The case study below offers an excellent perspective on how projects are often initiated under less than ideal circumstances?which often la

  

The case study below offers an excellent perspective on how projects are often initiated under less than ideal circumstances—which often lays the ground work for project failure.

Companies that provide a service for another company usually respond to a bid document from a company that needs help.  This case study is a good example of this situation.  The bid document can be as simple as an email from the buyer to the seller or as complicated as a request for proposal (RFP) outlining the objectives of the project and asking a seller to develop a proposal that provides a solution.

Each company (seller and buyer) will have a business case for doing the project. The Peter’s Company is outsourcing for a reason.  The Corwin Corporation is taking on the project for a different set of reasons.  One of the reasons the Corwin Corporation is taking on the work is the looming, potentially very lucrative production contract if they are successful.  There are no guarantees in research and development project that there will be success.

Part 4 (25 points) – Create a WBS and WBS Dictionary.  Now that your group (at Corwin) has a firm understanding of the product scope (i.e., “the features and functions that characterize” [the new rubber material] p. 154, PMBOK 5e), as well as the project scope (i.e., the work necessary to deliver the product), use the scope statement and other requirements documentation you group has prepared to create a WBS (no deeper than Level 4 on any tranche) and WBS Dictionary using the template provided.  The following elements of the WBS dictionary must be completed:  WBS ID, WBS Element Name, Description, Accountable Person, Acceptance Criteria, Assumptions, Constraints.  For project management-related work deliverables (e.g, plans, meetings and reviews, reports), also complete the Activity ID and Activity for each work package,

Additional considerations: The project will be completed in phases so preparing a WBS with phases at level 2 is a sensible way to design the WBS.  The project phases are: 1.1. Project Planning, 1.2. Rubber Material Research, 1.3 Rubber Material Development, and 1.4 Project Close.  The work required to complete the project associated with project management for execution, monitoring and controlling processes, can be sub-elements in the research and development phases.  The lucrative production contract (a hopeful outcome) is not part of this project, but could be part of the business decision by Corwin to expend their own funds to complete the development if additional funding is needed.

The scope statement, WBS and WBS Dictionary constitute the scope baseline.

WBS SUPPLEMENT

A Work Breakdown Structure (WBS) is a deliverable oriented tool for identifying and hierarchically organizing all project work. The WBS focuses on Deliverables. The WBS should document Outcomes.

A Deliverable is a product or service produced as part of a project. Think of Deliverables as things that offer some worth/value to your stakeholders.

Deliverables are typically described as nouns or past tense events (ex: Portal or Portal Installed). A deliverable is a tangible/perceptible, verifiable thing that will be produced by your project. Some deliverables will be provided to your customers and some deliverables will be used by and stay within the project team.

Because the WBS is the foundation for budgeting, *scheduling, resource allocation etc., it is very important that the entire scope of the project, including project management deliverables (resulting from project processes and activities) as well as the product deliverables themselves (products, services, or results your project will produce) be included on the WBS. Without a thoroughly pondered WBS, I guarantee you will not plan for some necessary work!

*Creating the WBS is not a scheduling exercise…The role of the WBS is to define scope.

Obviously, at this point, it helps if you have a very clear understanding of what your project deliverables actually are! To be sure, a ‘complete’ WBS can only be developed at the start of a project if the scope/requirements are fully defined at the start. For projects where multiple phases are required and/or scope is not fully defined, a completely detailed WBS (for the entire project) cannot be developed at the start of the project. You should develop the WBS ‘as much as you can’ based on the information you do know but the WBS will have to be refined as the project progresses.

There is no standard/best way to organize a WBS (either by process group, product deliverable, phase, etc.) You must organize your WBS in the way that is most helpful for your particular project.

The WBS breaks down project scope into smaller (more manageable) pieces. Decomposition is the term given for subdividing project deliverables into smaller pieces. Keep your ‘high level’ WBS oriented towards ‘deliverables’. Steer clear of activities/actions or tasks. It is important to note, however, that the level of detail in a ‘high level’ WBS must still be sufficient enough to allow for key stakeholders to understand the true complexity of the project.

The lowest level of each branch of a ‘detailed’ WBS should be at the level of detail/specificity that will allow you to assign resources, analyze risks, define acceptance criteria, and accurately estimate effort, costs and duration.

