PJM6005 Week 4 Winter 2023

PJM 6005 – Project Scope Management
Create WBS
Dr. Farhad Eizakshiri, PMP., PMI-ACP

Week 4 | Winter 2023
1
Agenda
❑ Explain the use of the WBS in the project definition / planning process
❑ Know tools and techniques used to create WBS,
❑ Understand the value of the WBS dictionary (WBSD)
❑ Understand the Project Baseline concept to define and effectively

communicate agreed-upon project scope
❑ Kahoot Practice Quiz
❑ To-do-things for Week 4

2
Overview: Project Scope Management
Source: PMBOK, 2017
Plan Scope Collect

Define Scope Create WBS Validate Scope Control Scope
Management Requirements
Project Management Process Groups

Knowledge Area
Initiating Planning Executing Monitoring & Controlling Closing
5.1 Plan Scope

Management
5.5 Validate
5.2 Collect Scope
5. Project Scope Requirements
Management
5.6 Control Scope
5.3 Define Scope
5.4 Create WBS

3
What is Work Breakdown Structure (WBS)
• Hierarchical subdivision of the total scope of
work to be performed by the project team to
accomplish the project objectives and create the
required deliverables
• Deliverable Oriented grouping of project elements
• Defines the scope of the project
• Provides a graphical, textual or tabular

breakdown of the project scope
4
• WBS includes 100% of the work (100% Rule) defined by

the project scope and captures ALL deliverables
• All work to be completed, including project
management activities e.g. planning.
• WBS should not include any work that falls outside the
actual scope of the project; that is, it cannot include
more than 100% of the work.
• Serves as a ‘work contract’ with project team members
5
• WBS is NOT
– The schedule – it does not include the timeline
– The estimate – it does not contain resources
• WBS is
– Used to support estimate and schedule
– A structured, graphical, and often hierarchical, representation of all
the deliverables to be produced by the project effort
– The foundation used to create estimates for costs and resources, the
network diagram to sequence work and the project schedule
6
7
ACTIVITY1: 10MIN
1. Visit www.socrative.com
List five key benefits of 2. Go to Login>Student Login.
having a WBS for your 3. Room name: MGMT0000
projects.
Note: Write down Group

number X – Your Answer
8
WBS Benefits
✓ Organizes & subdivides project deliverables (not in WBS = not in

project).
✓ Reduces likelihood of something being forgotten/overlooked/duplicated.
✓ Basis for schedule and cost estimates.
✓ Basis for assigning responsibilities.
✓ Basis for measurement & control.
✓ Provides management with information appropriate
to each organizational level. 9
WBS Benefits
✓ Defines communication channels and assists

in coordinating the various project elements.
✓ Helps builds project team.
✓ Helps control development of basic plan for entire project.
✓ Increased visibility of scope to all stakeholders.
✓ Input to other parts of the project plan (risk, communications).

10
The WBS as a Critical Success Factor
A poorly constructed WBS can result in:
❑ Ongoing Project Extensions [Delay]

❑ Unclear Work Assignments, Goals, Objectives, Or Deliverables
❑ Scope Creep Or Unmanageable, Frequently Changing Scope
❑ Budget Overrun, Missed Deadlines
❑ Unusable New Products Or Features,
❑ Failure To Deliver Some Elements Of Project Scope
11
CONVERTING REQUIREMENTS INTO TASKS
A WBS is not built from scratch!
Ideally, a WBS draws directly

from all the scope-related
documentation that preceded it,
including the Business Case,
Project Charter,
Requirements
Documentation, Scope
Statement.
©Emerson-Lukas, Oct-2008
Create WBS Process
Inputs Outputs
Process
• WBS
• Detailed Project Scope
• Assemble team members • “Contract” with Team
• Review project information Members
• Identify all deliverables to
meet project scope
• Detail WBS to work package
level (or assign to someone
else for further breakdown)
• Review for completeness
Create WBS Process
14
Definitions in ”Create WBS” Process
ACTIVITY2: 11MIN
• Visit Socrative. Find 2. Go to Login>Student Login.
your Group number. 3. Room name: MGMT0000
• Define the assigned
topic.
15
Create WBS Process
Described in Section 5.1.3.1 – Defines processes:
- for preparing a detailed project scope statement
- that enables the creation of the WBS form the detailed project scope
statement
Scope Management
5.4.1.1 - that establishes how the WBS will be maintained and approved
Plan
- that specifies how the formal acceptance of the completed project
deliverables will be obtained
- to control how requests for changes to the detailed project scope
statement will be processed
Described in Section 5.3.3.1 - Contains the following elements:

