Talking Dirty with the Billionaire Boss

The Work Breakdown Structure (WBS) serves as a guide for defining work as it relates to a specific project's objectives. The Practice Standard for Work Breakdown Structures Third Edition supplies project managers and team members with direction for the preliminary development and the implementation of the WBS. Consistent with A Guide to the Project Management Body of Knowledge (PMBOK (R) Guide) Sixth Edition, the WBS Practice Standard presents a standard application of the WBS as a project management tool. Throughout the book, the reader will learn what characteristics constitute a high-quality WBS and discover the substantial benefits of using the WBS in every-day, real-life situations. Practice Standard for Work Breakdown Structures - Third Edition PRACTICE STANDARD FOR WORK BREAKDOWN STRUCTURES – THIRD EDITION (Title Page) Copyright NOTICE TABLE OF CONTENTS LIST OF TABLES AND FIGURES CHAPTER 1: INTRODUCTION TO THE PRACTICE STANDARD FOR WORK BREAKDOWN STRUCTURES 1.1 PURPOSE OF THIS PRACTICE STANDARD 1.2 OVERVIEW 1.2.1 WHAT IS A WBS? 1.2.2 WHY IS A WBS REQUIRED? 1.2.3 WHEN IS A WBS CREATED? WHEN IS A WBS UPDATED? 1.2.4 WHAT TYPES OF PROJECTS HAVE A WBS? 1.3 PURPOSE OF A WBS 1.3.1 WHAT IS A WBS GOOD PRACTICE? 1.3.2 WHY IS A WBS ESSENTIAL? 1.3.3 BUSINESS VALUE OF THE WBS 1.4 APPLICABILITY 1.4.1 RELATIONSHIPS AMONG THIS PRACTICE STANDARD AND OTHER PROJECT MANAGEMENT STANDARDS 1.4.2 RELATIONSHIPS OF WBS PROCESSES AMONG OTHER PMBOK® GUIDE PROCESSES 1.4.3 PLACEMENT OF THE WBS IN THE PROJECT LIFE CYCLE 1.4.4 PROGRAM WBS VS. PROJECT WBS 1.5 SUMMARY CHAPTER 2: CONCEPTS AND PRINCIPLES 2.1 OVERVIEW 2.2 IMPLEMENTATION USING LIFE CYCLES 2.2.1 USING WBS IN PREDICTIVE (WATERFALL) LIFE CYCLES 2.2.2 USING WBS IN ITERATIVE LIFE CYCLES 2.2.3 USING WBS IN INCREMENTAL LIFE CYCLES 2.2.4 USING WBS IN AGILE LIFE CYCLES 2.2.5 KEY CONCEPTS/CHARACTERISTICS 2.3 PRINCIPLES 2.3.1 THE 100 PERCENT RULE 2.3.1.1 MORE WBS RULES 2.3.2 ACTIVITIES OUTSIDE THE WBS 2.3.3 WBS NUMBERING 2.3.3.1 WBS NUMBERING FOR PROJECTS 2.3.3.2 WBS NUMBERING FOR PROGRAMS 2.4 METHODS 2.4.1 DECOMPOSITION 2.4.1.1 LEVEL 1 2.4.1.2 LEVEL 2 2.4.1.3 LEVEL 3 2.4.1.4 LEVEL 4 2.4.2 PREPARING A WBS 2.4.3 PREPARATION METHODS 2.4.3.1 TOP-DOWN APPROACH 2.4.3.2 BOTTOM-UP APPROACH 2.4.3.3 WBS ORGANIZATIONAL STANDARDS 2.4.3.4 WBS TEMPLATES 2.4.4 MIND MAPS 2.4.5 WBS DICTIONARY 2.5 STYLES 2.5.1 HIERARCHICAL 2.5.2 OUTLINE 2.5.3 TABULAR 2.6 REPRESENTATIONS OF WORK 2.6.1 EXAMPLE 1: BUILD A HOUSE 2.6.2 EXAMPLE 2: ORGANIZE A PARTY 2.6.3 EXAMPLE 3: CONSTRUCT A CUSTOM BICYCLE 2.7 SUMMARY CHAPTER 3: RELATIONSHIPS, INTEGRATION, AND CONTEXT 3.1 OVERVIEW 3.2 INTERACTION WITH OTHER STANDARDS 3.2.1 PMI STANDARDS RELATIONSHIP DIAGRAM 3.2.2 THE PMBOK® GUIDE 3.2.2.1 RELATIONSHIP TO PROCESS GROUPS 3.2.2.2 RELATIONSHIP TO INPUTS, TOOLS, TECHNIQUES, AND OUTPUTS 3.2.3 AGILE PRACTICE GUIDE 3.2.4 