Some standard content:
ICS03.100.40
CCSA 02
National Standard of the People's Republic of China
GB/T39903—2021/IS021511:2018Work breakdown structures for project and programme management(ISO21511:2018,IDT)
2021-03-09Release
State Administration for Market Regulation
National Administration of Standardization
2021-10-01Implementation
GB/T39903—2021/ISO21511:2018Foreword
Normative references
Terms and definitions
1 Concept of work breakdown structurewwW.bzxz.Net
Application scenarios
Hierarchical decomposition
Parent-child relationship
Progressive detail
5 Characteristics and compilation of work breakdown structure and its relationship with other structures5.1 Work breakdown Characteristics of the structure
5.2 Preparation
5.3 Work breakdown structure relationship
5.1 Control of work breakdown structure
5.5 Application and benefits of work breakdown structure
Appendix A (informative) Work breakdown structure
Appendix B (informative) Example of association with other breakdown structures
Appendix C (informative) Optional hierarchical work breakdown structure
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GR/T39903—2021/ISO21511:2018 This document is drafted in accordance with the provisions of GB/T1.1, 2020% Guidelines for standardized work Part 1: Structure and drafting rules for standardized documents.
This document uses the translation method equivalent to IS0) 21511:2018% "Work breakdown structure for project and project group management". This document has been edited as follows: To coordinate with the existing standard, the name of the standard has been changed to "Project Work Breakdown Structure".
This document was proposed and managed by the Shanquan Tongyue Project Management Standardization Technical Committee (SAC/TC343). The drafting units of this document are: Guangdong Nuclear Power Engineering Co., Ltd., Shenzhen Gaoerda Feihuang Technology Co., Ltd., Shandong Fanglian Standardization Service Co., Ltd., Wenzhou Ruiming Industrial Co., Ltd., Xiamen Kairi Management Consulting Co., Ltd., China Aviation Comprehensive Technology Research Institute, China Association for Standardization, National Marine Standards and Metrology Center, Hangzhou Standardization Research Institute, SGS-CSTC Standards Technical Services Co., Ltd., Helm Building Technology Co., Ltd., Zhejiang Standardization Association, Mingyang Smart Energy Group Co., Ltd., Jihua Laboratory, Beijing Rongsi Lixing Management Consulting Center, Sanqi (Lizhou) Electronic Technology Co., Ltd., Longgang Financial Equipment Industry Association, Foshan Lihe Innovation Center Co., Ltd., China Railway 25th Bureau Group Sixth Engineering Co., Ltd., Shenzhen Chace Network Information Technology Co., Ltd., China Construction Xinjiang Construction Engineering (Group) Co., Ltd. The main drafters of this document: Luo Zhang, Tu Hao, Peng Maosong, Zhang Longbin, Qi Meng, Lei Weijian, Huang Qiming, Mao Wei, Huang Fei, Wang Qiong, He Dedao, Zeng Weipeng, Zeng Ge, Lv Juan, Yu Biao, Wu Feng, Jia Baoshan, Hu Bosong, Ye Shenglin, Zhang Yanxie, Zhou Jin, Jun, Xiang Hualing, Zhu Peikun, Liu Chunyan, Wang Xiaodong, Zhang Xiaoyan, Li Jiong, Xiao Yanghui, Zhang Li, Li Hailong, Lin Ritian, Jin Min, Wei Lei 、蔡莎秀，日严伟-rrKaeerkca
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1Scope
Project Work Breakdown Structure
GR/T39903—2021/ISO21511:2018This document provides guidance for organizations engaged in project or program management to carry out activities related to the work breakdown structure. This document is applicable to all types of public or private organizations, organizations or units of different sizes, and projects or program groups of different complexity, scale, and duration.
