this identification, the time estimated for each work is determined and the works are ready to be scheduled.<br /> <br /> This can be done in two ways; Firstly, it can be done from the starting point of the project. The works are then scheduled from a date and forward until the estimated time for the given work is up. This step needs to take in to account, that holidays may occur in the timespan of the project. When a deadline is set for one work, the next work dependent on the first work can be scheduled and so on. The second way to do the time-scheduling is to begin from the deadline of the project and do the scheduling backwards. This is a good way to optimate the timespan of a project, because this provides the project manager with the fasted time schedule in a natural way. An example of a Gantt Chart can be seen in figure 2.[4]<br /> <br /> <br /> [[File:Tree Schedule.png|500px||Example of scatter plot]]<br /> <br /> <br /> ''Figure 2: Gantt Chart. It is seen that the chart provides a timeline for the project. This is a great way to get an overview of the works that needs to be done in a specific order, or at the same time.'' [5]<br /> <br /> Common to the two ways to schedule a Work Breakdown Structure is that both of them brings an overview of the project.<br /> <br /> <br /> =='''What are the limitations of Work Breakdown Structure?'''==<br /> <br /> As a project manager it is important to know what you don’t know - and to expect the unexpected. A Work Breakdown Structure of a project might give a great overview of a project but as much as this scheduling of the smaller work packages provides a sound estimation of the project, everything can still go wrong. The overview provides a good opportunity to do risk analysis on the project in details. It is also a good way to keep track of the time spend on the project and the different work packages. On that note it is easy to keep track of deviations from the schedule early in the process and act on these to provide some kind of damage control.<br /> <br /> To summarize: The Work Breakdown Structure is a good way to make a sound estimation of a project in terms of timespan and budged. But as a rule of thumb, something will deviate form the project plan at some point doing a project. A good Work Breakdown Structure schedule will provide an overview for the project manager, who in case of deviation from the schedule can act on them at an early state and reduce any harm to either the product delivered in the end, the time schedule, or the budget. As so, a Work Breakdown Structure can be seen as a work in progress and not a finished product.<br /> <br /> <br /> == '''References''' ==<br /> <br /> [https://sd.ds.dk/Viewer?ProjectNr=M351700&amp;Status=60.60&amp;Inline=true&amp;Page=1&amp;VariantID=.[1]]ISO Standard 21502, Project Management<br /> <br /> [https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View.[2]] Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides <br /> <br /> [https://www.workbreakdownstructure.com/.[3]] Visualization of Work Breakdown Structures, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.workbreakdownstructure.com/.[4]] Figure 1: Picture of tree schedule, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.adeaca.com/blog/faq-items/what-is-a-work-breakdown-structure/.[5]]ADEACA, What is a work breakdown structure?, Author: Matt Mong<br /> <br /> [https://www.gantt.com/.[6]]Figure 2: Picture of Gantt Chart, Author: Roger Duke</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=118999 2022-03-20T16:59:12Z

<p>S173964: /* Abstract */</p> <hr /> <div><br /> <br /> =='''Abstract'''==<br /> <br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article.<br /> <br /> The article consists of the following sections:<br /> <br /> - What is Work Breakdown Structure?<br /> <br /> - Why is Work Breakdown Structure an important tool in project management?<br /> <br /> - How to implement Work Breakdown Structure<br /> <br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> <br /> In each section, the question will be answered.<br /> This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.<br /> <br /> == '''What is Work Breakdown Structure?''' ==<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or programme into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programme is defined in the very beginning of this project- or programmes lifespan, it might be favourable to look at the work that is needed in order to fulfil the scope and deliver on the project/programme.<br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated.<br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.<br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work.<br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.<br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product.<br /> <br /> <br /> == '''Why is Work Breakdown Structure an important tool in project management?''' ==<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.<br /> <br /> <br /> == '''How to implement Work Breakdown Structure''' ==<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.<br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule as seen in figure 1. The project scope is shown on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analysed for cost and work. Then the small works are analysed the total cost of the project can be summed.<br /> <br /> [[File:Gantt_Chart.png|500px||Example of scatter plot]]<br /> <br /> ''Figure 1: Tree structured Work Breakdown Structure Schedule. This shows the scope of the project is broken down into smaller scopes and how these smaller scopes are broken down into even smaller scopes.'' [3]<br /> <br /> Another way to implement Work Breakdown structure is to use a Gantt Chart. In order to do so, the project must of course be divided into smaller projects or sub-goals. These tasks are then organized in area of work, contact person and firm. It is also important to state who is responsible for the sub-goal to be finished to the expected time and at the agreed quality. Then this is examined, it is identified if any of the works or sub-goals or deliverables are overlapping and which of the works that are depending on each other. These works must be done in a certain order. After this identification, the time estimated for each work is determined and the works are ready to be scheduled.<br /> <br /> This can be done in two ways; Firstly, it can be done from the starting point of the project. The works are then scheduled from a date and forward until the estimated time for the given work is up. This step needs to take in to account, that holidays may occur in the timespan of the project. When a deadline is set for one work, the next work dependent on the first work can be scheduled and so on. The second way to do the time-scheduling is to begin from the deadline of the project and do the scheduling backwards. This is a good way to optimate the timespan of a project, because this provides the project manager with the fasted time schedule in a natural way. An example of a Gantt Chart can be seen in figure 2.[4]<br /> <br /> <br /> [[File:Tree Schedule.png|500px||Example of scatter plot]]<br /> <br /> <br /> ''Figure 2: Gantt Chart. It is seen that the chart provides a timeline for the project. This is a great way to get an overview of the works that needs to be done in a specific order, or at the same time.'' [5]<br /> <br /> Common to the two ways to schedule a Work Breakdown Structure is that both of them brings an overview of the project.<br /> <br /> <br /> =='''What are the limitations of Work Breakdown Structure?'''==<br /> <br /> As a project manager it is important to know what you don’t know - and to expect the unexpected. A Work Breakdown Structure of a project might give a great overview of a project but as much as this scheduling of the smaller work packages provides a sound estimation of the project, everything can still go wrong. The overview provides a good opportunity to do risk analysis on the project in details. It is also a good way to keep track of the time spend on the project and the different work packages. On that note it is easy to keep track of deviations from the schedule early in the process and act on these to provide some kind of damage control.<br /> <br /> To summarize: The Work Breakdown Structure is a good way to make a sound estimation of a project in terms of timespan and budged. But as a rule of thumb, something will deviate form the project plan at some point doing a project. A good Work Breakdown Structure schedule will provide an overview for the project manager, who in case of deviation from the schedule can act on them at an early state and reduce any harm to either the product delivered in the end, the time schedule, or the budget. As so, a Work Breakdown Structure can be seen as a work in progress and not a finished product.<br /> <br /> <br /> == '''References''' ==<br /> <br /> [ISO 21502 (2021 Edition).[1]]ISO Standard 21502, Project Management<br /> <br /> [https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View.[2]] Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides<br /> <br /> [https://www.workbreakdownstructure.com/.[3]] Figure 1: Picture of tree schedule, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.adeaca.com/blog/faq-items/what-is-a-work-breakdown-structure/.[4]]ADEACA, What is a work breakdown structure?, Author: Matt Mong<br /> <br /> [https://www.gantt.com/.[5]]Figure 2: Picture of Gantt Chart, Author: Roger Duke</div>

S173964 http://13.50.150.85/index.php?title=Articles_Spring_Term_2022&diff=116682 2022-03-19T00:02:50Z