PRACTICE STANDARD FOR EARNED VALUE MANAGEMENT 3.2.5 THE STANDARD FOR ORGANIZATIONAL PROJECT MANAGEMENT (OPM) [16] 3.2.6 THE STANDARD FOR PROGRAM MANAGEMENT 3.3 CREATING THE WBS 3.3.1 BREAKING THE WORK DOWN 3.3.2 LIFE CYCLES AND TYPES OF DECOMPOSITION EXAMPLES 3.3.2.1 PREDICTIVE 3.3.2.2 ITERATIVE 3.3.2.3 INCREMENTAL 3.3.2.4 AGILE 3.4 SUMMARY CHAPTER 4: WBS QUALITY 4.1 OVERVIEW 4.2 USING THE QUALITY GUIDELINES 4.2.1 CORE ATTRIBUTES OF A QUALITY WBS 4.2.2 TAILORING METHOD FOR A QUALITY WBS 4.2.3 QUALITY METHODS FOR PROGRAMS 4.3 ANNOTATED EXAMPLES OF A WBS 4.3.1 PREDICTIVE LIFE CYCLES 4.3.2 INCREMENTAL LIFE CYCLES 4.3.3 ITERATIVE LIFE CYCLES 4.3.4 AGILE LIFE CYCLES 4.4 DIAGNOSTIC CHECKLIST FOR A QUALITY WBS 4.4.1 SCOPE 4.4.2 SCHEDULE 4.4.3 COST 4.5 SUMMARY CHAPTER 5: WBS APPLICATION AND USAGE 5.1 OVERVIEW 5.1.1 SECTION OVERVIEW 5.1.2 PMI LIBRARY CONTEXT REVIEW 5.2 APPLYING THE WBS 5.2.1 SCHEDULING EXAMPLE 5.2.2 ESTIMATING EXAMPLE 5.2.3 PREDICTIVE LIFE CYCLE WBS EXAMPLE 5.2.4 ITERATIVE LIFE CYCLE WBS EXAMPLE 5.2.5 INCREMENTAL LIFE CYCLE WBS EXAMPLE 5.2.6 AGILE LIFE CYCLE WBS EXAMPLE 5.2.7 RISK MANAGEMENT EXAMPLE 5.2.8 EARNED VALUE MANAGEMENT EXAMPLE 5.3 EVOLVING THE WBS 5.3.1 PROJECT WBS EVOLUTION 5.3.2 PROGRAM WBS EVOLUTION 5.3.3 CONTRACT WBS EVOLUTION 5.4 SUMMARY 5.4.1 SECTION RECAP 5.4.2 PMI LIBRARY CONTEXT REFERENCES REFERENCES BIBLIOGRAPHY APPENDIX X1: THE PRACTICE STANDARD FOR WORK BREAKDOWNSTRUCTURES – THIRD EDITION CHANGES APPENDIX X2: CONTRIBUTORS AND REVIEWERS OF THEPRACTICE STANDARD FOR WORK BREAKDOWN STRUCTURES – THIRD EDITION X2.1 THE PRACTICE STANDARD FOR WORK BREAKDOWN STRUCTURES – THIRD EDITION CORE COMMITTEE X2.2 REVIEWERS X2.2.1 SME REVIEW X2.2.2 PUBLIC EXPOSURE DRAFT REVIEW X2.2.3 PMI STANDARDS PROGRAM MEMBER ADVISORY GROUP (SMAG) X2.2.4 CONSENSUS BODY REVIEW X2.2.5 PRODUCTION STAFF X2.2.6 HARMONIZATION TEAM APPENDIX X3: THE PRACTICE STANDARD FOR WORK BREAKDOWN STRUCTURES – THIRD EDITION EXAMPLES X3.1 PRODUCTION PLATFORM PROJECT EXAMPLE X3.2 BIOVENTING TEST PROJECT EXAMPLE X3.3 NEW COMPOUND DEVELOPMENT PROJECT EXAMPLE X3.4 PROCESS PLANT CONSTRUCTION PROJECT EXAMPLE X3.5 OUTSOURCING PROJECT EXAMPLE X3.6 WEB DESIGN PROJECT EXAMPLE X3.7 TELECOMMUNICATIONS PROJECT EXAMPLE X3.8 DESIGN-BID-BUILD PROJECT EXAMPLE X3.9 SOFTWARE IMPLEMENTATION PROJECT EXAMPLE X3.10 INTERNATIONAL CAR SCHOOL COMPETITION PROJECT EXAMPLE X3.11 SUBWAY LINE PROGRAM 1 PROJECT EXAMPLE X3.12 SUBWAY LINE PROGRAM 2 PROJECT EXAMPLE X3.13 SUBWAY LINE PROGRAM 3 PROJECT EXAMPLE GLOSSARY INDEX Practice Standard for Work Breakdown Structures – Third Edition (BACK COVER) The work breakdown structure (WBS) is an essential component of the planning process of all project types, whether external or internal facing, regardless of industry or discipline. The WBS organizes the total scope of a project and reflects the work specified for the approved project scope. The WBS serves as