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  • WBS Approaches v1.1

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    Tuấn Long
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    Top-down and bottom-up approaches are used to develop Work Breakdown Structures. Top-down approach is useful when the nature of the project's products or services is unclear. Bottom-up approach identifies all of the deliverables involved in the project. Each work package of the WBS should contain only one deliverable.

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    Top-down and bottom-up approaches are used to develop Work Breakdown Structures. Top-down approach is useful when the nature of the project's products or services is unclear. Bottom-up approach identifies all of the deliverables involved in the project. Each work package of the WBS should contain only one deliverable.

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    110 views2 pages

    WBS Approaches v1.1

    Uploaded by

    Tuấn Long
    Top-down and bottom-up approaches are used to develop Work Breakdown Structures. Top-down approach is useful when the nature of the project's products or services is unclear. Bottom-up approach identifies all of the deliverables involved in the project. Each work package of the WBS should contain only one deliverable.

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    WorkBreakdownStructureApproaches (fromPMIPracticeStandardonWorkBreakdownStructures)

    TOPDOWN
    Approach
    Step1.Identifythefinalproductsoftheprojectwhatmustbedeliveredtoachieveproject success.Athoroughreviewofhighlevelprojectscopedocuments(suchasStatementof WorkandTechnicalRequirements)isrecommendedtoensureconsistencybetweentheWBS andtheprojectrequirements. Step2.Definetheprojectsmajordeliverables,whichareofteninterimdeliverables necessaryfortheproject,butwhichinthemselvesdonotsatisfyabusinessneed(suchasa designspecification). Step3.Decomposemajordeliverablestoalevelofdetailappropriateformanagementand integratedcontrol.TheseWBSelementsarenormallytiedtoclearanddiscreteidentification ofstandalonedeliverableproducts.Thesumoftheelementsateachlevelshouldrepresent 100%oftheworkintheelementaboveit,asnotedinthe100%Rule.Eachworkpackageof theWBSshouldcontainonlyonedeliverable. Step4.ReviewandrefinetheWBSuntilprojectstakeholdersagreethatprojectplanning canbesuccessfullycompleted,andthatexecutionandcontrolwillsuccessfullyproducethe desireddeliverablesandresults.

    UseWhen
    Theprojectmanagerandprojectmanagementteamhavelittletonoexperiencein developingWorkBreakdownStructures.Topdowndevelopmentallowsforprogressive understandingandelaborationoftheWBS. Thenatureoftheprojectsproductsorservicesisnotwellunderstood.Thedevelopmentof aWBSjointlywithallstakeholdersusingthetopdownapproachisusefulingaining understandingandconsensuswhenthescopeandnatureoftheprojectisunclear. Thenatureoftheprojectlifecycleisnotfamiliarorwellknown.Topdowndevelopmentof theWBSmoreeasilyuncoverslifecycleissuesandcharacteristics. NoappropriateWBStemplatesareavailable.WhendevelopingaWBSfromscratch,itisfar easiertostartwiththeoverallprojectdeliverable,suchasbuildingabicycle,andthen iterativelydeterminesubelements.

    BOTTOMUP
    Process
    Step1.Identifyallofthedeliverables(orworkpackages)involvedintheproject.If participantsproposeactivities,thentheassociateddeliverables,butnottheactivities, shouldbeincluded(i.e.,translatesuggestedactivitiesintoassociateddeliverables).Thiswill

    encompasstheentireoutputoftheeffort.Eachworkpackageshouldcontainonlyone deliverable. Step2.Logicallygrouprelatedworkpackages(ordeliverables)together. Step3.Aggregatedeliverablestothenextlevel,forinstance,theparentlevel.Thesumof theelementsateachlevelshouldrepresent100%oftheworkbelowit,asnotedinthe 100%Rule. Step4.Onceagivengroupofrelatedtaskshasbeenaggregatedtoaparent,analyzethe subsetagaintoensurethatalloftheworkhasbeenencompassed. Step5.Repeatuntilallsubelementshavebeenaggregatedtoasingleparentrepresenting theproject.Ensurethatthecompletedstructureincludesalloftheprojectscope.

    UseWhen
    Thenatureoftheprojectsproductsorservicesiswellunderstood.Forexample,ifthe organizationhasdevelopedverysimilarproductsorservicesonpreviousprojects,the projectteammightalreadyhaveaverygoodunderstandingofallinterimdeliverables requiredforthenewproject. Thenatureoftheprojectlifecycleiswellknown.Iftheorganizationalwaysusesthesame projectlifecycle,theinterimdeliverablesforthatlifecyclearewellknownandcanbeused tobeginbottomupWBSdevelopment. AppropriateWBStemplatesareavailable.IftheorganizationhasWBSsfromprojectswith similarproductsorservices,andthesecanbereused,abottomupapproachenhancesthe teamsabilitytocustomizetheWBStemplate.

    ExtractedfromProjectManagementInstitute.(2006).Practicestandardforwork breakdownstructures(2nded.).NewtownSquare,Pennsylvania:ProjectManagement Institute,pp.1925&3132

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