Professional Documents
Culture Documents
Rhys Henson
Dietmar Schoder
WBStool Work Breakdown Structure
WBStool Tutorial
Work Breakdown Structure
Contents
1 WBS ...................................................................................................................................................... 4
1.1 WBS on post-it notes .................................................................................................................... 4
1.2 Create a new Project ..................................................................................................................... 4
1.3 Basic Settings ................................................................................................................................ 5
1.4 Numbering .................................................................................................................................... 5
1.5 Build empty elements ................................................................................................................... 6
1.6 Horizontally show sub-elements................................................................................................... 6
1.7 Enter element names .................................................................................................................... 7
1.8 Optimise card height ..................................................................................................................... 7
1.9 Visible levels .................................................................................................................................. 8
1.10 Sub-trees ..................................................................................................................................... 9
1.11 Copy, save and print ................................................................................................................... 9
1.12 Setting responsible persons ...................................................................................................... 10
1.13 Adding and editing notes on elements ..................................................................................... 10
1.14 Milestones................................................................................................................................. 11
1.15 Documentation paths ............................................................................................................... 12
1.16 Showing project progress ......................................................................................................... 12
1.17 Dye elements ............................................................................................................................ 13
1.18 Multi-PM ................................................................................................................................... 13
1.19 Excel export ............................................................................................................................... 14
1.20 HTML export ............................................................................................................................. 14
1.21 Teamwork ................................................................................................................................. 14
2 Effort Estimation ................................................................................................................................ 15
2.1 Share responsibility ..................................................................................................................... 15
2.2 Calculating hours......................................................................................................................... 16
2.2.1 Obvious Effort ...................................................................................................................... 16
2.2.2 Formula ................................................................................................................................ 16
2.2.3 Experience ............................................................................................................................ 16
2.2.4 Acceptance ........................................................................................................................... 16
2.3 Work consists of work................................................................................................................. 17
1 WBS
1.1 WBS on post-it notes
Methodological foundations
http://www.codeproject.com/Articles/1057090/Project-Planning-I-The-Work-Breakdown-Structure
Make sure you use these standard values for the start
1.4 Numbering
Or
1.10 Sub-trees
• Select the item you would like at the top of the subtree and press TAB
• To return, go to the top item and press TAB
To make elements clearer when printing, temporarily increase the zoom to make elements appear
bigger
Select a work package and click in the Description box in the bottom right
1.14 Milestones
Select where the path where document that goes with the work package is
• View all of the documents and the paths within the selected folder
• Open the paths and documents by double clicking them in the window
Show that progress has been made with the spacebar, once to show that it has begun and a second
time to show that it has been completed
For example, high-contrast setting: Filling planned (165/165/165), started (255/96/0), completed
(0/0/0) selected (0/0/255) planned writing (255/255/255) started (0/0/0), completed (0/0/0)
selected (255/255/255)
1.18 Multi-PM
Use the mirror feature to save a copy of the file to an external drive (e.g. Server, Dropbox)
1.21 Teamwork
Details: http://wbstool.azurewebsites.net/WBStool%20Teamwork.pdf
2 Effort Estimation
Here is a project that already has responsible persons set, as described in the last chapter (part 12).
They have been assigned as the leaders of each work package, other people can work on each work
package but they will be responsible for getting everything done (For example, on package 5.1, there
would be a team rather than one person). All 4 people has been assigned based on experience, how
they can deal with each situation and not to give people so much to do as to overwork them.
There are different ways of predicting how many hours will be used, all of these can be seen above
and are as follows:
2.2.2 Formula
A formula can be used to figure out how much time can be used for tasks that involve multiple parts,
for example, part 1.2 can involve installing 18 programs at 10 minutes to download and install. This
would take 3 hours to install all of the programs
2.2.3 Experience
Experience can really help people estimate how long it will take, for example, 1.5 could take any
amount of time but David says 5 hours as it could take that long as finding a good alternative that
works with the planned system could take a lot of time, as well as finding fixes to issues that can
occur.
2.2.4 Acceptance
In some cases, the responsible person may be asked how much time they can accept, for example,
1.4 could be done in 1 hour or even less but 4 hours have been given to testing so that everything
can be fully tested so that any issues can be found and fixed before being sent out.
Here, I have assigned a responsible person at the lowest level as they are responsible for each
individual package. This can be done as many times as needed
Here, we can see that this uses 187 estimated hours, if there was a budget for 200 for example, it
can be worked out how the hours could be distributed and it may happen that the extra 13 hours
are used for any package that may need more time to do.
Another thing is that the hours only count to employees, any contractors or outside workers should
be part of the external cost
3 Scheduling
3.1 Set the font size for the Gantt chart
3.3 Select the project (summary line) and set its start date to the planned project
start.
When you now move any element on the calendar with the mouse, the dates ‘jump’ by 7 days. This
does not change the data and you can change the settings of ‘days/weeks’ whenever you need it. It
only makes things easier to move dates with the mouse on the calendar when you plan in weeks.
Change the planned elapsed time of each task (if it is not 7 days, which is taken as default elapsed
time of any task in WBStool). Take the estimated effort into consideration, but do not confuse
‘elapsed time’ (on the calender) and net working hours of effort (see here).
Move phases and work packages. You can ‘grab’ any element with the mouse not only on it is blue
bar but anywhere on the same line:
Produce dependencies: click into the predecessor element line and drag the mouse pointer vertically
down or up into the line of the follower element:
If you want to undo a dependency, repeat the action in the same way you produced the
dependency.
4 Project Controlling
From that moment on you cannot delete elements which are part of the baseline. If you want to
make further changes to your baseline, you can delete the baseline again:
If you want to save a baseline per a date other than today, you can deliberately change the “today”
date and save the baseline:
Now you can show or hide the baseline in your plan as you need it:
When your project is running, you compare your actual dates with the dates of your baseline:
Work package A.1 was started and finished, but it took more time on the calendar than originally
planned.
Work package A.2 was started and is still in progress. It was started later than originally planned, but
it will not take longer on the calendar than originally planned as far as we know now.
All dates for all other work packages were adapted to a realistic forecast as far as we see it now. The
comparison between the purple baseline and the blue actual plan shows a predicted delay of the
finish of the total project of three weeks.
• the hours needed until now for all started and finished work packages (e.g. A.1 and A.2), and
• the hours needed from now on to finish any started work package (A.2).
When you switch on “h” in the ribbon menu you can see some controlling figures in the WBS.
In the “Plan/Actual” tab you see the comparison between your actual plan and your forecast:
And in the “Change” tab you see the comparison of your actual forecast to any of your baselines:
Do everything with the external cost as you did it with the effort, e.g. €5000 unplanned external cost
in work package A.1 and additional €2500 predicted in this work package from today’s viewpoint:
Please contact us, if you need an automatic collection of actual hours of effort in your projects:
5 Video Tutorial
Second Edition
Authors:
Rhys Henson
Dietmar Schoder