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F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kPROJECT SCOPE MANAGEMENTScope Management Foundations and Overview of thePractice Standard for Work Breakdown Structures –Second Edition (Reaffirmed) from PMI SC.GMIS Annual Project Management WorkshopJuly 28, 2011Saluda Shoals ParkProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 1.c
F -X C h a n geF -X C h a n geNybutoklicc u -tr a c k.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kTom Brewer, PMP , CCP Manager, Core Application ServicesUniversity of South Carolina– Systems engineering, database administration, anddata warehouse for USC enterprise-level applications VP of Education, Board of DirectorsPMI South Carolina Midlands Chapter– Continuing Education, Certification, and InstructorCredentialing Adjunct Instructor, Corporate &Continuing EducationMidlands Technical College– Project Management Fundamentals and PMP ExamPreparationProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 2.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklicObjectives.d omwo.cCmo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c k Foundations of Project Scope Management– Per PMBOK – Fourth Edition Practice Standard for Work BreakdownStructures – Second Edition (Reaffirmed)– What is the purpose of the practice standard?– How does it expand upon the PMBOK ?– What is the value of the WBS for your projects?Project Scope Management – Practice Standard on Work Breakdown StructuresSlide 3.c
F -X C h a n geF -X C h a n geNktobuy.d omwomo.clicktoA Guide to the Project ManagementBody of Knowledge (PMBOK Guide)licCc u -tr a c kww.d owwwCbuyNOW!PDOW!PDc u -tr a c kFourth Edition The PMBOK Guide — Fourth Edition is thepreeminent global standard for projectmanagement. Like previous editions, it representsgenerally recognized good practices in theprofession while reflecting project management’scontinually evolving knowledge.The PMBOK Guide– Provides guidelines for managing individual projects– Defines project management and related concepts, and– Describes the project management life cycle and therelated processesTranslations are available inArabic, Chinese, French, German,Italian, Japanese, Korean,Portuguese, Russian and SpanishProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 4.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kProject Management Framework9 PM Knowledge Areas Project Integration ManagementProject Scope ManagementProject Time ManagementProject Cost ManagementProject Quality ManagementProject Human ResourceManagementProject CommunicationsManagementProject Risk ManagementProject ProcurementManagement42 PM Processes Each belonging to exactly oneknowledge areaEach process has identifiedinputs, tools & techniques, andoutputsProcesses interrelate with otherprocesses within the sameknowledge area and acrossknowledge areasFive (5) processes from theProject Scope ManagementKnowledge AreaProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 5.c
F -X C h a n geF -X C h a n geNy.ctoklic.d omooc u -tr a c kCwww.d omClicktoPMBOK 4th Edition: Pg 103wwwbubuyNOW!PDOW!PDc u -tr a c kProject Scope Management The project management knowledge area thatrelates to the processes required to ensurethat the project includes all the work required,and only the work required, to complete theproject successfully. Managing project scope is mainly concernedwith defining and controlling what is and isnot included in the project.Project Scope Management – Practice Standard on Work Breakdown StructuresSlide 6.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kProject Scope vs. Product Scope Project Scope – defines the project work toproduce the project product– Defined in terms of deliverables; not activities– Includes internal as well as external deliverables Product Scope – defines the features andfunctions of the project deliverables– Generally managed through a requirementsmanagement processProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 7.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kProject/Product Scope ExampleProject Scope (Deliverable)Jet EngineProduct Scope (Requirements) Must operate on Jet A-1 Fuel Must not explode on ignition Must generate 90 kN of thrustManaged via the WBSManaged via RequirementsManagement ToolsProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 8.c
F -X C h a n geF -X C h a n geNy.ctoklicC.d omProject Scope ManagementProcesses Overviewwooc u -tr a c kww.d omClicktoPMBOK 4th Edition: Pg 103wwwbubuyNOW!PDOW!PDc u -tr a c k Collect Requirements: The process of defining anddocumenting stakeholders’ needs to meet the projectobjectives. Define Scope: The process of developing a detaileddescription of the project and product. Create WBS: The process of subdividing projectdeliverables and project work into smaller, moremanageable components. Verify Scope: The process of formalizing acceptance of thecompleted project deliverables. Control Scope: The process of monitoring the status of theproject and product scope and managing changes to thescope baseline.Project Scope Management – Practice Standard on Work Breakdown StructuresSlide 9.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kScope Baseline1. Scope Statement– Output of the Define Scope process2. WBS– Output of the Create WBS process3. WBS Dictionary– Output of the Create WBS processProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 10.