<p>S173964: </p> <hr /> <div>=Overview of 2022 Wiki Collections=<br /> <br /> {| class=&quot;wikitable sortable&quot;<br /> |+Spring Term 2022 Wiki Collections<br /> |Group 32<br /> |Nikoleta<br /> |Tsolaki<br /> |s212602<br /> |[[The Kaizen Method in Project Management]]<br /> |-<br /> |-<br /> |TAs Example<br /> |Thomas<br /> |Giannoulopoulos<br /> |s192419<br /> |[[APPM Example 2021]]<br /> |-<br /> |-<br /> |Group 8<br /> |Daniel Rohrer<br /> |Hansen<br /> |s173922<br /> |[[Managing “emails”]]<br /> |-<br /> |-<br /> |Group 9<br /> |Andrea<br /> |Sánchez Díez<br /> |s202957<br /> |[[Urgent vs important. The Eisenhower matrix]]<br /> |-<br /> |-<br /> |Group 22<br /> |Edgars<br /> |Treimanis<br /> |s213590<br /> |[[Sustainable Project management]]<br /> |-<br /> |-<br /> |Group 31<br /> |William Taul<br /> |Madsen<br /> |s184956<br /> |[[Risk Treatment in project management]]<br /> |-<br /> |-<br /> |Group 12<br /> |Pablo Leandro<br /> |Capellari<br /> |s213666<br /> |[[Internal Rate of Return (IRR)]]<br /> |-<br /> |-<br /> |Group 15<br /> |Tolga<br /> |Azgun<br /> |s220502<br /> |[[Pooled, Sequential &amp; Reciprocal Interdependence]]<br /> |-<br /> |-<br /> |Group 15<br /> |Mathilde <br /> |Dahl <br /> |s176213 <br /> |[[Development Arena in Project Management]]<br /> |-<br /> |-<br /> |Group 19<br /> |Matias<br /> |Earthy-Find<br /> |s184350<br /> |[[Stress Management]]<br /> |-<br /> |-<br /> |Group 3<br /> |Stephen Akabekire<br /> |Azongo<br /> |s213057<br /> |[[The magic triangle as a project management tool]]<br /> |-<br /> |-<br /> |Group 19<br /> |Wout<br /> |Jennissen<br /> |s216914<br /> |[[Porter's Five Forces Framework]]<br /> |-<br /> |-<br /> |Group 4<br /> |Sissel Albrecht<br /> |Kahr<br /> |s173964<br /> |[[Work break down structure (WBS)]]<br /> |-<br /> |-<br /> |Group 15<br /> |Teis<br /> |Johannesen<br /> |s213561<br /> |[[Reflective practice]]<br /> |-<br /> |-<br /> |Group 9<br /> |Berta<br /> |Viñas<br /> |s202256<br /> |[[Agile model]]<br /> |-<br /> |-<br /> |Group 15<br /> |Christina<br /> |Qwist Frank<br /> |s173409<br /> |[[Staging negotiation spaces in project management]]<br /> |-<br /> |-<br /> |Group 15<br /> |Sara <br /> |Kristine Holmskov Eberle<br /> |s211691<br /> |[[Wheel of change]]<br /> |-<br /> |-<br /> |Group Name: TBD<br /> |Saaransh<br /> |PD Kattula<br /> |s210240<br /> |[[7 principles of Stephen covey for project mangers to tackle risks]]<br /> |-<br /> |-<br /> |Group Name: 47<br /> |Jakob Weber<br /> |Vestermark<br /> |s175072<br /> |[[Kanban method]]<br /> |-<br /> |-<br /> |Group Name: TBD<br /> |Jakob<br /> |Kehler<br /> |s212691<br /> |[[Post-Implementation Review (PIR)]]<br /> |-<br /> |-<br /> |Group Name: 47<br /> |Fie<br /> |Fredshavn Nielsen<br /> |s170396<br /> |[[Project dashboard]]<br /> |-<br /> |-<br /> |Group Name: 33<br /> |Alvaro<br /> |Martin Sanchez<br /> |s220145<br /> |[[New Hybrid Methodology: Scrumban]]<br /> |-<br /> |-<br /> |Group Name: TBD<br /> |Mathias<br /> |Christensen<br /> |s175382<br /> |[[Agile (Adaptive) model]]<br /> |-<br /> |-<br /> |Group Name:<br /> |Emilie<br /> |Haahr<br /> |s175383<br /> |[[Leadship vs Management Qualities]]<br /> |-<br /> |-<br /> |Group 22<br /> |Linda<br /> |Zviedre<br /> |s213817<br /> |[[Matrix Organizations]]<br /> |-<br /> |-<br /> |Group Name: 4<br /> |Casper<br /> |Stenbæk<br /> |s183504<br /> |[[Causes and effects of stress in project management]]<br /> |-<br /> |-<br /> |Group name<br /> |Sarah<br /> |Naegele<br /> |S220025<br /> |[[Communication models based on Schulz von Thun]]<br /> |-<br /> |-<br /> |Group Name:<br /> |Sofie<br /> |Wallin<br /> |s173884<br /> |[[Sources of conflict]]<br /> |-<br /> |-<br /> |Group 19<br /> |Elias<br /> |Bobrowski<br /> |s216056<br /> |[[The Difference Between Leadership and Management]]<br /> |-<br /> |-<br /> |Group Name:<br /> |Luisa<br /> |Buchta<br /> |s216284<br /> |[[MTA (Milestone trend analysis)]]<br /> |-<br /> |-<br /> |Group Name:<br /> |Frederik<br /> |Østergaard Schytte<br /> |s175075<br /> |[[Prioritizing in Projects with Eisenhower Decision Matrix]]<br /> |-<br /> |-<br /> |Group 40<br /> |Xenofon<br /> |Apostolou<br /> |s202908<br /> |[[Continuous Improvement (CI)]]<br /> |-<br /> |-<br /> |Group Name: The Insifers<br /> |Periklis<br /> |Aprilis<br /> |s212866<br /> |[[FMEA as tool in Project Management]]<br /> |-<br /> |-<br /> |Group Name: <br /> |Nils<br /> |Lehmann<br /> |s220153<br /> |[[Effects of Social Loafing on Team Performance]]<br /> |-<br /> |-<br /> |Group Name:<br /> |Olivia<br /> |Mark<br /> |s175096<br /> |[[Self-awareness in management]]<br /> |-<br /> |-<br /> |Group Name: <br /> |Paul<br /> |Schatt<br /> |s210736<br /> |[[Perception filters]]<br /> |-<br /> |-<br /> |Group 8<br /> |Lorenzo<br /> |Incarnato<br /> |s220426<br /> |[[Internal rate of return (IRR)]]<br /> |-<br /> |-<br /> |Group Name: 40<br /> |Sasa<br /> |Javorac<br /> |s210770<br /> |[[Agile way of working]]<br /> |-<br /> |-<br /> |Group Name: 12<br /> |Elia<br /> |Simon<br /> |s212700<br /> |[[Extrinsic motivation]]<br /> |-<br /> |-<br /> |Group Name: 32 <br /> |Hamzeh<br /> |Alrijjal<br /> |s152941<br /> |[[Eisenhower decision matrix in project management]]<br /> |-<br /> |-<br /> |Group Name: <br /> |Swann<br /> |Roussillon<br /> |s212830<br /> |[[Robust Decision Making (RDM)]]<br /> |-<br /> |-<br /> |Group Name: The Insifers<br /> |Marcus<br /> |Randrup<br /> |s184486<br /> |[[Virtual War Rooms]]<br /> |-<br /> |-<br /> |Group 09<br /> |Deepthi<br /> |Parana Liyanage Don<br /> |s203116<br /> |[[Net Present Value (NPV)]]<br /> |-<br /> |-<br /> |Group Name: 10<br /> |Felix<br /> |Piepenstock<br /> |s201828<br /> |[[The Successive Principle for Managing Uncertainty]]<br /> |-<br /> |-<br /> |Group Name: 10<br /> |Julian<br /> |Schmidt<br /> |s213004<br /> |[[Social loafing]]<br /> |-<br /> |-<br /> |Group 22: MuchManage<br /> |Gustav<br /> |Gregersen<br /> |s153930<br /> |[[DMAIC Projects]]<br /> |-<br /> |-<br /> |Group 42<br /> |Simon<br /> |Widmer<br /> |s210449<br /> |[[Scaled Agile Framework (SAFe)]]<br /> |-<br /> |-<br /> |Group 17<br /> |Cosmina<br /> |Oltean<br /> |s212409<br /> |[[Team Cohesiveness]]<br /> |-<br /> |-<br /> |Group 12<br /> |Jasmine Riis<br /> |Douglas<br /> |s123367<br /> |[[How stress management improves the effectiveness of the employees]]<br /> |-<br /> |-<br /> |Group 42<br /> |Preetham <br /> |Obla Sampathkumar<br /> |s213604<br /> |[[Root cause analysis (RCA)]]<br /> |-<br /> |-<br /> |Group 4<br /> |Patrick <br /> |Laybourn<br /> |s144993<br /> |[[Robust decision making]]<br /> |-<br /> |-<br /> |Group 6<br /> |Gudrun<br /> |Gudnadottir<br /> |s212950<br /> |[[Risk-based Learning]]<br /> |-<br /> |-<br /> |Group 17<br /> |Andreea Bianca<br /> |Ladaru<br /> |s202438<br /> |[[Lean principles in the construction industry]]<br /> |-<br /> |-<br /> |Group 15<br /> |Lærke Viuff <br /> |Petersen<br /> |s163830<br /> |[[Social Loafing in Teams]]<br /> |-<br /> |-<br /> |Group 15<br /> |Stine Pagaard <br /> |Haahr<br /> |s152100<br /> |[[Conflict Management using the Thomas-Kilmann Conflict Mode Instrument (TKI)]]<br /> |-<br /> |-<br /> |Group 42<br /> |Nachanan<br /> |Wongsupakpun<br /> |s210284<br /> |[[Organizational context]]<br /> |-<br /> |-<br /> |Group 33<br /> |Guillermo<br /> |Roig Pitarch<br /> |s212754<br /> |[[Kanban: a project management framework]]<br /> |-<br /> |-<br /> |Group 29<br /> |Magnus<br /> |Leick<br /> |s213818<br /> |[[VUCA]]<br /> |-<br /> |-<br /> |Group 4<br /> |Freja Ejdrup<br /> |Andersen<br /> |s183631<br /> |[[The paradox of project planning from an uncertainty perspective]]<br /> |-<br /> |-<br /> |Group 9<br /> |Nongnapat<br /> |Suksusiang<br /> |s213572<br /> |[[New Product Introduction (NPI)]]<br /> |-<br /> |-<br /> |Group 31<br /> |Eigil<br /> |Vølund<br /> |s183887<br /> |[[Risk Treatment]]<br /> |-<br /> |-<br /> |Group 11<br /> |Ann Sofie<br /> |Grube Kjeldsen<br /> |s184535<br /> |[[Milestone trend analysis]]<br /> |-<br /> |-<br /> |Group 19<br /> |Qiushi <br /> |Lyu<br /> |s212543<br /> |[[Porter's 5 Forces - A strategic planning model]]<br /> |-<br /> |-<br /> |Group 9<br /> |Qifan <br /> |Wang<br /> |s212500<br /> |[[The Big Five(OCEAN) Personality Traits]]<br /> |-<br /> |-<br /> |Group 12<br /> |Hai <br /> |Hu<br /> |s212360<br /> |[[Kano Model: Introduction and Application]]<br /> |-<br /> |-<br /> |Group 32<br /> |Tobias<br /> |Nielsen<br /> |s220719<br /> |[[Fixed-price contracts]]<br /> |-<br /> |-<br /> |Group 11<br /> |Hannah<br /> |Nissen<br /> |s184497<br /> |[[Effective teams with Belbin]]<br /> |-<br /> |-<br /> |Group 11 <br /> |Emil Engstrøm<br /> |Bruun<br /> |S180902<br /> |[[Adizes management styles]]<br /> |-<br /> |-<br /> |Group 33<br /> |Raquel <br /> |Galocha<br /> |S212745<br /> |[[Project interdependency mapping]]<br /> |-<br /> |-<br /> |Group 11 <br /> |Emilie <br /> |Rasmussen<br /> |S184532<br /> |[[WBS, Work Breakdown Structure]]<br /> |-<br /> |-<br /> |Group 6 <br /> |Telma Sigrún <br /> |Torfadóttir<br /> |S212566<br /> |[[Stress]]<br /> |-<br /> |-<br /> |-<br /> |-<br /> |Group 4 <br /> |Erlend Thabiso Rømyhr <br /> |Sehube<br /> |S212426<br /> |[[Risk treatment for renewable energy developers]]<br /> |-<br /> |-<br /> |Group 11 <br /> |Peter<br /> |Birkholm<br /> |S184514<br /> |[[Gantt Chart In Construction]]<br /> |-<br /> |-<br /> |Group 18 <br /> |Giacomo<br /> |Branchini<br /> |S212987<br /> |[[Sources of Conflict: Guidelines for a Healthy Organizational Environment]]<br /> |-<br /> |-<br /> |Group 33 <br /> |Paula<br /> |González<br /> |S213398<br /> |[[The Big Five (Ocean)]]<br /> |-<br /> |-<br /> |Group 33 <br /> |Fernando<br /> |Ramiro Gonzalez<br /> |S214134<br /> |[[MCDA methods in decision making]]<br /> |-<br /> |-<br /> |Group 20 <br /> |Magnus Stjernborg<br /> |Koch<br /> |S175189<br /> |[[Project Success and Project Management Success]]<br /> |-<br /> |-<br /> |Group 26<br /> |Katarzyna<br /> |Kukulowicz<br /> |S213042<br /> |[[Extrinsic and intrinsic motivation. What does the will to act depend on?]]<br /> |-<br /> |-<br /> |Group 6 <br /> |Hildur Lara <br /> |Jonsdottir<br /> |S212410<br /> |[[The Significance of Cohesiveness in Teams]]<br /> |-<br /> |-<br /> |Group 20<br /> |Ziwei<br /> |Chen<br /> |S212635<br /> |[[Stakeholder Identification and Categorization]]<br /> |-<br /> |-<br /> |Group 18<br /> |Raül<br /> |Ciscar<br /> |S217122<br /> |[[Developing a project with the Tuckman's model]]<br /> |-<br /> |-<br /> |Group 18<br /> |Giorgio<br /> |Galasso<br /> |S212985<br /> |[[Risk Assessment: framework for combining CBA and MCDA]]<br /> |-<br /> |-<br /> |Group 33<br /> |Maria Elena<br /> |Igarzabal Saborida<br /> |S213206<br /> |[[Intrinsic and Extrinsic motivation]]<br /> |-<br /> |-<br /> |Group 32<br /> |Aikaterini<br /> |Deli<br /> |s212459<br /> |[[The Technique of Value Engineering (VE) in Architecture]]<br /> |-<br /> |-<br /> |Group 08<br /> |Jiajing<br /> |Zhang<br /> |s212412<br /> |[[The Rolling-wave Planning]]<br /> |-<br /> |-<br /> |Group<br /> |Isera Sarah<br /> |Hajaj<br /> |s153540<br /> |[[Standard Operating Procedures (SOPs)]]<br /> |-<br /> |Group 50<br /> |Ibrahim<br /> |Nassrallah<br /> |s211254<br /> |[[Brain Storming Technique]]-<br /> |-<br /> |-<br /> |Group 29<br /> |Panagiotis<br /> |Bakas<br /> |s216860<br /> |[[Drexler/Sibbet Model for Team development and project management]]<br /> |-<br /> |-<br /> |Group 20<br /> |Dionysios<br /> |Maroulis<br /> |s212885<br /> |[[Knowns and Unknowns]]<br /> |-<br /> |-<br /> |Group 32<br /> |Gabriela Miti<br /> |Tsuge Costa<br /> |s220075<br /> |[[Social Loafing in Projects]]<br /> |-<br /> |-<br /> |Group 32<br /> |Helená Evin<br /> |Cinar<br /> |s164741<br /> |[[The use of SWOT analysis]]<br /> |-<br /> |-<br /> |Group 3<br /> |Pietro<br /> |Boschetto<br /> |s213928<br /> |[[Enterprise Risk Management]]<br /> |-<br /> |-<br /> |Group 3<br /> |Virginia<br /> |Stinchi<br /> |s213230<br /> |[[The Blake and Mouton's Managerial (Leadership) Grid]]<br /> |-<br /> |-<br /> |Group 32<br /> |César<br /> |Delafargue<br /> |s212834<br /> |[[Design validation]]<br /> |-<br /> |-<br /> |Group 11<br /> |Rune<br /> |Andersen<br /> |s180642<br /> |[[Creating effective teams by means of mathematical modelling]]<br /> |-<br /> |-<br /> |Group Name: 47<br /> |Hannibal<br /> |Danielsen<br /> |s154283<br /> |[[Managing SCRUM]]<br /> |-<br /> |Group 20<br /> |Kunyi<br /> |Yang<br /> |s220027<br /> |[[Wideband Delphi]]<br /> |-<br /> |Group 20<br /> |Haeberle<br /> |François<br /> |s213827<br /> |[[TOC (Theory of Constraints)]]<br /> <br /> <br /> |-<br /> |Group 3<br /> |Cristiana<br /> |Moraru<br /> |s210219<br /> |[[The strategy choice cascade. Where to play and how to win.]]<br /> |-<br /> <br /> |-<br /> |Group 3<br /> |Andrea<br /> |Gatto<br /> |s212974<br /> |[[Emotional Intelligence in a Program, Project and Portfolio Management View]]<br /> |-<br /> |-<br /> |Group 19<br /> |Maria<br /> |Bakali<br /> |s220150<br /> |[[Benefit realization management]]<br /> |-<br /> <br /> |-<br /> |Group 20<br /> |Iliana<br /> |Dritsa<br /> |s210373<br /> |[[Risk management in Transport Infrastructure Projects (TIPs).]]<br /> |-<br /> <br /> |-<br /> |Group 17<br /> |Stine<br /> |Bonne Rasmussen<br /> |s203168<br /> |[[Robust Decision Making under Deep Uncertainty]]<br /> |-<br /> <br /> |-<br /> |Group 4<br /> |Josep<br /> |Comas Stokes<br /> |s212787<br /> |[[Management versus leadership qualities]]<br /> |-<br /> <br /> |-<br /> |Group 26<br /> |Almaelisa<br /> |Giovannucci Fernandez<br /> |s220007<br /> |[[Agile in Project Management]]<br /> |-<br /> <br /> |-<br /> |Group 47<br /> |Tobias<br /> |Stabrand<br /> |s175082<br /> |[[Ishikawa Diagram]]<br /> |-<br /> <br /> |-<br /> |Group 47<br /> |Maria<br /> |Kylafi<br /> |s212860<br /> |[[SWOT Analysis in Construction Projects]]<br /> |-<br /> <br /> |-<br /> |Group 42<br /> |Kristoffer Zanchetta<br /> |Klercke<br /> |s183633<br /> |[[Digital Communication in Project Management]]<br /> |-<br /> <br /> |-<br /> |Group 26<br /> |Julie<br /> |Nielsen<br /> |s163853<br /> |[[The Eisenhower Decision Matrix]]<br /> |-<br /> <br /> |-<br /> |Group 32<br /> |Marco<br /> |Lombardo<br /> |s210384<br /> |[[Agile (adaptive) model]]<br /> |-<br /> <br /> <br /> |-<br /> |Group 31<br /> |Jacob<br /> |Worsøe<br /> |s176466<br /> |[[Lead, lag and CPM]]<br /> |-<br /> <br /> |-<br /> |Group 40<br /> |Chloé<br /> |Alcalde<br /> |s212522<br /> |[[Waterfall model]]<br /> |-</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=116681 2022-03-19T00:01:57Z

<p>S173964: </p> <hr /> <div><br /> <br /> =='''Abstract'''==<br /> <br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article.<br /> <br /> The article consists of the following sections:<br /> - What is Work Breakdown Structure?<br /> - Why is Work Breakdown Structure an important tool in project management?<br /> - How to implement Work Breakdown Structure?<br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> In each section, the question will be answered.<br /> This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.<br /> <br /> <br /> == '''What is Work Breakdown Structure?''' ==<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or programme into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programme is defined in the very beginning of this project- or programmes lifespan, it might be favourable to look at the work that is needed in order to fulfil the scope and deliver on the project/programme.<br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated.<br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.<br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work.<br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.<br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product.<br /> <br /> <br /> == '''Why is Work Breakdown Structure an important tool in project management?''' ==<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.<br /> <br /> <br /> == '''How to implement Work Breakdown Structure''' ==<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.<br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule as seen in figure 1. The project scope is shown on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analysed for cost and work. Then the small works are analysed the total cost of the project can be summed.<br /> <br /> [[File:Gantt_Chart.png|500px||Example of scatter plot]]<br /> <br /> ''Figure 1: Tree structured Work Breakdown Structure Schedule. This shows the scope of the project is broken down into smaller scopes and how these smaller scopes are broken down into even smaller scopes.'' [3]<br /> <br /> Another way to implement Work Breakdown structure is to use a Gantt Chart. In order to do so, the project must of course be divided into smaller projects or sub-goals. These tasks are then organized in area of work, contact person and firm. It is also important to state who is responsible for the sub-goal to be finished to the expected time and at the agreed quality. Then this is examined, it is identified if any of the works or sub-goals or deliverables are overlapping and which of the works that are depending on each other. These works must be done in a certain order. After this identification, the time estimated for each work is determined and the works are ready to be scheduled.<br /> <br /> This can be done in two ways; Firstly, it can be done from the starting point of the project. The works are then scheduled from a date and forward until the estimated time for the given work is up. This step needs to take in to account, that holidays may occur in the timespan of the project. When a deadline is set for one work, the next work dependent on the first work can be scheduled and so on. The second way to do the time-scheduling is to begin from the deadline of the project and do the scheduling backwards. This is a good way to optimate the timespan of a project, because this provides the project manager with the fasted time schedule in a natural way. An example of a Gantt Chart can be seen in figure 2.[4]<br /> <br /> <br /> [[File:Tree Schedule.png|500px||Example of scatter plot]]<br /> <br /> <br /> ''Figure 2: Gantt Chart. It is seen that the chart provides a timeline for the project. This is a great way to get an overview of the works that needs to be done in a specific order, or at the same time.'' [5]<br /> <br /> Common to the two ways to schedule a Work Breakdown Structure is that both of them brings an overview of the project.<br /> <br /> <br /> =='''What are the limitations of Work Breakdown Structure?'''==<br /> <br /> As a project manager it is important to know what you don’t know - and to expect the unexpected. A Work Breakdown Structure of a project might give a great overview of a project but as much as this scheduling of the smaller work packages provides a sound estimation of the project, everything can still go wrong. The overview provides a good opportunity to do risk analysis on the project in details. It is also a good way to keep track of the time spend on the project and the different work packages. On that note it is easy to keep track of deviations from the schedule early in the process and act on these to provide some kind of damage control.<br /> <br /> To summarize: The Work Breakdown Structure is a good way to make a sound estimation of a project in terms of timespan and budged. But as a rule of thumb, something will deviate form the project plan at some point doing a project. A good Work Breakdown Structure schedule will provide an overview for the project manager, who in case of deviation from the schedule can act on them at an early state and reduce any harm to either the product delivered in the end, the time schedule, or the budget. As so, a Work Breakdown Structure can be seen as a work in progress and not a finished product.<br /> <br /> <br /> == '''References''' ==<br /> <br /> [ISO 21502 (2021 Edition).[1]]ISO Standard 21502, Project Management<br /> <br /> [https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View.[2]] Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides<br /> <br /> [https://www.workbreakdownstructure.com/.[3]] Figure 1: Picture of tree schedule, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.adeaca.com/blog/faq-items/what-is-a-work-breakdown-structure/.[4]]ADEACA, What is a work breakdown structure?, Author: Matt Mong<br /> <br /> [https://www.gantt.com/.[5]]Figure 2: Picture of Gantt Chart, Author: Roger Duke</div>

S173964 http://13.50.150.85/index.php?title=File:Tree_Schedule.png&diff=116678 2022-03-19T00:01:24Z

<p>S173964: </p> <hr /> <div></div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=116677 2022-03-19T00:00:55Z