- Product scope description
- Acceptance criteria
- Deliverable; Any unique and verifiable product, result, or capability
Project Scope
5.4.1.2 required to be produced to complete a process, phase or project
Statement
- Project exclusion; identifies what is excluded from project
- Constraints; limiting factors that affects the execution of a project or
process.
- Assumptions 16
Create WBS Process
Described in Section 5.1.3.1 – Defines processes:
- for preparing a detailed project scope statement
- that enables the creation of the WBS form the detailed project scope
statement
Scope Management
5.4.1.1 - that establishes how the WBS will be maintained and approved
Plan
- that specifies how the formal acceptance of the completed project
deliverables will be obtained
- to control how requests for changes to the detailed project scope
statement will be processed

- Product scope description
- Acceptance criteria
- Deliverable; Any unique and verifiable product, result, or capability
Project Scope
5.4.1.2 required to be produced to complete a process, phase or project
Statement
- Project exclusion; identifies what is excluded from project
- Constraints; limiting factors that affects the execution of a project or
process.
- Assumptions 17
Create WBS Process
- Business requirements, including:
- Business and project objectives for traceability
- Business rules for the performing organization
- Guiding principles of the organization
- Stakeholder requirements, including:
- Impacts to other organizational areas
Requirements - Impacts to other entities inside or outside the performing organization
5.4.1.3
Documentation - Stakeholder communication and reporting requirements
- Solution Requirements, including:
- Functional and nonfunctional requirements
- Technology and standard compliance requirements
- Support and training requirements
- Quality requirements
- Reporting requirements, etc.
18
Create WBS Process
Project Requirements, such as:
Requirements - Levels of Service, performance, safety, compliance, etc.
5.4.1.3 Documentation - Acceptance criteria
(cont’d) - Transition requirements
- Requirements assumptions, dependencies, and constraints
Described in Section 2.1.5 – Industry-specific WBS standards, relevant

Enterprise
to the nature of the project. For example, an engineering project may
5.4.1.4 Environmental
refer to ISO.IEC 15288 on Systems Engineering - Systems Life Cycle
Factors
Processes to create a WBS for a new project.
Group 1.
Described in Section 2.1.4 – Contains the following elements but not
limited to:
Organizational - Policies, procedures, and templates for the WBS
5.4.1.5
Process Assets
- Project files from previous projects
- Lessons learned from previous projects 19
Create WBS Process
20
Enterprise Environmental Factors
Internal EEFs
External EEFs
Create WBS Process
A technique used for dividing and subdividing the project scope and
deliverables in to smaller more manageable parts. This involves:
- Identifying and analyzing the deliverables and related work.
- Structuring and organizing the WBS.

5.4.2.1 Decomposition
- Decomposing the upper WBS levels into lower level detailed
components. Group 2.
- Developing and assigning identification code to the WBS components.
- Verifying that the degree of decomposition of the deliverables is

appropriate.
22
Planning approach used in WBS creation
• Progressive Elaboration
• Continuously improving and adding more details as more
specific information becomes available.
Group 3.
• Rolling Wave Planning

