Session Outline

1. Session Outline • What is a WBS and where is it useful? • What is successive decomposition? • How is the WBS used on a program? • How can I tell if I have a good WBS? • Numbering notation. • Examples. • Common errors. Outline

2. Where is WBS Useful? • Rocket Science? • Brain Surgery? • CVISN?

3. The Work Breakdown Structure Is... • “Product-oriented hierarchy of goods and services.” • Form: inverted tree; or indented list. • Visualizing the entire project. • Common framework for planning and control. • Vehicle to divide work into tasks that are: • Manageable • Independent • Measurable • Integratable • Graphically displays entire project. • Clear definition of all effort. • “Top Assembly Drawing” of the project. • “Product Breakdown Structure” or “Project Breakdown Structure” more apt name! Or perhaps “Work Buildup Structure”. WBS Definition

4. Associated Support Service Level 2 Principal Product Principal Product Associated Support Product Level 2 more decomposition Associated Support Service Level 3 Sub-Product Sub-Product Associated Support Product Level 3 more decomposition Associated Support Service Level 4 Sub-Sub- Product(s) Associated Support Product Level 4 and so on, while it makes sense Create a WBS via RecursiveProduct-Oriented Decomposition (Call This Level 1) WBS Construction 2000-01-26

5. Decomposition Summation Example: Break Down 100% (1 of 2) 100% 2000-01-26

6. 10% 20% 60% 10% more decomposition 5% 25% 20% 10% more decomposition 2% 20% 3% and so on, while it makes sense Summation Example: Break Down 100% (2 of 2) 100% 2000-01-26

7. By decomposing, eventually..... .....you get to activities that can be assigned and scheduled. WBS Construction

8. The Work to be Done! Example Extended WBS for a Complex Program • Note the different orientations from top to bottom. • WBS unfolds and evolves as • scope and design become known. WBS Definition

9. WBS for Brain Surgery (tree format) Illustrative Sources: 1. Bailey & Loves’s Short Practice of Surgery, 22nd Edition, edited by Charles V. Mann, R.C.G. Russell, and Norman S. Williams. Chapman & Hall Medical, 1995. ISBN 0-412-49490-6. 2. Brain Surgery – Complication Avoidance and Management, by Michael L. J. Apuzzo, M.D. Churchill Livingstone, Inc., 1993. ISBN 0-443-08709-1. See Chapter 1, “Preoperative and Surgical Planning for Avoiding Complications” by Robert G. Grossman.

10. WBS for Brain Surgery (indented list) 3. 0 Preoperative Patient Care Verify Patient can Handle Stress of Surgery Stop Drugs that Would Interfere with Surgery 4.0 Execution of the Operation (Actual Surgery) Verify Patient Identity and Location of Surgery Anesthesia Patient Under the Knife Real-time Diagnostic Biopsies Therapeutic Surgery Vital Signs and Fluid-Loss Monitoring Neurophysiological monitoring (during neurosurgery) Maintain Neat and Clean Operative Field Wrap-up: Verify Small Part Count (sponge, needle, cottonoid, Michel clips) Operative Notes and Chart Updates 5.0 Postoperative Care Written Care Orders Briefing of Recovery Staff by Surgeon Vital Signs and Fluid-Loss Monitoring Neurophysiological Monitoring 6.0 Long-Term Patient Care Follow-up Clinical Visits Physical Therapy Surgical Treatment Project 1.0 Diagnosis History General Medical Condition Specific Complaint Clerking?? (for elective surgery??) Clinical Exam Imaging Ultrasonography Plain Radiography (X-Ray) Computed Tomography (CAT Scan) Magnetic Resonance Imaging (MRI) Blood and Tissue Tests Likely Diagnosis Risk Assessment Education of Patient (e.g. anatomy) Alternative Analysis & Trade-Offs Treatment Plan 2.0 Planning of the Operation Communications Among Team Patient and Team Positioning (for neurosurgery) Acquisition of Needed Instruments & Equipment Scheduling of Needed Specialists Practice Run-Throughs Illustrative

11. WBS is The Basis For...... • Cost estimates and budgets. • Milestones & schedules. • Responsibility assignment. • Allocation of resources. • Schedule horizontal and vertical traceability. • Risk analysis. • Concurrence of participants. • Integrating the total project effort. • Summarizing costs, schedules, performance. • Forcing the Project Manager to think through all elements of the project. WBS Definition