<p>S173964: </p> <hr /> <div><br /> <br /> =='''Abstract'''==<br /> <br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article.<br /> <br /> The article consists of the following sections:<br /> - What is Work Breakdown Structure?<br /> - Why is Work Breakdown Structure an important tool in project management?<br /> - How to implement Work Breakdown Structure?<br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> In each section, the question will be answered.<br /> This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.<br /> <br /> <br /> == '''What is Work Breakdown Structure?''' ==<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or programme into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programme is defined in the very beginning of this project- or programmes lifespan, it might be favourable to look at the work that is needed in order to fulfil the scope and deliver on the project/programme.<br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated.<br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.<br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work.<br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.<br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product.<br /> <br /> <br /> == '''Why is Work Breakdown Structure an important tool in project management?''' ==<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.<br /> <br /> <br /> == '''How to implement Work Breakdown Structure''' ==<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.<br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule as seen in figure 1. The project scope is shown on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analysed for cost and work. Then the small works are analysed the total cost of the project can be summed.<br /> <br /> [[File:Gantt_Chart.png|500px||Example of scatter plot]]<br /> <br /> ''Figure 1: Tree structured Work Breakdown Structure Schedule. This shows the scope of the project is broken down into smaller scopes and how these smaller scopes are broken down into even smaller scopes.'' [3]<br /> <br /> Another way to implement Work Breakdown structure is to use a Gantt Chart. In order to do so, the project must of course be divided into smaller projects or sub-goals. These tasks are then organized in area of work, contact person and firm. It is also important to state who is responsible for the sub-goal to be finished to the expected time and at the agreed quality. Then this is examined, it is identified if any of the works or sub-goals or deliverables are overlapping and which of the works that are depending on each other. These works must be done in a certain order. After this identification, the time estimated for each work is determined and the works are ready to be scheduled.<br /> <br /> This can be done in two ways; Firstly, it can be done from the starting point of the project. The works are then scheduled from a date and forward until the estimated time for the given work is up. This step needs to take in to account, that holidays may occur in the timespan of the project. When a deadline is set for one work, the next work dependent on the first work can be scheduled and so on. The second way to do the time-scheduling is to begin from the deadline of the project and do the scheduling backwards. This is a good way to optimate the timespan of a project, because this provides the project manager with the fasted time schedule in a natural way. An example of a Gantt Chart can be seen in figure 2.[4]<br /> <br /> <br /> [[File:RCA10.PNG|500px||Example of scatter plot]]<br /> <br /> <br /> ''Figure 2: Gantt Chart. It is seen that the chart provides a timeline for the project. This is a great way to get an overview of the works that needs to be done in a specific order, or at the same time.'' [5]<br /> <br /> Common to the two ways to schedule a Work Breakdown Structure is that both of them brings an overview of the project.<br /> <br /> <br /> =='''What are the limitations of Work Breakdown Structure?'''==<br /> <br /> As a project manager it is important to know what you don’t know - and to expect the unexpected. A Work Breakdown Structure of a project might give a great overview of a project but as much as this scheduling of the smaller work packages provides a sound estimation of the project, everything can still go wrong. The overview provides a good opportunity to do risk analysis on the project in details. It is also a good way to keep track of the time spend on the project and the different work packages. On that note it is easy to keep track of deviations from the schedule early in the process and act on these to provide some kind of damage control.<br /> <br /> To summarize: The Work Breakdown Structure is a good way to make a sound estimation of a project in terms of timespan and budged. But as a rule of thumb, something will deviate form the project plan at some point doing a project. A good Work Breakdown Structure schedule will provide an overview for the project manager, who in case of deviation from the schedule can act on them at an early state and reduce any harm to either the product delivered in the end, the time schedule, or the budget. As so, a Work Breakdown Structure can be seen as a work in progress and not a finished product.<br /> <br /> <br /> == '''References''' ==<br /> <br /> [ISO 21502 (2021 Edition).[1]]ISO Standard 21502, Project Management<br /> <br /> [https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View.[2]] Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides<br /> <br /> [https://www.workbreakdownstructure.com/.[3]] Figure 1: Picture of tree schedule, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.adeaca.com/blog/faq-items/what-is-a-work-breakdown-structure/.[4]]ADEACA, What is a work breakdown structure?, Author: Matt Mong<br /> <br /> [https://www.gantt.com/.[5]]Figure 2: Picture of Gantt Chart, Author: Roger Duke</div>

S173964 http://13.50.150.85/index.php?title=File:Gantt_Chart.png&diff=116676 2022-03-19T00:00:28Z

<p>S173964: </p> <hr /> <div></div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=116673 2022-03-18T23:56:24Z

<p>S173964: </p> <hr /> <div><br /> <br /> =='''Abstract'''==<br /> <br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article.<br /> <br /> The article consists of the following sections:<br /> - What is Work Breakdown Structure?<br /> - Why is Work Breakdown Structure an important tool in project management?<br /> - How to implement Work Breakdown Structure?<br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> In each section, the question will be answered.<br /> This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.<br /> <br /> <br /> == '''What is Work Breakdown Structure?''' ==<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or programme into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programme is defined in the very beginning of this project- or programmes lifespan, it might be favourable to look at the work that is needed in order to fulfil the scope and deliver on the project/programme.<br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated.<br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.<br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work.<br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.<br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product.<br /> <br /> <br /> == '''Why is Work Breakdown Structure an important tool in project management?''' ==<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.<br /> <br /> <br /> == '''How to implement Work Breakdown Structure''' ==<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.<br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule as seen in figure 1. The project scope is shown on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analysed for cost and work. Then the small works are analysed the total cost of the project can be summed.<br /> <br /> [[File:RCA10.PNG|500px||Example of scatter plot]]<br /> <br /> ''Figure 1: Tree structured Work Breakdown Structure Schedule. This shows the scope of the project is broken down into smaller scopes and how these smaller scopes are broken down into even smaller scopes.'' [3]<br /> <br /> Another way to implement Work Breakdown structure is to use a Gantt Chart. In order to do so, the project must of course be divided into smaller projects or sub-goals. These tasks are then organized in area of work, contact person and firm. It is also important to state who is responsible for the sub-goal to be finished to the expected time and at the agreed quality. Then this is examined, it is identified if any of the works or sub-goals or deliverables are overlapping and which of the works that are depending on each other. These works must be done in a certain order. After this identification, the time estimated for each work is determined and the works are ready to be scheduled.<br /> <br /> This can be done in two ways; Firstly, it can be done from the starting point of the project. The works are then scheduled from a date and forward until the estimated time for the given work is up. This step needs to take in to account, that holidays may occur in the timespan of the project. When a deadline is set for one work, the next work dependent on the first work can be scheduled and so on. The second way to do the time-scheduling is to begin from the deadline of the project and do the scheduling backwards. This is a good way to optimate the timespan of a project, because this provides the project manager with the fasted time schedule in a natural way. An example of a Gantt Chart can be seen in figure 2.[4]<br /> <br /> <br /> [[File:RCA10.PNG|500px||Example of scatter plot]]<br /> <br /> <br /> ''Figure 2: Gantt Chart. It is seen that the chart provides a timeline for the project. This is a great way to get an overview of the works that needs to be done in a specific order, or at the same time.'' [5]<br /> <br /> Common to the two ways to schedule a Work Breakdown Structure is that both of them brings an overview of the project.<br /> <br /> <br /> =='''What are the limitations of Work Breakdown Structure?'''==<br /> <br /> As a project manager it is important to know what you don’t know - and to expect the unexpected. A Work Breakdown Structure of a project might give a great overview of a project but as much as this scheduling of the smaller work packages provides a sound estimation of the project, everything can still go wrong. The overview provides a good opportunity to do risk analysis on the project in details. It is also a good way to keep track of the time spend on the project and the different work packages. On that note it is easy to keep track of deviations from the schedule early in the process and act on these to provide some kind of damage control.<br /> <br /> To summarize: The Work Breakdown Structure is a good way to make a sound estimation of a project in terms of timespan and budged. But as a rule of thumb, something will deviate form the project plan at some point doing a project. A good Work Breakdown Structure schedule will provide an overview for the project manager, who in case of deviation from the schedule can act on them at an early state and reduce any harm to either the product delivered in the end, the time schedule, or the budget. As so, a Work Breakdown Structure can be seen as a work in progress and not a finished product.<br /> <br /> <br /> == '''References''' ==<br /> <br /> [ISO 21502 (2021 Edition).[1]]ISO Standard 21502, Project Management<br /> <br /> [https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View.[2]] Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides<br /> <br /> [https://www.workbreakdownstructure.com/.[3]] Figure 1: Picture of tree schedule, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.adeaca.com/blog/faq-items/what-is-a-work-breakdown-structure/.[4]]ADEACA, What is a work breakdown structure?, Author: Matt Mong<br /> <br /> [https://www.gantt.com/.[5]]Figure 2: Picture of Gantt Chart, Author: Roger Duke</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=116672 2022-03-18T23:55:27Z

<p>S173964: </p> <hr /> <div><br /> <br /> =='''Abstract'''==<br /> <br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article.<br /> <br /> The article consists of the following sections:<br /> - What is Work Breakdown Structure?<br /> - Why is Work Breakdown Structure an important tool in project management?<br /> - How to implement Work Breakdown Structure?<br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> In each section, the question will be answered.<br /> This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.<br /> <br /> <br /> == '''What is Work Breakdown Structure?''' ==<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or programme into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programme is defined in the very beginning of this project- or programmes lifespan, it might be favourable to look at the work that is needed in order to fulfil the scope and deliver on the project/programme.<br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated.<br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.<br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work.<br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.<br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product.<br /> <br /> <br /> == '''Why is Work Breakdown Structure an important tool in project management?''' ==<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.<br /> <br /> <br /> == '''How to implement Work Breakdown Structure''' ==<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.<br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule as seen in figure 1. The project scope is shown on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analysed for cost and work. Then the small works are analysed the total cost of the project can be summed.<br /> <br /> [[File:RCA3.png|400px|thumb|Five Why analysis]]<br /> <br /> ''Figure 1: Tree structured Work Breakdown Structure Schedule. This shows the scope of the project is broken down into smaller scopes and how these smaller scopes are broken down into even smaller scopes.'' [3]<br /> <br /> Another way to implement Work Breakdown structure is to use a Gantt Chart. In order to do so, the project must of course be divided into smaller projects or sub-goals. These tasks are then organized in area of work, contact person and firm. It is also important to state who is responsible for the sub-goal to be finished to the expected time and at the agreed quality. Then this is examined, it is identified if any of the works or sub-goals or deliverables are overlapping and which of the works that are depending on each other. These works must be done in a certain order. After this identification, the time estimated for each work is determined and the works are ready to be scheduled.<br /> <br /> This can be done in two ways; Firstly, it can be done from the starting point of the project. The works are then scheduled from a date and forward until the estimated time for the given work is up. This step needs to take in to account, that holidays may occur in the timespan of the project. When a deadline is set for one work, the next work dependent on the first work can be scheduled and so on. The second way to do the time-scheduling is to begin from the deadline of the project and do the scheduling backwards. This is a good way to optimate the timespan of a project, because this provides the project manager with the fasted time schedule in a natural way. An example of a Gantt Chart can be seen in figure 2.[4]<br /> <br /> <br /> [[File:RCA10.PNG|500px||Example of scatter plot]]<br /> <br /> <br /> ''Figure 2: Gantt Chart. It is seen that the chart provides a timeline for the project. This is a great way to get an overview of the works that needs to be done in a specific order, or at the same time.'' [5]<br /> <br /> Common to the two ways to schedule a Work Breakdown Structure is that both of them brings an overview of the project.<br /> <br /> <br /> =='''What are the limitations of Work Breakdown Structure?'''==<br /> <br /> As a project manager it is important to know what you don’t know - and to expect the unexpected. A Work Breakdown Structure of a project might give a great overview of a project but as much as this scheduling of the smaller work packages provides a sound estimation of the project, everything can still go wrong. The overview provides a good opportunity to do risk analysis on the project in details. It is also a good way to keep track of the time spend on the project and the different work packages. On that note it is easy to keep track of deviations from the schedule early in the process and act on these to provide some kind of damage control.<br /> <br /> To summarize: The Work Breakdown Structure is a good way to make a sound estimation of a project in terms of timespan and budged. But as a rule of thumb, something will deviate form the project plan at some point doing a project. A good Work Breakdown Structure schedule will provide an overview for the project manager, who in case of deviation from the schedule can act on them at an early state and reduce any harm to either the product delivered in the end, the time schedule, or the budget. As so, a Work Breakdown Structure can be seen as a work in progress and not a finished product.<br /> <br /> <br /> == '''References''' ==<br /> <br /> [ISO 21502 (2021 Edition).[1]]ISO Standard 21502, Project Management<br /> <br /> [https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View.[2]] Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides<br /> <br /> [https://www.workbreakdownstructure.com/.[3]] Figure 1: Picture of tree schedule, Author: WorkBreakdownStructure.com<br /> <br /> [https://www.adeaca.com/blog/faq-items/what-is-a-work-breakdown-structure/.[4]]ADEACA, What is a work breakdown structure?, Author: Matt Mong<br /> <br /> [https://www.gantt.com/.[5]]Figure 2: Picture of Gantt Chart, Author: Roger Duke</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=116671 2022-03-18T23:52:48Z

<p>S173964: </p> <hr /> <div><br /> <br /> =='''Abstract'''==<br /> <br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article.<br /> <br /> The article consists of the following sections:<br /> - What is Work Breakdown Structure?<br /> - Why is Work Breakdown Structure an important tool in project management?<br /> - How to implement Work Breakdown Structure?<br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> In each section, the question will be answered.<br /> This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.<br /> <br /> <br /> == '''What is Work Breakdown Structure?''' ==<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or programme into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programme is defined in the very beginning of this project- or programmes lifespan, it might be favourable to look at the work that is needed in order to fulfil the scope and deliver on the project/programme.<br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated.<br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.<br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work.<br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.<br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product.<br /> <br /> <br /> == '''Why is Work Breakdown Structure an important tool in project management?''' ==<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.<br /> <br /> <br /> == '''How to implement Work Breakdown Structure''' ==<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.<br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule as seen in figure 1. The project scope is shown on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analysed for cost and work. Then the small works are analysed the total cost of the project can be summed.<br /> <br /> [[File:RCA3.png|400px|thumb|Five Why analysis]]<br /> <br /> ''Figure 1: Tree structured Work Breakdown Structure Schedule. This shows the scope of the project is broken down into smaller scopes and how these smaller scopes are broken down into even smaller scopes.'' [3]<br /> <br /> Another way to implement Work Breakdown structure is to use a Gantt Chart. In order to do so, the project must of course be divided into smaller projects or sub-goals. These tasks are then organized in area of work, contact person and firm. It is also important to state who is responsible for the sub-goal to be finished to the expected time and at the agreed quality. Then this is examined, it is identified if any of the works or sub-goals or deliverables are overlapping and which of the works that are depending on each other. These works must be done in a certain order. After this identification, the time estimated for each work is determined and the works are ready to be scheduled.<br /> <br /> This can be done in two ways; Firstly, it can be done from the starting point of the project. The works are then scheduled from a date and forward until the estimated time for the given work is up. This step needs to take in to account, that holidays may occur in the timespan of the project. When a deadline is set for one work, the next work dependent on the first work can be scheduled and so on. The second way to do the time-scheduling is to begin from the deadline of the project and do the scheduling backwards. This is a good way to optimate the timespan of a project, because this provides the project manager with the fasted time schedule in a natural way. An example of a Gantt Chart can be seen in figure 2.[4]<br /> <br /> <br /> [[File:RCA10.PNG|500px||Example of scatter plot]]<br /> <br /> <br /> ''Figure 2: Gantt Chart. It is seen that the chart provides a timeline for the project. This is a great way to get an overview of the works that needs to be done in a specific order, or at the same time.'' [5]<br /> <br /> Common to the two ways to schedule a Work Breakdown Structure is that both of them brings an overview of the project.<br /> <br /> <br /> =='''What are the limitations of Work Breakdown Structure?'''==<br /> <br /> As a project manager it is important to know what you don’t know - and to expect the unexpected. A Work Breakdown Structure of a project might give a great overview of a project but as much as this scheduling of the smaller work packages provides a sound estimation of the project, everything can still go wrong. The overview provides a good opportunity to do risk analysis on the project in details. It is also a good way to keep track of the time spend on the project and the different work packages. On that note it is easy to keep track of deviations from the schedule early in the process and act on these to provide some kind of damage control.<br /> <br /> To summarize: The Work Breakdown Structure is a good way to make a sound estimation of a project in terms of timespan and budged. But as a rule of thumb, something will deviate form the project plan at some point doing a project. A good Work Breakdown Structure schedule will provide an overview for the project manager, who in case of deviation from the schedule can act on them at an early state and reduce any harm to either the product delivered in the end, the time schedule, or the budget. As so, a Work Breakdown Structure can be seen as a work in progress and not a finished product.<br /> <br /> <br /> == '''References''' ==<br /> <br /> <br /> [[https://asq.org/quality-resources/root-cause-analysis 1]]WHAT IS ROOT CAUSE ANALYSIS (RCA)? By ASQ<br /> <br /> [https://www.mindtools.com/pages/article/newTMC_5W.htm#:~:text=Origins%20of%20the%205%20Whys,it%20to%20solve%20problems%20today. [2]] 5 Whys by mindtools<br /> <br /> [https://www.slideshare.net/ExerciseLeanLLC/5-why-training-slides-oct-14-2009 [3]] 5 Why Training Slides by slide share<br /> <br /> [https://scholar.cu.edu.eg/?q=hmostafa/files/fishbone_diagram.pdf [4]] Fishbone Diagram by Cairo University<br /> <br /> [https://whatis.techtarget.com/definition/fishbone-diagram#:~:text=A%20fishbone%20diagram%20is%20a,type%20of%20mind%20map%20template. [5]] Fishbone Diagram by Whatis<br /> <br /> [https://www.wallstreetmojo.com/fishbone-diagram/ [6]] Examples of Fishbone by wall street mojo<br /> <br /> [https://asq.org/quality-press/display-item?item=H1460 [7]] The ASQ Pocket Guide To Root Cause Analysis, Bjørn Andersen, Tom Natland Fagerhaug<br /> <br /> [https://www.slideshare.net/himanshuhora/pareto-analysis-28873221 [8]] Pareto analysis by slide share<br /> <br /> [https://www.geeksforgeeks.org/advantages-and-disadvantages-of-pareto-chart/ [9]] Advantages and Disadvantages of Pareto Chart – geeks for geeks<br /> <br /> [https://www.geeksforgeeks.org/advantages-and-disadvantages-of-root-cause-analysis/#:~:text=RCA%20usually%20helps%20in%20determining,logical%20approach%20to%20solving%20problems. [10]] Advantages and Disadvantages of Root Cause Analysis - geeks for geeks<br /> <br /> [https://www.scribd.com/presentation/426356451/Root-Cause-Presentation-Tampa. [11]]Root Cause Presentation Tampa<br /> <br /> <br /> <br /> [https://www.workbreakdownstructure.com/.[3]] Figure 1: Picture of tree schedule, Author: WorkBreakdownStructure.com<br /> <br /> '''My ref'''<br /> [ISO 21502 (2021 Edition)[1]]ISO Standard 21502, Project Management<br /> <br /> [2] Ref: Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides, Link: https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View<br /> [3] , Website: <br /> [4] Ref: ADEACA, What is a work breakdown structure?, Author: Matt Mong, Website: https://www.adeaca.com/blog/faq-items/what-is-a-work-breakdown-structure/<br /> [5] Figure 2: Picture of Gantt Chart, Author: Roger Duke, Website: https://www.gantt.com/</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=116665 2022-03-18T23:48:52Z