• A form of progressive elaboration where the work to be
done in the near term is planned in detail, while work far in
the future is planned at a relatively high level of the WBS
Group 4.
Create WBS Process
• WBS Dictionary is a document that
provides detailed information about
deliverables, activity and scheduling of
each component in the WBS.
• Giving a brief description of the
deliverables to a team members allows
Group 5.
5.4.3.1 WBS Dictionary for too much possible variation of what
those variables intended to be. A WBS
Dictionary is a solution for this problem,
which makes sure the resulting work
better matches what is needed. It
prevents scope creep (changes in scope
baseline). 24
WBS Dictionary (WBSD)
• Fully describe the total content of the work that is
represented by each WBS item.
• Useful for documenting, in more detail, what the
task is about.
• Useful for communicating what’s included,
excluded, changes in scope.
• Useful for reassigning work when resources are
removed from project.
WBSD: Work Breakdown Structure Dictionary
• Provides detailed information about each element in the WBS, including work packages and
control accounts
• For each element, the WBSD may include:
• Brief definition of the scope or statement of work
• Defined deliverable(s)
• List of associated activities
• List of milestones
• Responsible organization
• Start and End dates
• Resources required
• Estimate of cost
• Charge number
• Contract information
• Quality requirements
• Technical references
https://www.simplilearn.com/ 26
WBSD: Work Breakdown Structure Dictionary
WBS Dictionary provides detailed information about each element of the WBS.
https://www.simplilearn.com/ 27
Create WBS Process
The Scope Baseline is the approved version of a scope statement, work breakdown structure (WBS),
and its associated WBS dictionary. Scope baseline can be changed only through formal control
5.4.3.1 Scope Baseline procedures and is used as a basis for comparison. Scope baseline is a component of the project
management plan.
Any deviations from an agreed scope baseline are then referred to as scope changes.
Group 6.
28
ACTIVITY3: Test your knowledge – 2min Prep 10MIN discussion
What is the difference

between Task vs. activity?
(5min)
2. Go to Login>Student Login.
What is the difference 3. Room name: MGMT0000
between deliverable vs.
Work Package? (5min)
Note: Write down Team number X
– Your Answer
29
Activity Definition
• Start with the lowest level in the WBS, called

the Work Package.
• Decompose the Work Packages into smaller
components called activities.
• Documenting the specific activities that must
be performed provides a basis for estimating,
scheduling, executing, and monitoring &
controlling the work package.
Activities List
• Major Deliverables (level 2)

May not be needed for small
• Deliverables or medium projects, probably
>1 level for large projects
• Work Package Lowest level for control
Deliverables
• Activities Steps needed to create
the deliverable
Activity Examples
Prepare Report Analyze Samples
Build Wall Develop Specs
Test Software Procure Equipment
Transmit Data Design Piping
Activities should always use an

active verb-noun combination
Work Packages
Lowest level of the Work Breakdown Structure
Designed to allow the Project Manager to work with the team:

–Estimate the cost for the work package
–Schedule the work package
–Monitor and control the work package
–If the work package is too large, break into activities
33
WBS creation process
❑ Organization of the WBS will tend to highlight

either the product (deliverables) or the process
(Phase)
❑ No advantage to using one or the other
❑ Multiple presentations may be needed based on
what needs to be communicated to the stakeholders
34
WBS Templates
Organized by product (deliverables) Organized by the process (Phase)
35
CREATING THE WBS
• Choosing a Framework
• There is no single correct framework
to use. So long as the WBS captures all
project work to be completed, and is
able to be clearly understood and Control account
monitored by those working on the
project, then the WBS is “correct.”
• Code of Accounts & Decomposition Planning Package

• Assign each WBS component a unique
numeric identifier so that the
component can be referred to easily.
Work Package
WBS Templates
Organized by process (Phase)
New Supermarket
1. Building 2. Mechanical 3. Electrical
1.1 Select Site 2.1 Design 3.1 Design
1.2 Design 2.2 Install 3.2 Install
1.3 Site Prep 2.3 Debug 3.3 Debug
1.4 Construct
37
WBS Templates
Organized by product (deliverables)
New Supermarket
1. Site 2. Design 3. Construct 4. Staff
1.1 Criteria 2.1 Site Civil 3.1 Site Prep 4.1 Maintenance
1.2 Locations 2.2 Building 3.2 Building 4.2 Store
1.3 Collect Info 2.3 Mechanical 3.3 Mechanical
1.4 Site Visits 2.4 Electrical 3.4 Electrical

38
4-LEVEL WBS
• 1st Level: Project Name or Goal
• At the top of the WBS, is the highest level of all: the project’s name. This is nothing more than a brief description of the
project.
• 2nd Level: Deliverable or Phase

• The second level of a WBS reflects general work categories and is often the most difficult to define. Level 2 reflects either
major deliverables, project phases, organizational departments, or another “most logical” framework.
• 3rd Level: Sub-deliverable