Often, the lowest level of the detailed WBS is called a Work Package. A work package is the smallest/lowest level of deliverable…but it is still a ‘deliverable’. Generally speaking (**not a hard-fast rule) a work package cannot be broken down further into smaller level deliverables that still provide some sort of tangible value/worth to your project stakeholders. The work package should be specific and measurable.

**For projects with relatively short timeframes (requiring weekly progress reports), work packages typically represent work that can be completed in one week or less. For projects with relatively long timeframes (requiring quarterly progress reports), work packages typically represent work that can be completed in about one month.

A detailed WBS typically includes a series of activities added under each work package. An ‘Activity’ is the performance of a specific part of the work that is necessary for the creation of a work package. Activities are usually described with action words (Ex: create, develop, and build). An activity, by itself, does not generate tangible value/worth to your project stakeholders…You don’t deliver ‘activities’ to stakeholders.

So, for your project to succeed, you will need to execute a series of activities to create each work package. In other words, when planning your project, each of your work packages is decomposed into a series of activities. Then you can assign resources, estimate costs and estimate duration for each activity. Your activities will be foundational for developing your resource allocations, budget, and schedule.

See next pages for two WBS examples: First organized by Process Group and second organized by major deliverable. The imbedded files immediately below show how a portion of the first WBS was used as the foundation for a project schedule, budget and RACI Chart (assigning resources to project work)

Example 01…WBS by Process Group:

Some portions at High Level, some at Mid-Level, some at Detail Level

The Main objective/deliverable of the project is to design, develop, and implement some new automated and non-automated operational improvements. This example shows relationships between work packages, activities, and milestones.

