Project Management Training – MoT and MoRB

Work Breakdown
Structure
Project Management Training – MoT and MoRB
Defining the Project Scope
 Plan Scope Management
Plan Time Management
PRE-ENGAGEMENT INITIATION STAGE
Plan Cost Management

1 COLLECTING THE REQUIREMENTS

Project’s
What is within the boundaries of the
2 DEFINING THE SCOPE Scope
project and what isn’t.
Planning
CREATING A
3 CREATING A HIGH LEVEL WBS 3’ DETAILED WBS

4 DEFINING THE ACTIVITIES

SEQUENCING THE HIGH LEVEL SEQUENCING THE

5 ACTIVITIES 5’ ACTIVITIES Project’s
How long it will take for the project to
Time
6 be finished
ESTIMATING THE ACTIVITIES' RESOURCES AND DURATIONS Planning
DEVELOPING HIGH LEVEL DEVELOPING
7 SCHEDULE 7’ DETAILED SCHEDULE

8 ESTIMATING THE COSTS Project’s

Cost How much the project will cost
9 DETERMINING THE BUDGET Planning
4 DEFINING THE SCOPE

PRE-PROJECT INITIATION STAGE

1 COLLECTING THE
REQUIREMENTS

2 DEFINING THE SCOPE

CREATING A
3 CREATING A HIGH LEVEL WBS
DETAILED WBS
3’
5 DEFINING THE SCOPE

PRE-PROJECT INITIATION STAGE

1 COLLECTING THE
REQUIREMENTS

Defining the scope is the process of

2 DEFINING THE SCOPE developing a description of the project
and its products.
CREATING A
3 CREATING A HIGH LEVEL WBS
DETAILED WBS
3’

Draft Project Products

Descriptions
6 DEFINING THE SCOPE: TECHNIQUES

Techniques to collect the requirements

and define the scope

Facilitated Expert
Workshops Judgement

Nominal
Brainstorming Group
Technique
Group
Exercise Outputs/Outcomes/Impact
Now you have the solution tree, from the case
study identify the following:

 The outcomes of the project

 The outputs of the project

You have 10 minutes to complete this.

8 DEFINING THE SCOPE: PROJECT OUTPUTS

Upgrading of approximately
125 km of the Juba-Torit
section of the Juba-Nadapal-
Eldoret corridor
Construction and
rehabilitation of bridges
between Kapoeta and
Nadapal, and upgrading of
approximately 40km of the
Kapoeta - Narus section of
the Juba-Nadapal-Eldoret
corridor

Road repair of
approximately 190
km sections between
Torit and Kapoeta
9 CREATING THE WBS

PRE-ENGAGEMENT INITIATION STAGE

1 COLLECTING THE
REQUIREMENTS A Work Breakdown Structure (WBS) is a
hierarchical decomposition of the total
2 DEFINING THE SCOPE scope of work to be carried out by the
project team to accomplish the project’s
CREATING A HIGH LEVEL WBS
CREATING A objectives and create the required
3 DETAILED WBS deliverables.
3’

PROJECT

PRODUCT PRODUCT
1 2

WORK WORK WORK WORK WORK

PACKAGE PACKAGE PACKAGE PACKAGE PACKAGE
10 WBS – EXAMPLE

1. PAINTING
KITCHEN

1.1 ORGANIZING THE 1.2 KITCHEN

1.3 PAINTING 1.4 CLEANING
NECESSARY TOOLS PREPATATION

1.1.1 PURCHASE OF
1.2.1 REMOVING THE 1.4.1 REMOVAL OF
PAINTS, BRUSHES 1.3.1 PAINTING OF
UTENSILS AND OLD NEWSPAPERS
AND OTHER THE SIDEWALLS
OTHER MATERIALS USED
MATERIALS

1.1.2 CHOICE OF 1.2.2 KITCHEN 1.3.2 PAINTING OF

1.4.2 REMOVING
OLD CLOTHES TO FURNITURE THE EXTERNAL
COVERS
USE COVERAGE WALLS

1.2.3 HOME
1.3.3 PAINTING OF 1.4.3 STORAGE OF
APPLIANCES
THE CEILING TOOLS USED
COVERAGE

1.4.4 DISPOSAL OF
WASTE MATERIALS
Group From the outputs you identified earlier, Create a
Work Breakdown Structure.

Exercise  Choose the right coding method for your products

and work packages
 Check if you cover 100% of the scope
 Are their any work packages or deliverables that
you think should be added
 Use plain language

You have 10 minutes to complete this. The

facilitator will review your output prior to moving on
to the next step
12 WBS – SAMPLE ANSWER

Upgrading of priority road infrastructure

125 km of the Juba-Torit Construction and Road repair of approximately

section of the Juba- rehabilitation of bridges 190 km sections between
Torit and Kapoeta
Nadapal-Eldoret corridor between Kapoeta and
Nadapal 3
1
2

DESIGN CONSTRUCTION Design Build Design Build

1.1 1.2 2.1 2.2 3.1 3.2
13 ACTIVITY PLANNING

PRE-PROJECT INITIATION STAGE

4 DEFINING THE ACTIVITIES

SEQUENCING THE HIGH LEVEL SEQUENCING THE

5 ACTIVITIES 5’ ACTIVITIES

6 ESTIMATING THE ACTIVITIES' RESOURCES AND DURATIONS

DEVELOPING HIGH LEVEL DEVELOPING

7 SCHEDULE 7’ DETAILED SCHEDULE
14 DEFINING THE ACTIVITIES

PRE-PROJECT INITIATION STAGE

This is the step of identifying and

4 DEFINING THE ACTIVITIES
documenting the specific actions
to be performed to produce the
SEQUENCING THE HIGH LEVEL SEQUENCING THE
5 ACTIVITIES 5’ ACTIVITIES project work packages.