<p>S173964: </p> <hr /> <div><br /> <br /> =='''Abstract'''==<br /> <br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article.<br /> <br /> The article consists of the following sections:<br /> - What is Work Breakdown Structure?<br /> - Why is Work Breakdown Structure an important tool in project management?<br /> - How to implement Work Breakdown Structure?<br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> In each section, the question will be answered.<br /> This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.<br /> <br /> <br /> == '''What is Work Breakdown Structure?''' ==<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or programme into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programme is defined in the very beginning of this project- or programmes lifespan, it might be favourable to look at the work that is needed in order to fulfil the scope and deliver on the project/programme.<br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated.<br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.<br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work.<br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.<br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product.<br /> <br /> <br /> == '''Why is Work Breakdown Structure an important tool in project management?''' ==<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.<br /> <br /> <br /> == '''How to implement Work Breakdown Structure''' ==<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.<br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule as seen in figure 1. The project scope is shown on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analysed for cost and work. Then the small works are analysed the total cost of the project can be summed.<br /> <br /> [[File:RCA3.png|400px|thumb|Five Why analysis]]<br /> <br /> ''Figure 1: Tree structured Work Breakdown Structure Schedule. This shows the scope of the project is broken down into smaller scopes and how these smaller scopes are broken down into even smaller scopes.'' [3]<br /> <br /> Another way to implement Work Breakdown structure is to use a Gantt Chart. In order to do so, the project must of course be divided into smaller projects or sub-goals. These tasks are then organized in area of work, contact person and firm. It is also important to state who is responsible for the sub-goal to be finished to the expected time and at the agreed quality. Then this is examined, it is identified if any of the works or sub-goals or deliverables are overlapping and which of the works that are depending on each other. These works must be done in a certain order. After this identification, the time estimated for each work is determined and the works are ready to be scheduled.<br /> <br /> This can be done in two ways; Firstly, it can be done from the starting point of the project. The works are then scheduled from a date and forward until the estimated time for the given work is up. This step needs to take in to account, that holidays may occur in the timespan of the project. When a deadline is set for one work, the next work dependent on the first work can be scheduled and so on. The second way to do the time-scheduling is to begin from the deadline of the project and do the scheduling backwards. This is a good way to optimate the timespan of a project, because this provides the project manager with the fasted time schedule in a natural way. An example of a Gantt Chart can be seen in figure 2.[4]<br /> <br /> <br /> [[File:RCA10.PNG|500px||Example of scatter plot]]<br /> <br /> <br /> ''Figure 2: Gantt Chart. It is seen that the chart provides a timeline for the project. This is a great way to get an overview of the works that needs to be done in a specific order, or at the same time.'' [5]<br /> <br /> Common to the two ways to schedule a Work Breakdown Structure is that both of them brings an overview of the project.<br /> <br /> <br /> =='''What are the limitations of Work Breakdown Structure?'''==<br /> <br /> As a project manager it is important to know what you don’t know - and to expect the unexpected. A Work Breakdown Structure of a project might give a great overview of a project but as much as this scheduling of the smaller work packages provides a sound estimation of the project, everything can still go wrong. The overview provides a good opportunity to do risk analysis on the project in details. It is also a good way to keep track of the time spend on the project and the different work packages. On that note it is easy to keep track of deviations from the schedule early in the process and act on these to provide some kind of damage control.<br /> <br /> To summarize: The Work Breakdown Structure is a good way to make a sound estimation of a project in terms of timespan and budged. But as a rule of thumb, something will deviate form the project plan at some point doing a project. A good Work Breakdown Structure schedule will provide an overview for the project manager, who in case of deviation from the schedule can act on them at an early state and reduce any harm to either the product delivered in the end, the time schedule, or the budget. As so, a Work Breakdown Structure can be seen as a work in progress and not a finished product.<br /> <br /> <br /> == '''References''' ==<br /> <br /> <br /> [[https://asq.org/quality-resources/root-cause-analysis 1]]WHAT IS ROOT CAUSE ANALYSIS (RCA)? By ASQ<br /> <br /> [https://www.mindtools.com/pages/article/newTMC_5W.htm#:~:text=Origins%20of%20the%205%20Whys,it%20to%20solve%20problems%20today. [2]] 5 Whys by mindtools<br /> <br /> [https://www.slideshare.net/ExerciseLeanLLC/5-why-training-slides-oct-14-2009 [3]] 5 Why Training Slides by slide share<br /> <br /> [https://scholar.cu.edu.eg/?q=hmostafa/files/fishbone_diagram.pdf [4]] Fishbone Diagram by Cairo University<br /> <br /> [https://whatis.techtarget.com/definition/fishbone-diagram#:~:text=A%20fishbone%20diagram%20is%20a,type%20of%20mind%20map%20template. [5]] Fishbone Diagram by Whatis<br /> <br /> [https://www.wallstreetmojo.com/fishbone-diagram/ [6]] Examples of Fishbone by wall street mojo<br /> <br /> [https://asq.org/quality-press/display-item?item=H1460 [7]] The ASQ Pocket Guide To Root Cause Analysis, Bjørn Andersen, Tom Natland Fagerhaug<br /> <br /> [https://www.slideshare.net/himanshuhora/pareto-analysis-28873221 [8]] Pareto analysis by slide share<br /> <br /> [https://www.geeksforgeeks.org/advantages-and-disadvantages-of-pareto-chart/ [9]] Advantages and Disadvantages of Pareto Chart – geeks for geeks<br /> <br /> [https://www.geeksforgeeks.org/advantages-and-disadvantages-of-root-cause-analysis/#:~:text=RCA%20usually%20helps%20in%20determining,logical%20approach%20to%20solving%20problems. [10]] Advantages and Disadvantages of Root Cause Analysis - geeks for geeks<br /> <br /> [https://www.scribd.com/presentation/426356451/Root-Cause-Presentation-Tampa. [11]]Root Cause Presentation Tampa<br /> <br /> <br /> <br /> <br /> <br /> '''My ref'''<br /> [ISO 21502 (2021 Edition)[1]]ISO Standard 21502, Project Management<br /> <br /> [2] Ref: Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides, Link: https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View<br /> [3] Figure 1: Picture of tree schedule, Author: WorkBreakdownStructure.com, Website: https://www.workbreakdownstructure.com/<br /> [4] Ref: ADEACA, What is a work breakdown structure?, Author: Matt Mong, Website: https://www.adeaca.com/blog/faq-items/what-is-a-work-breakdown-structure/<br /> [5] Figure 2: Picture of Gantt Chart, Author: Roger Duke, Website: https://www.gantt.com/</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=116663 2022-03-18T23:46:21Z

<p>S173964: </p> <hr /> <div><br /> <br /> =='''Abstract'''==<br /> <br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article.<br /> <br /> The article consists of the following sections:<br /> - What is Work Breakdown Structure?<br /> - Why is Work Breakdown Structure an important tool in project management?<br /> - How to implement Work Breakdown Structure?<br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> In each section, the question will be answered.<br /> This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.<br /> <br /> <br /> == '''What is Work Breakdown Structure?''' ==<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or programme into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programme is defined in the very beginning of this project- or programmes lifespan, it might be favourable to look at the work that is needed in order to fulfil the scope and deliver on the project/programme.<br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated.<br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.<br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work.<br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.<br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product.<br /> <br /> <br /> == '''Why is Work Breakdown Structure an important tool in project management?''' ==<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.<br /> <br /> <br /> == '''How to implement Work Breakdown Structure''' ==<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.<br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule as seen in figure 1. The project scope is shown on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analysed for cost and work. Then the small works are analysed the total cost of the project can be summed.<br /> <br /> [[File:RCA3.png|400px|thumb|Five Why analysis]]<br /> <br /> ''Figure 1: Tree structured Work Breakdown Structure Schedule. This shows the scope of the project is broken down into smaller scopes and how these smaller scopes are broken down into even smaller scopes.'' [3]<br /> <br /> Another way to implement Work Breakdown structure is to use a Gantt Chart. In order to do so, the project must of course be divided into smaller projects or sub-goals. These tasks are then organized in area of work, contact person and firm. It is also important to state who is responsible for the sub-goal to be finished to the expected time and at the agreed quality. Then this is examined, it is identified if any of the works or sub-goals or deliverables are overlapping and which of the works that are depending on each other. These works must be done in a certain order. After this identification, the time estimated for each work is determined and the works are ready to be scheduled.<br /> <br /> This can be done in two ways; Firstly, it can be done from the starting point of the project. The works are then scheduled from a date and forward until the estimated time for the given work is up. This step needs to take in to account, that holidays may occur in the timespan of the project. When a deadline is set for one work, the next work dependent on the first work can be scheduled and so on. The second way to do the time-scheduling is to begin from the deadline of the project and do the scheduling backwards. This is a good way to optimate the timespan of a project, because this provides the project manager with the fasted time schedule in a natural way. An example of a Gantt Chart can be seen in figure 2.[4]<br /> <br /> <br /> [[File:RCA10.PNG|500px||Example of scatter plot]]<br /> <br /> <br /> ''Figure 2: Gantt Chart. It is seen that the chart provides a timeline for the project. This is a great way to get an overview of the works that needs to be done in a specific order, or at the same time.'' [5]<br /> <br /> Common to the two ways to schedule a Work Breakdown Structure is that both of them brings an overview of the project.<br /> <br /> <br /> =='''What are the limitations of Work Breakdown Structure?'''==<br /> <br /> As a project manager it is important to know what you don’t know - and to expect the unexpected. A Work Breakdown Structure of a project might give a great overview of a project but as much as this scheduling of the smaller work packages provides a sound estimation of the project, everything can still go wrong. The overview provides a good opportunity to do risk analysis on the project in details. It is also a good way to keep track of the time spend on the project and the different work packages. On that note it is easy to keep track of deviations from the schedule early in the process and act on these to provide some kind of damage control.<br /> <br /> To summarize: The Work Breakdown Structure is a good way to make a sound estimation of a project in terms of timespan and budged. But as a rule of thumb, something will deviate form the project plan at some point doing a project. A good Work Breakdown Structure schedule will provide an overview for the project manager, who in case of deviation from the schedule can act on them at an early state and reduce any harm to either the product delivered in the end, the time schedule, or the budget. As so, a Work Breakdown Structure can be seen as a work in progress and not a finished product.<br /> <br /> <br /> == '''References''' ==<br /> <br /> <br /> [[https://asq.org/quality-resources/root-cause-analysis 1]]WHAT IS ROOT CAUSE ANALYSIS (RCA)? By ASQ<br /> <br /> [https://www.mindtools.com/pages/article/newTMC_5W.htm#:~:text=Origins%20of%20the%205%20Whys,it%20to%20solve%20problems%20today. [2]] 5 Whys by mindtools<br /> <br /> [https://www.slideshare.net/ExerciseLeanLLC/5-why-training-slides-oct-14-2009 [3]] 5 Why Training Slides by slide share<br /> <br /> [https://scholar.cu.edu.eg/?q=hmostafa/files/fishbone_diagram.pdf [4]] Fishbone Diagram by Cairo University<br /> <br /> [https://whatis.techtarget.com/definition/fishbone-diagram#:~:text=A%20fishbone%20diagram%20is%20a,type%20of%20mind%20map%20template. [5]] Fishbone Diagram by Whatis<br /> <br /> [https://www.wallstreetmojo.com/fishbone-diagram/ [6]] Examples of Fishbone by wall street mojo<br /> <br /> [https://asq.org/quality-press/display-item?item=H1460 [7]] The ASQ Pocket Guide To Root Cause Analysis, Bjørn Andersen, Tom Natland Fagerhaug<br /> <br /> [https://www.slideshare.net/himanshuhora/pareto-analysis-28873221 [8]] Pareto analysis by slide share<br /> <br /> [https://www.geeksforgeeks.org/advantages-and-disadvantages-of-pareto-chart/ [9]] Advantages and Disadvantages of Pareto Chart – geeks for geeks<br /> <br /> [https://www.geeksforgeeks.org/advantages-and-disadvantages-of-root-cause-analysis/#:~:text=RCA%20usually%20helps%20in%20determining,logical%20approach%20to%20solving%20problems. [10]] Advantages and Disadvantages of Root Cause Analysis - geeks for geeks<br /> <br /> [https://www.scribd.com/presentation/426356451/Root-Cause-Presentation-Tampa. [11]]Root Cause Presentation Tampa<br /> <br /> <br /> <br /> <br /> <br /> '''My ref'''<br /> <br /> [1] Ref: ISO Standard 21502, Project Management: ISO 21502 (2021 Edition)<br /> [2] Ref: Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides, Link: https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View<br /> [3] Figure 1: Picture of tree schedule, Author: WorkBreakdownStructure.com, Website: https://www.workbreakdownstructure.com/<br /> [4] Ref: ADEACA, What is a work breakdown structure?, Author: Matt Mong, Website: https://www.adeaca.com/blog/faq-items/what-is-a-work-breakdown-structure/<br /> [5] Figure 2: Picture of Gantt Chart, Author: Roger Duke, Website: https://www.gantt.com/</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=116661 2022-03-18T23:45:55Z

