todolist # 12 - Create a work breakdown structure
Once the detailed scope is defined and agreed upon, the next step is to break it into manageable pieces. We break the detailed scope of work into manageable pieces (divide and rule). The process of decomposing the detailed scope into smaller manageable pieces is known as decomposition. For a detailed explanation of the WBS , click here.
Key things to remember
1) WBS is a great tool for the project manager to explain the scope of work to any stakeholder
2) The smallest level in a WBS is known as the work package
3) 8-80 rule suggests that work packages should involve a minimum of 8 hours work and a maximum of 80 hours work.
4) A project manager stops exercising control at the work pcakage level
5) The time,cost and scope estimates are frozen at a WBS level
6) A WBS do not show any sequence of work. It just shows the breakup of work
7) Inorder to provide detailed information about the work involved in a ork package, a WBS dictionary is created
8) There should be 100 percent mapping between the WBS and the detailed scope statement, otherwise the product of the project may not have all the features defined in the scope stetement.
9) Without a WBS, it is impossible to arrive at definitive estimates (+- 5% variance)
We used to apply wide band delphi technique (discussed in earlier posts) to create the work breakdown structure. For this the steps involved are;
1) Get a a team of people who understands the domain (to some extent)
2) Explain the detailed scope of work to them
3) Allow each of them to work in isolation and develop their own WBS
4) Bring them to a room, and ask them to present their WBS to the rest of the team
5) Allow the team to discuss, debate and converge on a mutually acceptable WBS
This approach have the following benefits;
1) The entire team understands the scope of work
2) The scope of work undergoes rigorous test (answering queries)
3) The team buys into the scope of work
4) Better completeness of the WBS
5) Multiple project strategies are discussed and the best is agreed upon
Key things to remember
1) WBS is a great tool for the project manager to explain the scope of work to any stakeholder
2) The smallest level in a WBS is known as the work package
3) 8-80 rule suggests that work packages should involve a minimum of 8 hours work and a maximum of 80 hours work.
4) A project manager stops exercising control at the work pcakage level
5) The time,cost and scope estimates are frozen at a WBS level
6) A WBS do not show any sequence of work. It just shows the breakup of work
7) Inorder to provide detailed information about the work involved in a ork package, a WBS dictionary is created
8) There should be 100 percent mapping between the WBS and the detailed scope statement, otherwise the product of the project may not have all the features defined in the scope stetement.
9) Without a WBS, it is impossible to arrive at definitive estimates (+- 5% variance)
We used to apply wide band delphi technique (discussed in earlier posts) to create the work breakdown structure. For this the steps involved are;
1) Get a a team of people who understands the domain (to some extent)
2) Explain the detailed scope of work to them
3) Allow each of them to work in isolation and develop their own WBS
4) Bring them to a room, and ask them to present their WBS to the rest of the team
5) Allow the team to discuss, debate and converge on a mutually acceptable WBS
This approach have the following benefits;
1) The entire team understands the scope of work
2) The scope of work undergoes rigorous test (answering queries)
3) The team buys into the scope of work
4) Better completeness of the WBS
5) Multiple project strategies are discussed and the best is agreed upon
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