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Software Project Management

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Software Project Management (CS615)
LECTURE # 33
7. Work Breakdown Structure
7.3
WBS- A Mandatory Management Tool
i.
The WBS as a project management tool
g) Mapping WBS for Cost Management
In a product-oriented WBS, functional categories of work may form "cost
accounts" within a WBS element. Cost account managers are responsible for a
functional area's contribution to a WBS element. Cost accounts from several
departments or functions may combine into one WBS element.
Internal department planning for a cost account will be made up of individual
work packages. A work package will typically have its own budget and schedule.
Work packages should be small enough to be executed by individuals or small
groups in a single department, and they should be of relatively short schedule
duration. A small project might define a maximum work package size as two
weeks of effort. Larger projects will assemble larger work packages that can be
appropriately managed and controlled.
The project manager will have to decide to what degree employment of various
details of WBS implementation will benefit the efficient management of the
project. On a very small project, a formal WBS may serve no useful purpose, but
it can become valuable if project size or complexity start to increase.
As an organization's project management environment matures, or as larger size
and complexity are encountered, application of the WBS concept can evolve from
an ad hoc list of tasks, to time-phased activity lists, task lists clustered by project
deliverables and services, or an end-product focused WBS fed by cost accounts
and work packages.
If you are using MS-Project or a similar project management software application,
you may encounter the WBS as a vertical list with indents to show structure. This
will be compatible with the Gantt View data entry screens. While some software
packages provide a separate WBS view, you could prepare your WBS in the
vertical format using a word processor, and then cut and paste your WBS into
your project management software package.
246
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Software Project Management (CS615)
WBS Elements
Hardware
Software
Systems
Training
Engr.
Functional Areas
Info. Systems
Cost Account
Cost Account
Cost Account
Cost Account
Cost Account
Cost Account
Cost Account
Cost Account
Purchasing
Cost Account
Cost Account
Cost Account
Cost Account
Testing
Cost Account
Cost Account
Cost Account
Tech. Editors
Work
Packag
es
WORD OF CAUTION
·
The WBS is a useful tool provided it is constantly updated.
·
It should be updated periodically together with the project development plan and
the project schedule.
·
It is reasonable to expect the WBS list to have tasks added, modified or even
removed as project development progresses.
247
Table of Contents:
  1. Introduction & Fundamentals
  2. Goals of Project management
  3. Project Dimensions, Software Development Lifecycle
  4. Cost Management, Project vs. Program Management, Project Success
  5. Project Management’s nine Knowledge Areas
  6. Team leader, Project Organization, Organizational structure
  7. Project Execution Fundamentals Tracking
  8. Organizational Issues and Project Management
  9. Managing Processes: Project Plan, Managing Quality, Project Execution, Project Initiation
  10. Project Execution: Product Implementation, Project Closedown
  11. Problems in Software Projects, Process- related Problems
  12. Product-related Problems, Technology-related problems
  13. Requirements Management, Requirements analysis
  14. Requirements Elicitation for Software
  15. The Software Requirements Specification
  16. Attributes of Software Design, Key Features of Design
  17. Software Configuration Management Vs Software Maintenance
  18. Quality Assurance Management, Quality Factors
  19. Software Quality Assurance Activities
  20. Software Process, PM Process Groups, Links, PM Phase interactions
  21. Initiating Process: Inputs, Outputs, Tools and Techniques
  22. Planning Process Tasks, Executing Process Tasks, Controlling Process Tasks
  23. Project Planning Objectives, Primary Planning Steps
  24. Tools and Techniques for SDP, Outputs from SDP, SDP Execution
  25. PLANNING: Elements of SDP
  26. Life cycle Models: Spiral Model, Statement of Requirement, Data Item Descriptions
  27. Organizational Systems
  28. ORGANIZATIONAL PLANNING, Organizational Management Tools
  29. Estimation - Concepts
  30. Decomposition Techniques, Estimation – Tools
  31. Estimation – Tools
  32. Work Breakdown Structure
  33. WBS- A Mandatory Management Tool
  34. Characteristics of a High-Quality WBS
  35. Work Breakdown Structure (WBS)
  36. WBS- Major Steps, WBS Implementation, high level WBS tasks
  37. Schedule: Scheduling Fundamentals
  38. Scheduling Tools: GANTT CHARTS, PERT, CPM
  39. Risk and Change Management: Risk Management Concepts
  40. Risk & Change Management Concepts
  41. Risk Management Process
  42. Quality Concept, Producing quality software, Quality Control
  43. Managing Tasks in Microsoft Project 2000
  44. Commissioning & Migration