This document provides 1Work breakdown structure related terms and definitions, concepts, characteristics, benefits, uses, integrated applications and relationships. This document is for the purpose of providing guidance to organizations engaged in project or program management. Guidance on the work process, method or tool associated with the preparation and application of work breakdown structures. Examples of work breakdown structures and their relationships to other breakdown structures are given in Annex A and Annex B.2 Normative references
There are no normative references for this document:
3 Terms and definitions
The following terms and definitions apply to this document
100% rule
The work breakdown structure shall cover all the work required to complete the scope of the project or program. NOTE: The 100% rule applies to both parent units and child units of the work breakdown structure. The decomposition of work at the child level corresponds to the work at the parent unit level.
functional breakdown structure
The decomposition of the functions required to complete the work units of a project or program. 3.3
Hierarchical decompositionThe process of dividing the scope of a project or program into successively smaller work breakdown structure units. 3.4
Management Information System software and software used to support the compilation of information, analysis of project or project group indicators and reporting. 3.5
organizationalbreakdown structure
The breakdown of management teams within an organization or of the management teams that perform the work of a project or project group. Note: The organizational breakdown structure may include partners or subcontractors. It describes the relationships between the organizational units that work on a project or project group and manage or perform these activities.
Epareni element
parent unit
work that is decomposed into two or more sub-level work units. Note: a sub-level work order is divided into a sub-order1
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GB/T39903—2021/IS021511:20183.7
product breakdown structure
product breakdown structure
decomposition of the components that make up a product.
progressive elaboration
the iterative process of integrating rough-to-red information within the life cycle of an item or group of items. Note: also known as layer-by-layer decomposition
resource breakdown structure
resonrce breakdown structuredecomposition of personnel, equipment, materials or other resources. 3.10
Responsibility assignment matrix
Responsibility assignment matrix is a document structure that describes the division of responsibilities for the delivery of work or benefits within the scope of the project. 3.11
Risk breakdown structure
Risk breakdown structure
The breakdown of threats and opportunities for a project or group of projects. 3.12
Rolling wave planningThe development of plans according to different stages or time periods, which is a form of progressive detailing. 3.13
Work breakdown structurework breakdown structureThe breakdown structure formed by breaking down the scope of work determined by the project or group of projects into small work items. 3.14
Work breakdown structure dictionaryworkbreakdownstructuredictionaryThe document that describes the work units of the work breakdown structure. 3.15
Work breakdown structure elementworkbreakdownstructureelementA work at any specified parent or sub-level.
4Work Breakdown Structure Concept
4.1 Overview
The work breakdown structure is a decomposition of all work within the project scope to achieve the goals of the project or project group. In order to establish a framework for project management, the work breakdown structure will be used throughout the entire project or project group. This structure should provide a logical framework for decomposing the total work defined by the scope of the project or project group. Note: Typically, most work breakdown structures are hierarchical, and this document will focus on this type of structure. New software models can provide other types of structures besides hierarchical. See Appendix C. Each lower level of the work breakdown structure should define the upper level work in more detail. The work to be decomposed can be product-oriented, deliverable-oriented, or result-oriented; in addition, it can be decomposed based on the phase, discipline or region of the project or project group. The complete scope of work of the project or project group should include the work to be performed by the management or executive team members of the project or project group, subcontractors and other stakeholders.
4.2 Purpose
The purpose of applying the work breakdown structure is to enhance and support the management of the project or project group, which can be achieved by, but not limited to: -rrKaeerkAca-
Project or project detailed planning;
GR/T3 9903—2021/ISO21511:2018Break the scope of a project or project group into smaller work units to achieve b) management and control of the scope, resources and time of the project or project group; c) provide a common framework for stakeholders when describing and analyzing the scope and performance of the project or project group to strengthen project or project group communication: exchange experience feedback related to work units between different projects or project groups; d) provide the required project performance data summary for strategic level work reporting; f) conduct cross-sectional comparative analysis of the performance of different projects or project groups based on specific work breakdown structure units with their same identifiable characteristics (such as coding) to identify areas of concern and improvement opportunities: keep the tasks, activities and work breakdown structure units in the schedule consistent: g) Note: Work breakdown structure can refer to product breakdown structure in some cases, but there may be limitations in specific use. The product breakdown structure is usually a description of the project's output, but can also refer to the top-down decomposition of a product and its components. The use of this term varies from organization to organization. 4.3 Application scenarios
The work breakdown structure is a sufficiently flexible concept that its design and overall structure should be tailored to the requirements of the project or programme. How the work breakdown structure is applied depends on the industry, the type of project or programme and other factors such as the project phase, the major deliverables, the scope of the project, the organisation performing the work and the distribution of resources. The work breakdown structure should be adaptable to the way the work of different projects is organised and presented. 4.4 Hierarchical decomposition
The work breakdown structure is based on a hierarchical decomposition of work units, down to a level that allows the project work to be effectively planned and managed to achieve the objectives of the project or programme.
