However, the remaining work in Elements 1.0 and 2.0 will be performed by company resources with less risk and the project does not feel like monitoring and controlling is needed at lower Levels. To monitor their performance, Elements 3.1, 3.2 and 3.3 have been identified as Control Accounts. In the House Project, the project manager decides that the project risks associated with using subcontractors can be better managed if the project reports performance for each subcontractor. The Control Accounts can be any Element in the WBS. Control Accounts are WBS Elements at which the project plans to monitor and report performance. This is accomplished by defining Control Accounts. This planning process is call Rolling Wave Planning and is a from of Progressive Elaboration.įigure 3 – WBS Work Packages and Control AccountsĬontrol Accounts The other application of the WBS is as a monitoring and controlling tool. Once the fixtures are determined, the associated Planning Package becomes a Work Package. In the House Project, the project manager knows that the house will have fixtures, but at the time construction begins, there is only a fixture allowance and no fixtures identified. It is understood that as details are defined, the Planning Packages eventually evolve to Work Packages. In order to apply the 100% Rule and capture all of the scope, Planning Packages are created. When the project management plan is approved, scope is known, but not necessarily all of the details. Planning Packages There is another type of Work Package called a Planning Package. This information is described in the WBS Dictionary. Work Packages cover information related to the deliverable, such as owner, milestones, durations, resources, risks, etc. The lowest Levels of each Leg and Branch of the WBS are called Work Packages. Work Packages Figure 3 shows the House Project Work Breakdown Structure expanded to Level 1, 2, and 3 Elements. But, its biggest contributions to a project are is use as a description all of the work and as a monitoring and controlling tool. The WBS is also used as the primary source of schedule and cost estimate activities. Initially, it serves as a planning tool to help the project team plan, define and organize scope with deliverables. The Work Breakdown Structure is used for many different things.
#Wbs itaskx 3 how to#
Here is an example of how to make a WBS with MindView:
#Wbs itaskx 3 software#
You can read about these tools in this WBS software review.
Some of them are based on mind mapping and others are drawing tools. There are many WBS software tools available. How much is too much? Since cost and schedule data collection, analysis and reporting are connected to the WBS, a very detailed WBS could require a significant amount of unnecessary effort to manage. Export or enter the Work Breakdown Structure into a Gantt chart for further scheduling and project tracking.Ĭaution: It is possible to break the work down too much.Decompose the Work Packages to activities as appropriate.The descriptions should include information such as, boundaries, milestones, risks, owner, costs, etc. Create the WBS Dictionary descriptions at the Work Package Level with detail enough to ensure that 100% of the project scope is covered.The lowest Level Elements in the WBS are called Work Packages. The WBS Dictionary is a narrative description of the work covered in each Element in the WBS. Define the content of the WBS Dictionary.Ask the question, would any additional decomposition make the project more manageable? If the answer is “no”, the WBS is done.Ensure that all Elements are mutually exclusive. Continue breaking down the work until the work covered in each Element is managed by a single individual or organization.
This “breaking down” technique is called Decomposition. Begin the process of breaking the Level 1 deliverables into unique lower Level deliverables.This requirement is commonly referred to as the 100% Rule. Level 1 Elements are summary deliverable descriptions that must capture 100% of the project scope. Analyze the documents and identify the deliverables.Identify the appropriate project team members.Identify content containing project deliverables, such as the Project Charter, Scope Statement and Project Management Plan (PMP) subsidiary plans.
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