1. Work Breakdown Structure Workshop

2. WBS Workshop Objectives
To reinforce the value of and approach towards work breakdown structures
To reinforce the value of integrated scope, cost, time based estimates
To illustrate the use of WBS for Project

3. Workshop Structure Theory Review Work an example together Lunch
Individual WBS development
Share in breakout groups
Debrief whole group

4. WBS Purpose Definition Structure Guidelines Work Packages
Implementation
Exercise

5. WBS - Purpose To plan a project, the total scope of work must be:
identified
subdivided into manageable segments
assigned to individuals responsible to do the work
documented

6. WBS - Definition
A deliverable oriented grouping of project elements which organizes and defines the total scope of the project. Each descending level represents an increasingly detailed definition of a project component.

7. WBS - Guidelines
Should reflect how the Project Manager plans to manage the project
Emphasis must be on meeting project objectives
The larger or more complex the project, the more levels in the WBS
If work is needed that requires effort or funding, it should be included in the WBS
It should reflect the total effort

8. Guidelines - continued
Include three types of project work
Product
Specifically assigned to a physical product as a unique deliverable
This subset is sometimes referred to as the product breakdown structure
Integration
When products are brought together as a unit
Can be at any level
Support
Level of Effort, Administration, Expenses, Improvement Practices, Contractor Management

9. Guidelines (cont)
Sometimes the top level in the WBS should be the project phases
Often though, a work breakdown structure is constructed for each phase

10. WBS - Structure

11. WBS - Product

12. WBS - Integration

13. Typical Integration Elements
Regulatory
Permitting
Legal
Intellectual Property
Logistics
SOP’s
Training
Spares Philosophy and Provisioning
HES
Quality Assurance
Communications
Systems Engineering
Purchasing
Hazard Analysis
Value Improving Practices
Others?

14. WBS - Support

15. WBS - Work Packages Lowest agreed level for management purposes
Enables delegation of responsibility and authority
Results in ownership and accountability
Building block of the Project Baseline Plan
Provides a common basis for
Estimation of Scope, Time, Resources, and Risk
Comparison between plan and actual

16. How to build a WBS
Begin with the Charter, focusing on Objectives and Deliverables
Break the main product(s) down into sub-products
Set the structure to match how you’ll manage the project
Lowest level not too detailed, not too large
Is there a need for Integration?
Identify support activities
Check for completeness - is all the effort included?
Develop a coding structure if needed
Assign work package managers

17. Group Exercise
Using the Project Charter provided, let’s build a work breakdown structure together
We will then develop
A project organization
A linear responsibility chart

18. Individual Exercise Using the charter you brought, develop a WBS
Hypothetically assign work package managers
We will be sharing each one of them with the group and critiquing it

19. Suggested WBS Template Process