6 ESTIMATING THE ACTIVITIES' RESOURCES AND DURATIONS

DEVELOPING HIGH LEVEL DEVELOPING

7 SCHEDULE 7’ DETAILED SCHEDULE
15 DEFINING THE ACTIVITIES – EXAMPLE
Upgrading of priority road infrastructure

125 km of the Juba-Torit Construction and Road repair of

section of the Juba- rehabilitation of bridges approximately 190 km
Nadapal-Eldoret corridor between Kapoeta and sections between Torit
Nadapal and Kapoeta
2 3

CONSTRUCTI
DESIGN Design Build Design Build
ON
1.1 2.1 2.2 3.1 3.2
1.2

Group Exercise
Design Procure Design services From the WBS you have created earlier, define the activities
1.1
Perform Design of the work packages .
Approve Design Check the examples on the left for inspiration
Note:
Medical Prepare Specification documents  Use verbs for the activities.
Equipment
2.1 Issue Solicitation  Choose the right level of detail (not too shallow and not too
Evaluate submissions deep).
Award  Check if you cover 100% of the scope.
Follow the shipment You have 20 minutes to complete this – the facilitator will
Inspect and Accept the goods review your output prior to moving on to the next step.
16 SEQUENCING THE ACTIVITIES

PRE-PROJECT INITIATION STAGE

4 DEFINING THE ACTIVITIES This is the step of identifying and

documenting the specific
SEQUENCING THE HIGH LEVEL SEQUENCING THE
5 ACTIVITIES 5’ ACTIVITIES actions to be performed to
produce the project work
6 ESTIMATING THE ACTIVITIES' RESOURCES AND DURATIONS packages.

DEVELOPING HIGH LEVEL DEVELOPING

7 SCHEDULE 7’ DETAILED SCHEDULE
17 SEQUENCING THE ACTIVITIES
Project

Product 1 Product 2 Product 3

Work Work Activity Activity Activity Activity

Package Package F G H I

Activity Activity Activity Activity Activity

A B C D E

Activity Activity
A D

Activity Activity Activity Activity

Start End
F C G I

Activity Activity Activity

B E H
18 SEQUENCING THE ACTIVITIES

Finish to Start (FS) Finish to Finish (FF)

Start to Start (SS) Start to Finish (SF)

Different
dependencies
between activities

A lead A lag
19 SEQUENCING THE ACTIVITIES: EXAMPLE

Design Procure Design services

1.1
Perform Design
Approve Design

Procure design
Perform design Approve design
services

Medical Prepare Specification documents

Equipment
2.1 Issue solicitation documents
Evaluate submissions
Award
Follow the shipment
Inspect and Accept the goods

Prepare Issue Inspect and

Evaluate Follow the
Specification Solicitation Award Accept the
submissions shipment
documents Documents goods
20 ESTIMATING ACTIVITIES’ RESOURCES AND DURATIONS

PRE-PROJECT INITIATION STAGE

4 DEFINING THE ACTIVITIES

SEQUENCING THE HIGH LEVEL SEQUENCING THE

5 ACTIVITIES 5’ ACTIVITIES

6 ESTIMATING THE ACTIVITIES' RESOURCES AND DURATIONS At this step, it is time to estimate
the type and quantities of
7
DEVELOPING HIGH LEVEL DEVELOPING
7’ DETAILED SCHEDULE resources that are needed for
SCHEDULE
the work package activities to be
delivered.
21 DEVELOPING THE SCHEDULE

PRE-PROJECT INITIATION

4 DEFINING THE ACTIVITIES Issue and

Risk
Registers
SEQUENCING THE HIGH LEVEL SEQUENCING THE
5 5’
ACTIVITIES ACTIVITIES
Project
Project Approach
Controls
6 ESTIMATING THE ACTIVITIES' RESOURCES AND
DURATIONS

DEVELOPING
DEVELOPING HIGH LEVEL
7 7’ DETAILED Project Product
SCHEDULE Description
SCHEDULE

Once we have all the information for the Quality, Configuration,

Risk, Communication
preceding processes, we collect them all as Management Strategies

inputs to the process of developing the

schedule that will compile the information and Lessons
Learned
provide an output composed of a schedule
baseline, that will combine the scope, the time
and, if detailed, the costs also.
23 PLANNING – WORKING BACKWARDS

Our brains are more powerful than we realise, we can create a vision of the future and describe
it and then work backwards to find out what we needed to have done to arrive there.
Advantages - Better estimating and a more logical flow of deliverables i.e. Impacts – Outcomes
– Outputs - Activities
Disadvantages - Nearly always end up in the past, giving us only four options:
 Don’t do the project
 Move the end date
 De-scope so we can deliver in the timeframe
 Take Risk, where we can control it

Merlin Theory – Smith - Harvard Business School

24 DEVELOPING THE SCHEDULE
25 PLANNING - HORIZON

 By combining “working backwards” to develop the project plan we then need to plan the
next stage in more detail

 What is a stage? It is as long as you can maintain control

 By planning forward, which we are good at for short term planning, we can determine how
long a “stage plan” is. It is when we start taking risk or guessing too much or hoping that
something will happen

 A stage plan should be 100% guaranteed to work (within tolerance)

Group Using all the information explained above,
use post-its to create the project
Exercise schedule.

 Ensure to reflect the durations in the

schedule.
 Ensure to respect the logical
relationships between the tasks
 What do you conclude?

You have 30 minutes to complete this.

The facilitator will review your output
prior to moving on to the next step.