Product breakdown structure
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| − | + | The overall definition of a project is something which creates a unique product, result or service. Furthermore a project is something temporary, which is granted with a beginning and an end, so it is basically meant to die. However a operation is something which continuously gives support and can be foreseen as something not intended to die. | |
| − | Plane scope management, Collect Requirements, Define Scope, Create WBS "Work breakdown structure", Validate Scope and Control Scope | + | Managing projects is something which requires structure in order to have the best rate of success. By not having any structure there is a severe risk of achieving projects where the different tasks will start to work against each other, which could result in the requirements from the stakeholders not being meet, bad communication and collaboration among the involved parties and the time schedule and budget might have to be extended. Therefore lacking or missing structure is a project managers worst nightmare and must be avoided. The best way to achieve such order from the very start is to apply some kind of management process to assure that the project is steered and kept in the right direction. Among the many tools available the project scope management could be chosen. When working through a management process like this subject like this the covered area will be Plane scope management, Collect Requirements, Define Scope, Create WBS "Work breakdown structure", Validate Scope and Control Scope. Within the project scope management process the creating WBS "Work breakdown structure", is a tool which has some large benefits in order to obtain a good cost-, time planning and execution of the project. There are different types of "Work breakdown structures" and though out this article the focus will be on the PBS "Product breakdown management" and the pros and cons by using this tool in project management. |
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==Product breakdown structure "PBS"== | ==Product breakdown structure "PBS"== | ||
===History=== | ===History=== | ||
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===Method=== | ===Method=== | ||
===Example=== | ===Example=== | ||
Revision as of 13:14, 9 June 2017
The overall definition of a project is something which creates a unique product, result or service. Furthermore a project is something temporary, which is granted with a beginning and an end, so it is basically meant to die. However a operation is something which continuously gives support and can be foreseen as something not intended to die.
Managing projects is something which requires structure in order to have the best rate of success. By not having any structure there is a severe risk of achieving projects where the different tasks will start to work against each other, which could result in the requirements from the stakeholders not being meet, bad communication and collaboration among the involved parties and the time schedule and budget might have to be extended. Therefore lacking or missing structure is a project managers worst nightmare and must be avoided. The best way to achieve such order from the very start is to apply some kind of management process to assure that the project is steered and kept in the right direction. Among the many tools available the project scope management could be chosen. When working through a management process like this subject like this the covered area will be Plane scope management, Collect Requirements, Define Scope, Create WBS "Work breakdown structure", Validate Scope and Control Scope. Within the project scope management process the creating WBS "Work breakdown structure", is a tool which has some large benefits in order to obtain a good cost-, time planning and execution of the project. There are different types of "Work breakdown structures" and though out this article the focus will be on the PBS "Product breakdown management" and the pros and cons by using this tool in project management.
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