• The third level is a clear division of deliverables. It divides the categories identified in the second WBS level into the
individual deliverables required by the project. This intermediate level is not always needed.
• 4th Level: Work Package

• The lowest level is the “work package", and may contain one or more tasks. It is the level at which cost and schedules can be
reliably estimated. This may be at the third, fourth, eleventh, or another level of the WBS – no two WBS are exactly the
same.
Can Each Item be Scheduled…….Budgeted…………Assigned?
Tree Structure
http://www.projectmanagementdocs.com/templa
tes/work-breakdown-structure-wbs.html
• Most Common
• Visual
• Can use MS Word &
SmartArt Graphics
to create
Outline View 1. Widget Management System
1.1 Initiation
1.1.1 Evaluation & Recommendations
1.1.2 Develop Project Charter
1.1.3 Deliverable: Submit Project Charter
1.1.4 Project Sponsor Reviews Project Charter
• MS Project Column View 1.1.5 Project Charter Signed/Approved
1.2 Planning
• Easy to make changes 1.2.1 Create Preliminary Scope Statement

1.2.2 Determine Project Team
1.2.3 Project Team Kickoff Meeting
•Similar to table of contents 1.2.4 Develop Project Plan
1.2.5 Submit Project Plan
1.2.6 Milestone: Project Plan Approval
1.3 Execution
1.3.1 Project Kickoff Meeting
1.3.2 Verify & Validate User Requirements
1.3.3 Design System
1.3.4 Procure Hardware/Software
1.3.5 Install Development System
1.3.6 Testing Phase
1.3.7 Install Live System
1.3.8 User Training
1.3.9 Go Live
1.4 Control
1.4.1 Project Management
1.4.2 Project Status Meetings
1.4.3 Risk Management
1.4.4 Update Project Management Plan
1.5 Closeout
1.5.1 Audit Procurement
1.5.2 Document Lessons Learned
1.5.3 Update Files/Records
1.5.4 Gain Formal Acceptance
1.5.5 Archive Files/Documents
WBS Development Process
• Start very early in the project.

• Involve the entire team.
• Determine the categorization format of WBS (phase,
major deliverable, site section, etc.).
• Subdivide the WBS one level at a time
(called decomposition) until reach a logical end.
• Review for clarity and completeness.
Who Should Do the WBS?
• Perceptual barriers / “Blind Spots”

• Difficult for one person to see all the work
• Use sub-teams by Major Deliverable
• Reviewed by whole team
• Sponsor Approves!
Tips to create a comprehensive WBS
• Engage as many impacted stakeholders as possible in creating the
WBS
• Consider a facilitated workshop (collaboration and synergy) to gain
efficiency and effectiveness
• Be sure to consider the work at both the start and close of the project
• Include project management activities
46
WBS Checklist
• Lower level items necessary & sufficient?

• Each item clearly & completely defined?
• Do parts add up to the whole?
• Can each item be:
• Scheduled and budgeted?
• Assigned?
• Measured and controlled?
Key Points: WBS
• Identify all phases/tasks to accomplish project.
• Work in the WBS is part of the project.
• WBS does not show the order work will be completed.
• Good judgment / team involvement key to an effective WBS.
• Structure WBS as work will be done on project.
Key Points: WBS (Continued)
• WBS should allow for realistic estimating.
• Work Package has single responsibility.
• Limit detail to your level of tracking/controlling.
• Each WBS item must result in a deliverable.
• WBS should incorporate the “80-hour rule” where
appropriate.
• Utilize rolling wave and progressive elaboration
concepts
ACTIVITY4: Create WBS: 15MIN
• Now that you know the process for how

to create a WBS, work with your team
and create a WBS for the project
“Planning a Wedding”
• This WBS should contain at least 4
deliverables and should go at least 3
levels deep.
• https://online.visual-
paradigm.com/app/diagrams/#diagram:proj=0&t
ype=WorkBreakdownStructureDiagram&gallery=
/repository/65929ee3-1992-456e-915d-
aef81f40c18d.xml&name=Construction%20Proje
ct%20Work%20Breakdown%20Structure%20Tem
plate
50
Discussion#4 (Week 4) : 3pts
• Please discuss how the WBS helps the project team to define the
project plan.
• What kind of tools, techniques, processes or best practice rules

would help us to create a verifiable WBS?
❑ Post AT LEAST one primary response no later than Saturday at 11:59
pm EST
❑ AT LEAST two secondary posts should be completed by Tuesday 11:59

pm EST
51
Team Assignment#2 (Week 4) : 15pts
• Detailed Work Breakdown Structure (WBS)
• Task: Each team will use the project case assigned in previous
team assignment. This case will be presented during week 6’s
session.
• Task: Each team will develop a Detailed Work Breakdown