The hierarchical decomposition should cover all work within the scope of the top level or programme. When a work unit is decomposed into multiple units, the work set defined by the sub-units should represent at least 10% of the work of the parent unit. The parent-child rule between units reflects the relationship between the hierarchical structures of the work breakdown structure, that is, a unit in the work breakdown structure can be the parent unit of multiple subunits and the subunit of the upper unit at the same time.
In individual project groups, projects and other related work should be divided in a similar way. Project groups are located in the preliminary level of the work breakdown structure. The internal logical relationship of the hierarchical work breakdown structure also follows the parent-child rule. Each project, project group or work unit under the project group can prepare a separate work breakdown structure. It can be reflected as an independent work breakdown structure or as part of the work breakdown structure of the associated project group.
Some projects or project groups may not have a fixed scope; therefore, the work breakdown structure will not include unknown or unclear scope. The scope of such projects is gradually clarified as the project progresses, so agile, progressive detail, rolling update plan and other techniques can be used. In this case, the work breakdown structure should reflect the full scope of the work known when the work breakdown structure is created. Taking into account that scope changes will occur during the life cycle of the project or project group, all scope changes should also be reflected in the work breakdown structure, while maintaining the adjacent hierarchical units of the work breakdown structure. The logic between them and the parent-child relationship. 4.5 Parent-child relationship
Based on the type of project or project group and the work breakdown structure compiled, there are many ways to create a parent-child relationship. Because there are many ways to express the scope of the project, the structure of the work breakdown structure can adopt many schemes. The following are some forms of parent-child relationships: a) The child unit belongs to the parent unit. This relationship can reflect the smallest unit of the entity or conceptual output, product or result of the project or project group.
b) The child unit belongs to the parent unit in a certain aspect. This attribute can be defined based on time, stage, relationship, region, priority or profession.
c) The child unit is part of the same state described by the parent unit. The state can be an intermediate version of the product, such as a draft, a first edition, a prototype 3
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GB/T 39903—2021/ISO21511:2018, simulation model or final version,
Subunits are products or services required to complete the parent unit. Such products or services may include tools, prerequisite products or services, or documents required for procurement, contract, design, construction, commissioning, or management of the project or project group. e) A work unit is a child of a parent unit. Such a work unit may refer to a project or project target, a change in the project's operating mode, or the impact of an organizational change.
The parent-child relationship of the above work breakdown structure can be used in combination to decompose the current scope of the project or project group into the work breakdown structure to be created.
4.6 Progressive Refinement
The progressive refinement method is applicable to situations where the scope of the project is unknown, unclear, or may change. Through continuous supplementation and refinement, the work breakdown structure can be made more accurate and the application of the work breakdown structure in project or project group management can be strengthened. The update of the work breakdown structure in a progressive and detailed manner may be one-off, multi-dimensional or continuous. The update plan is a progressive detailed form based on a timeline. 5 Characteristics, compilation and relationship of work breakdown structure with other structures 5.1 Characteristics of work breakdown structure
The characteristics of the work breakdown structure should be related to the scope of the project or project group to which it belongs. 1. The typical characteristics of the work breakdown structure are as follows: a) The work breakdown structure can be expressed in many forms, the most common of which are diagrams, outlines and lists; b) All units of the work breakdown structure do not need to be decomposed to the same level, but should be decomposed to the level required to manage the work of the project or project group;
Each work breakdown structure unit can be assigned to an individual, entity or functional unit; l) The work breakdown structure should reflect the technical complexity of the project, the scale of the project and other information necessary to determine the scope of the project work; e)
The work breakdown structure defines the structure of the work, not the process of completing the work; f
The work breakdown structure uses the "100% principle" to decompose the work units hierarchically until the level required for planning and management work is completed, with the goal of completing the project or project group; g)
The work breakdown structure units that constitute the scope of work can be divided with reference to input conditions such as industry standard organizational procedures and contract terms;
h) Each unit on the work breakdown structure should be distinguished by a unique identification code. The "100% principle" states that as long as there is a pair of related parent and child units in the work breakdown structure, the work should continue to be broken down further. Each unit may have no more units, or at least two more units. The work breakdown structure should focus on the needs of the project or program team and stakeholders. The work breakdown structure is a consensus breakdown structure of the work to be completed by the project or program management team. Changes to the work breakdown structure should also be reviewed by the project or program management team, relevant execution teams and members, and stakeholders: examples of work breakdown structures are shown in Appendix A and Appendix B respectively. 5.2 Preparation