<p>S173964: </p> <hr /> <div>'''Abstract'''<br /> <br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article.<br /> <br /> The article consists of the following sections:<br /> - What is Work Breakdown Structure?<br /> - Why is Work Breakdown Structure an important tool in project management?<br /> - How to implement Work Breakdown Structure?<br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> In each section, the question will be answered.<br /> This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.<br /> <br /> <br /> == '''What is Work Breakdown Structure?''' ==<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or programme into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programme is defined in the very beginning of this project- or programmes lifespan, it might be favourable to look at the work that is needed in order to fulfil the scope and deliver on the project/programme.<br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated.<br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.<br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work.<br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.<br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product.<br /> <br /> <br /> == '''Why is Work Breakdown Structure an important tool in project management?''' ==<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.<br /> <br /> <br /> == '''How to implement Work Breakdown Structure''' ==<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.<br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule as seen in figure 1. The project scope is shown on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analysed for cost and work. Then the small works are analysed the total cost of the project can be summed.<br /> <br /> [[File:RCA3.png|400px|thumb|Five Why analysis]]<br /> <br /> ''Figure 1: Tree structured Work Breakdown Structure Schedule. This shows the scope of the project is broken down into smaller scopes and how these smaller scopes are broken down into even smaller scopes.'' [3]<br /> <br /> Another way to implement Work Breakdown structure is to use a Gantt Chart. In order to do so, the project must of course be divided into smaller projects or sub-goals. These tasks are then organized in area of work, contact person and firm. It is also important to state who is responsible for the sub-goal to be finished to the expected time and at the agreed quality. Then this is examined, it is identified if any of the works or sub-goals or deliverables are overlapping and which of the works that are depending on each other. These works must be done in a certain order. After this identification, the time estimated for each work is determined and the works are ready to be scheduled.<br /> <br /> This can be done in two ways; Firstly, it can be done from the starting point of the project. The works are then scheduled from a date and forward until the estimated time for the given work is up. This step needs to take in to account, that holidays may occur in the timespan of the project. When a deadline is set for one work, the next work dependent on the first work can be scheduled and so on. The second way to do the time-scheduling is to begin from the deadline of the project and do the scheduling backwards. This is a good way to optimate the timespan of a project, because this provides the project manager with the fasted time schedule in a natural way. An example of a Gantt Chart can be seen in figure 2.[4]<br /> <br /> <br /> [[File:RCA10.PNG|500px||Example of scatter plot]]<br /> <br /> <br /> ''Figure 2: Gantt Chart. It is seen that the chart provides a timeline for the project. This is a great way to get an overview of the works that needs to be done in a specific order, or at the same time.'' [5]<br /> <br /> Common to the two ways to schedule a Work Breakdown Structure is that both of them brings an overview of the project.<br /> <br /> <br /> =='''What are the limitations of Work Breakdown Structure?'''==<br /> <br /> As a project manager it is important to know what you don’t know - and to expect the unexpected. A Work Breakdown Structure of a project might give a great overview of a project but as much as this scheduling of the smaller work packages provides a sound estimation of the project, everything can still go wrong. The overview provides a good opportunity to do risk analysis on the project in details. It is also a good way to keep track of the time spend on the project and the different work packages. On that note it is easy to keep track of deviations from the schedule early in the process and act on these to provide some kind of damage control.<br /> <br /> To summarize: The Work Breakdown Structure is a good way to make a sound estimation of a project in terms of timespan and budged. But as a rule of thumb, something will deviate form the project plan at some point doing a project. A good Work Breakdown Structure schedule will provide an overview for the project manager, who in case of deviation from the schedule can act on them at an early state and reduce any harm to either the product delivered in the end, the time schedule, or the budget. As so, a Work Breakdown Structure can be seen as a work in progress and not a finished product.<br /> <br /> <br /> == '''References''' ==<br /> <br /> <br /> [[https://asq.org/quality-resources/root-cause-analysis 1]]WHAT IS ROOT CAUSE ANALYSIS (RCA)? By ASQ<br /> <br /> [https://www.mindtools.com/pages/article/newTMC_5W.htm#:~:text=Origins%20of%20the%205%20Whys,it%20to%20solve%20problems%20today. [2]] 5 Whys by mindtools<br /> <br /> [https://www.slideshare.net/ExerciseLeanLLC/5-why-training-slides-oct-14-2009 [3]] 5 Why Training Slides by slide share<br /> <br /> [https://scholar.cu.edu.eg/?q=hmostafa/files/fishbone_diagram.pdf [4]] Fishbone Diagram by Cairo University<br /> <br /> [https://whatis.techtarget.com/definition/fishbone-diagram#:~:text=A%20fishbone%20diagram%20is%20a,type%20of%20mind%20map%20template. [5]] Fishbone Diagram by Whatis<br /> <br /> [https://www.wallstreetmojo.com/fishbone-diagram/ [6]] Examples of Fishbone by wall street mojo<br /> <br /> [https://asq.org/quality-press/display-item?item=H1460 [7]] The ASQ Pocket Guide To Root Cause Analysis, Bjørn Andersen, Tom Natland Fagerhaug<br /> <br /> [https://www.slideshare.net/himanshuhora/pareto-analysis-28873221 [8]] Pareto analysis by slide share<br /> <br /> [https://www.geeksforgeeks.org/advantages-and-disadvantages-of-pareto-chart/ [9]] Advantages and Disadvantages of Pareto Chart – geeks for geeks<br /> <br /> [https://www.geeksforgeeks.org/advantages-and-disadvantages-of-root-cause-analysis/#:~:text=RCA%20usually%20helps%20in%20determining,logical%20approach%20to%20solving%20problems. [10]] Advantages and Disadvantages of Root Cause Analysis - geeks for geeks<br /> <br /> [https://www.scribd.com/presentation/426356451/Root-Cause-Presentation-Tampa. [11]]Root Cause Presentation Tampa<br /> <br /> <br /> <br /> <br /> <br /> '''My ref'''<br /> <br /> [1] Ref: ISO Standard 21502, Project Management: ISO 21502 (2021 Edition)<br /> [2] Ref: Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides, Link: https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View<br /> [3] Figure 1: Picture of tree schedule, Author: WorkBreakdownStructure.com, Website: https://www.workbreakdownstructure.com/<br /> [4] Ref: ADEACA, What is a work breakdown structure?, Author: Matt Mong, Website: https://www.adeaca.com/blog/faq-items/what-is-a-work-breakdown-structure/<br /> [5] Figure 2: Picture of Gantt Chart, Author: Roger Duke, Website: https://www.gantt.com/</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=116659 2022-03-18T23:44:56Z

<p>S173964: </p> <hr /> <div>'''Abstract'''<br /> <br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article.<br /> <br /> The article consists of the following sections:<br /> - What is Work Breakdown Structure?<br /> - Why is Work Breakdown Structure an important tool in project management?<br /> - How to implement Work Breakdown Structure?<br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> In each section, the question will be answered.<br /> This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.<br /> <br /> <br /> == '''What is Work Breakdown Structure?''' ==<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or programme into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programme is defined in the very beginning of this project- or programmes lifespan, it might be favourable to look at the work that is needed in order to fulfil the scope and deliver on the project/programme.<br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated.<br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.<br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work.<br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.<br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product.<br /> <br /> <br /> == '''Why is Work Breakdown Structure an important tool in project management?''' ==<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.<br /> <br /> <br /> == '''How to implement Work Breakdown Structure''' ==<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.<br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule as seen in figure 1. The project scope is shown on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analysed for cost and work. Then the small works are analysed the total cost of the project can be summed.<br /> <br /> [[File:RCA3.png|400px|thumb|Five Why analysis]]<br /> <br /> ''Figure 1: Tree structured Work Breakdown Structure Schedule. This shows the scope of the project is broken down into smaller scopes and how these smaller scopes are broken down into even smaller scopes.'' [3]<br /> <br /> Another way to implement Work Breakdown structure is to use a Gantt Chart. In order to do so, the project must of course be divided into smaller projects or sub-goals. These tasks are then organized in area of work, contact person and firm. It is also important to state who is responsible for the sub-goal to be finished to the expected time and at the agreed quality. Then this is examined, it is identified if any of the works or sub-goals or deliverables are overlapping and which of the works that are depending on each other. These works must be done in a certain order. After this identification, the time estimated for each work is determined and the works are ready to be scheduled.<br /> <br /> This can be done in two ways; Firstly, it can be done from the starting point of the project. The works are then scheduled from a date and forward until the estimated time for the given work is up. This step needs to take in to account, that holidays may occur in the timespan of the project. When a deadline is set for one work, the next work dependent on the first work can be scheduled and so on. The second way to do the time-scheduling is to begin from the deadline of the project and do the scheduling backwards. This is a good way to optimate the timespan of a project, because this provides the project manager with the fasted time schedule in a natural way. An example of a Gantt Chart can be seen in figure 2.[4]<br /> <br /> <br /> [[File:RCA10.PNG|500px||Example of scatter plot]]<br /> <br /> <br /> ''Figure 2: Gantt Chart. It is seen that the chart provides a timeline for the project. This is a great way to get an overview of the works that needs to be done in a specific order, or at the same time.'' [5]<br /> <br /> Common to the two ways to schedule a Work Breakdown Structure is that both of them brings an overview of the project.<br /> <br /> <br /> ==='''What are the limitations of Work Breakdown Structure?'''===<br /> <br /> As a project manager it is important to know what you don’t know - and to expect the unexpected. A Work Breakdown Structure of a project might give a great overview of a project but as much as this scheduling of the smaller work packages provides a sound estimation of the project, everything can still go wrong. The overview provides a good opportunity to do risk analysis on the project in details. It is also a good way to keep track of the time spend on the project and the different work packages. On that note it is easy to keep track of deviations from the schedule early in the process and act on these to provide some kind of damage control.<br /> <br /> To summarize: The Work Breakdown Structure is a good way to make a sound estimation of a project in terms of timespan and budged. But as a rule of thumb, something will deviate form the project plan at some point doing a project. A good Work Breakdown Structure schedule will provide an overview for the project manager, who in case of deviation from the schedule can act on them at an early state and reduce any harm to either the product delivered in the end, the time schedule, or the budget. As so, a Work Breakdown Structure can be seen as a work in progress and not a finished product.<br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> == '''References''' ==<br /> <br /> <br /> [[https://asq.org/quality-resources/root-cause-analysis 1]]WHAT IS ROOT CAUSE ANALYSIS (RCA)? By ASQ<br /> <br /> [https://www.mindtools.com/pages/article/newTMC_5W.htm#:~:text=Origins%20of%20the%205%20Whys,it%20to%20solve%20problems%20today. [2]] 5 Whys by mindtools<br /> <br /> [https://www.slideshare.net/ExerciseLeanLLC/5-why-training-slides-oct-14-2009 [3]] 5 Why Training Slides by slide share<br /> <br /> [https://scholar.cu.edu.eg/?q=hmostafa/files/fishbone_diagram.pdf [4]] Fishbone Diagram by Cairo University<br /> <br /> [https://whatis.techtarget.com/definition/fishbone-diagram#:~:text=A%20fishbone%20diagram%20is%20a,type%20of%20mind%20map%20template. [5]] Fishbone Diagram by Whatis<br /> <br /> [https://www.wallstreetmojo.com/fishbone-diagram/ [6]] Examples of Fishbone by wall street mojo<br /> <br /> [https://asq.org/quality-press/display-item?item=H1460 [7]] The ASQ Pocket Guide To Root Cause Analysis, Bjørn Andersen, Tom Natland Fagerhaug<br /> <br /> [https://www.slideshare.net/himanshuhora/pareto-analysis-28873221 [8]] Pareto analysis by slide share<br /> <br /> [https://www.geeksforgeeks.org/advantages-and-disadvantages-of-pareto-chart/ [9]] Advantages and Disadvantages of Pareto Chart – geeks for geeks<br /> <br /> [https://www.geeksforgeeks.org/advantages-and-disadvantages-of-root-cause-analysis/#:~:text=RCA%20usually%20helps%20in%20determining,logical%20approach%20to%20solving%20problems. [10]] Advantages and Disadvantages of Root Cause Analysis - geeks for geeks<br /> <br /> [https://www.scribd.com/presentation/426356451/Root-Cause-Presentation-Tampa. [11]]Root Cause Presentation Tampa<br /> <br /> <br /> <br /> <br /> <br /> '''My ref'''<br /> <br /> [1] Ref: ISO Standard 21502, Project Management: ISO 21502 (2021 Edition)<br /> [2] Ref: Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides, Link: https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View<br /> [3] Figure 1: Picture of tree schedule, Author: WorkBreakdownStructure.com, Website: https://www.workbreakdownstructure.com/<br /> [4] Ref: ADEACA, What is a work breakdown structure?, Author: Matt Mong, Website: https://www.adeaca.com/blog/faq-items/what-is-a-work-breakdown-structure/<br /> [5] Figure 2: Picture of Gantt Chart, Author: Roger Duke, Website: https://www.gantt.com/</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=116654 2022-03-18T23:35:50Z