Structure (WBS) and Work Breakdown Structure Dictionary
(WBSD) for your case's project.
• Please review assignment’s Instructions
• Deadline: Sunday 7th of FEB at 11:59 pm EST 52

Peer and Self-Assessment for Group Assignment (GA2)
Peer evaluation form
• Assess each individual in your team
• Honesty and integrity in scoring others’ contribution
• No peer evaluation submission, no grades for the team

assignment
❑ Deadline: Friday 3rd of FEB at 11:59 pm EST
• If you don't submit this by the deadline, you will be graded

zero for the team assignment. 53

PJM6005 Week 4 Winter 2023

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PJM 6005 – Project Scope Management

Dr. Farhad Eizakshiri, PMP., PMI-ACP

❑ Know tools and techniques used to create WBS,

❑ Understand the value of the WBS dictionary (WBSD)

❑ Understand the Project Baseline concept to define and effectively

❑ Kahoot Practice Quiz

❑ To-do-things for Week 4

Plan Scope Collect

Project Management Process Groups

5.1 Plan Scope

5.4 Create WBS

• Deliverable Oriented grouping of project elements

• Defines the scope of the project

• Provides a graphical, textual or tabular

• WBS includes 100% of the work (100% Rule) defined by

Note: Write down Group

✓ Organizes & subdivides project deliverables (not in WBS = not in

✓ Defines communication channels and assists

✓ Helps builds project team.

✓ Helps control development of basic plan for entire project.

✓ Increased visibility of scope to all stakeholders.

✓ Input to other parts of the project plan (risk, communications).

❑ Ongoing Project Extensions [Delay]

A WBS is not built from scratch!

Ideally, a WBS draws directly

Create WBS Process

Described in Section 5.3.3.1 - Contains the following elements:

Described in Section 5.3.3.1 - Contains the following elements:

Described in Section 2.1.5 – Industry-specific WBS standards, relevant

- Identifying and analyzing the deliverables and related work.

- Structuring and organizing the WBS.

- Verifying that the degree of decomposition of the deliverables is

• Rolling Wave Planning

What is the difference

• Start with the lowest level in the WBS, called

• Major Deliverables (level 2)

Activities should always use an

Lowest level of the Work Breakdown Structure

Designed to allow the Project Manager to work with the team:

❑ Organization of the WBS will tend to highlight

• Code of Accounts & Decomposition Planning Package

1. Building 2. Mechanical 3. Electrical

1.1 Select Site 2.1 Design 3.1 Design

1.2 Design 2.2 Install 3.2 Install

1.3 Site Prep 2.3 Debug 3.3 Debug

1. Site 2. Design 3. Construct 4. Staff

1.2 Locations 2.2 Building 3.2 Building 4.2 Store

1.3 Collect Info 2.3 Mechanical 3.3 Mechanical

1.4 Site Visits 2.4 Electrical 3.4 Electrical

• 2nd Level: Deliverable or Phase

• 3rd Level: Sub-deliverable

• 4th Level: Work Package

• Easy to make changes 1.2.1 Create Preliminary Scope Statement

• Start very early in the project.

• Perceptual barriers / “Blind Spots”

• Lower level items necessary & sufficient?

• Now that you know the process for how

• What kind of tools, techniques, processes or best practice rules

❑ AT LEAST two secondary posts should be completed by Tuesday 11:59

• Detailed Work Breakdown Structure (WBS)

• Task: Each team will develop a Detailed Work Breakdown

• Please review assignment’s Instructions

• Deadline: Sunday 7th of FEB at 11:59 pm EST 52

Peer evaluation form