12. Tests for a Good WBS: • Product-oriented hierarchy of goods and services. • Top level may be dictated by contract. • Basis for cost estimating, project organization, assigning responsibility, task scheduling, and status reporting. • Basis for understanding and communication. • Each element should be “manageable”. • Based on System Engineering: interfaces are minimized; units are stand-alone testable. • Eliminating one product element will delete the associated costs. • Segregate recurring from non-recurring costs. • Identifies and defines all effort to be expended: correlation of lower levels to specification tree, contract line items, data items, and work statement tasks. • Useful! Reflects the way the work is managed and performed. • Sufficiently low level to establish adequate visibility and confidence for cost estimating, project planning, and project control. • Technical/cost/schedule can be integrated at every level for each element. WBS Definition

13. Level 1 Level 2 Level 3 (Level 1) (Level 2) Level 4 Level 5 (Level 3) (Level 4) (Level 5) WBS Levels & Numbering Notation Satellite Mission Project 1. Project Management 2. Science Instruments 2.1 Magnetometer 2.2 Spectrograph 3. Spacecraft Bus 3.1 Propulsion Subsystem 3.2 Attitude Control Subsystem 3.3 Command & Data Handling Subsystem 3.3.1 C&DH Hardware 3.3.1.1 Processor Card 3.3.1.2 Memory Card 3.3.2 C&DH Software 3.3.3 Subsystem Integration 4. Ground Support Equipment WBS Definition

14. Let’s develop a WBS for our proposed mechanical pencil project. Scenario Exercise Imagine you are working at the Atlantic Pacific Sea Vision Fountain Pen Manufacturing Company Motto: “Yesterday’s Technology Solving Today’s Problems Tomorrow” Exercise

15. Process-Oriented Here is real work! Product-Oriented Nouns Verbs Where Does the Work Get Done?!! Satellite Mission Project 1. Project Management 2. Science Instruments 3. Spacecraft Bus 3.1 Propulsion Subsystem 3.2 Attitude Control Subsystem 3.3 Command & Data Handling Subsystem 3.3.1 C&DH Hardware 3.3.1.1 Processor Card 3.3.1.1.1 Engineering Design 3.3.1.1.2 Layout & Package Design 3.3.1.1.3 Fabrication 3.3.1.1.4 Assembly & Test 3.3.2 C&DH Software 3.3.2.1 Command Parsing Module 3.3.2.1.1 Architectural Design 3.3.2.1.2 Detailed Design 3.3.2.1.3 Coding 3.3.2.1.4 Unit Test 3.3.3 Subsystem Integration 3.3.3.1 Integration Plan 3.3.3.1 Integrate Instruments with Bus 4. Ground Support Equipment WBS Definition

16. Typical WBS for a State CVISN Program Level 1 Level 2 Level 3 WBS Sample 2001-06-14

17. What not to do! Program Design Build Test Hardware Software Elements Not to Include in WBS • Do not use the structure of the contractor’s organization as the basis of a WBS. • At the top levels do not begin by decomposing into the functions or cost categories associated with developing those products. Adapted from Department of Defense Handbook – Work Breakdown Structure, MIL-HDBK-881. Available at: http://www.acq.osd.mil/pm/newpolicy/wbs/wbs.html. Includes examples from the defense industry. • Do not use generic names -- use actual system names and nomenclature. • No disembodied software -- software developed to reside on specific equipment must be identified as a subset of that equipment. WBS Definition

18. Common Errors When Creating WBS • Does not include all of the work. • Example: The project calls for a prototype and a final version, but the WBS shows only one of these. Or it shows the prototype in detail, and then simply lists the other without showing the work needed to produce it. • The level of detail is not sufficient to manage the program. • Example: The big pieces may be there, but they are not broken down sufficiently to enable the work to be assigned, tracked, and managed. (The test would be: Can you use this WBS to make a good, detailed CPM network?) • Important but not readily apparent steps are left out. • Example: The omission of integration and testing. • The work is there, but it’s not arranged logically. • Example: Lower-level product integration and testing is there, but its off on its own and you cannot tell what it is to be applied to or when. WBS Definition