Work Breakdown Structure

1 Project Management Practices Rev E, June 2003. Department of Energy Office of Management, Budget and Evaluation Work Breakdown Structure Initiated by: Office of Engineering and Construction Management WORK Breakdown Structure . A project work Breakdown Structure (WBS) is a deliverable or product-oriented grouping of project work elements shown in graphical display to organize and subdivide the total work scope of a project. The WBS is a particularly important project tool. Considerable thought and planning should be given to its development and implementation so that subsequent changes are minimized. Major revisions to a WBS require both substantial effort and resources, due to its application to a wide array of project activities.

2 Project WBSs, which are driven by the scope of a project, should not be confused with other uses of WBS-like systems. MIL-HDBK-881 is the accepted standard on WBS. WBS DEVELOPMENT. A WBS is the cornerstone of effective project planning, execution, controlling, statusing, and reporting. All the work contained within the WBS is to be identified, estimated, scheduled, and budgeted. The WBS is the Structure and code that integrates and relates all project work (scope, schedule, and cost). Therefore, the WBS contains the project's scope baseline necessary to achieve the technical objectives of the work described. The WBS is used as a management tool throughout the life cycle of a project to identify, assign, and track its total work scope.

3 When initial project funding is received, the Project Director (PD). develops a WBS that identifies necessary funds according to the schedule and needs of the tasks in the WBS elements. The WBS is generally a multi-level framework that organizes and graphically displays elements representing work to be accomplished in logical relationships. The PD is to Structure the project work into WBS elements (work packages). that are: Definable can be described and easily understood by project participants. Manageable a meaningful unit of work where specific responsibility and authority can be assigned to a responsible individual. Estimateable duration can be estimated in time required to complete, and cost can be estimated in resources required to complete.

4 Independent minimum interface with or dependence on other ongoing elements ( , assignable to a single control account, and clearly distinguishable from other work packages). Integratable integrates with other project work elements and with higher level cost estimates and schedules to include the entire project. PROJECT MANAGEMENT PRACTICES 1. Work Breakdown Structure (Rev E, June 2003). Measurable can be used to measure progress; has start and completion dates and measurable interim milestones. Adaptable sufficiently flexible so the addition/elimination of work scope can be readily accommodated in the WBS framework. Relationships among WBS elements and detailed descriptions of each element are presented in the WBS dictionary accompanying the hierarchical diagram.

5 The WBS dictionary is a key project definition tool that defines in-depth the scope for each work element; documents assumptions about the work, including deliverables, milestones/key performance parameters, and quantities (if applicable); lists required resources and processes to accomplish the work; identifies a completion schedule, including measurable milestones;. and provides links to key technical design or engineering documents. Within DOE, there are typically two types or levels of WBSs that are developed to correspond to different needs: The Project Summary WBS. This WBS summarizes an entire project and usually consists of three levels of project and work definition.

6 This WBS may serve as a starting point for contractors to develop their own contract-specific WBS. The Project Summary WBS is the responsibility of the integrated project team A typical project summary WBS is shown in Figure 1. The Contractor WBS. This WBS is developed by individual project contractors, based on the scope of the contract work. The contractor is generally responsible for extending the Project Summary WBS elements to create the Contractor WBS, for DOE evaluation. The Contractor WBS is built based on the scope and deliverables that are in the contract not force-fit to the Project Summary WBS. The Contractor WBS should provide the basis for all management activities between the contractor and DOE; ensure agreement on scope, schedule, and cost; and serve as the basis for contractor accountability and reporting.

7 A contractor WBS is shown in Figure 2. The WBS hierarchical methodology includes all project phases, critical decision points, and other activities required. However, a project WBS is to be deliverable- oriented. Even though various organizational functions and project deliverables are involved, they should be related to the individual breakdowns, not aligned with a given organization. The following elements are not included in a WBS: PROJECT MANAGEMENT PRACTICES 2. Work Breakdown Structure (Rev E, June 2003). FPR PROJECT. Fuel Processing Facility Liquid Effluent Treatment & Disposal Construction Conceptual Design Project Administration Government Furnished Material Conceptual Design Project Control Criteria Development & Conceptual Design Reviews Records Management Construction Inspection Support Services Design Engineering Project Administration Independent Construction Cost Estimate Design Definitive Design Systems Development CADD Consultant Engineering Support During Construction Process Development Government Furnished Equipment Design Support Plant Liaison Computer/Control System Development Construction Preparation Building Startup Process &

8 Service Systems & Equipment Quality Assurance SO Test Preparation Construction SO Test Performance Manuals Integrated Testing Construction Preparation Cold Run Building SO Test Resources Process & Service Systems & Equipment Deleted Construction Inspection Preventative Maintenance Construction Management Construction Services Safety/Environmental Constructability Reviews Environmental Assessment PSD Document Safety Analysis Report probabilistic Risk Assessment Document Coordination RAM Study Hazardous Waste Figure 1. Project Work Breakdown Structure PROJECT MANAGEMENT PRACTICES 3. Work Breakdown Structure (Rev E, June 2003). Fuel Processing Facility Conceptual Govt Furnished Construction Project Systems Startup Safety/.

9 Design Equipment Administration Development Environmental Conceptual Construction Building Process & Quality Construction Project Process SO Test PSD. Design Preparation Services Systems Assurance Preparation Control Development Preparation Document & Equipment Criteria Dev Design Safety & Conceptual Design Site Design/ Support Administrative Analysis Report Site Building Yard Preparation Construction Elec & Inst. Reviews Preparation Substructure Mechanical Building Startup HVAC. Excavation Miscellaneous Underground Records Process Utilities Techn. Remote Prelim Concrete Process Management Direction/Review Security Final First Unit Structures & Service Utilities Construction Engineering Substation Integrated Systems Inspection Change Mgmt.

10 probabilistic Risk Assessment Design/ Plant SO Test Steel HVAC. Construction Liaison Performance Structures System Startup Inspection of Construction Prep. Support Services PRA. Laboratory Computer/ Prep Mechanical Services Support CS Development PRA. Systems HP Support Elec & Instr Review Construction HVAC. Inspection Miscellaneous Document Inspection Process Consultants Coordination Electrical Support Remote Facilities Technical Security Management Support of DCS. Construct- Design Utilities Services DCS Purch. Shield ability Review Support Integrity Tests Engineering RAM Study Instrumentation Software Manuals Confirguration Computer Hazardous Security Microdata Waste Constr.