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kPMBOK Definition of WBS“A deliverable-oriented hierarchicaldecomposition of the work to be executed bythe project team to accomplish the projectobjectives and create the required deliverables.It organizes and defines the total scope of theproject.” - PMBOK - 4th EditionProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 11.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kWork Breakdown StructureProject ProductDeliverable ADeliverable BDeliverable B.1Deliverable B.2DeliverableB.2.1Work PackageB.2.1.aDeliverable CDeliverableB.2.2Work PackageB.2.1.bProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 12.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kWBS Dictionary Adds detail related to thework packages andcontrol accounts Includes such things as:– Code of account identifier– Work description– Responsible organization(or person)– Other things that areadded later as a part ofprogressive elaboration List of schedulemilestones Associated scheduleactivities Resources required Cost estimates Quality requirements Acceptance criteria Technical references Contract informationProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 13.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kProgressive Elaboration“Continuously improving anddetailing a plan as more detailedand specific information and moreaccurate estimates becomeavailable as the projectprogresses, and thereby producingmore accurate and complete plansthat result from the successiveiterations of the planning process.”From A Guide to the Project Management Body ofKnowledge (PMBOK Guide) - Fourth EditionProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 14.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kThe Work Package The lowest level ofdecomposition in theWBS Decomposed to a levelthat is manageable The Work Package is apart of the WBS, a scopemanagement tool Through progressiveelaboration it includesinformation from otherknowledge areasWork PackageB.2.1.aScope Management BoundaryTime Management BoundaryWBSDictionaryScope AttributesScheduleActivityAttributesSchedule ActivityList for B.2.1.aProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 15.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kThe PMI Practice Standards Practice Standard for Work Breakdown Structures– Second Edition (Reaffirmed) Practice Standard for Scheduling Practice Standard for Project Estimating Practice Standard for Earned Value Management Practice Standard for Project Risk Management Practice Standard for Project ConfigurationManagementProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 16.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kHierarchy of PMI ResourcesPrinciples of the SpecializationPractice StandardsProcessesPMBOK GuideTheory / Tools & TechniquesHandbooks,Textbooks, & CoursesProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 17.c
F -X C h a n geF -X C h a n gec u -tr a c kNtoklic.d omwoPractice Standard forWork Breakdown Structuresbuy.cCmo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c k- Second Edition (Reaffirmed) Work breakdown structures (WBS) areused to define project deliverables andestablish the structure to manage workto completion. This standard supplies projectmanagers and team members withdirection for the preliminarydevelopment and implementation ofwork breakdown structures.Project Scope Management – Practice Standard on Work Breakdown StructuresFirst Edition in 2001 was based upon thePMBOK – 2nd EditionSecond Edition in 2006 was based uponthe PMBOK – 3rd EditionSecond Edition was reaffirmed uponrelease of the PMBOK – 4th EditionSlide 18.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kContent of the Practice Standard Introduction to the PracticeStandard Defining the WBS Importance of the WBS Defining WBS Quality Considerations WhileCreating a WBS WBS Templates inAppendicesProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 19.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kINTRODUCTION TO THE PRACTICESTANDARDProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 20.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kWhy a Practice Standard for WBS? Successful project planning begins withdefining the project objectives withsufficiently detailed information The WBS provides the foundation for definingwork as it relates to the project objectives It establishes the framework for managing thework to its completionProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 21.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kPractice Standard Objectives Provide a common ground for understandingthe concepts and benefits of the WBS Present a standard application of the WBS asa project management tool Encourage consistency in applying this tool toimprove project planning It is NOT intended to be a tutorial on how tocreate a WBSProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 22.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kDEFINING THE WBSProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 23.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kPMBOK Definition of WBS“A deliverable-oriented hierarchicaldecomposition of the work to be executed bythe project team to accomplish the projectobjectives and create the required deliverables.It organizes and defines the total scope of theproject.” - PMBOK - 4th EditionProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 24.