A Guide to Project Management

Successful project objectives must include at least

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Unformatted text preview: n each constituent component. (4) Verify the correctness of the decomposition: Are the lower-level items both necessary and sufficient for completion of the decomposed item? If not, the constituent components must be modified (added to, deleted from, or redefined). Is each item clearly and completely defined? If not, the descriptions must be revised or expanded. Can each item be appropriately scheduled? Budgeted? Assigned to a specific organizational unit (e.g., department, team, or person) who will accept responsibility for satisfactory completion of the item? If not, revisions are needed to provide adequate management control. Project Project Management Management Body of Body of KnowledgeE L KnowledgeE PL Training Program Materials User Documentation User Documentation Training Program Materials MP AM SA S 5.3.3 Outputs from Scope Definition .1 Work breakdown structure. A WBS is a deliverable-oriented grouping of project components that organizes and defines the total scope of the project; work not A Guide to the Project Management Body of Knowledge (PMBOK Guide) 2000 Edition 2000 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA NAVIGATION LINKS ACROYMNS LIST ACRONYMS LIST 59 ACROYMNS LIST Chapter 5--Project Scope Management Fgiure 54 | 5.4 Wastewater Treatment Plan Earlier Phases Design Civil Drawings Architectural Drawings Structural Drawings Mechanical Drawings HVAC Drawings Plumbing Drawings Instrumentation Drawings Electrical Drawings Construction Headworks Aeration Basin Effluent Pumping Station Air-Handling Building Sludge Building Later Phases ment ment geE L geE PL P This WBS is illustrative only. It is not intended to represent the full project scope of any specific project, nor to imply that this is the only way to organize a WBS on this type of project. Figure 54. Sample Work Breakdown Structure for Wastewater Treatment Plant in the WBS is outside the scope of the project. As with the scope statement, the WBS is often used to develop or confirm a common understanding of project scope. Each descending level represents an increasingly detailed description of the project deliverables. Section describes the most common approach for developing a WBS. A WBS is normally presented in chart form, as illustrated in Figures 5-2, 5-3, and 5-4; however, the WBS should not be confused with the method of presentation--drawing an unstructured activity list in chart form does not make it a WBS. Each item in the WBS is generally assigned a unique identifier; these identifiers can provide a structure for a hierarchical summation of costs and resources. The items at the lowest level of the WBS may be referred to as work packages, especially in organizations that follow earned value management practices. These work packages may in turn be further decomposed in a subproject work breakdown structure. Generally, this type of approach is used when the project manager is assigning a scope of work to another organiza...
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This document was uploaded on 09/27/2013.

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