Work+Breakdown+Structure

=Work Breakdown Structure=

The work breakdown structure is a graphical representation of the project tasks, providing a framework for the engineering process, and allowing the customers, suppliers, and engineers to monitor the various activities and tasks that must be completed in sequence. In this page, we learn more about what the work breakdown structure is and how we could use this to help in our planning.

=Based on the Following External Sources=


 * Maggie Castle**
 * [[file:Impact of various work-breakdown sructures on project conceptualization.pdf]]

The work breakdown structure (WBS) is the backbone of planning, execution, and control of a project It basically is the organized map of how each part of the project will be approached an managed. I think that WBSs are critical to a project because it helps define the work that needs to be done, and decide how that will get done. I think that WBS would fit into out project because it will need organization. Each one of the freshman will be asked to focus on a different topic and to have that map of how each part will be done and how they will interconnect with each other which will help give us that organization that we need especially since we are starting from scratch.


 * [[file:or methods of achievin them.pdf]]

The work breakdown structure is a matrix of activities and tasks needed to complete a task or project. It is presented in the sequence to be completed usually in a 2D flow chart. This article is not based around the WBS but it gives a good overview of the purpose and importance of planning this ahead. The article also emphasizes the fact that all skill types should be involved which incorporates to our project since we will all be focusing on different parts of the project and developing our skills. It will also be important to be organized and know that we are supposed to be organized and to know what we are supposed to work on and complete.


 * Kevin Dickey**


 * [[file:Effective planning and Control of Large Projects (2002).pdf]]

Lanford, H.W, and T.M McCann. "Effective Planning and Control of Large Projects - Using Work Breakdown Structure." //Long Range Planning//, 16.2 (1983): 38-50.

This article discusses the general concept of the work breakdown structure (WBS). This incorporates “planned value”; that is, the estimated cost of the work to be done on the project. By deconstructing the project into tiny bits and pieces, it is possible to create a very accurate planned value and schedule. By assigning responsibility to specific individuals in the project, the project can be managed effectively and sub-projects can be completed with more precision and attention to schedule. Each specific sub-group within the project group has a “planned value”, based on the sum of the group’s costs and the overall importance of the group’s contributions to the whole. This planned value determines the group’s priority within the project.

This article does indeed provide a nice view on the concept of work breakdown structures, identifying the concept of planned value as well. Perhaps it would be wise to apply this concept of “planned values” to //our// project? Certain areas of the project will require more resources (team members, time, money, etc) and it might be useful to make this distinction while we’re still in the planning stages of our project.

Rad, Parviz. "Advocating a Deliverable-oriented Work Breakdown Structure." //Cost Engineering (Morgantown, West Virginia)//, 41.12 (1999): 35-39
 * [[file:Advocating a Deliverable-Oriented Work Breakdown Structure.pdf]]

In this article, the author describes ways to modify traditional work breakdown structures (WBS) to create such structures that are focused on “deliverables” (results from project development). Work breakdown structures provide a framework for all members of a group to use, as well as outlining specific tasks for individuals. A WBS should be a consistent and logical method of distributing the work of a project to individuals or groups, providing a sort of “road map” for the planning, overseeing, and managing the project. Creating a WBS can be done by splitting the project’s main elements into categories (the author recommends between 3 and 9 categories). Such main groups are referred to as “level 1” items; each level 1 item has between 3 and 9 sub-groups that are called “level 2” items”. Transitions between levels may be done on a delivery-oriented (the product itself), schedule-oriented (task/activity), or resource-oriented (budget, administration) basis.

The author argues that the delivery-oriented WBS is the most effective, as it forces team members and project managers to focus on the //product//. He recommends that level 1 is a delivery-oriented level, as this will put particular emphasis on the actual product being designed. Using schedule-oriented and resource-oriented concepts for levels beyond the first level helps to ensure that scheduling and resources are accounted for, but are put behind the overall product in terms of priorities.

I agree with this author, who, like many others, argues in favor of product-centric planning processes. This allows for especially competitive products, though it does put less emphasis on the scheduling aspect of product development. With our tight time constraints, it may be a better idea to move scheduling higher on our list of priorities.