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kDeliverable Any unique and verifiable product, result, orcapability to a perform a service that must beproduced to complete a process, phase, orproject.Project Scope Management – Practice Standard on Work Breakdown StructuresSlide 25.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kDefinition of Work Something produced oraccomplished by effort,exertion, or exercise of skill In the context of the WBS,work refers to the workproducts or deliverablesthat are the result of effortand not to the effort itselfProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 26.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kSample WBS – Chart FormBicycleFrame SetCrank SetWheelsFrameFront WheelHandlebarRear tForkProduct TestSeatCustomerTestExample recreated from the PMI Practice Standard for Work Breakdown Structures; Second EditionProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 27.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kSample WBS – Tabular Form1 – Bicycle1.1 – Frame Set1.1.1 – Frame1.1.2 – Handlebar1.1.3 – Fork1.1.4 – SeatBicycleFrame Set1.2 – Crank Set1.3 – Wheels1.3.1 – Front Wheel1.3.2 – Rear Wheel1.4 – Braking System1.5 – Shifting System1.6 – Integration1.6.1 – Concept1.6.2 – Design1.6.3 – Assembly1.6.4 – Testing1.6.4.1 – Component Test1.6.4.2 – Product Test1.6.4.3 – Customer TestCrank SetWheelsFrameFront WheelHandlebarRear tForkProduct TestSeatCustomerTestExample recreated from the PMI Practice Standard for Work BreakdownStructures; Second Edition1.7 - Project ManagementProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 28.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c k“The deliverable concept and orientationof the WBS are integral to understandingthe proper definition and use of the WBSand the benefits it provides within thelarger context of all project managementprocesses.”Page 6 of the Practice Standard for Work Breakdown StructuresProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 29.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kWBS Input to PM Processes5.3Create WBS4.2Develop ProjectManagementPlan7.1Estimate Costs5.5Control Scope5.4Verify Scope7.2DetermineBudget8.1Plan Quality6.1Define Activities11.2Identify RisksProject Scope Management – Practice Standard on Work Breakdown Structures12.1PlanProcurementsSlide 30.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kDiscrete Effort Work effort that is separate, distinct, andrelated to the completion of specific workbreakdown structure components anddeliverables, and that can be directly plannedand measuredExamplePlanning DocumentProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 31.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kApportioned Effort Effort applied to project work that is notreadily divisible into discrete for that work,but which is related in direct proportion tomeasurable discrete work effortsExample“In-Process” AuditProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 32.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kLevel of Effort (LOE) Support-type activity, which does not producedefinitive end products. It is generallycharacterized by a uniform rate of workperformance over a period of timedetermined by the activities supportedExampleSchedule AdministrationProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 33.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c k The WBS includes 100% of the work definedby the project scope and captures ALLdeliverables in terms of work to be completed– Includes internal, external, and interimdeliverables The WBS should not include any work thatfalls outside the actual scope of the project– Cannot include more than 100% of the workProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 34.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kIMPORTANCE OF THE WBSProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 35.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kWhy is the WBS important? Defines all the work of the project, and onlythe work of the project, thereby clarifying theproject scope Provides the baseline for subsequent changecontrol Provides the framework for project control,performance monitoring, and the foundationfor communication will all stakeholdersProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 36.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kResults of a Poorly Constructed WBS Incomplete project definition leading to ongoingproject extensions Unclear work assignments, goals, objectives, ordeliverables Scope creep or unmanageable, frequently changingscope Budget overrun Missed deadlines on scheduled deliverables, ortimeline slippage Unusable new product or feature Failure to deliver non some elements of project scopeProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 37.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kDEFINING WBS QUALITYProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 38.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kDefining WBS Quality WBS Quality Principle 1– A quality WBS is a WBS constructed in such as way thatsatisfies all of the requirements for its use in a project– WBS Quality Sub-Principle 1 – Core Characteristics– WBS Quality Sub-Principle 2 – Use-Related CharacteristicsProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 39.