7/4 Chapter 6 Ideas

Chapter 6:  Work Breakdown Structure:  Break Your Project into Manageable Units of Work

The work breakdown structure (WBS) is the techniques used in project management for breaking down a project into chunks. If done well, it is the secret to successful project management. Defining the WBS. Its structure sets all the tasks in a project in either graphic or outline form. It helps to:  provide a detailed illustration of project scope, monitor progress, create accurate cost and schedule estimates, and build project teams. Understanding the WBS. There are two kinds of tasks:  summary tasks and work packages. Summary tasks include several subordinate tasks. For example installing a sprinkler system includes digging trenches or installing pipes. On the other hand, work packages is each of the separate tasks in installing a sprinkler system is a work package. Therefore, performing all the work packages is called a summary task. Building a WBS includes three steps: begin at the top, name all the tasks required to produce deliverables, and how to organize the WBS. Getting started on the WBS can be overwhelming so a good way to begin is to review the work already been done during the project defining and risk managing to avoid spending time inventing a new strategy. Be Sure That Summary Tasks Are Meaningful. WBS should be meaningful so the stakeholders including the project manager understand the summary tasks.

There are Criteria For A Successful Work Breakdown Structure: the WBS must be broken down starting at the top; work packages must add up to the summary task; and each summary task and work package must be named as an activity that produces a product. The description name should be a strong verb—the activity and a strong noun—the product. For example, an open-ended tasks that we know of as an activity are:  “perform analysis” or “do research.” WBS: The Key to Success. Using/applying the rule to any WBS is a success and is an absolute control of the project. It is the secret of successful project management; breaking the project into small, meaningful, manageable units of work. Work Package Size is not a task is a subproject! The rules of thumb are: 8/80 rule means 8 labor hours or larger than 80, work should be completed within 1 and 10 days long (1 week at least); the reporting period rule; and the “if it’s useful” rule, that is if it doesn’t make any easier to estimate, assign, or track—then don’t break it down!

When Very Small Tasks Make Sense. Use/talk about micromanagement, which allows close coordination among members/people in having to reduce a huge project into small increments and the results can be rewarding. Put Project Management into the WBS by listing them under a summary task called Project Management will be restricted to communication and problem solution. Planning for Quality is cheaper to design a product correctly than to fix it after the product is built. It doesn’t matter what it is but we want to make sure that we catch problems early on in the building up the life cycle of the project. Completion Criteria answers two critical questions about a work package that the project manager and team look to the best practices in the industry. So Breaking Down Large Programs’ a project manager’s responsibility that eventually is based on the top-down of the WBS.