Amacom - Modern Project Management (Ocr) - 2001 ! - (By Laxxuss)

The handbook gives a little guidance in section 312

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Unformatted text preview: tion 3.1.3 of the handbook begins by stating, "To provide the responsible contract manager with technical, schedule, and other needed resource information, the management control system must be keyed to the same work breakdown structure element and organization unit." So one way of using the Modern Project toolset on a government project is to build your WBS in a different way, as shown in Figure 8-3. This is the type of structure that you will have to enter into your Modern Project WBS, using the WBS Entry/Edit tool. When used in this manner, you will not have separate WBS and OBS structures as explained in Chapter 6, since they will be merged into the Contract WBS. You can still have lower-level control packages in the Modern Project WBS under a given cost account, as well as the work packages if you need to specify the relationship of some of the work packages within a cost account. When Modern Project is used in this way, it is probably better to use the term control account rather than cost account to specify these summary-level WBS elements, since the term cost account is used in a different sense within Modern Project. Government project management policy requires that the government program offices define the Program WBS hierarchy three levels deep and that further subdivision of the control packages be left up to the contractors who perform them. This level of decomposition usually yields control packages that are rather large. They are not necessarily intended to be performed by a single contractor. The handbook gives a little guidance in Section 3.1.2 on how these Contract WBS structures can be fur - Page 224 ther decomposed into Subcontract WBS structures in a few circumstances. A contractor who is responsible for a work package in turn treats the package as a project and constructs a WBS that describes the project of implementing the government- defined work package. This often leads to difficulties in matching up contractor work breakdown structures and the government work breakdown structures. The reason for this is that a single contractor is often responsible for a number of government work packages and wants to treat the work in this collection of government work packages as a single project. Furthermore, contractors often want to subdivide this work in accordance with the way the work is to be accomplished, but the product orientation of the government work packages frequently does not lend itself well to doing this. A good example of this is in the area of software. Often a single contractor provides the software for a number of subsystems within a larger system. Several of the software components that are developed can be used in a number of these subsystems, so the contractor wishes to organize the work around these components and not around the subsystems. This is a long-standing problem that has never been solved in an entirely satisfactory manner. Clearly, this problem would not occur if the work breakdown structures were always constructed in accordance with how the work is actually done. 8.3.3— Government Per...
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