Project Management Work Breakdown Structure Part 2

The schedule:

This is the result of melding the interdepartmental schedules. It will integrate start and end dates for each activity, dependencies, resource, durations and milestones allocated.

PRINCE2 does not in reality mention the work breakdown structure. The technique as we currently refer to it highlights an activity orientated project. As an alternative, PRINCE2 techniques refer to products, i.e., the outcomes of the project, having the activities there simply to realize the outcomes. Here, the products are initially described before generating the tasks to achieve them. This process is referred to as product-based planning. Within PRINCE2 2009 see the part 'Plans - The PRINCE2 approach - Define and analyze the products'.

These products can be established at a collection of levels to forge the product breakdown structure, see section 'Plans - The PRINCE2 approach - Prerequisites for planning-- design the plan - Create the product breakdown structure'.

Simple steps:

The project management team are drawn from numerous departments and offer a mixture of expertise and abilities. It will be up to these individuals to deliver their sections of the work breakdown structure. It will typically require identification of activity levels in particular areas, such as design or testing etc. Primarily, the steps will be assembled based upon expertise and can be tested by the use of problem solving processes. Each separate project team member will be responsible for ensuring that their component the work breakdown structure is correct.

Task identification:

These should simply be determined at a level that could conveniently be managed.

Task durations:

It is feasible that these may be infered from prior expertise. Having said that, they will typically be based upon the accessibility of resource and the ability level of that useful resource. If the latter is poor then added instruction might be needed. Durations really should not be overstated but be as realistic as possible. If every level of task duration has a considerable amount of padding this will quickly add up for the whole project.

Task responsibilities:

There are two methods of striving to handle this. One is to designate the resource per individual activity. This looks easy enough but is without flexibility and is hard to manage in practice. The favored and even more smoothly managed technique is to designate the responsibility to the project team representatives at a more higher level. It is then passed down to the numerous departments that will have Team Managers managing the completion of set tasks. The allocation of this resource by way of the Team Managers will be significantly more elastic and ought to enhance control.

Task costs:

Project management software can aid effortless analysis of costs across the project. Having said that, it does often call for identifying costs for each activity down to the minimum level. It is typically easier to give departmental managers the activity of providing these for particular levels of the work breakdown structure. Throughout the early periods of a project these costs might be less exact. Once more, excessive padding ought to be avoided. The key costs may integrate materials, personnel and equipment.


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