**Dan Goldberg**
 * [[file:Breaking down the work breakdown structure.pdf]]

The article by James J. Clark and Philip D. Littrell in “Program Manager” journal delves into the Work Breakdown Structure (WBS). Littrell and Clark write about Program WBS – this deals with the fundamental important details such as design – versus Contract WBS – this is the more specific breakdown which will go into fine detail about specifics of the design and foundation. Figure 2 Program and Contract WBS show these two. For our project, this directly relates. We could use this method of two WBS to lay a foundation and then expand on that foundation.




 * [[file:Top 10 Steps to Schedule Management.pdf]]

This article in EC&M (Electrical Construction & Maintenance magazine) stated the importance of a structured plan early in the project development. With regards to the work breakdown structure (WBS), this article says there must eventually be a task laid out “for every discrete part of the process”. The diagram shown below is a general example of what a WBS must do. For our project, this article taught me that a WBS is very important to have and to make early on. It will have to outline the process we must undertake and is a firm outline of our goals.




 * Sam Valerio**

This article, obtained via Google Scholar, discusses why risk-management is essential to success in any project. The Risk Breakdown Structure follows the same pattern as the WBS, creating a hierarchy of risks that will come into play in any project. Since a long list of risks is difficult to prioritize, the RBS helps project managers focus their attention on specific risks at different times they are needed, using a diagram. I particularly agree with the idea of a diagram: putting each part of the project as its own category, and making "branches" of the different risks of that part of the project. This will be very useful to us, because there are many risks we need to consider. These include, but are not limited to, being shorthanded on researchers/managers for the various specialties required, overspending on resources, not meeting the needs of a prospective user, and also, stress breakdowns among us, the students, working on the project among school work and other aspects of their personal lives. Project-Manager(us) "chemistry" will be essential to our progress and production levels in our work. The authors of this article, also from Google Scholar, talk about their definition of the WBS. They view it as a "product oriented family tree," in which the final product is the top, and achieved through different levels including major subsystems, parts that help those systems run, and the specific piece that the system is assembled with. This tree is then combined with an organizational tree, which specifies which group or individual will complete which specific tasks. I feel this organizational system makes reaching any goal seem much simpler, and helps set priorities to make a major task easier to complete. We will definitely be using this system in our project in numerous ways: when we specialize and do our own components of the project, when we put our works together to finish a subsystem, and then put all of those subsystems together to create the final product.
 * [[file:RiskBS(WBS-based), Dr. David Hillson, 2002.pdf]]
 * [[file:Effective Planning and..., Lanford&McCann, 1983.pdf]]


 * Scarlett Montanaro**


 * [[file:Why Good Projects Fail Anyway.pdf]]

The article by Nadim F. Malta and Ronald N. Ashkenas from Harvard Business Review discusses the problems that occur with Work Breakdown Structures (WBS). Their studies have found that when managers use just one big project plan, they can't predict all the problems that could occur and activities that are needed. They recommend inserting mini-projects into the plan. This way you can more easily predict the problems that may occur.


 * [[file:WBS and Responsibility Matrix.pdf]]

This article, by Cynthia W. Cann and Alan L. Brumagim, says that along with a WBS, the project manager should make a responsibility matrix. A responsibility matrix lists all the of the items that need to get done and the people that are responsible for getting them done. It helps shows what each person has to do which makes it so that people don’t become overwhelmed with the overall project. Cann and Brumagim say that a responsibility matrix works well with the WBS to provide focus and agreement during the project.


 * Nadya Spice**

A work breakdown structure sets apart the different elements of the project process. It separates the different kinds of tasks that will be done while establishing how they are related to each other. It seems tedious but necessary in order to stay organized and follow a schedule. It will help us when we split into different areas of our project and when we each take a different route to specialize in for our PTM. A work breakdown structure will establish the importance of each step and remind us of how each of our individual assignments relate to everyone else’s.
 * [[file:10 Work Breakdown Structure.pdf]]


 * [[file:Flexible Work Breakdown Structure.pdf]]

This work breakdown structure is used to “collect and maintain” data. The users want to use a work breakdown structure in order to evaluate how much data they need to control and keep track of. If anything, it is an organized way to collect data. This seems reasonable and appropriate for any use. The article mainly talks about using this for building and construction purposes, and points out that it has not been mentioned often for integrating cost and schedule control. This would be helpful to us because we are on a tight schedule.