5.2.1 Overview
The work breakdown structure of a project or project group should be compiled as soon as possible. According to the actual situation of the project or project group, a preliminary work breakdown structure can be created during the business case stage of the project, and it can be re-evaluated or further decomposed after the project or project group is authorized and approved to start. The completed work breakdown structure a) can provide a basis for the collection of cross-project or project group cost data and can be connected with the cost management system for information: 4
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b) should be used for the maintenance of scope decomposition;
c) should support the continuous visualization and integrity of the status of the project or project group: GR/T39903—2021/ISO21511:2018d) should help promote communication between project or project group members and with internal and external stakeholders: c) can be used for resource allocation of identified work breakdown structure units; f
should be maintained and updated as needed until the final deliverable is completed, delivered or handed over to the customer5.2.2 Creation
The creation of the work breakdown structure should be based on the approved project or project group expected deliverables or project group benefits related requirements. In the case of high cost, high risk, high attention or involving multiple stakeholders, some work units can be defined at a lower level than other work units.
1The creation of a work breakdown structure can be accomplished using one of the following three approaches, combined with appropriate organizational procedures: Top-down approach: First identify the final deliverables, then gradually divide the work breakdown structure units into detailed, manageable units: Bottom-up approach: First identify all the original units, then hierarchically combine, classify, and sort them: h
c) Top-down approach is used in combination with bottom-up approach. The level of detail of the initial work breakdown structure can vary. When using the progressive elaboration approach, a review of the work breakdown structure can be organized to verify that the content reflected in each unit is sufficiently detailed. If similar work has been carried out before, the previous work breakdown structure can help identify the scope of work for the new project or new project group. 5.2.3 Description of project or programme work breakdown structure units The work breakdown structure unit can be used as a control point for a project or programme and can be further defined by one or more individual activities or activities. Appropriately detailed project or programme work breakdown structure control points should be able to: a) clarify the activities in the schedule; b) clarify that one deliverable corresponds to only one work breakdown structure unit to eliminate scope overlap; c) identify the responsible person and his/her level to promote or initiate communication about the work breakdown structure unit; e) divide the work breakdown structure unit and assign the work to the project or programme team to clarify the final responsibility and implementation control. 5.2.4 Composition of the work breakdown structure dictionary The work breakdown structure dictionary describes each unit in the work breakdown structure. The dictionary and the work breakdown structure can exist as two documents at the same time, or they can be integrated into one document. The information of each work breakdown structure unit should be described in detail, including but not limited to the following:
Work description;
Responsible organization:
Single responsible person:
Start, end date and schedule of deliverables;
Resources required to perform unit-related work:
Stack identification code;
Definitions and technical references;
List of related deliverables:
Risk assessment:
Performance measurement methods and completion criteria;
Unit cost:
Risk assessment:
Performance measurement methods and completion criteria;
Unit cost:
Risk assessment:
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GB/T39903—2021/ISO21511:20181) and the subordinate relationship with other work breakdown structure units or a combination of work breakdown structure units: The work breakdown structure dictionary and the work breakdown structure are used as the basis for the preparation of the activity list of each work breakdown structure unit. The benefits of using the work breakdown structure dictionary include but are not limited to the following: Provide sufficient detailed information to the project or project group management and execution team to facilitate their completion of the deliverables of each work breakdown structure unit;
A more detailed description of the scope:
Note: The description of the work breakdown structure dictionary unit can generally describe the technical baseline and establish a textual comparison relationship between the work breakdown structure and the design specification or functional description:||t t||Assists in defining the scope and responsibilities of work related to the interface: Avoids ambiguity and misinterpretation of work breakdown structure units: Facilitates communication with project or project management levels and stakeholders. 5.2.5 Integration of multi-level work breakdown structures Project groups and major projects may have the need to insert multiple work breakdown structures into a hierarchy consisting of at least two levels. For example, a project with a work breakdown structure controlled by a project manager can be defined as a need for a series of project work breakdown structures, where a single project work breakdown structure is controlled by a project manager. In order to establish a synchronization relationship between multiple work breakdown structures in the hierarchy and facilitate the transfer of information required for control and reporting between different levels, the consistency of key work content should be maintained between the upper and lower level work breakdown structures. For related examples, see Appendix B.
