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Developing Project Plan-I

The document discusses developing a project plan through creating a work breakdown structure (WBS). It explains that a WBS breaks down complex projects into smaller, more manageable tasks ("bite sized chunks"). It provides guidelines for creating a WBS, including breaking projects down to a sufficient level of detail and generally including 6-7 levels. A WBS helps organize work, allocate resources, and monitor progress. The lowest level of a WBS is a work package, which forms the basis for time and cost estimates.

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Siddarth Singh
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48 views

Developing Project Plan-I

The document discusses developing a project plan through creating a work breakdown structure (WBS). It explains that a WBS breaks down complex projects into smaller, more manageable tasks ("bite sized chunks"). It provides guidelines for creating a WBS, including breaking projects down to a sufficient level of detail and generally including 6-7 levels. A WBS helps organize work, allocate resources, and monitor progress. The lowest level of a WBS is a work package, which forms the basis for time and cost estimates.

Uploaded by

Siddarth Singh
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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DEVELOPING PROJECT PLAN-I

1-1
Work Breakdown Structure
How am I gonna eat this?

Obviously
in small
bites.
“BREAKING TASKS INTO BITE SIZED CHUNKS”
WORK BREAKDOWN STRUCTURE
Humans Find It Difficult To Analyse, Plan And
Execute Large, Complex Tasks
 Complex Tasks Take A Long Time To Complete

 Deadlines That Are A Long Way Away Tend Not To Trigger


Immediate Action

 It’s Difficult To Know Where To Start

 It’s Difficult To Know How Much More You Have Got To Do

Answer 
“Break It Down To “Bite Size” Chunks You Can Deal With”
WORK BREAKDOWN STRUCTURE
A breakdown of the total project task into
components helps to establish
 How work will be done?
 How people will be organized?
 How resources would be allocated?
 How progress would be monitored?

 Break down a project only to a level sufficient to produce an


estimate of the required accuracy
 Generally WBS includes 6-7 levels. May also vary based on
situation.
 WBS should be developed before scheduling & resource
allocation are done
SOURCES OF PROJECT ACTIVITIES:
BRAINSTORMING
WORK BREAKDOWN STRUCTURES
 Work Breakdown Structures helps:

 Organize the activities required to meet the


objectives of the project.

 Defines the relationship of the final deliverable (the


project) to its sub-deliverables, and in turn, their
relationships to work packages

 May be organized:

 By phase of the project

 By component
WORK PACKAGES

 Lowest level of WBS is called a Work Package.

 If further deconstruction into activities is

possible.
 May be assigned as a subproject

 May be subdivided into new-WBS structure for


estimating purposes for these work packages

 Activities at this level become the basis for time

and duration estimates.


WORK PACKAGES (WP)
It is output-oriented and:
 Defines work (what)

 Helps identify time to complete a task of WP (how long)

 Identifies a time-phased budget to complete a WP (cost)

 Identifies resources needed to complete a WP (how much)

 Identifies a single person responsible for units of work


(who)
Is it Similar to Sprints in Agile
WORK BREAKDOWN STRUCTURE
WORK BREAKDOWN STRUCTURE
– THE “BITE SIZED” ACTIVITIES
HOW WBS HELPS PROJECT MANAGER
 Facilitates evaluation of cost, time, and technical performance of
the organization on a project
 Helps in Identifying the relationships between tasks
 Provides management with each department level information
appropriate.
 Helps in the development of the organization breakdown structure
(OBS), which assigns project responsibilities to organizational
units and individuals
 Defines communication channels and assists in coordinating the
various project elements
 Increases the probability that every requirement will be accounted
 Can be used to track the costs of each element
 Can be used to monitor progress by completion of tasks
 Though it does not yet incorporate time and precedence info, it
helps in defining and managing the plan, schedule, and budget
SIX CRITERIA CAN HELP DETERMINE
IF A WBS IS COMPLETE
1. Measurable Status – Is each task defined in a way to help monitor its
status toward completion?
 Typically requires some kind of measurement to assess percent completion
2. Bounded – Is each task clearly bounded by start and stop events?
 What event marks the start and stop of each task?
3. Deliverable – Does each activity have a clearly defined deliverable?
 What output should the activity produce?
4. Cost and Time Estimate – Is each activity defined in a way that allows
a meaningful estimate of its calendar time and completion cost ?
 Often software cost is largely driven by the labor cost, and hence the amount of
effort needed to develop it
5. Acceptable Duration Limits – Most activities should be broken down
into tasks which are reasonably small
 There can be exceptions to this rule
6. Activity Independence – Are the activities defined to be independent
of each other as much as practical?
 Avoid activities that are too complex, or the other extreme, micromanaging
WORK BREAKDOWN STRUCTURE
 A good WBS is based upon

