Intended learning outcomes: Describe the increasing degree of detail of tasks and work packages in a work breakdown structure. Present an excerpt from a work breakdown structure for the preliminary study for a building conversion.
Continuation from previous subsection (19.2.2)
Work breakdown structure (WBS) is a hierarchical description of tasks and work packages of a project, whereby “each descending level represents an increasingly detailed definition of a project component” [PMBOK].
Figure 19.2.2.2 shows a formal representation of a WBS.[note 1902]
Fig. 19.2.2.2 Increasing degree of detail in a work breakdown structure.
This representation corresponds to the product structure (bill of material) in Figure 1.2.2.2, or more precisely, a convergent product structure, or tree structure. In the place of manufacturing components, the work breakdown structure in Figure 19.2.2.2 has tasks or work packages, which are processes. Figure 19.2.2.3 shows a Work Breakdown Structure for a part of a sample project, here the preliminary study for the conversion of a building.
Fig. 19.2.2.3 Excerpt from a work breakdown structure for the preliminary study for a building conversion.
This representation corresponds to the multilevel bill of material in Fig. 17.2.3.4. Again, in-stead of components, there are tasks and work packages. Instead of item IDs, there are task and work package IDs; in the example in Figure 19.2.2.3, it is a lexicographical numbering.
With a view to project scheduling and rapid project completion, it is advantageous when tasks and work packages are defined such that as many as possible can run concurrently. In addition, they should be allocated the necessary resources, and there should be measurable indicators for success of the tasks and packages.
Course section 19.2: Subsections and their intended learning outcomes
19.2 Project Management
Intended learning outcomes: Present goals and constraints of a project. Describe project phase, project life cycle, and work breakdown structure. Explain scheduling and effort planning as well as organization of a project. Differentiate between cost, benefits, profitability, and risk of a project.
19.2.1 Goals and Constraints of a Project
Intended learning outcomes: Produce an overview on project performance and project deliverables. Differentiate between external constraints and internal constraints in project management.
19.2.2 Project Phase, Project Life Cycle, Project Task, Work Package, Statement of Work
Intended learning outcomes: Produce an overview on the project phases in a generic project life cycle. Identify project task, work package, and statement of work.
19.2.2b The Work Breakdown Structure
Intended learning outcomes: Describe the increasing degree of detail of tasks and work packages in a work breakdown structure. Present an excerpt from a work breakdown structure for the preliminary study for a building conversion.
19.2.3 Project Scheduling and Project Effort Planning
Intended learning outcomes: Present in detail the schematic display of project effort per organizational unit. Explain an excerpt of the Gantt chart for the project “preliminary study for building conversion”.
19.2.4 Project Organization
Intended learning outcomes: Differentiate between project coordination in a functional, or line, organization and project management in a project-based organization. Describe project management in a strong matrix organization.
19.2.5 Project Cost
Intended learning outcomes: Produce an overview on the total cost of ownership of a project.
19.2.5b Project Benefits and Project Profitability
Intended learning outcomes: Explain the Matrix for estimating the project benefit of an investment in a software system as well as the graphic representation in overlay of nine profitability calculations, for cumulative benefits with degrees of realization 1 to 9.
19.2.5c Discounting Using the Net Present Value Technique (NPV), and Project Risk
Intended learning outcomes: Identify NPV, the net present value technique. Present the issue of project risk management.