5.3 Work breakdown structure associations
5.3.1 Overview
There are many different types of breakdown structures in project and project group management. Some breakdown structures can be created and maintained at the organizational level, others at the project or program level (see Appendix B). Breakdown structures can be mapped to thematic groups, giving project or program managers and their teams a deeper understanding of thematic groups and their relationship to the work within the project or program. The work breakdown structure can be directly linked to or integrated with other breakdown structures: for example, the organizational breakdown structure, the cost breakdown structure, the risk breakdown structure, or other breakdown structures used to track or analyze various aspects of the project or program. The decision to use other breakdown structures associated with the work breakdown structure may be based on, but not limited to: a) the complexity of the project or program; b) the location, position and function of the project or program; the contractual relationships formed to complete the work of the project or program; e) the realization of project or program benefits; the need for space for project or program management; and other organizational factors, such as the project organization structure, culture and process maturity. f
2 Relationship between work breakdown structure and organization breakdown structure 5.3.2
Organization breakdown structure is the breakdown of the project or project-like organization, that is, the breakdown of the management responsibilities of the execution team. The work breakdown structure can be integrated with the organization breakdown structure. This integration should make the division of delivery responsibilities at the lowest level of the work breakdown structure unique and clear, and can be used to create control points for the project or program.
5.3.3 Relationship between work breakdown structure and contract Projects or project groups that rely on contracts can use contracts as the breakdown structure. The contract work breakdown structure can be integrated into the work breakdown structure of the contract execution work as part of the work breakdown structure 6
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GR/T39903—2021/ISO21511:2018, or defined as a secondary work breakdown structure of a specific work breakdown structure unit. The contract work breakdown structure can be used for the preparation of information surveys, proposals, quotations, or other contract documents before signing. The use of the contract work breakdown structure is similar to the work breakdown structure and can be integrated with the project or project group risk decomposition structure or with the task allocation matrix. For example, see Appendix B.5.3.4 Relationship between work breakdown structure and functional areas In projects and project groups, the functional breakdown structure can associate the work to be completed with the different functional areas of the work organization. The functional breakdown structure can reflect the division of labor between mechanical engineering, electrical engineering, accounting, purchasing, or commissioning. The functional breakdown structure is linked to the work breakdown structure. It can provide information for activities such as schedule negotiation, human resource planning, and budget increase estimates for unfinished work. Linking work content to functional areas can enhance communication between project or program managers, especially in terms of resource management in various areas. The functional breakdown structure can be used on projects or groups of projects that implement standard work or cyclical work. For example, the functional breakdown structure can be used to highlight the greatest demand for resources and the potential risks of resource deployment. In addition, the functional breakdown structure can be used together with the risk breakdown structure and the work breakdown structure to help project or group managers focus on the risks caused by limited resources in functional areas. See Appendix A for examples. 5.3.5 The relationship between the work breakdown structure and other structures The relationship between the work breakdown structure and other project or project group structures can be determined by the information integration between the work breakdown structure and other structures. Other structures that can be integrated with the work breakdown structure include but are not limited to: a) cost breakdown structure; b) schedule plan; c) risk breakdown structure; c) communication breakdown structure; c) product breakdown structure; c) resource breakdown structure. The work breakdown structure and other project or project group decomposition structures can be integrated in two dimensions or multiple dimensions according to the needs of the project or project group. For examples of the relationship between the work breakdown structure and other decomposition structures, see Appendix B and Appendix C. 5.4 Control of the work breakdown structure The maintenance of the work breakdown structure should be carried out throughout the life cycle of the project or project group to ensure its continued effectiveness. At the same time, the work breakdown structure dictionary should also be maintained accordingly. In addition, if changes to the scope of a project or group of projects are tracked in a progressively detailed manner, work units added or removed from the scope should be recorded in the work breakdown structure. The type of document used to record scope changes should be consistent with the organizational governance procedures used to manage changes in the scope of the project or group of projects. At the same time, all scope changes should be verified and confirmed, and then integrated with the work breakdown structure and the work breakdown structure through an appropriate document control system.