<p>S173964: </p> <hr /> <div>'''Abstract'''<br /> <br /> <br /> <br /> == '''Introduction''' ==<br /> <br /> [[File:Problem.png||150px|Root cause illustration| frameless|thumb]]<br /> <br /> <br /> == '''Process of Root cause Analysis''' ==<br /> <br /> [[File:RCA2.png|700px||Process of Root cause Analysis]]<br /> <br /> <br /> <br /> <br /> <br /> <br /> == '''Root cause analysis tools''' ==<br /> <br /> ==='''Five Why analysis '''===<br /> [[File:RCA3.png|400px|thumb|Five Why analysis]]<br /> <br /> <br /> '''Steps to perform five why analysis'''<br /> <br /> # Take a particular problem<br /> # Question “WHY” it occurred and note down the answer.<br /> # If that is not the exact root cause then you can ask another “WHY” question to that answer .Note down the new answer.<br /> # Follow these steps till you identify the root cause. It can take any number of “WHY” to reach the cause. [https://www.slideshare.net/ExerciseLeanLLC/5-why-training-slides-oct-14-2009 [3]]<br /> <br /> <br /> '''Example '''<br /> <br /> <br /> <br /> ==='''Fishbone diagram'''===<br /> <br /> <br /> '''Steps to analysis fishbone diagram'''<br /> <br /> # Determine and state the effect or the problem that has to be analyzed.<br /> # Determine the primary causes or categories of the effect.Methods, machines, people, materials, environment or measurements are popular primary causes.<br /> # Under each primary categories identify the other sub causes on it. Sub causes can be identified through various methods like five why analysis or 4Ps method (Policies, Procedures, People and Plant) <br /> # This procedure of analyzing each cause is repeated until the problem's root causes are found. The team then analyzes the fishbone diagram until a conclusion and future steps are reached.[https://whatis.techtarget.com/definition/fishbone-diagram#:~:text=A%20fishbone%20diagram%20is%20a,type%20of%20mind%20map%20template. [5]]<br /> <br /> <br /> '''Example'''<br /> <br /> [[File:RCA4.png|400px||Example of Fish Bone Diagram. Image recreated from Wall street mojo]]<br /> <br /> ==='''Scatter chart'''===<br /> <br /> <br /> Scatter chart represents the relationship between dependent and independent variables for the root cause. The dependent and independent variables data is represented by numerical value. [https://asq.org/quality-press/display-item?item=H1460 [7]]<br /> <br /> '''Steps to create a scatter plot'''<br /> <br /> # Choose two variables to analyze (Pair of dependent and independent variables).<br /> # Measure the equivalent value of the dependent variable for each value of the independent variable.<br /> # On the chart, plot the numbers from each data pair.<br /> # On the horizontal axis, place the independent or expected cause variable, and on the vertical axis, place the dependent or intended effect variable.<br /> # In the chart, plot and examine the acquired data values. [https://asq.org/quality-press/display-item?item=H1460 [7]]<br /> <br /> '''Example '''<br /> <br /> [[File:RCA7.PNG|500px|Thumb|Example of scatter plot]]<br /> <br /> [[File:RCA5.png|400px|thumb|Gantt charts]]<br /> <br /> ==='''Gantt charts '''===<br /> <br /> <br /> '''Steps to create a Gantt chart'''<br /> <br /> # Make a list of all tasks and activities.<br /> # Calculate the latest finishing date and the earliest start date for each activity, as well as the duration and any interdependence on other activities.<br /> # Arrange the tasks in a blank Gantt chart, with the timeline indicating the project's overall duration.<br /> # Draw bars that match to the duration of the activities to schedule them.<br /> # Use diamonds to represent plan milestones. [https://asq.org/quality-press/display-item?item=H1460 [7]]<br /> <br /> <br /> ==='''Flowcharts'''===<br /> <br /> Flowchart represent the process flow which was used through a simplified representation. [https://asq.org/quality-press/display-item?item=H1460 [7]]<br /> <br /> '''Steps to create flowcharts'''<br /> <br /> # Gather all of the team members in the process in a meeting room with a whiteboard and plenty of colorful sticky note<br /> # Define the process's beginning and end points, as well as the borderline between other parallel processes.<br /> # List the primary actions or tasks that were completed during the procedure <br /> # Use different colored adhesive notes to represent actions, items, documents, and other process elements.<br /> # Draw a diagram of the process by shifting the notes about on the board until they reflect the most accurate representation of the process. [https://asq.org/quality-press/display-item?item=H1460 [7]]<br /> <br /> '''Symbols '''<br /> <br /> [[File:RCA6.png|300px||Example of Fish Bone Diagram. Image recreated from Wall street mojo]]<br /> <br /> ==='''Pareto analysis'''===<br /> <br /> Png over a considerable amount of time. It also supports in handling multiple organizational challenges. [https://www.geeksforgeeks.org/advantages-and-disadvantages-of-pareto-chart/ [9]]<br /> <br /> '''Steps to perform pareto analysis'''<br /> <br /> # Collect the number defect occurrence.<br /> # Sort that data from highest to lowest based on the number of occurrences.<br /> # Calculate the cumulative percentage.<br /> # Plot a bar graph where X-axis is the defect causes and Y-axis is the cumulative percentage.<br /> # Plot another line graph in that bar graph for the cumulative percentage.<br /> # To separate the important root cause draw a line from Y-Axis at 80% to the line graph and then drop to the X-Axis. The causes that are left side to the line are the 80% defect driving factors. [https://www.slideshare.net/himanshuhora/pareto-analysis-28873221 [8]]<br /> <br /> '''Example'''<br /> <br /> <br /> [[File:RCA10.PNG|500px||Example of scatter plot]]<br /> <br /> ==='''Histogram'''===<br /> <br /> <br /> '''Steps to create a histogram'''<br /> <br /> # Split the obtained data into an appropriate number of categories if it hasn't already been done.<br /> # Make a bar chart with area for the number of data categories on the X axis and the maximum data point on the vertical axis.<br /> # For each data point, make a bar with a height that matches to the recorded data.<br /> # Look for trends in the histogram results. Reevaluate the number of categories and the data division into the categories if your result with a graph with very few bars, all bars almost equal, or a comb-like design. [https://asq.org/quality-press/display-item?item=H1460 [7]]<br /> <br /> '''Example '''<br /> <br /> <br /> [[File:RCA8.png|300px|Thumb|Example of Histogram]]<br /> <br /> ==='''Brainstorming'''===<br /> <br /> The goal of brainstorming is to generate as much thoughts as possible which are probable factors for the event under study, even wild ideas. [https://asq.org/quality-press/display-item?item=H1460 [7]]<br /> <br /> '''Steps to do brainstorming session'''<br /> <br /> #Get a whiteboard or a flip chart to write down your ideas.<br /> #Encourage everyone to engage by opening the stage to attendees for the intent of launching ideas.<br /> #Make a list of all the ideas you've come up with, using the same language as the original proposal.<br /> #During the session, don't really debate, criticize, or evaluate ideas.<br /> #Allow for a period of stagnation in the flow of thoughts because it will generally take up again; end the session when very few fresh ideas come.<br /> #Sort ideas into categories of decreasing importance to review them. [https://asq.org/quality-press/display-item?item=H1460 [7]]<br /> <br /> ==='''Impact effort matrix '''===<br /> <br /> It's a method for determining which of many possible solutions should be executed. It shows which ideas look to be the simplest to implement and which have the greatest impact. [https://asq.org/quality-press/display-item?item=H1460 [7]]<br /> <br /> '''Steps to create the Impact effort matrix'''<br /> <br /> # Lookup past discussions' possible solutions.<br /> # Create a blank diagram, dividing it into four quadrants, with the effort necessary to implement the solution on the x axis and the impact of the approach on the y axis.<br /> # Evaluate effort and impact, and then position each option in the graph based on your findings. To identify each reason, use figures, shades, or titles.<br /> # The options in the upper left quadrant will provide the best value and should be prioritized. [https://asq.org/quality-press/display-item?item=H1460 [7]]<br /> <br /> '''Example'''<br /> <br /> [[File:RCA9.png|400px|Thumb|Example of Histogram]]<br /> <br /> =='''Significance of root cause analysis ''' ==<br /> <br /> # For a long team perspective, Root Cause Analysis is typically helpful in discovering and identifying defects as well as their fundamental causes and remedy can be found, reducing the risk of recurrence .<br /> # It helps with the development of a logical approach to solving issues.<br /> # After determining the primary source of the problem, one will attempt to determine and identify important problem-solving methods using information currently available. Once the fault has been identified, we can decide what adjustments are necessary to enhance quality.<br /> # We can identify existing and future needs for organizational and system development.<br /> # It also aids in the development of repeatable and acceptable step-by-step procedures, where one process may corroborate the outcome of another. [https://www.geeksforgeeks.org/advantages-and-disadvantages-of-root-cause-analysis/#:~:text=RCA%20usually%20helps%20in%20determining,logical%20approach%20to%20solving%20problems. [10]]<br /> <br /> == '''Limitations of Root cause Analysis''' ==<br /> <br /> # The primary issue with Root cause analysis is that it only assumes, or focuses on, one root cause of failure. However, in fact, the issue may be more complicated. There might be several underlying causes for a fault. As a result, one must concentrate on all areas of the fault and consider the underlying causes of the issue.<br /> # Few root cause analysis tools like fishbone diagram or five why analysis doesn’t use data or other statistical tools, so without data the outcome won’t be more reliable<br /> # The brainstorming process might create both irrelevant and relevant underlying factors, causing confusion and wasting time.<br /> # Multiple components in complex diagrams might result in a confused mess that is difficult to show in a fishbone chart. <br /> #Root cause analysis alone would not give any results, it has to be used as part of a bigger problem-solving effort aimed at improving quality.[https://www.geeksforgeeks.org/advantages-and-disadvantages-of-root-cause-analysis/#:~:text=RCA%20usually%20helps%20in%20determining,logical%20approach%20to%20solving%20problems. [10]]<br /> <br /> == '''Thinks to know''' ==<br /> #The information you gather will determine the quality of your root cause analysis. <br /> #Before you can know why something happened, you must first know what really happened.<br /> #Sometime lack of knowledge of tools can be a obstruct of root cause analysis.<br /> #Even when the main cause is identified, people frequently fail to recognize good corrective steps.<br /> #All investigations do not have to be identical (but some processes can be ignored).[https://www.scribd.com/presentation/426356451/Root-Cause-Presentation-Tampa. [11]]<br /> <br /> == '''Annotated Bibliography''' ==<br /> <br /> '''1.Root Cause Analysis Handbook: A Guide to Efficient and Effective Incident Management, 3rd Edition''' by ABS Consulting , Lee N Vanden Heuvel , Donald K Lorenzo , Walter E Hanson <br /> <br /> <br /> '''2.The ASQ Pocket Guide To Root Cause Analysis''', Bjørn Andersen, Tom Natland Fagerhaug <br /> <br /> <br /> <br /> '''3.Root Cause Analysis: A Step-By-Step Guide to Using the Right Tool at the Right Time 1st Edition''',by Matthew A. Barsalou<br /> <br /> <br /> == '''References''' ==<br /> <br /> <br /> [[https://asq.org/quality-resources/root-cause-analysis 1]]WHAT IS ROOT CAUSE ANALYSIS (RCA)? By ASQ<br /> <br /> [https://www.mindtools.com/pages/article/newTMC_5W.htm#:~:text=Origins%20of%20the%205%20Whys,it%20to%20solve%20problems%20today. [2]] 5 Whys by mindtools<br /> <br /> [https://www.slideshare.net/ExerciseLeanLLC/5-why-training-slides-oct-14-2009 [3]] 5 Why Training Slides by slide share<br /> <br /> [https://scholar.cu.edu.eg/?q=hmostafa/files/fishbone_diagram.pdf [4]] Fishbone Diagram by Cairo University<br /> <br /> [https://whatis.techtarget.com/definition/fishbone-diagram#:~:text=A%20fishbone%20diagram%20is%20a,type%20of%20mind%20map%20template. [5]] Fishbone Diagram by Whatis<br /> <br /> [https://www.wallstreetmojo.com/fishbone-diagram/ [6]] Examples of Fishbone by wall street mojo<br /> <br /> [https://asq.org/quality-press/display-item?item=H1460 [7]] The ASQ Pocket Guide To Root Cause Analysis, Bjørn Andersen, Tom Natland Fagerhaug<br /> <br /> [https://www.slideshare.net/himanshuhora/pareto-analysis-28873221 [8]] Pareto analysis by slide share<br /> <br /> [https://www.geeksforgeeks.org/advantages-and-disadvantages-of-pareto-chart/ [9]] Advantages and Disadvantages of Pareto Chart – geeks for geeks<br /> <br /> [https://www.geeksforgeeks.org/advantages-and-disadvantages-of-root-cause-analysis/#:~:text=RCA%20usually%20helps%20in%20determining,logical%20approach%20to%20solving%20problems. [10]] Advantages and Disadvantages of Root Cause Analysis - geeks for geeks<br /> <br /> [https://www.scribd.com/presentation/426356451/Root-Cause-Presentation-Tampa. [11]]Root Cause Presentation Tampa</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=110478 2022-02-20T22:55:14Z

<p>S173964: </p> <hr /> <div>'''Abstract'''<br /> <br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article.<br /> <br /> <br /> The article consists of the following sections:<br /> <br /> - What is Work Breakdown Structure?<br /> <br /> - Why is Work Breakdown Structure an important tool in project management?<br /> <br /> - How to implement Work Breakdown Structure?<br /> <br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> <br /> In each section, the question will be answered.<br /> <br /> This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a Bachelor's degree.<br /> <br /> <br /> '''What is Work Breakdown Structure?'''<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or programme into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programme is defined in the very beginning of this project- or programmes lifespan, it might be favorable to look at the work that is needed in order to fulfill the scope and deliver on the project/programme. <br /> <br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as this two TING is the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been effected. <br /> <br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works. <br /> <br /> - The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work. <br /> <br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments. <br /> <br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product. <br /> <br /> <br /> <br /> '''Why is Work Breakdown Structure an important tool in project management?'''<br /> <br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfill a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.<br /> <br /> <br /> '''How to implement Work Breakdown Structure'''<br /> <br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfill the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project. <br /> <br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule as seen in figure 1. The project scope is shown on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfill the overall scope of the project. These smaller works are again broken down into smaller works and analyzed for cost and work. Then the small works are analyzed the total cost of the project can be summed. <br /> <br /> [I'm sorry, I'm not able to upload the picture yet. The picture is available on the website.]<br /> <br /> '''''Figure 1:''' Tree structured Work Breakdown Structure Schedule. This shows the scope of the project is broken down into smaller scopes and how these smaller scopes are broken down into even smaller scopes. [3]''<br /> <br /> <br /> Another way to implement Work Breakdown structure is to use a Gantt Chart. In order to do so, the project must of course be divided into smaller projects or sub-goals. These tasks are then organized in area of work, contact person and firm. It is also important to state who is responsible for the sub-goal to be finished to the expected time and at the agreed quality. Then this is examined, it is identified if any of the works or sub-goals or deliverables are overlapping and which of the works that are depending on each other. These works must be done in a certain order. After this identification, the time estimated for each work is determined and the works are ready to be scheduled. <br /> <br /> <br /> This can be done in two ways; Firstly, it can be done from the starting point of the project. The works are then scheduled from a date and forward until the estimated time for the given work is up. This step needs to take in to account that holidays may occur in the timespan of the project. When a deadline is set for one work, the next work dependent on the first work can be scheduled and so on. <br /> The second way to do the time-scheduling is to begin from the deadline of the project and do the scheduling backwards. This is a good way to optimate the timespan of a project, because this provides the project manager with the fasted time schedule in a natural way. An example of a Gantt Chart can be seen in figure 2.[4] <br /> <br /> <br /> [I'm sorry, I'm not able to upload the picture yet. The picture is available on the website.]<br /> <br /> '''''Figure 2:''' Gantt Chart. It is seen that the chart provides a timeline for the project. This is a great way to get an overview of the works that needs to be done in a specific order, or at the same time. [5]''<br /> <br /> <br /> Common to the two ways to schedule a Work Breakdown Structure is that both of them brings an overview of the project.<br /> <br /> <br /> '''What are the limitations of Work Breakdown Structure?'''<br /> <br /> <br /> As a project manager it is important to know what you don’t know - and to expect the unexpected. A Work Breakdown Structure of a project might give a great overview of a project but as much as this scheduling of the smaller work packages provides a sound estimation of the project, everything can still go wrong. The overview provides a good opportunity to do risk analysis on the project in details. It is also a good way to keep track of the time spend on the project and the different work packages. On that note it is easy to keep track of deviations from the schedule early in the process and act on these to provide some kind of damage control. <br /> <br /> <br /> To summarize: The Work Breakdown Structure is a good way to make a sound estimation of a project in terms of timespan and budged. But as a rule of thumb, something will deviate form the project plan at some point doing a project. A good Work Breakdown Structure schedule will provide an overview for the project manager, who in case of deviation from the schedule can act on them at an early state and reduce any harm to either the product delivered in the end, the time schedule, or the budget. As so, a Work Breakdown Structure can be seen as a work in progress and not a finished product.<br /> <br /> <br /> '''Links/ref'''<br /> <br /> [1] Ref: ISO Standard 21502, Project Management: ISO 21502 (2021 Edition)<br /> <br /> [2] Ref: Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides, Link: https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View<br /> <br /> [3] Figure 1: Picture of tree schedule, Author: WorkBreakdownStructure.com, Website: https://www.workbreakdownstructure.com/<br /> <br /> [4] Ref: ADEACA, What is a work breakdown structure?, Author: Matt Mong, Website: https://www.adeaca.com/blog/faq-items/what-is-a-work-breakdown-structure/<br /> <br /> [5] Figure 2: Picture of Gantt Chart, Author: Roger Duke, Website: https://www.gantt.com/</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=110456 2022-02-20T22:49:59Z

<p>S173964: </p> <hr /> <div>'''Abstract'''<br /> <br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article.<br /> <br /> <br /> The article consists of the following sections:<br /> <br /> - What is Work Breakdown Structure?<br /> <br /> - Why is Work Breakdown Structure an important tool in project management?<br /> <br /> - How to implement Work Breakdown Structure?<br /> <br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> <br /> In each section, the question will be answered.<br /> <br /> This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a Bachelor's degree.<br /> <br /> <br /> '''What is Work Breakdown Structure?'''<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or programme into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programme is defined in the very beginning of this project- or programmes lifespan, it might be favorable to look at the work that is needed in order to fulfill the scope and deliver on the project/programme. <br /> <br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as this two TING is the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been effected. <br /> <br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works. <br /> <br /> - The product produced by the work done in a work package. It is important to matching the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work. <br /> <br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments. <br /> <br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product. <br /> <br /> <br /> <br /> '''Why is Work Breakdown Structure an important tool in project management?'''<br /> <br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfill a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.<br /> <br /> <br /> '''How to implement Work Breakdown Structure'''<br /> <br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfill the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project. <br /> <br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule as seen in figure 1. The project scope is shown on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfill the overall scope of the project. These smaller works are again broken down into smaller works and analyzed for cost and work. Then the small works are analyzed the total cost of the project can be summed. <br /> <br /> [I'm sorry, I'm not able to upload the picture yet. The picture is available on the website.]<br /> <br /> '''''Figure 1:''' Tree structured Work Breakdown Structure Schedule. This shows the scope of the project is broken down into smaller scopes and how these smaller scopes are broken down into even smaller scopes. [3]''<br /> <br /> <br /> Another way to implement Work Breakdown structure is to use a Gantt Chart. In order to do so, the project must of course be divided into smaller projects or sub-goals. These tasks are then organized in area of work, contact person and firm. It is also important to state who is responsible for the sub-goal to be finished to the expected time and at the agreed quality. Then this is examined, it is identified if any of the works or sub-goals or deliverables are overlapping and which of the works that are depending on each other. These works must be done in a certain order. After this identification, the time estimated for each work is determined and the works are ready to be scheduled. <br /> <br /> <br /> This can be done in two ways; Firstly, it can be done from the starting point of the project. The works are then scheduled from a date and forward until the estimated time for the given work is up. This step needs to take in to account that holidays may occur in the timespan of the project. When a deadline is set for one work, the next work dependent on the first work can be scheduled and so on. <br /> The second way to do the time-scheduling is to begin from the deadline of the project and do the scheduling backwards. This is a good way to optimate the timespan of a project, because this provides the project manager with the fasted time schedule in a natural way. An example of a Gantt Chart can be seen in figure 2.[4] <br /> <br /> <br /> [I'm sorry, I'm not able to upload the picture yet. The picture is available on the website.]<br /> <br /> '''''Figure 2:''' Gantt Chart. It is seen that the chart provides a timeline for the project. This is a great way to get an overview of the works that needs to be done in a specific order, or at the same time. [5]''<br /> <br /> <br /> Common to the two ways to schedule a Work Breakdown Structure is that both of them brings an overview of the project.<br /> <br /> <br /> '''What are the limitations of Work Breakdown Structure?'''<br /> <br /> <br /> As a project manager it is important to know what you don’t know - and to expect the unexpected. A Work Breakdown Structure of a project might give a great overview of a project but as much as this scheduling of the smaller work packages provides a sound estimation of the project, everything can still go wrong. The overview provides a good opportunity to do risk analysis on the project in details. It is also a good way to keep track of the time spend on the project and the different work packages. On that note it is easy to keep track of deviations from the schedule early in the process and act on these to provide some kind of damage control. <br /> <br /> <br /> To summarize: The Work Breakdown Structure is a good way to make a sound estimation of a project in terms of timespan and budged. But as a rule of thumb, something will deviate form the project plan at some point doing a project. A good Work Breakdown Structure schedule will provide an overview for the project manager, who in case of deviation from the schedule can act on them at an early state and reduce any harm to either the product delivered in the end, the time schedule, or the budget. As so, a Work Breakdown Structure can be seen as a work in progress and not a finished product.<br /> <br /> <br /> '''Links/ref'''<br /> <br /> [1] Ref: ISO Standard 21502, Project Management: ISO 21502 (2021 Edition)<br /> <br /> [2] Ref: Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides, Link: https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View<br /> <br /> [3] Figure 1: Picture of tree schedule, Author: WorkBreakdownStructure.com, Website: https://www.workbreakdownstructure.com/<br /> <br /> [4] Ref: ADEACA, What is a work breakdown structure?, Author: Matt Mong, Website: https://www.adeaca.com/blog/faq-items/what-is-a-work-breakdown-structure/<br /> <br /> [5] Figure 2: Picture of Gantt Chart, Author: Roger Duke, Website: https://www.gantt.com/</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=110425 2022-02-20T22:44:46Z

