Practice standard for work breakdown structures

Practice standard for work breakdown structures

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...

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Bibliographic Details
Other Authors: Institute, Project Management, author (author)
Format: eBook
Language:Inglés
Published: Newtown Square, Pennsylvania : Project Management Institute, Inc [2019]
©2019
Edition:Third edition
Subjects:
Project management.
See on Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009630784506719
Table of Contents:
  • Cover Page
  • Title Page
  • Copyright Page
  • Notice
  • Table of Contents
  • List of Tables and Figures
  • 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
  • 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
  • 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)
  • 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
  • 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
  • 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 Breakdown Structures - Third Edition Changes
  • Appendix X2. Contributors and Reviewers of the Practice 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.

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