5.5 Application and benefits of the work breakdown structure
5.5.1 Application of the work breakdown structure
The application of the work breakdown structure and its information exchange includes but is not limited to the following aspects.) "Preparation of a project or group of projects' detailed schedule" can clearly show the expected deliverables, the planned delivery time, and the resources required for the identified deliverables to the relevant stakeholders. The work breakdown structure provides a logical decomposition of the work to identify these work units. During the work execution phase, the work breakdown structure should provide a unified framework for planning, execution control, management, communication and supervision of the project or project type. b) "Task allocation matrix" can be created by integrating the organizational breakdown structure and the work breakdown structure. The information generated after integration may include: work to be completed and delivered, important work orders to be completed, responsible persons or responsible organizations for the execution and delivery of work breakdown structure orders, and individuals whose roles are defined as "consult" and "informed". "Work breakdown structure unit schedule" can provide the expected human input and duration to complete a single work unit. d) "Cost estimation\The work breakdown structure should be applied to estimate the cost required to complete a work breakdown structure unit. "Risk breakdown structure\It should be integrated with the work breakdown structure to facilitate the formulation of risk mitigation strategies. 1) "Resource allocation" can be achieved through the integration of work breakdown structure units with functional breakdown structure or organizational breakdown structure. 2) "Management information system" can apply work breakdown structure for architectural design to collect cost, schedule and technical specification data. The information collected by the management information system can reflect the completion status of the work of the project or project group. The planning of the management information system should be able to quickly reflect the work breakdown structure units and other breakdown structure details. According to the requirements of the project monthly report and the use or receipt of reports by stakeholders, the work breakdown structure should be able to provide detailed information that can be summarized layer by layer: h) "Scope control" needs to record changes in the scope of the project or project group. The use of technical status management methods should be able to control baseline changes and maintain the work breakdown structure.
"The project or project group status report can use the work breakdown structure unit as the reporting structure unit. The level of detail of each project or project group status report should be reflected through the work breakdown structure, "top-level organizational process asset reuse", and the work breakdown structure can be used as a project organizational process asset to provide a template for new projects so that they can learn from previous project experiences.
2 Benefits of Work Breakdown Structure
The benefits of creating, applying and managing the work breakdown structure can be, but are not limited to, the following aspects: Divide projects or project groups into work breakdown structure units and clarify the relationship between different units; a) Estimate the cost, risk and duration of work breakdown structure units; Facilitate the planning and allocation of management and technical responsibilities; Facilitate the tracking of performance, duration, risk, resource allocation and cost; d) Communicate with management, customers, suppliers and other stakeholders; d) Provide information and structure for earned value management system; Keep the overall project planning and overall schedule plan linked and consistent, and facilitate analysis and evaluation; Facilitate the structured allocation of project budgets; d) Facilitate the technical status management of work breakdown structure units; e) Communicate with management, customers, suppliers and other stakeholders; e) Provide information and structure for earned value management system; f) Facilitate the linkage and consistency of project overall planning and overall schedule plan, and facilitate analysis and evaluation; f) Facilitate the structured allocation of project budgets; f) Facilitate the technical status management of work breakdown structure units;2018 Supervision provides the same framework
b) "Task Allocation Matrix" can be created by integrating the organizational breakdown structure and the work breakdown structure. The information generated after integration may include: work to be completed and delivered, important work orders to be completed, responsible persons or responsible organizations for the execution and delivery of work breakdown structure orders, and individuals whose roles are defined as "consulting" and "informed". "Work Breakdown Structure Unit Schedule" can provide the expected manpower input and duration to complete a single work unit. d) "Cost Estimation\The work breakdown structure should be applied to estimate the cost required to complete a work breakdown structure unit. "Risk Breakdown Structure\It is advisable to integrate with the work breakdown structure to facilitate the formulation of risk mitigation strategies. 1) "Resource allocation" can be achieved through the integration of work breakdown structure units with functional breakdown structure or organizational breakdown structure. 2) "Management information system" can apply work breakdown structure for architectural design to collect cost, schedule and technical specification data. The information collected by the management information system can reflect the completion status of the work of the project or project group. The planning of the management information system should be able to quickly reflect the work breakdown structure units and other breakdown structure details. According to the requirements of the project monthly report and the use or receipt of reports by stakeholders, the work breakdown structure should be able to provide detailed information that can be summarized layer by layer: h) "Scope control" needs to record changes in the scope of the project or project group. The use of technical status management methods should be able to control baseline changes and maintain the work breakdown structure.
