It is used to identify all project deliverables and necessary activities. A deliverable basically is the end result or product of a task. An example would be the finished design model for a ship.Smart cities ‘Challenge’ or competition is the method to select cities for funding and using a strategy of area-based development.
The extent of citizens involved more than 25% of the city population (with 591965 interactions through all mediums). And Indore having historical background starting from the 1800’s is a challenge accepted by the city to make its identity stronger and enhance its associational values.Example: Creating a Work Breakdown Structure (WBS) helps a project team be. Are not the project schedule, but they represent the building blocks for it.Find below an example of the deliverables exported from WBS chart Pro to MS PROJECT and the activities defined on each deliverable per Sub Project (see figure 3). Sub projects and its deliverables, you can identify 4 things: The project name Level 1 of the WBS The Sub Projects: 1.1 Drydocking and 1.2 HullIndore has been successful in the competition for implementation of smart solutions in the first phase on the basis of its Smart city proposal (SCP). This SCP consisted of an AREA- BASED DEVELOPMENT (ABD) as well PAN-City solution.
It is a tabular or graphical representation of the tasks that make up the project’s scope. You won’t find the problem if you can’t isolate the defective part, and you can’t fix the problem if the defective part is not separated from the main engine.A Work Breakdown Structure (WBS) represents this division of a project into constituent tasks. Project Management is like fixing a car – you must break it down into parts. And the quality of proposals for ABD as well as PAN-city solution.Work breakdown structure helps project managers to plan deliverables and project. Lets have a look at a work breakdown structure example of a project.
In our house-building example, let’s say the excavation contractor and the foundation (concrete) contractor both want to bring earthmoving equipment to the site. This may seem obvious, but you’d be surprised how easy it is sometimes. No Scope OverlapThe WBS should not contain items that duplicate the scope of other items. The sum of all of the work in “child” elements must equal 100% of the work in their respective “parent” element. Deliverables actually make great WBS elements.The 100% rule also applies at all levels within the hierarchy.
On the high end, the limit would be when you can no longer track and control the project effectively, which is is probably in the range of 100 hours. Any less, and you’re micromanaging and introducing inefficiencies. At that point, elaborating further simply creates difficulty in tracking and managing small work items.In general, I would suggest the lowest level of a WBS be no smaller than about 40 man-hours. Number of LayersThe best way to know if you’ve gone to the right amount of detail is to ask yourself if the element can be reliably estimated.
So long as the project manager realizes the the creation of the WBS is focused on proper sub-division of the work, not time and schedule planning, this can be a useful piece of information in the WBS. Although the WBS should not be used as a schedule planning tool, start and finish dates can be added after the schedule planning and used for tracking. Start and Finish DatesAn optional, but frequently used, piece of information that can be added to the WBS is the schedule start and finish dates for each item.
WBS ExamplesFor small projects, a WBS can be as simple as an itemized list of tasks: IDMedium and large sized projects can add data fields that are relevant to the project, like man-hours, tools, equipment, rental items, etc.For presentation, the WBS can be converted into a graphical chart, like this:Creating work breakdown structures should never become as complex as fixing a car. The project manager should realize that the WBS is not a costing or estimating tool, but once the estimating has been done the budget can be placed in the work breakdown structure for easy reference. It is optional, but frequently used.
“Define Activities” under Project Time Management. The output is the Work Breakdown Structure. “Create WBS” under Project Scope Management. WBS Components vs. TasksThe Project Management Body of Knowledge (PMBOK) contains two separate “processes” related to task lists:
Tasks should be grouped into phases regardless of the WBS structure. Separating the task list and work breakdown structure can be appropriate for larger projects. I believe there is nothing wrong with this practice, as there only needs to be one official breakdown of the project work. The terms Work Breakdown Structure and task list are, in my experience, often used interchangeably. However, in practice these are generally one and the same.
I’d love to hear from you. We also have an earned value example.Good luck on your projects! Please leave a note in the comments.
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