an essential tool for the project team to overcome large project uncertainties. The WBS is a key input to the project's schedule, budget, risk, and performance tracking and serves as a cross-discipline foundation upon which to report project status and progress in a unified and standard manner. The WBS also functions as a mechanism to balance management's need for control through the appropriate level-of-detail representation. As a comprehensive update to the Practice Standard for Work Breakdown Structures - Second Edition, the third edition applies the WBS to the predictive, iterative, incremental, and agile project life cycles; it also explores several different types of decomposition in practice today. The Practice Standard for Work Breakdown Structures - Third Edition aligns with other recent PMI standards, including A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Sixth Edition. This practice standard provides practitioners with a useful tool to create a valuable, high-quality WBS for portfolios, programs, or projects « Updated for iterative, incremental or agile project life cycles, the newly released Practice Standard for Work Breakdown Structures {u2014} Third Edition is an essential tool to help practitioners organize, plan and track a project{u2019}s total scope. Find out how Work breakdown structures (WBS) are an essential component of the project planning process, regardless of industry or discipline. The WBS organizes the project{u2019}s total scope while reflecting the work specified{u2014}helping practitioners standardize how they track projects and overcome large uncertainties when they arise. As a comprehensive update to the Practice Standard for Work Breakdown Structures {u2014} Second Edition, the Third Edition applies the WBS to the predictive, iterative, incremental and agile project life cycles, while also exploring several different types of decomposition in practice today. This Practice Standard aligns with other recent PMI Standards, including A Guide to the Project Management Body of Knowledge (PMBOK® Guide) {u2014} Sixth Edition, providing practitioners with an indispensable tool to consistently track schedule, budget, risk and performance, regardless of discipline. »-- Résumé de l'éditeur The Work Breakdown Structure (WBS) serves as a guide for defining work as it relates to a specific projects objectives. This book supplies project managers and team members with direction for the preliminary development and the implementation of the WBS. Consistent with A Guide to the Project Management Body of Knowledge (PMBOK Guide)-Sixth Edition, the WBS Practice Standard presents a standard application of the WBS as a project management tool. Throughout the book, the reader will learn what characteristics constitute a high-quality WBS and discover the substantial benefits of using the WBS in every-day, real-life situations.