"The project or project group status report can use the work breakdown structure unit as the reporting structure unit. The level of detail of each project or project group status report should be reflected through the work breakdown structure, "top-level organizational process asset reuse", and the work breakdown structure can be used as a project organizational process asset to provide a template for new projects so that they can learn from previous project experiences.
2 Benefits of Work Breakdown Structure
The benefits of creating, applying and managing the work breakdown structure can be, but are not limited to, the following aspects: Divide projects or project groups into work breakdown structure units and clarify the relationship between different units; a) Estimate the cost, risk and duration of work breakdown structure units; Facilitate the planning and allocation of management and technical responsibilities; Facilitate the tracking of performance, duration, risk, resource allocation and cost; d) Communicate with management, customers, suppliers and other stakeholders; d) Provide information and structure for earned value management system; Keep the overall project planning and overall schedule plan linked and consistent, and facilitate analysis and evaluation; Facilitate the structured allocation of project budgets; d) Facilitate the technical status management of work breakdown structure units; e) Communicate with management, customers, suppliers and other stakeholders; e) Provide information and structure for earned value management system; f) Facilitate the linkage and consistency of project overall planning and overall schedule plan, and facilitate analysis and evaluation; f) Facilitate the structured allocation of project budgets; f) Facilitate the technical status management of work breakdown structure units;2018 Supervision provides the same framework
b) "Task Allocation Matrix" can be created by integrating the organizational breakdown structure and the work breakdown structure. The information generated after integration may include: work to be completed and delivered, important work orders to be completed, responsible persons or responsible organizations for the execution and delivery of work breakdown structure orders, and individuals whose roles are defined as "consulting" and "informed". "Work Breakdown Structure Unit Schedule" can provide the expected manpower input and duration to complete a single work unit. d) "Cost Estimation\The work breakdown structure should be applied to estimate the cost required to complete a work breakdown structure unit. "Risk Breakdown Structure\It is advisable to integrate with the work breakdown structure to facilitate the formulation of risk mitigation strategies. 1) "Resource allocation" can be achieved through the integration of work breakdown structure units with functional breakdown structure or organizational breakdown structure. 2) "Management information system" can apply work breakdown structure for architectural design to collect cost, schedule and technical specification data. The information collected by the management information system can reflect the completion status of the work of the project or project group. The planning of the management information system should be able to quickly reflect the work breakdown structure units and other breakdown structure details. According to the requirements of the project monthly report and the use or receipt of reports by stakeholders, the work breakdown structure should be able to provide detailed information that can be summarized layer by layer: h) "Scope control" needs to record changes in the scope of the project or project group. The use of technical status management methods should be able to control baseline changes and maintain the work breakdown structure.
"The project or project group status report can use the work breakdown structure unit as the reporting structure unit. The level of detail of each project or project group status report should be reflected through the work breakdown structure, "top-level organizational process asset reuse", and the work breakdown structure can be used as a project organizational process asset to provide a template for new projects so that they can learn from previous project experiences.
2 Benefits of Work Breakdown Structure
The benefits of creating, applying and managing the work breakdown structure can be, but are not limited to, the following aspects: Divide projects or project groups into work breakdown structure units and clarify the relationship between different units; a) Estimate the cost, risk and duration of work breakdown structure units; Facilitate the planning and allocation of management and technical responsibilities; Facilitate the tracking of performance, duration, risk, resource allocation and cost; d) Communicate with management, customers, suppliers and other stakeholders; d) Provide information and structure for earned value management system; Keep the overall project planning and overall schedule plan linked and consistent, and facilitate analysis and evaluation; Facilitate the structured allocation of project budgets; d) Facilitate the technical status management of work breakdown structure units; e) Communicate with management, customers, suppliers and other stakeholders; e) Provide information and structure for earned value management system; f) Facilitate the linkage and consistency of project overall planning and overall schedule plan, and facilitate analysis and evaluation; f) Facilitate the structured allocation of project budgets; f) Facilitate the technical status management of work breakdown structure units;
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