1. SomeNewThing Implementation (Level 01 is the ‘whole project’)

1.1. Initiation

1.1.1. Project Charter

1.1.2. Stakeholder Analysis

1.1.3. Preliminary Scope Statement

1.2. Plan

1.2.1. Project Scope Plan

1.2.1.1. Scope Statement

1.2.1.2. Work Breakdown Structure

1.2.1.3. WBS Dictionary

1.2.2. Project Schedule

1.2.2.1. Activity Identification

1.2.2.2. Activity Sequencing

1.2.2.3. Resource Allocation

1.2.2.4. Duration Estimates

1.2.2.5. Milestone List

1.2.2.6. Schedule Development

1.2.3. Project Cost Plans

1.2.3.1. Cost Allocation / Estimates

1.2.3.2. Budgets

1.2.4. Quality Assurance Plan

1.2.4.1. Quality Metrics

1.2.4.2. Quality Checklists

1.2.5. Resource Allocation Plan

1.2.5.1. Human Resource Plan

1.2.5.2. Equipment and Other Resources

1.2.6. Communication Plan

1.2.7. Risk Management Plan

1.2.7.1. Risk identification

1.2.7.2. Risk Analysis

1.2.8. Procurement Plan

1.2.8.1. Material/supply purchases

1.2.8.2. Contracting

1.2.9. Monitoring and Controlling Procedures

1.2.9.1. Develop Change Management Process and Forms

1.2.10. Project Management Plan Signed-off (Milestone)

1.3. Executing

1.3.1. SomeNewThing software

1.3.1.1. Requirements

1.3.1.1.1. Elicit requirements (Activity)

1.3.1.1.2. Analyze Requirements (Activity)

1.3.1.1.3. Test/Validate Requirements (Activity)

1.3.1.1.4. Requirements sign-off: New Software (Milestone)

1.3.1.2. Design

1.3.1.2.1. Complete Initial Design (Activity)

1.3.1.2.2. Complete Final Design (Activity)

1.3.1.2.3. Design Approval & sign-off: New Software (Milestone)

1.3.1.3. Development

1.3.1.3.1. Configure software (Activity)

1.3.1.3.2. Coding (Activity)

1.3.1.3.3. Coding Revisions from Testing (Activity)

1.3.1.3.4. Create Documentation (Activity)

1.3.1.4. Testing

1.3.1.4.1. Create Test cases (Activity)

1.3.1.4.2. Perform Functional Testing (Activity)

1.3.1.4.3. Perform Usability Testing (Activity)

1.3.1.4.4. Conduct Performance Testing (Activity)

1.3.1.4.5. Testing sign-off: new software (Milestone)

1.3.2. Interface between SomeNewThing software & OldStuff

1.3.2.1. Requirements

1.3.2.1.1. Elicit requirements (Activity)

1.3.2.1.2. Analyze Requirements (Activity)

1.3.2.1.3. Test/Validate Requirements (Activity)

1.3.2.1.4. Requirements sign-off: Integration (Milestone)

1.3.2.2. Design

1.3.2.3. Development

1.3.2.4. Testing

1.3.2.4.1. Perform Integration Testing (Activity)

1.3.2.4.2. Perform System Testing (Activity)

1.3.2.4.3. Perform User Acceptance Testing (Activity)

1.3.2.4.4. Testing sign-off: Interface (Milestone)

1.3.3. Implementation

1.3.4. Stabilization

1.3.5. Revised policies/Procedures

1.3.5.1. Redesigned roles/procedures

1.3.5.1.1. Document the Current State (Activity)

1.3.5.1.2. Determine Desired State (Activity)

1.3.5.1.3. Conduct Gap Analysis (Activity)

1.3.5.1.4. Develop proposals (Activity)

1.3.5.1.5. New roles/procedures sign-off (Milestone)

1.3.5.2. Redesigned Customer Service roles/ procedures

1.3.5.2.1. Document the Current State (Activity)

1.3.5.2.2. Determine Desired State (Activity)

1.3.5.2.3. Conduct Gap Analysis (Activity)

1.3.5.2.4. Develop proposals (Activity)

1.3.5.2.5. New Customer Service roles/procedures sign-off (Milestone)

1.3.6. Change Management Plan

1.3.6.1. Employee Communications

1.3.6.2. Employee Training

1.3.6.2.1. Training Approach

1.3.6.2.1.1. Sign-off on Training Approach (Milestone)

1.3.6.2.2. Training Materials

1.3.6.2.3. Training Sessions

1.3.6.2.3.1. Sign-off on Completed Training (Milestone)

1.4. Monitoring and Controlling

1.4.1. Monitor and Control Project Work

1.4.2. Integrated Change Control

1.5. Closing

1.5.1. Close Out Contracts

1.5.2. Customer Sign-Off

1.5.3. Lessons Learned

Example 02…WBS by Major Deliverable:

(Very High Level) WBS:

The Main objective/deliverable of the project is to create a new application. The application itself has three main modules… (Each module considered a deliverable). But other deliverables are also needed for the ‘whole project’ to be a success…See how the App is one of many ‘separate’ high level deliverables that must ‘come together’ at the project level.

1. Some New APP Implementation (Level 01 is the ‘whole project’)

1.1. The New App

1.1.1. AAA module

1.1.2. BBB module

1.1.3. CCC module

1.2. App Interfaces

1.2.1. Interface with XXX Database

1.2.2. Interface with YYY Database

1.3. App Reporting Tools

1.3.1. System Usage / Monitoring Reports

1.3.2. Financial Reports

1.4. Training Program

1.4.1. Employee Communications

1.4.2. Employee Training

1.4.2.1. Training Materials

1.4.2.2. Training Sessions

1.5. Marketing Campaign

1.5.1. Research

1.5.2. Messaging Strategy

1.5.3. Media Strategy

1.5.4. Metrics

1.6. Project Management

1.6.1. Initiation

1.6.2. Plan

1.6.3. Monitoring and Controlling

1.6.4. Closing

Budget (Work Package Lvl)

PROPOSED BUDGET FOR [Enter Project Name Here]
Prepared By: [Enter Your Name Here]
WBS Include WBS Number and Description Cost/ Unit/Hr. (optional column) Time Period 01 Time Period 02 Time Period 03 Time Period 04 Time Period 05 Time Period 06 Time Period 07 Time Period 08 Time Period 09 Time Period 10 Time Period 11 Time Period 12 Costs by Activity
1.3.   Executing 0
1.3.1.      SomeNewThing software 0
1.3.1.1.            Requirements 4,000 800 4,800
1.3.1.2.            Design 2,100 1,500 3,600
1.3.1.3.            Development 3,800 4,600 800 9,200
1.3.1.4.            Testing 400 800 0 5,700 6,800 13,700
0
Costs by [Time Period] 4,400 3,700 5,300 10,300 7,600 0 0 0 0 0 0 0 31,300
Accumulating Project Costs Totals 4,400 8,100 13,400 23,700 31,300 31,300 31,300 31,300 31,300 31,300 31,300 31,300 Total Costs
Benefits (If any DURING PROJECT) Optional – Use only if benefits will accrue before project is closed. Benefits
0
0
0
0
0
Benefits by [Time Period] 0 0 0 0 0 0 0 0 0 0 0 0 0
Accumulating Project Benefits Totals 0 0 0 0 0 0 0 0 0 0 0 0 Total Benefits
[Time Period] Benefits minus Costs -4,400 -3,700 -5,300 -10,300 -7,600 0 0 0 0 0 0 0 -31,300
Cumulative Benefits minus Costs -4,400 -8,100 -13,400 -23,700 -31,300 -31,300 -31,300 -31,300 -31,300 -31,300 -31,300 -31,300 Net Benefits minus Costs