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kDefining WBS Quality WBS Quality Principle 2– WBS quality characteristics apply to all levels of scopedefinition There is no conceptual difference in a WBS for a project, program,or portfolio Differ only in breadth of content and scopeProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 40.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kKey WBS Core CharacteristicsDeliverable-orientedDefines the scopeContains 100% of the workCaptures internal, external, and interimdeliverables Contains elements that are defined using nounsand adjectives Arranges all major and minor deliverables in ahierarchical structure Project Scope Management – Practice Standard on Work Breakdown StructuresSlide 41.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kKey WBS Core Characteristics Iteratively evolves along with the progressiveelaboration of the project scope, up to thepoint the scope has been baselined Is updated in accordance with project changecontrol, thereby allowing for continualimprovement, after the scope has beenbaselinedProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 42.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kWBS User-Related Characteristics Achieves a sufficient level of decomposition Provides sufficient detail for communicating ALL work Is appropriate for tracking, as required by the specificproject or organization Is appropriate for control activities Can contain specific kinds or WBS elements, as neededfor each project Enables assignment of accountability at theappropriate level Has a succinct, clear, an logically oriented structure tomeet project management and oversight requirementsProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 43.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kProblem Diagnostic Checklist There are frequentlymissed deadlines andan extended schedule Project is over budget Individuals are unableto use the new productor feature The project scope haschanged and isunmanageable The project has becomean ongoing project withno end in sight Project team membersare confused abouttheir individualresponsibilities Some planned workdoes not get doneProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 44.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kCONSIDERATIONS WHILE CREATINGA WBSProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 45.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kGuidance for Preparing a WBS The Practice Standard does not providedetailed instructions, but it does discussmethods and guidance for choosing the rightone– Top-Down– Bottom-Up– WBS Organizational Standards– WBS TemplatesProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 46.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kEssential Judgments in Preparing WBS Determining Appropriate Level of Detail Selection of the Type of WBS Element to beIncluded Structuring the Logic of the DecompositionProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 47.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kWBS Usage ContinuumAbility of the WBS to meet project needs is directlyrelated to the level of competency within theproject management teamLimitedIntermediate Develop a WBS that contains allCore Characteristics Apply at least a minimal level ofexperience in project estimating Apply subject matter expertise ifappropriate Develop a WBS that contains allCore Characteristics Identify and include some userelated attributes Apply the WBS effectively toproject schedule developmentand resource assignment Apply project estimatingtechniques in developing theWBSExtensive Develop a WBS that contains allCore Characteristics Identify and include all userelated attributes Apply the WBS effectively toproject schedule developmentand resource assignment Apply project estimatingtechniques to develop & managethe project using the WBS Apply the WBS effectively toChange Control Planning andExecution, Quality Planning andControl, Risk Planning andManagement, Cost and BudgetPlanning and Control, etc.Project Scope Management – Practice Standard on Work Breakdown StructuresSlide 48.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kWBS TEMPLATESProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 49.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kWBS Templates Oil, Gas, and Petroleum(OGP) EnvironmentalManagement Process Improvement Pharmaceutical Process PlantConstruction Web Design Service IndustryOutsourcing Telecom Refinery Turn-Around Government DesignBid-Build SoftwareImplementation Horizontal TreeStructureProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 50.c
F -X C h a n geF -X C h a n gec u -tr a c kNybutoklic.d oo.cmCmwo.d owwwwwClicktobuyNOW!PDOW!PDc u -tr a c kSummary The Practice Standard for Work BreakdownStructures builds upon the foundation laid by thePMBOK It emphasizes the importance of proper andconsistent usage of the WBS as a tool forplanning and managing project scope The consequences of failing to use a quality WBSare also outlined Guidance in the creation of a WBS is alsoincludedProject Scope Management – Practice Standard on Work Breakdown StructuresSlide 51.c
A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fourth Edition The PMBOK Guide — Fourth Edition is the preeminent global standard for project management. Like previous editions, itrepresents generally recognized good practices in the profession while reflecting project management's continually evolving knowledge .
