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The document discusses two types of work breakdown structures (WBS) used for project planning and management: deliverable-oriented WBS and process-centered WBS. A deliverable-oriented WBS breaks down the project hierarchy based on the desired outcomes and deliverables. It identifies all deliverables and work. A process-centered WBS also identifies all deliverables and work, but organizes them sequentially based on project phases and milestones rather than deliverables. It aims to reduce risks of overlooked tasks. The document also discusses that among the risk management processes, the risk response plan is the most effective for the project management plan because it involves determining ways to reduce threats, ensure opportunities occur, and having contingency plans to decrease risk

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Norn malik
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135 views

Assignment of Itpm

The document discusses two types of work breakdown structures (WBS) used for project planning and management: deliverable-oriented WBS and process-centered WBS. A deliverable-oriented WBS breaks down the project hierarchy based on the desired outcomes and deliverables. It identifies all deliverables and work. A process-centered WBS also identifies all deliverables and work, but organizes them sequentially based on project phases and milestones rather than deliverables. It aims to reduce risks of overlooked tasks. The document also discusses that among the risk management processes, the risk response plan is the most effective for the project management plan because it involves determining ways to reduce threats, ensure opportunities occur, and having contingency plans to decrease risk

Uploaded by

Norn malik
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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ASSIGNMENT Q NO:1

TYPES OF WORK BREAK DOWN STRUCTURE

The WBS is a method for getting a complex, multi-step project done. Its a way to
divide and conquer large projects so you can get things done faster and more
efficiently .Work breakdown structure (or WBS) is a hierarchical tree structure that
outlines your project and breaks it down into smaller, more manageable portions.
In Wrike, you can build a WBS by creating folders and subfolders, and can even go
further to divide individual tasks into subtasks.

WBS TYPES
Deliverable-oriented WBS
Process-centered WBS

DELIVERABLE-ORIENTED WBS:
A deliverable-oriented WBS is built around the projects desired outcomes or
deliverables. This type of WBS would likely include the following characteristics:

Level 2 items are the names of all vendor project deliverables that are expected
to be required as part of a contract. Level 2 should also include any agency
deliverables tasks.
Level 3 items are key activities required to produce the Level 2 deliverables.
Additional levels are used depending upon the magnitude of the deliverables
and the level of detail required to reliably estimate cost and schedule.
In the deliverable-oriented WBS, all deliverables are identified, and all work is
included.
Sometimes, a deliverable-oriented WBS and its associated schedule can be
confusing to read because their items are not organized sequentially at the highest
level. They are, however, very useful in demonstrating progress against contracted
deliverables.
PROCESS-CENTERED WBS :
A process-centered WBS is similar to a deliverable-oriented WBS except that it is
organized, at the highest level, by phases or steps in a process rather than by
deliverables. A process-centered WBS typically includes the following:

Level 2 activities are phases or schedule checkpoints/milestones. These


activities could be SDLC phases such as Initiation, Planning, etc.
Level 3 activities are those activities required to complete Level 2 phases or
milestones. Multiple tasks are included for any work that needs to be done in
multiple phases.
Additional levels are used depending on the duration of the phase or schedule
and the level of detail required to reliably estimate cost and schedule.
In the process-centered WBS, all deliverables are identified, and all work is
included. This comprehensiveness will reduce the risk of off balance sheet
work tasks, which might have unexpected impacts on the project schedule.

ASSIGNMENT Q NO 2:
WHAT RISK MANAGEMENT PROCESS MOST EFFECT THE
PROJECT MANAGEMENT PLAN? JUSTIFY YOUR
ANSWER?

ANSWER: RISK RESPONSE PLAN


Generally, risk response plans are required for risks that are high in both
probability and impact. The risk response planning involves determining ways to
reduce or eliminate any threats to the project, and also the opportunities to
increase their impact. Project managers should work to eliminate the threats before
they occur. Similarly, the project managers should work to ensure that
opportunities occur. Likewise, the project manager is also responsible to decrease
the probability and impact of threats and increase the probability and impact of
opportunities thats why this is the most effective project plan.
For the threats that cannot be mitigated, the project manager needs to have a
robust contingency plan and also a response plan if contingencies do not work.A
proper risk management plan does not need to include response plans for all risks
within the risk register. The risk register contains all risks that are significant
enough to warrant tracking and monitoring. It is not feasible nor necessary to
develop response plans for every one.
THATS IT

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