<p>S173964: </p> <hr /> <div>'''Abstract'''<br /> <br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article.<br /> <br /> <br /> The article consists of the following sections:<br /> <br /> - What is Work Breakdown Structure?<br /> <br /> - Why is Work Breakdown Structure an important tool in project management?<br /> <br /> - How to implement Work Breakdown Structure?<br /> <br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> <br /> In each section, the question will be answered.<br /> <br /> This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a Bachelor's degree.<br /> <br /> <br /> '''What is Work Breakdown Structure?'''<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or programme into progressively lower levels consisting of elements of work&quot; [1]. In other words: when the scope of a project or programme is defined in the very beginning of this project- or programmes lifespan, it might be favorable to look at the work that is needed in order to fulfill the scope and deliver on the project/programme. <br /> <br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as this two TING is the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been effected. <br /> <br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]<br /> <br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works. <br /> <br /> - The product produced by the work done in a work package. It is important to matching the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work. <br /> <br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments. <br /> <br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product. <br /> <br /> <br /> <br /> '''Why is Work Breakdown Structure an important tool in project management?'''<br /> <br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfill a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.<br /> <br /> <br /> '''How to implement Work Breakdown Structure'''<br /> <br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfill the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project. <br /> <br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule as seen in figure 1. The project scope is shown on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfill the overall scope of the project. These smaller works are again broken down into smaller works and analyzed for cost and work. Then the small works are analyzed the total cost of the project can be summed. <br /> <br /> <br /> <br /> <br /> <br /> '''''Figure 1:''' Tree structured Work Breakdown Structure Schedule. This shows the scope of the project is broken down into smaller scopes and how these smaller scopes are broken down into even smaller scopes. [3]''<br /> <br /> <br /> Another way to implement Work Breakdown structure is to use a Gantt Chart. In order to do so, the project must of course be divided into smaller projects or sub-goals. These tasks are then organized in area of work, contact person and firm. It is also important to state who is responsible for the sub-goal to be finished to the expected time and at the agreed quality. Then this is examined, it is identified if any of the works or sub-goals or deliverables are overlapping and which of the works that are depending on each other. These works must be done in a certain order. After this identification, the time estimated for each work is determined and the works are ready to be scheduled. <br /> <br /> <br /> This can be done in two ways; Firstly, it can be done from the starting point of the project. The works are then scheduled from a date and forward until the estimated time for the given work is up. This step needs to take in to account that holidays may occur in the timespan of the project. When a deadline is set for one work, the next work dependent on the first work can be scheduled and so on. <br /> The second way to do the time-scheduling is to begin from the deadline of the project and do the scheduling backwards. This is a good way to optimate the timespan of a project, because this provides the project manager with the fasted time schedule in a natural way. An example of a Gantt Chart can be seen in figure 2.[4] <br /> <br /> <br /> '''''Figure 2:''' Gantt Chart. It is seen that the chart provides a timeline for the project. This is a great way to get an overview of the works that needs to be done in a specific order, or at the same time. [5]''<br /> <br /> <br /> Common to the two ways to schedule a Work Breakdown Structure is that both of them brings an overview of the project.<br /> <br /> <br /> '''What are the limitations of Work Breakdown Structure?'''<br /> <br /> <br /> As a project manager it is important to know what you don’t know - and to expect the unexpected. A Work Breakdown Structure of a project might give a great overview of a project but as much as this scheduling of the smaller work packages provides a sound estimation of the project, everything can still go wrong. The overview provides a good opportunity to do risk analysis on the project in details. It is also a good way to keep track of the time spend on the project and the different work packages. On that note it is easy to keep track of deviations from the schedule early in the process and act on these to provide some kind of damage control. <br /> <br /> <br /> To summarize: The Work Breakdown Structure is a good way to make a sound estimation of a project in terms of timespan and budged. But as a rule of thumb, something will deviate form the project plan at some point doing a project. A good Work Breakdown Structure schedule will provide an overview for the project manager, who in case of deviation from the schedule can act on them at an early state and reduce any harm to either the product delivered in the end, the time schedule, or the budget. As so, a Work Breakdown Structure can be seen as a work in progress and not a finished product.<br /> <br /> <br /> '''Links/ref'''<br /> <br /> [1] Ref: ISO Standard 21502, Project Management: ISO 21502 (2021 Edition)<br /> <br /> [2] Ref: Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides, Link: https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View<br /> <br /> [3] Figure 1: Picture of tree schedule, Author: WorkBreakdownStructure.com, Webside: https://www.workbreakdownstructure.com/<br /> <br /> [4] Ref: ADEACA, What is a work breakdown structure?, Author: Matt Mong, Webside: https://www.adeaca.com/blog/faq-items/what-is-a-work-breakdown-structure/<br /> <br /> [5] Figure 2: Picture of Gantt Chart, Author: Roger Duke, Webside: https://www.gantt.com/</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=110411 2022-02-20T22:42:32Z

<p>S173964: </p> <hr /> <div>'''Abstract'''<br /> <br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article.<br /> <br /> <br /> The article consists of the following sections:<br /> <br /> - What is Work Breakdown Structure?<br /> <br /> - Why is Work Breakdown Structure an important tool in project management?<br /> <br /> - How to implement Work Breakdown Structure?<br /> <br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> <br /> In each section, the question will be answered.<br /> <br /> This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a Bachelor's degree.<br /> <br /> <br /> '''What is Work Breakdown Structure?'''<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or programme into progressively lower levels consisting of elements of work&quot; [ref]. In other words: when the scope of a project or programme is defined in the very beginning of this project- or programmes lifespan, it might be favorable to look at the work that is needed in order to fulfill the scope and deliver on the project/programme. <br /> <br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as this two TING is the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been effected. <br /> <br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [1]<br /> <br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works. <br /> <br /> - The product produced by the work done in a work package. It is important to matching the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work. <br /> <br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments. <br /> <br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product. <br /> <br /> <br /> <br /> '''Why is Work Breakdown Structure an important tool in project management?'''<br /> <br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfill a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.<br /> <br /> <br /> '''How to implement Work Breakdown Structure'''<br /> <br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfill the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project. <br /> <br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule as seen in figure 1. The project scope is shown on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfill the overall scope of the project. These smaller works are again broken down into smaller works and analyzed for cost and work. Then the small works are analyzed the total cost of the project can be summed. <br /> <br /> <br /> <br /> <br /> <br /> '''''Figure 1:''' Tree structured Work Breakdown Structure Schedule. This shows the scope of the project is broken down into smaller scopes and how these smaller scopes are broken down into even smaller scopes. [3]''<br /> <br /> <br /> Another way to implement Work Breakdown structure is to use a Gantt Chart. In order to do so, the project must of course be divided into smaller projects or sub-goals. These tasks are then organized in area of work, contact person and firm. It is also important to state who is responsible for the sub-goal to be finished to the expected time and at the agreed quality. Then this is examined, it is identified if any of the works or sub-goals or deliverables are overlapping and which of the works that are depending on each other. These works must be done in a certain order. After this identification, the time estimated for each work is determined and the works are ready to be scheduled. <br /> <br /> <br /> This can be done in two ways; Firstly, it can be done from the starting point of the project. The works are then scheduled from a date and forward until the estimated time for the given work is up. This step needs to take in to account that holidays may occur in the timespan of the project. When a deadline is set for one work, the next work dependent on the first work can be scheduled and so on. <br /> The second way to do the time-scheduling is to begin from the deadline of the project and do the scheduling backwards. This is a good way to optimate the timespan of a project, because this provides the project manager with the fasted time schedule in a natural way. An example of a Gantt Chart can be seen in figure 2.[2] <br /> <br /> <br /> '''''Figure 2:''' Gantt Chart. It is seen that the chart provides a timeline for the project. This is a great way to get an overview of the works that needs to be done in a specific order, or at the same time. [4]''<br /> <br /> <br /> Common to the two ways to schedule a Work Breakdown Structure is that both of them brings an overview of the project.<br /> <br /> <br /> '''What are the limitations of Work Breakdown Structure?'''<br /> <br /> <br /> As a project manager it is important to know what you don’t know - and to expect the unexpected. A Work Breakdown Structure of a project might give a great overview of a project but as much as this scheduling of the smaller work packages provides a sound estimation of the project, everything can still go wrong. The overview provides a good opportunity to do risk analysis on the project in details. It is also a good way to keep track of the time spend on the project and the different work packages. On that note it is easy to keep track of deviations from the schedule early in the process and act on these to provide some kind of damage control. <br /> <br /> <br /> To summarize: The Work Breakdown Structure is a good way to make a sound estimation of a project in terms of timespan and budged. But as a rule of thumb, something will deviate form the project plan at some point doing a project. A good Work Breakdown Structure schedule will provide an overview for the project manager, who in case of deviation from the schedule can act on them at an early state and reduce any harm to either the product delivered in the end, the time schedule, or the budget. As so, a Work Breakdown Structure can be seen as a work in progress and not a finished product.<br /> <br /> <br /> '''Links/ref'''<br /> <br /> [1] Ref: Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides, Link: https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View<br /> [2] Ref: ADEACA, What is a work breakdown structure?, Author: Matt Mong, Webside: https://www.adeaca.com/blog/faq-items/what-is-a-work-breakdown-structure/<br /> [3] Figure 1: Picture of tree schedule, Author: WorkBreakdownStructure.com, Webside: https://www.workbreakdownstructure.com/<br /> [4] Figure 2: Picture of Gantt Chart, Author: Roger Duke, Webside: https://www.gantt.com/</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=110389 2022-02-20T22:37:11Z

<p>S173964: </p> <hr /> <div>'''Abstract'''<br /> <br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article.<br /> <br /> The article consists of the following sections:<br /> <br /> - What is Work Breakdown Structure?<br /> <br /> - Why is Work Breakdown Structure an important tool in project management?<br /> <br /> - How to implement Work Breakdown Structure?<br /> <br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> <br /> In each section, the question will be answered.<br /> <br /> This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a Bachelor's degree.<br /> <br /> <br /> '''What is Work Breakdown Structure?'''<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or programme into progressively lower levels consisting of elements of work&quot; [ref]. In other words: when the scope of a project or programme is defined in the very beginning of this project- or programmes lifespan, it might be favorable to look at the work that is needed in order to fulfill the scope and deliver on the project/programme. <br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as this two TING is the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been effected. <br /> <br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [1]<br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works. <br /> - The product produced by the work done in a work package. It is important to matching the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work. <br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments. <br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product. <br /> <br /> '''Why is Work Breakdown Structure an important tool in project management?'''<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfill a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.<br /> <br /> '''How to implement Work Breakdown Structure'''<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfill the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project. <br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule as seen in figure 1. The project scope is shown on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfill the overall scope of the project. These smaller works are again broken down into smaller works and analyzed for cost and work. Then the small works are analyzed the total cost of the project can be summed. <br /> <br /> <br /> '''''Figure 1:''' Tree structured Work Breakdown Structure Schedule. This shows the scope of the project is broken down into smaller scopes and how these smaller scopes are broken down into even smaller scopes. [ref]''<br /> <br /> Another way to implement Work Breakdown structure is to use a Gantt Chart. In order to do so, the project must of course be divided into smaller projects or sub-goals. These tasks are then organized in area of work, contact person and firm. It is also important to state who is responsible for the sub-goal to be finished to the expected time and at the agreed quality. Then this is examined, it is identified if any of the works or sub-goals or deliverables are overlapping and which of the works that are depending on each other. These works must be done in a certain order. After this identification, the time estimated for each work is determined and the works are ready to be scheduled. <br /> <br /> This can be done in two ways; Firstly, it can be done from the starting point of the project. The works are then scheduled from a date and forward until the estimated time for the given work is up. This step needs to take in to account that holidays may occur in the timespan of the project. When a deadline is set for one work, the next work dependent on the first work can be scheduled and so on. <br /> The second way to do the time-scheduling is to begin from the deadline of the project and do the scheduling backwards. This is a good way to optimate the timespan of a project, because this provides the project manager with the fasted time schedule in a natural way. An example of a Gantt Chart can be seen in figure 2. <br /> <br /> '''''Figure 2:''' Gantt Chart. It is seen that the chart provides a timeline for the project. This is a great way to get an overview of the works that needs to be done in a specific order, or at the same time. [Y]''<br /> <br /> Common to the two ways to schedule a Work Breakdown Structure is that both of them brings an overview of the project. <br /> <br /> '''What are the limitations of Work Breakdown Structure?<br /> '''<br /> As a project manager it is important to know what you don’t know - and to expect the unexpected. A Work Breakdown Structure of a project might give a great overview of a project but as much as this scheduling of the smaller work packages provides a sound estimation of the project, everything can still go wrong. The overview provides a good opportunity to do risk analysis on the project in details. It is also a good way to keep track of the time spend on the project and the different work packages. On that note it is easy to keep track of deviations from the schedule early in the process and act on these to provide some kind of damage control. <br /> <br /> To summarize: The Work Breakdown Structure is a good way to make a sound estimation of a project in terms of timespan and budged. But as a rule of thumb, something will deviate form the project plan at some point doing a project. A good Work Breakdown Structure schedule will provide an overview for the project manager, who in case of deviation from the schedule can act on them at an early state and reduce any harm to either the product delivered in the end, the time schedule, or the budget. As so, a Work Breakdown Structure can be seen as a work in progress and not a finished product.<br /> <br /> <br /> '''Links/ref'''<br /> <br /> CBS link: https://www.adeaca.com/blog/faq-items/what-is-a-work-breakdown-structure/<br /> course notes complexity https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View<br /> [X]Figure 1: Picture of tree schedule, Author: WorkBreakdownStructure.com, Webside: https://www.workbreakdownstructure.com/<br /> [Y]Figure 2: Picture of Gantt Chart, Author: Roger Duke, Webside: https://www.gantt.com/</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=110385 2022-02-20T22:36:58Z

<p>S173964: </p> <hr /> <div>'''Abstract'''<br /> <br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article.<br /> <br /> The article consists of the following sections:<br /> <br /> - What is Work Breakdown Structure?<br /> <br /> - Why is Work Breakdown Structure an important tool in project management?<br /> <br /> - How to implement Work Breakdown Structure?<br /> <br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> In each section, the question will be answered.<br /> <br /> This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a Bachelor's degree.<br /> <br /> '''What is Work Breakdown Structure?'''<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or programme into progressively lower levels consisting of elements of work&quot; [ref]. In other words: when the scope of a project or programme is defined in the very beginning of this project- or programmes lifespan, it might be favorable to look at the work that is needed in order to fulfill the scope and deliver on the project/programme. <br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as this two TING is the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been effected. <br /> <br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [1]<br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works. <br /> - The product produced by the work done in a work package. It is important to matching the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work. <br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments. <br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product. <br /> <br /> '''Why is Work Breakdown Structure an important tool in project management?'''<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfill a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.<br /> <br /> '''How to implement Work Breakdown Structure'''<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfill the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project. <br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule as seen in figure 1. The project scope is shown on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfill the overall scope of the project. These smaller works are again broken down into smaller works and analyzed for cost and work. Then the small works are analyzed the total cost of the project can be summed. <br /> <br /> <br /> '''''Figure 1:''' Tree structured Work Breakdown Structure Schedule. This shows the scope of the project is broken down into smaller scopes and how these smaller scopes are broken down into even smaller scopes. [ref]''<br /> <br /> Another way to implement Work Breakdown structure is to use a Gantt Chart. In order to do so, the project must of course be divided into smaller projects or sub-goals. These tasks are then organized in area of work, contact person and firm. It is also important to state who is responsible for the sub-goal to be finished to the expected time and at the agreed quality. Then this is examined, it is identified if any of the works or sub-goals or deliverables are overlapping and which of the works that are depending on each other. These works must be done in a certain order. After this identification, the time estimated for each work is determined and the works are ready to be scheduled. <br /> <br /> This can be done in two ways; Firstly, it can be done from the starting point of the project. The works are then scheduled from a date and forward until the estimated time for the given work is up. This step needs to take in to account that holidays may occur in the timespan of the project. When a deadline is set for one work, the next work dependent on the first work can be scheduled and so on. <br /> The second way to do the time-scheduling is to begin from the deadline of the project and do the scheduling backwards. This is a good way to optimate the timespan of a project, because this provides the project manager with the fasted time schedule in a natural way. An example of a Gantt Chart can be seen in figure 2. <br /> <br /> '''''Figure 2:''' Gantt Chart. It is seen that the chart provides a timeline for the project. This is a great way to get an overview of the works that needs to be done in a specific order, or at the same time. [Y]''<br /> <br /> Common to the two ways to schedule a Work Breakdown Structure is that both of them brings an overview of the project. <br /> <br /> '''What are the limitations of Work Breakdown Structure?<br /> '''<br /> As a project manager it is important to know what you don’t know - and to expect the unexpected. A Work Breakdown Structure of a project might give a great overview of a project but as much as this scheduling of the smaller work packages provides a sound estimation of the project, everything can still go wrong. The overview provides a good opportunity to do risk analysis on the project in details. It is also a good way to keep track of the time spend on the project and the different work packages. On that note it is easy to keep track of deviations from the schedule early in the process and act on these to provide some kind of damage control. <br /> <br /> To summarize: The Work Breakdown Structure is a good way to make a sound estimation of a project in terms of timespan and budged. But as a rule of thumb, something will deviate form the project plan at some point doing a project. A good Work Breakdown Structure schedule will provide an overview for the project manager, who in case of deviation from the schedule can act on them at an early state and reduce any harm to either the product delivered in the end, the time schedule, or the budget. As so, a Work Breakdown Structure can be seen as a work in progress and not a finished product.<br /> <br /> <br /> '''Links/ref'''<br /> <br /> CBS link: https://www.adeaca.com/blog/faq-items/what-is-a-work-breakdown-structure/<br /> course notes complexity https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View<br /> [X]Figure 1: Picture of tree schedule, Author: WorkBreakdownStructure.com, Webside: https://www.workbreakdownstructure.com/<br /> [Y]Figure 2: Picture of Gantt Chart, Author: Roger Duke, Webside: https://www.gantt.com/</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=110384 2022-02-20T22:36:45Z

