Week 3 – MGMT182 [WBS]

Project Scope, Quality

& Risk Management
Content
• OPAs Vs EEFs
• Project Requirements
• WBS
• Steps to making WBS
• WBS Dictionary
• Activity List
 One of the most frequent inputs through project
management processes are Enterprise
Environmental Factors (EEFs) and Organizational
Process Assets (OPAs).
OPAs contain information about projects of any
enterprise or organization.

ORGANIZATIONAL
PROCESS ASSETS They contain vital information about how projects
are executed and performed in an organization.
This means that organizations have a certain
methodology in terms of running a project.
These can be standards, guidelines, instructions,
frameworks, procedures to follow, knowledge
repositories, common templates that can be used.
 Frameworks

Policies

Rules

Instructions
OPAs
Procedures

Guidelines

Knowledge Lesson Learned

repositories Report
 EEFs can simply be defined as anything that the
way how an organization conducts its business.
For example, how each department within an
organization operates, the market conditions, the
company’s strategy vision and statement, the

ENTERPRISE company's policies, companies what culture and

any other information about the people associated
with the project in general.

ENVIRONMENTAL There is much information about an organization

that is useful while planning a particular project. So
that's other factors that can be considered.

FACTOR For example, are different workers working in

different time zones.

Project Management Information System and Work

Authorization System are good (tangible) examples
of EEFs.
 People

Market

EEFs Databases

Standards

Risk
Tolerance
OPA vs EEF – An Overview

Factor Organizational Process Assets (OPAs) Enterprise Environmental Factors (EEFs)

The internal resources, policies, procedures, and knowledge specific
Definition
to an organization, which can influence project execution.
Developed and accumulated within the organization over time through
Origin
experience, lessons learned, and historical data.
Lessons learned databases, historical project data, policies and
Examples procedures, templates, organizational culture, project closure data,
project management methodologies, training materials.
Serve as a repository of knowledge and assets that provide guidance
Purpose and information to project teams, facilitating consistent and efficient
project execution.
Internal to the organization and typically under the control of project
Influence
stakeholders.
Managed and controlled by the organization, which can update and
Management
improve OPAs as necessary.
External conditions, influences, and constraints that impact the project
and are beyond the control of the organization.
Arise from the broader project environment, including market
conditions, industry standards, government regulations, and cultural
factors.
Market conditions, legal regulations, industry standards, socio-cultural
factors, economic conditions, political climate, technological
advancements, competitive analysis.
Provide context and external influences that impact project planning,
decision-making, and risk assessment. They help project teams
understand the external environment and adapt their approach
accordingly.
External to the organization and cannot be directly controlled by the
project team. However, project teams must consider and adapt to
these factors during project planning and execution.
Monitored and analyzed by the project team to understand their impact
on the project. Project plans and processes are adjusted accordingly
to account for EEFs.
Project Requirements

PROJECT REQUIREMENTS
Project Name [This section contains the project name that should appear consistently on all
project documents. Organizations often have project naming conventions.]

Functional Requirements

[This section should list the functional requirements for the project including any features or properties of the
project’s outcomes.]

Technical/Performance Requirements

[This section should list the technical requirements for the project, such as the required technology
infrastructure, and any performance requirements, such the minimum response time.]
Work Breakdown Structure (WBS)

A Work Breakdown Structure (WBS) is a

hierarchical decomposition of a project into smaller,
more manageable components or work packages.

The WBS breaks down the project scope into smaller

deliverables, tasks, and activities, making it easier to
plan, schedule, and estimate resources and costs.
 The WBS serves as a foundation for various
project management activities, including:

cost
project resource performance
scheduling, estimation,
planning, allocation, tracking.
and

Why is it used?
It helps stakeholders and team members gain a
comprehensive understanding of the project
scope and the interdependencies between
different work components, enabling better
project control and successful project execution.
The work breakdown structure is often depicted
as a visual representation, such as a tree-like
structure, where the project is at the top, followed
by major deliverables, sub-deliverables, and
finally, work packages.
 The WBS is structured in a hierarchical
manner, with the highest level
representing the project as a whole and
subsequent levels representing
Work increasingly detailed components.
Breakdown
Structure Each level of the WBS represents a
(WBS) deliverable/outcome that contributes
to the completion of the project. These
deliverables can be further decomposed
into smaller, manageable work
packages.
 The components of the WBS should be
mutually exclusive, meaning that there
should be no overlap or duplication of
work.
Work • Each element should be clearly defined and
Breakdown assignable to a specific individual or team.

