PLANNING ENGINEERING AND PROJECT MANAGEMENT

1. Lecture#04 PLANNING ENGINEERING AND PROJECT MANAGEMENT By Lec. Junaid Arshad DEPARTMENT OF ENGINEERING MANAGEMENT

2. TopicsCovered Work Breakdown Structure (WBS) • WBS Functions • WBS Formats • WBS Specifications • Levels of WBS • General Process for Developing WBS

3. Work Breakdown Structure (WBS) Breakdown of a project into successive levels, in which each level is a finer breakdown of the preceding one. PMBOK defines WBS as “A deliverable-oriented hierarchical decomposition of the work to be executed by the project team”.

4. A deliverable is defined as any measurable, tangible, verifiable item that must be produced to complete a project. This definition is often interpreted as meaning objects (i.e. things that can be picked up, manufactured, assembled and delivered)

5. Prepare Report Prepare Draft Report Review Draft Report Prepare Final Report Write Final Report Print Final Report WBS-Example

7. WBS Functions The WBS may be the single most important tool and technique in the project management process, since it provides (functions as) a common framework from which: The total project can be described (as summation of subdivided elements) Objectives can be linked

8. Planning can be performed Responsibility can be assigned Budgets can be established Information can be communicated Time, cost and performance can be tracked (monitored) The level of quality control / performance can be determined (specifications)

9. WBS Formats/Structures WBS can display in different formats like: • Tree Diagram/Org-Chart Format • Indented Outline Format • Bubble Format • Cycling Format

10. Prepare Report Prepare Draft Report Review Draft Report Prepare Final Report Write Final Report Print Final Report Tree Diagram/Org-Chart Format:

11. WBS vs Organization Chart Remember the WBS defines a project and groups the project elements for managing a project. An organizational chart describes the project team that will accomplish the project. After reviewing the WBS on the previous slide, an important point needs to be reviewed. Although a WBS can be depicted so as to look like an organizational chart, it IS NOT an organizational chart.

12. Tree Diagram/Org-Chart Format: Benefits: Effectively portrays an overview of project and the hierarchical relationships of different activities, tasks, work packages etc Often good for a “bird view” of the project (executive summaries,...) Drawback: It can become too large and thus less effective for displaying large numbers of activities.

13. Project -Stage --Task ---Subtask ----work package Prepare Report 1.0 Prepare draft report 2.0 Review draft report 3.0 Prepare final report 3.1 Write final report 3.2 Print final report Its easier to read and understand, When WBS contains many activities. Indented Outline Format:

14. Review Final Report Prepare Draft Report Prepare Report Print Final Report Review Draft Report Write Final Report Bubble Format: • The bubble in the center represents your project • Lines from the center bubble lead to activities • Lines from activities lead to tasks

15. Bubble Format: • Effective for supporting the brainstorming process • Not so good for displaying work breakdown structures to audiences who are not familiar with the project • Use bubble format to develop the WBS, then turn it into Org-Chart or outline format.

16. Prepare Report Prepare Draft Report Review Draft Report Prepare Final Report Write Final Report Print Final Report Review Final Report Prepare Draft Report Prepare Report Print Final Report Review Draft Report Write Final Report Org-Chart Format Outline Format Bubble Format Prepare Report 1.0 Prepare draft report 2.0 Review draft report 3.0 Prepare final report 3.1 Write final report 3.2 Print final report

17. Combined Formats: Combination of org-chart and outline formats can be used to • Display activities in org-chart format • Display sub activities and tasks in outline format This way can be helpful in large projects and works well while developing a WBS using the wall method in the way shown on next slide.

18. Combined Format

19. Wall Planning Method for developing WBS Developing WBS using the Wall Method has proven to be highly effective in planning large projects. It is recommended method for developing the WBS in group setting. This method involves using a number of large self adhesive notes and a blank wall. The group will utilize the notes to jointly construct the WBS on the planning wall. The wall method allows team members to: • See the complete WBS • Voice suggestions and comments • Quickly add, remove and rearrange tasks as necessary

20. Cycling Format: A cycling format is utilized on research projects that are performed in phases. Although WBS elements are usually thought of as representing unique, one time events, research projects present a different approach. In this case, a cycling WBS is recommended because as tasks are executed, new information may create need to repeat tasks at a new level of detail.

21. WBS Specifications The following specifications are offered to ensure that the WBS can serve its functions. Note: These specifications are the minimum requirements when reviewing a WBS for acceptability, and should never be disregarded. Manageable Integratable Coded Measurable

22. Manageable Manageable (in sense) that specific responsibility can be assigned and durations/ costs can be estimated. Integratable Integratable, so that the total project can be seen as the summation of the lower level elements.

23. Coded To permit the transfer of information among the planning, accounting and reporting systems. Measurable To offer quantifiable (scientific/proven) standards in terms of progress and performance.

24. Levels of WBS • A typical WBS has three to six levels. It is of course possible to have projects that require a lot more levels. • Twenty levels is considered to be the upper limit, and that is a huge project. • Occasionally, a program level (Level 1) is added in WBS i.e. in cases where a number of projects are being managed for the same customer. • The difference between a program and a project is just of one degree.

25. Increasing the number of levels within the WBS will expand the level of detail at which the project is planned and controlled. • However all experienced project managers know that there is a point of diminishing returns in breaking down a project. • Conversely, neglecting to break the project down for enough will make estimating and accurate tracking very difficult. NOTE: Finding the proper level of detail requires careful thought and experience.

26. WBS Level Names

27. Program Level

29. General Process for Developing WBS Developing a WBS involves subdividing a project into smaller, more manageable elements. This subdividing must be continued until work packages can be defined in sufficient detail to support project planning, execution and monitoring. The general process for developing WBS is 1.Identify the major elements (tasks and deliverables) of the project. 2. For each major element, decide if adequate cost and duration estimates can be developed at this level of detail for each element. Also determine if responsibility can easily be assigned to a single person or functional group at this level of detail.

30. 3. For those elements for which adequate durations and cost estimates can not be made or responsibilities can not be easily assigned, proceed to step 4. otherwise proceed to step 5. 4. Further subdivide each element into its constituent elements. Repeat step 2 and 3 for each constituent element. 5. Review the WBS for acceptability by comparing it to the WBS specifications.

32. Q&A