<p>S173964: </p> <hr /> <div>'''Abstract'''<br /> <br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article.<br /> <br /> The article consists of the following sections:<br /> <br /> <br /> - What is Work Breakdown Structure?<br /> <br /> - Why is Work Breakdown Structure an important tool in project management?<br /> <br /> - How to implement Work Breakdown Structure?<br /> <br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> <br /> In each section, the question will be answered.<br /> <br /> This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a Bachelor's degree.<br /> <br /> '''What is Work Breakdown Structure?'''<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or programme into progressively lower levels consisting of elements of work&quot; [ref]. In other words: when the scope of a project or programme is defined in the very beginning of this project- or programmes lifespan, it might be favorable to look at the work that is needed in order to fulfill the scope and deliver on the project/programme. <br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as this two TING is the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been effected. <br /> <br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [1]<br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works. <br /> - The product produced by the work done in a work package. It is important to matching the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work. <br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments. <br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product. <br /> <br /> '''Why is Work Breakdown Structure an important tool in project management?'''<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfill a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.<br /> <br /> '''How to implement Work Breakdown Structure'''<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfill the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project. <br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule as seen in figure 1. The project scope is shown on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfill the overall scope of the project. These smaller works are again broken down into smaller works and analyzed for cost and work. Then the small works are analyzed the total cost of the project can be summed. <br /> <br /> <br /> '''''Figure 1:''' Tree structured Work Breakdown Structure Schedule. This shows the scope of the project is broken down into smaller scopes and how these smaller scopes are broken down into even smaller scopes. [ref]''<br /> <br /> Another way to implement Work Breakdown structure is to use a Gantt Chart. In order to do so, the project must of course be divided into smaller projects or sub-goals. These tasks are then organized in area of work, contact person and firm. It is also important to state who is responsible for the sub-goal to be finished to the expected time and at the agreed quality. Then this is examined, it is identified if any of the works or sub-goals or deliverables are overlapping and which of the works that are depending on each other. These works must be done in a certain order. After this identification, the time estimated for each work is determined and the works are ready to be scheduled. <br /> <br /> This can be done in two ways; Firstly, it can be done from the starting point of the project. The works are then scheduled from a date and forward until the estimated time for the given work is up. This step needs to take in to account that holidays may occur in the timespan of the project. When a deadline is set for one work, the next work dependent on the first work can be scheduled and so on. <br /> The second way to do the time-scheduling is to begin from the deadline of the project and do the scheduling backwards. This is a good way to optimate the timespan of a project, because this provides the project manager with the fasted time schedule in a natural way. An example of a Gantt Chart can be seen in figure 2. <br /> <br /> '''''Figure 2:''' Gantt Chart. It is seen that the chart provides a timeline for the project. This is a great way to get an overview of the works that needs to be done in a specific order, or at the same time. [Y]''<br /> <br /> Common to the two ways to schedule a Work Breakdown Structure is that both of them brings an overview of the project. <br /> <br /> '''What are the limitations of Work Breakdown Structure?<br /> '''<br /> As a project manager it is important to know what you don’t know - and to expect the unexpected. A Work Breakdown Structure of a project might give a great overview of a project but as much as this scheduling of the smaller work packages provides a sound estimation of the project, everything can still go wrong. The overview provides a good opportunity to do risk analysis on the project in details. It is also a good way to keep track of the time spend on the project and the different work packages. On that note it is easy to keep track of deviations from the schedule early in the process and act on these to provide some kind of damage control. <br /> <br /> To summarize: The Work Breakdown Structure is a good way to make a sound estimation of a project in terms of timespan and budged. But as a rule of thumb, something will deviate form the project plan at some point doing a project. A good Work Breakdown Structure schedule will provide an overview for the project manager, who in case of deviation from the schedule can act on them at an early state and reduce any harm to either the product delivered in the end, the time schedule, or the budget. As so, a Work Breakdown Structure can be seen as a work in progress and not a finished product.<br /> <br /> <br /> '''Links/ref'''<br /> <br /> CBS link: https://www.adeaca.com/blog/faq-items/what-is-a-work-breakdown-structure/<br /> course notes complexity https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View<br /> [X]Figure 1: Picture of tree schedule, Author: WorkBreakdownStructure.com, Webside: https://www.workbreakdownstructure.com/<br /> [Y]Figure 2: Picture of Gantt Chart, Author: Roger Duke, Webside: https://www.gantt.com/</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=110381 2022-02-20T22:35:53Z

<p>S173964: </p> <hr /> <div>'''Abstract'''<br /> <br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article.<br /> The article consists of the following sections:<br /> <br /> - What is Work Breakdown Structure?<br /> - Why is Work Breakdown Structure an important tool in project management?<br /> - How to implement Work Breakdown Structure?<br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> In each section, the question will be answered.<br /> <br /> This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a Bachelor's degree.<br /> <br /> '''What is Work Breakdown Structure?'''<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or programme into progressively lower levels consisting of elements of work&quot; [ref]. In other words: when the scope of a project or programme is defined in the very beginning of this project- or programmes lifespan, it might be favorable to look at the work that is needed in order to fulfill the scope and deliver on the project/programme. <br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as this two TING is the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been effected. <br /> <br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [1]<br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works. <br /> - The product produced by the work done in a work package. It is important to matching the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work. <br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments. <br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product. <br /> <br /> '''Why is Work Breakdown Structure an important tool in project management?'''<br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfill a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.<br /> <br /> '''How to implement Work Breakdown Structure'''<br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfill the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project. <br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule as seen in figure 1. The project scope is shown on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfill the overall scope of the project. These smaller works are again broken down into smaller works and analyzed for cost and work. Then the small works are analyzed the total cost of the project can be summed. <br /> <br /> <br /> '''''Figure 1:''' Tree structured Work Breakdown Structure Schedule. This shows the scope of the project is broken down into smaller scopes and how these smaller scopes are broken down into even smaller scopes. [ref]''<br /> <br /> Another way to implement Work Breakdown structure is to use a Gantt Chart. In order to do so, the project must of course be divided into smaller projects or sub-goals. These tasks are then organized in area of work, contact person and firm. It is also important to state who is responsible for the sub-goal to be finished to the expected time and at the agreed quality. Then this is examined, it is identified if any of the works or sub-goals or deliverables are overlapping and which of the works that are depending on each other. These works must be done in a certain order. After this identification, the time estimated for each work is determined and the works are ready to be scheduled. <br /> <br /> This can be done in two ways; Firstly, it can be done from the starting point of the project. The works are then scheduled from a date and forward until the estimated time for the given work is up. This step needs to take in to account that holidays may occur in the timespan of the project. When a deadline is set for one work, the next work dependent on the first work can be scheduled and so on. <br /> The second way to do the time-scheduling is to begin from the deadline of the project and do the scheduling backwards. This is a good way to optimate the timespan of a project, because this provides the project manager with the fasted time schedule in a natural way. An example of a Gantt Chart can be seen in figure 2. <br /> <br /> '''''Figure 2:''' Gantt Chart. It is seen that the chart provides a timeline for the project. This is a great way to get an overview of the works that needs to be done in a specific order, or at the same time. [Y]''<br /> <br /> Common to the two ways to schedule a Work Breakdown Structure is that both of them brings an overview of the project. <br /> <br /> '''What are the limitations of Work Breakdown Structure?<br /> '''<br /> As a project manager it is important to know what you don’t know - and to expect the unexpected. A Work Breakdown Structure of a project might give a great overview of a project but as much as this scheduling of the smaller work packages provides a sound estimation of the project, everything can still go wrong. The overview provides a good opportunity to do risk analysis on the project in details. It is also a good way to keep track of the time spend on the project and the different work packages. On that note it is easy to keep track of deviations from the schedule early in the process and act on these to provide some kind of damage control. <br /> <br /> To summarize: The Work Breakdown Structure is a good way to make a sound estimation of a project in terms of timespan and budged. But as a rule of thumb, something will deviate form the project plan at some point doing a project. A good Work Breakdown Structure schedule will provide an overview for the project manager, who in case of deviation from the schedule can act on them at an early state and reduce any harm to either the product delivered in the end, the time schedule, or the budget. As so, a Work Breakdown Structure can be seen as a work in progress and not a finished product.<br /> <br /> <br /> '''Links/ref'''<br /> <br /> CBS link: https://www.adeaca.com/blog/faq-items/what-is-a-work-breakdown-structure/<br /> course notes complexity https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View<br /> [X]Figure 1: Picture of tree schedule, Author: WorkBreakdownStructure.com, Webside: https://www.workbreakdownstructure.com/<br /> [Y]Figure 2: Picture of Gantt Chart, Author: Roger Duke, Webside: https://www.gantt.com/</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=110237 2022-02-20T22:09:41Z

<p>S173964: </p> <hr /> <div>'''Abstract'''<br /> <br /> <br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article.<br /> The article consists of the following sections:<br /> <br /> <br /> - What is Work Breakdown Structure?<br /> <br /> <br /> - Why is Work Breakdown Structure an important tool in project management?<br /> <br /> <br /> - How to implement Work Breakdown Structure?<br /> <br /> <br /> - What are the limitations of Work Breakdown Structure?<br /> <br /> <br /> In each section, the question will be answered.<br /> <br /> <br /> This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor degree.<br /> <br /> '''What is Work Breakdown Structure?'''<br /> <br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or programme into progressively lower levels consisting of elements of work&quot; [ref]. In other words: when the scope of a project or programme is defined in the very beginning of this project- or programmes lifespan, it might be favorable to look at the work that is needed in order to fulfill the scope and deliver on the project/programme. <br /> <br /> When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as this two TING is the backbone and key factors of a project. This is the factors the importent stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been effected. <br /> <br /> A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different strudtures. For instance, the schedules can be formed as a tree structure or a waterfall model. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [1]<br /> <br /> <br /> - A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works. <br /> <br /> <br /> - The product produced by the work done in a work package. It is important to matching the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work. <br /> <br /> <br /> - The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments. <br /> <br /> <br /> - Who is responsible for the work and thereby responsible for the quality of the delivered product. <br /> <br /> <br /> '''Why is Work Breakdown Structure an important tool in project management?'''<br /> <br /> <br /> The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfill a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.<br /> <br /> '''How to implement Work Breakdown Structure'''<br /> <br /> <br /> The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfill the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project. <br /> <br /> How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule as seen in figure 1. The project scope is shown on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfill the overall scope of the project. These smaller works are again broken down into smaller works and analyzed for cost and work. Then the small works are analyzed the total cost of the project can be summed. <br /> <br /> [[File:Example.jpg]]<br /> ''Figure 1: Tree structured Work Breakdown Structure Schedule. This shows the scope of the project is broken down into smaller scopes and how these smaller scopes are broken down into even smaller scopes. [ref]''<br /> <br /> Another way to implement Work Breakdown structure is to use a Gantt Chart. In order to do so, the project must of course be divided into smaller projects or sub-goals. These tasks are then organized in area of work, contact person and firm. It is also important to state who is responsible for the sub-goal to be finished to the expected time and at the agreed quality. Then this is examined, it is identified if any of the works or sub-goals or deliverables are overlapping and which of the works that are depending on each other. These works must be done in a certain order. After this identification, the time estimated for each work is determined and the works are ready to be scheduled. <br /> <br /> This can be done in two ways; Firstly, it can be done from the starting point of the project. The works are then scheduled from a date and forward until the estimated time for the given work is up. This step needs to take in to account that holidays may occur in the timespan of the project. When a deadline is set for one work, the next work dependent on the first work can be scheduled and so on. <br /> The second way to do the time-scheduling is to begin from the deadline of the project and do the scheduling backwards. This is a good way to optimate the timespan of a project, because this provides the project manager with the fasted time schedule in a natural way. An example of a Gantt Chart can be seen in figure 2. <br /> <br /> [[File:Example.jpg]]<br /> ''Figure 2: Gantt Chart.'' <br /> <br /> <br /> '''What are the limitations of Work Breakdown Structure?'''<br /> <br /> As a project manager it is important to know what you dont know - and to expect the unexpected. A work breakdown structure of a project might give a great overview of a project but as much as this scheduleing of the smaller workpages provides a sound estimation of the project, everything can still go wrong. The overview provides a better opportunity to do risk analysis on the project, and<br /> keep track of afvigelser and act on them - se the the project plan as a work in progress and not a finished product.<br /> <br /> <br /> <br /> '''Links/ref'''<br /> CBS link: https://www.adeaca.com/blog/faq-items/what-is-a-work-breakdown-structure/<br /> course notes complexity https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View<br /> [X]Figure 1: Picture of tree schedule, Author: WorkBreakdownStructure.com, Webside: https://www.workbreakdownstructure.com/<br /> [Y]Figure 2: Picture of Gantt Chart, Author: Roger Duke, Webside: https://www.gantt.com/</div>

S173964 http://13.50.150.85/index.php?title=Work_break_down_structure_(WBS)&diff=110112 2022-02-20T21:43:49Z

<p>S173964: </p> <hr /> <div>'''Abstract'''<br /> <br /> Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Break down Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article. <br /> <br /> The article consist of the following sections: <br /> <br /> - What is WBS?<br /> <br /> - Why is WBS an important tool in project management?<br /> <br /> - How to implement WBS<br /> <br /> - What are the limitations of WBS?<br /> <br /> In each section, the question will be answered. <br /> <br /> This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course. <br /> <br /> <br /> <br /> '''What is WBS?'''<br /> <br /> A work breakdown structure is defined by the ISO Standard 21502 as &quot;decomposition of the defined scope of a project or programme into progressively lower levels consisting of elements of work&quot; [ref]. <br /> In other words: when the scope of a project or programme is defined in the very beginning of this project- or programmes lifespan, it might be favourable to look at the work that is needed in order to fullfill the scope and deliver on the project/programme. <br /> <br /> <br /> <br /> '''Why is WBS an important tool in project management?'''<br /> <br /> The work breakdown structure is an important tool for a project manager when estimating a time schedule and budget of a project. When breaking down the work into smaller projects or workpages a overview of the project is created. It gives the project manager the ability to analyse the needs of a workpages in terms of workload, resurses needed, risks linked to the specific work and preperations needed to fullfill a surtain work. The workpages or smaller projects can be scheduled in a model such as ... fiskeben, vandfald, andre modeller. This is infact what makes the breakdown structure a great tool, as the a overview of the hole project is secured and estimated. Also this way of scheduleing the work in smaller workpages makes it easier for the projectmanager to watch out for delays on surtain areas of the project, inform the different stakeholders and handle the work-, risk- and resucse-flow as the project proceeds. <br /> <br /> <br /> <br /> '''How to implement WBS'''<br /> <br /> The Work breakdown structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every workpage or sub-project depends on the size of the project. <br /> <br /> <br /> <br /> <br /> '''What are the limitations of WBS?'''<br /> <br /> As a project manager it is important to know what you dont know - and to expect the unexpected. A work breakdown structure of a project might give a great overview of a project but as much as this scheduleing of the smaller workpages provides a sound estimation of the project, everything can still go wrong. The overview provides a better opportunity to do risk analysis on the project, and <br /> <br /> keep track of afvigelser and act on them - se the the project plan as a work in progress and not a finished product.<br /> <br /> <br /> '''Links/ref'''<br /> CBS link: https://www.adeaca.com/blog/faq-items/what-is-a-work-breakdown-structure/<br /> course notes complexity https://learn.inside.dtu.dk/d2l/le/content/102752/viewContent/401279/View<br /> [X]Figure 1: Picture of tree schedule, Author: WorkBreakdownStructure.com, Webside: https://www.workbreakdownstructure.com/<br /> [Y]Figure 2: Picture of Gantt Chart, Author: Roger Duke, Webside: https://www.gantt.com/</div>

S173964