 A well defined scope for the project

 A set of system requirements

 A good understanding of the project priorities

 The WBS helps you identify and specify all the tasks

associated with the project.

 WBS may need to be refined/updated for each project

phase

 A complete and well organized WBS will help assure good

schedule and cost estimates


APPROACHES TO DEVELOPING WBS
 Guidelines: Some organizations provide guidelines for

preparing WBSs.

 Analogy approach: Review WBSs of similar projects

and tailor to your project.

 Top-down approach: Start with the largest items of the

project and break them down.

 Bottom-up approach: Start with the specific tasks and

roll them up.

 Mind-mapping approach: Write tasks in a non-linear,

branching format and then create the WBS structure.


SAMPLE MIND-MAPPING APPROACH
MIND MAP FOR WBS
Investigate Produce
past events ads

TV and Purchase
Interview Research radio ads air time
running
club
members Promotion Monitor
airings

Flyers
Print Design
Mailings
Mail
promo
Distribute
Prepare Acquire
mailing address
To schools To sports lists
retailers
SAMPLE INTRANET WBS
ORGANIZED BY PHASE
PBS FOR SOFTWARE PROJECT
DEVELOPMENT
Coding the WBS
for the Information System
CODING THE WBS
FOR THE INFORMATION SYSTEM
WBS Coding System
 Defines:

• Levels and elements of the WBS

• Organization elements

• Work packages

• Budget and cost information

 Allows reports to be consolidated at any level in


the organization structure
INTRANET WBS IN TABULAR FORM
1.0 Concept
1.1 Evaluate current systems
1.2 Define requirements
1.2.1 Define user requirements
1.2.2 Define content requirements
1.2.3 Define system requirements
1.2.4 Define server owner requirements
1.3 Define specific functionality
1.4 Define risks and risk management approach
1.5 Develop project plan
1.6 Brief Web development team
2.0 Web Site Design
3.0 Web Site Development
4.0 Roll Out
5.0 Support
INTRANET WBS & GANTT CHART IN
MICROSOFT PROJECT
Integrating the WBS
with Organization
INTEGRATING THE WBS
WITH THE ORGANIZATION
Organizational Breakdown Structure (OBS)
 Depicts how the firm is organized to discharge its
work responsibility for a project
• Provides a framework to summarize organization
work unit performance
• Identifies organization units responsible for work
packages
• Ties the organizational units to cost control
accounts
INTEGRATION OF WBS AND OBS
RESPONSIBILITY MATRICES
 Also called a linear responsibility chart
 Summarizes the tasks to be accomplished and who
is responsible for what on the project
• Lists project activities and participants
• Clarifies critical interfaces between units and
individuals that need coordination
• Provide an means for all participants to view their
responsibilities and agree on their assignments
• Clarifies the extent or type of authority that can be
exercised by each participant
RESPONSIBILITY MATRIX FOR THE
CONVEYOR BELT PROJECT
RESPONSIBILITY MATRIX FOR A
MARKET RESEARCH PROJECT
COMMON ERRORS WHEN CREATING WBS

 Does not include all of the work.

 The level of detail is not sufficient to manage the

program.

 Important but not readily apparent steps are left

out.

 The work is there, but it’s not arranged logically.


THANKYOU
1-31

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