Structure The WBS should encompass all the work

(WBS) required to complete the project.

• The sum of the lower-level components within a

higher-level component should equal 100% of the
higher-level component
A good WBS is simply one
that makes the project more
manageable. Every project
is different; every project
manager is different and
every WBS is different. So,
the right WBS is the one that
best answers the question,
“What structure makes the
project more manageable?”.
Source:
https://www.workbreakdownstructure.com/
 Project

Deliverable Deliverable Deliverable

#1 #2 #3

Sub- Sub-
Work
Deliverable Deliverable
Package 2
1.1 1.2

Work
Package
1.2.1
 How to Make a Work Breakdown Structure

Gather
documents/Requirements Define L1 Elements Create WBS Dictionary

Identify Key Team Members Decompose Gantt Chart

Step 1: • Gather critical
project documents.
• Source:
https://www.workbreak
Gather • Identify content
downstructure.com/

Critical containing project

deliverables, such
Documents as:
• the Project Charter,
• Scope Statement
and
• Project Management
Plan (PMP) plans.
Step 2: • Identify the • Source:
https://www.workbreak
Identify Key appropriate downstructure.com/
project team
Team members.
Members • Analyze the
documents
and identify
the
deliverables.
 • Define the Level 1
Step 3: Elements.
• Source:
https://www.workbreak
Define Level • Level 1 Elements
downstructure.com/

1 Elements are summary

deliverable
descriptions that
must capture
100% of the
project scope.
• Verify 100% of
scope is captured.
 • Begin the process of
Step 4: breaking the Level 1
deliverables into unique
• Source:
https://www.workbreak
Decompose lower-Level deliverables.
This “breaking down”
downstructure.com/

(Breakdown) technique
Decomposition.
is called

Elements • Continue breaking down

the work until the work
covered in each Element is
managed by a single
individual or organization.
Ensure that all Elements
are mutually exclusive.
• Ask the question, would
any additional
decomposition make the
project more manageable?
If the answer is “no”, the
WBS is done.
Step 5: • Define the content of the
WBS Dictionary. The WBS
Dictionary is a narrative
• Source:
https://www.workbreak
Create WBS description of the work
covered in each Element in
downstructure.com/

Dictionary the WBS. The lowest Level

Elements in the WBS are
called Work Packages.
• Create the WBS Dictionary
descriptions at the Work
Package Level with detail
enough to ensure that
100% of the project scope
is covered.
• The descriptions should
include information such
as, boundaries,
milestones, risks, owner,
costs, etc.
WBS Dictionary Template
COMPONENT DETAIL
Work Package Identifier e.g: WP-001
Work Package Name
Work Package Description
Work Package Owner
Work Package Dependencies
Work Package Duration
Work Package Resources
Work Package Cost
Work Package Risks
Work Package Milestones
Work Package Deliverables
Work Package Acceptance Criteria
Activity List Template
COMPONENT DESCRIPTION
Activity ID A unique identifier for each activity.
Activity Name The name or description of the activity.
Description Additional details or instructions related to the activity.
WBS Identifier The identifier or code of the corresponding work package in the WBS.
Predecessors Any activities that need to be completed before this activity can begin.
Duration The estimated time required to complete the activity.
Resources The specific resources, such as personnel or equipment, needed to carry out
the activity.
Start Date The planned start date for the activity.
End Date The planned end date for the activity.
Cost The estimated cost or budget associated with the activity.
Work Package Outcome The specific outputs or results expected from the activity.
WBS – An Overview

TERM EXPLANATION
A hierarchical decomposition of a project into smaller, more manageable components or work
Work Breakdown Structure
packages. It organizes and structures the project scope, facilitating planning, scheduling, and
(WBS)
resource allocation.
Tangible or intangible outputs or results that must be produced to complete a project or work
Deliverables package. They represent the key outcomes of the project and are typically described in terms
of quality, quantity, and time.
A set of related activities or tasks that are grouped together to achieve a specific deliverable
within the project. Work packages are the lowest level of the WBS and are assigned to specific
Work Package
individuals or teams. They represent manageable units of work with defined scope, duration,
resources, and cost.

A distinct, scheduled unit of work within a work package. Activities are specific actions or tasks
that need to be completed to achieve the objectives of the work package. They have defined
Activity
start and end dates, duration, dependencies, resources, and may have associated milestones.
Activities are often represented in a project schedule or Gantt chart.