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Akshant Gupta B120Kartike Garg C214

Manik Aggarwal D303

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2

PBS WBS &

PBS

OBS

Product

Breakdown

Structure

Work

Breakdown

Structure &Process

Breakdown

Structure

Organizational

Breakdown

Structure

WHAT? HOW? WHO?

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3

SteeringFuelOdometersWipersLights

FendersRoofHoodsDoorsWindows

FrontSeatsBackSeatsRadio

CAR

EngineFrame Interior Controls

CarburetorCylindersPistonCam

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The WBS represents a logical decomposition ofthe work to be performed and focuses on howthe product, service, or result is naturally

subdivided. It is an outline of what work is to beperformed. A deliverable-oriented grouping of project

elements that organizes and defines the totalscope of the project work.

Work not in the WBS is not in scope of theproject.

Each descending level represents an increasinglydetailed description of the project elements.

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Project

DesignRqmts Build DeliverManage

PlanExecute

Control

Close

AssessDetermine

Analyze

Propose

EngineerSpecify

Construct

Test

ValidateIntegrate

InstallTrain

Hierarchy Diagram Format

1 M A N A G E M E N T1 . 1 I n i t i a t e1 . 2 P l a n1 . 3 E x e c u t e1 . 4 C o n t r o l1 . 5 C lo s e

2 R E Q U IR E M E N T S2 . 1 A s s e s s2 . 2 D e t e r m i n e2 . 3 A n a l y z e2 . 4 P r o p o s e2 . 5 . .

3 D E S IG N3 . 1 E n g i n e e r3 . 2 S p e c i f y3 . 3 .3 . 4 . .

4 B U IL D4 . 1 C o n s t r u c t4 . 2 T e s t4 . 3 V a l i d a t e4 . 4 I n t e g r a t e

5 D E L IV E R5 . 1 I n s t a l l5 . 2 T r a i n5 . 3 . .5 . 4 . .

1. Write First draft of policy.2. Review with team/manager.3. Make changes as needed.4. File notice w/Secretary of the State

(SOS) 45 days before effective date.5. Formally review policy analysts and

advocates.6. Make changes as needed.7. Update program manuals and forms

to reflect changes.8. Submitted to the SOS by 5:00pm the

day before it is to be effective.

ListFormat

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Initiate

Plan

Execute

Control

CloseStrategic

Tactical

Physical

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DESCRIPTION HIERARCHING BREAKDOWN LEVEL

Complete Project 1

Major Deliverables 2

Supporting Deliverables 3

Lowest Management 4Responsibility level

Grouping of work packagesfor monitoring progress 5and responsibility

Identifiable workactivities

Project

Deliverable

Sub deliverable

Lowest SubDeliverable

Cost Account

Work

Package

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Last WB Sub Deliverable Work Package

A WB Sub deliverable includes the outcome of more

than one Work Package from perhaps 2-3departments.

Defines work (what)

Thus, a sub deliverable does not have a duration of

its own and does not consume resources and costmoney directly.

Identifies time to complete a work package (how

long)

The resources and cost for sub deliverable are

simply the summation of resources and costs for all

work packages in that sub deliverable.

Identifies a time phased budget (cost)

Identifies resources needed (how much)

Identifies person responsible (who)

Identifies monitoring points for measuring progress

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WBS

Estimates

Schedule

Project Plan

Risk andContingency

Plans

ProgressReports

Activity List

Risk Control

ProjectControl Change

Control

CommunicationControl

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Brainstorming all

work to be doneand then groupinginto a hierarchy.

Bottom Up

Using a general-to-specific structure

to progressivelydetail the work.

Top Down

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NO

Yes

1. Create the to-do

list of work.

2. Organize the

to-dos.

3. Review and Adjust

with group.

4. Correctand

Complete?

WBS Complete

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1. Choose your

model.

2. Verify highest level

Deliverables/Phases.

4. Review, Verify and

or modify the

next subsequent level.

3.

Can adequate

ests. be made at

this level?

WBS CompleteYes

No

5. Confirm lowest

level.

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Top Down

Requires more up front discussion.

Terminology & structurecan get in the way.

Decreases participation.

Slower to start.

Bottom Up

Easy to start.

No terminology issues.

Higher participation.

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Level-1 : Major

Phases

Level-2 :

Activities

Level-2 :Activities

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The OBS answers the who part of the project It displays the organizational units

responsible for each of the work elements inthe WBS

It may or may not be identical to the WBS assome major work element could be the

responsibility of more than 1 organizationalunit Two or more work elements could be the

responsibility of 1 organizational unit

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Can become out-of-date, especially in largeorganizations that change their staff

regularly. Only show 'formal relationships

Often, They also often do not showhorizontal relationships.

Little or No information about themanagerial style

It often does not include customers.

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Intersection of WBS and organization

structure

Rows = persons or functional positions

Columns = work tasks or packages for which

each personnel is responsible Useful for monitoring and control

18

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