&A

&F

Budget (Activity Lvl)

PROPOSED BUDGET FOR [Enter Project Name Here]
Prepared By: [Enter Your Name Here]
WBS Include WBS Number and Description Cost/ Unit/Hr. (optional column) Time Period 01 Time Period 02 Time Period 03 Time Period 04 Time Period 05 Time Period 06 Time Period 07 Time Period 08 Time Period 09 Time Period 10 Time Period 11 Time Period 12 Costs by Activity
1.3.   Executing 0
1.3.1.      SomeNewThing software 0
1.3.1.1.            Requirements 0
1.3.1.1.1.                  Elicit requirements (Activity) 2,000 2,000
1.3.1.1.2.                  Analyze Requirements (Activity) 2,000 2,000
1.3.1.1.3.                  Test/Validate Requirements (Activity) 800 800
1.3.1.1.4.                  Requirements sign-off: New Software (Milestone) 0
1.3.1.2.            Design 0
1.3.1.2.1.                Complete Initial Design (Activity) 2,100 2,100
1.3.1.2.2.             Complete Final Design (Activity) 1,500 1,500
1.3.1.2.3.             Design Approval & sign-off: New Software (Milestone) 0
1.3.1.3.            Development 0
1.3.1.3.1.             Configure software (Activity) 2,500 600 3,100
1.3.1.3.2.             Coding (Activity) 1,100 2,600 3,700
1.3.1.3.3 Coding Revisions from Testing (Activity) 1,000 500 1,500
1.3.1.3.4.             Create Documentation (Activity) 200 400 300 900
1.3.1.4.            Testing 0
1.3.1.4.1.             Create Test cases (Activity) 400 800 1,200
1.3.1.4.2.             Perform Functional Testing (Activity) 3,000 1,500 4,500
1.3.1.4.3.             Perform Usability Testing (Activity) 1,200 3,800 5,000
1.3.1.4.4.             Conduct Performance Testing (Activity) 1,500 1,500 3,000
1.3.1.4.5.             Testing sign-off: new software (Milestone) 0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Costs by [Time Period] 4,400 3,700 5,300 10,300 7,600 0 0 0 0 0 0 0 31,300
Accumulating Project Costs Totals 4,400 8,100 13,400 23,700 31,300 31,300 31,300 31,300 31,300 31,300 31,300 31,300 Total Costs
Benefits (If any DURING PROJECT) Optional – Use only if benefits will accrue before project is closed. Benefits
0
0
0
0
0
Benefits by [Time Period] 0 0 0 0 0 0 0 0 0 0 0 0 0
Accumulating Project Benefits Totals 0 0 0 0 0 0 0 0 0 0 0 0 Total Benefits
[Time Period] Benefits minus Costs -4,400 -3,700 -5,300 -10,300 -7,600 0 0 0 0 0 0 0 -31,300
Cumulative Benefits minus Costs -4,400 -8,100 -13,400 -23,700 -31,300 -31,300 -31,300 -31,300 -31,300 -31,300 -31,300 -31,300 Net Benefits minus Costs

&A

&F

RACI Chart (Work Package Lvl)

PROPOSED RACI MATRIX FOR [Enter Project Name Here] See below for roles key
Prepared By: [Enter Your Name Here]
Project Leadership Project Team Members or OBS Units External Organization / Entity
Project Deliverable or Activity (High level WBS) Stephen King Sponsor U. R. Here Project Manager CCB/Steering Committee Project Leader Role Project Leader Role Bill Moyer Business Analyst Jim Shorts Business Analyst Sam Silver Sr. Developer Frank Footer Programmer Ann Elk Programmer Lonnie Ranger Test Lead Vicky Smith Tester Peter Pan Tester Dee Manding Customer Ima Right Customer Maud Itor State Regulator Name / Organization Name / Organization
1.3.   Executing
1.3.1.      SomeNewThing software
1.3.1.1.            Requirements I C I A, R I R R R C C
1.3.1.2.            Design I C I A I R C I
1.3.1.3.            D

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