Scope Planning: Scope Planning

5 Figure 5-5. Create WBS: Inputs, Tools Techniques, and Outputs

5.3.1 Create WBS:

Inputs .1 Organizational Process Assets Described in Section 4.1.1.4. .2 Project Scope Statement Described in Section 5.2.3.1. .3 Project Scope Management Plan Described in Section 5.2.1.4. .4 Approved Change Requests Described in Section 4.4.1.4.

5.3.2 Create WBS: Tools and Techniques

.1 Work Breakdown Structure Templates Although each project is unique, a WBS from a previous project can often be used as a template for a new project, since some projects will resemble another prior project to some extent. For example, most projects within a given organization will have the same or similar project life cycles and, therefore, have the same or similar deliverables required from each phase. Many application areas or performing organizations have standard WBS templates. The Project Management Institute Practice Standard for Work Breakdown Structures provides guidance for the generation, development, and application of work breakdown structures. This publication contains industry-specific examples of WBS templates that can be tailored to specific projects in a particular application area. A portion of a WBS example, with some branches of the WBS decomposed down through the work package level, is shown in Figure 5-6. A Guide to the Project Management Body of Knowledge PMBOK ® Guide Third Edition 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA 113 A Guide to the Project Management Body of Knowledge PMBOK ® Guide Third Edition 114 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA Figure 5-6. Sample Work Breakdown Structure with Some Branches Decomposed Down Through Work Packages .2 Decomposition Decomposition is the subdivision of project deliverables into smaller, more manageable components until the work and deliverables are defined to the work package level. The work package level is the lowest level in the WBS, and is the point at which the cost and schedule for the work can be reliably estimated. The level of detail for work packages will vary with the size and complexity of the project. Decomposition may not be possible for a deliverable or subproject that will be accomplished far into the future. The project management team usually waits until the deliverable or subproject is clarified so the details of the WBS can be developed. This technique is sometimes referred to as rolling wave planning. Different deliverables can have different levels of decomposition. To arrive at a manageable work effort i.e., a work package, the work for some deliverables needs to be decomposed only to the next level, while others need more levels of decomposition. As the work is decomposed to lower levels of detail, the ability to plan, manage, and control the work is enhanced. However, excessive decomposition can lead to non-productive management effort, inefficient use of resources, and decreased efficiency in performing the work. The project team needs to seek a balance between too little and too much in the level of WBS planning detail.