Video Description

This lesson covers the work breakdown structure (WBS) and validating scope. The WBS process creates the scope baseline which include the project scope statement. The project manager creates the WBS and is shows how the work is broken down in pieces and them to the level of decomposition for the work packages and 100%, all of the work is included and represented. This lesson also discusses the validate scope process which is to obtain formal acceptance of the scope. This can be done at intervals throughout the project or at the end. [toggle_content title="Transcript"] The next process is the create WBS. This is the last process under planning for scope. For create WBS process, this creates the scope baseline which includes the project scope statement, the WBS structure and the WBS dictionary. The key inputs are the scope management plan, the project scope statement, the requirements documentation, enterprise environmental factors and organizational process assets. If you noticed, enterprise environmental factors has been mentioned in the past and so is organizational process assets. These two inputs are in a lot of the processes. If you had a guess, what is the possible input on a multiple choice test? If you see these two, chances are that's one of the key inputs. What is your output? Your output is a work breakdown structure. This is created by the project manager and his team. This helps with buying from the team, because if they're the ones helping you create the WBS, they're going to believe that's the work that needs to be done rather than being told. They're the ones providing inputs. It creates buying from everybody. Work is broken down into pieces and then to the level of decomposition for the work packages. Good rule of the thumb is a hundred percent rule. All the work is included or represented in. You want to have every task that needs to be done within the WBS, or else it's going to be outside your scope, and you're not going to have a budget to have that task done. This can include work packages, planning packages and control accounts. Here is an example of a work breakdown structure or a WBS which I normally refer to the SAS. So level one, is your very first thing. I'm choosing home improvements as my project. The next level is level two. The key thing is if you noticed this one has carried over to here and here. I divided my house, home improvements into outside work and inside work. Anything done outside is going to be 1.1 followed by numbers after that. Anything inside the house is going to be a 1.2 followed by numbers after that. Let's take an example. If it's lawn care, it's either 1- 1 that 1-1 follows down here, so this is a level three task. 1-1-1, is lawn care and 1-1-2 is gardening. The difference is if I'm looking at inside works, I have home improvements, which is 1, inside works which is 1.2 Trim work is 1.2, telling me that it's inside dot 1. So now what's the different 1-1-1, 1-1-2 for outside work. The difference is that "2" which is telling me that it's inside work. The next level down, this is part of decompositions, going as far down as you needed to go to understand what needs to be done. Level four, I'm taking lawn care which is going to be 1-1-1. Notice cutting grass and fertilizing is 1-1-1 followed by the next number which is 1 Fertilizing is 1-1-1-2. Gardening remember is 1-1-2, so planting shrubs is 1-1-2-1. Now I'm looking at inside work, so it's 1.2. So 1.2.1 Is trim work. is cram molding. The difference between cram molding and baseboard is that last number which is If I take anything under here, planting shrubs, this first one is telling me that it's a home improvement. The second number is telling me that it's outside work. The third number is telling me that it's gardening and the last number is that specific task which is planting shrubs. That was the WBS. There is another output which is the WBS dictionary. The WBS dictionary is what provides the supporting information for that WBS. In this, it can contain a whole bunch of different things but it could be the code of account identifier, cost estimates, description of the work, associated schedule activities, quality requirements, contract information, resources required, responsibility of company. If you had two companies doing the work, it's telling you which company is responsible, and acceptance criteria. Basically the WBS dictionary is what's describing that work that needs to be done, for that individual task. In summary of this process, your inputs are the scope management plan, the scope management plan is telling you how to actually put together the WBS. It's giving you rules and guidance for that. The project scope statement which was just created, that is telling you what is being done on that project. Requirements documentation which was created earlier, that's another input. Once again we have enterprise environmental factors and organizational process assets. The tools; we just looked at decomposition, the other one is expert judgement. Expert judgement is also very common for a lot of these processes as a tool. In your output, is a scope baseline. So that's the actual output. The scope baseline consist of 3 things. The scope statement, the WBS and the WBS dictionary. A question on the exam could be, "what is the scope statement?" "What does the scope baseline consist of?" and it would be scope statement, WBS and WBS dictionary. Under scope, we've covered all the planning processes between plan, scope management, collect requirements, define scope and create WBS. When you combine all the knowledge areas together, under planning you come up with the project management plan. Now we are going to move in to monitoring and controlling and this knowledge area does not have anything under executing. Now the project management plan is complete. We're trying to monitor and control to make sure that work is being done as it's been planned from the previous steps. The first process under monitoring and controlling is validate scope. The goal for validate scope process is to obtain formal acceptance of the scope. This can be done at logical interview intervals of the projects, or at the end of the entire project. They always say to validate often and to validate early. You want to have formal acceptance from the customer. As soon as the work is done. This way you are not going back to making changes after the work has been done. It could have been damaged or anything else. See, you want the client to sign off as soon as that client can. The key inputs to this other project management plan, so as we just mentioned under the planning phase we've created a project management plan. That plan is going to tell you how the work is supposed to be done. You also have requirements documentation and the requirements traceability matrix which we created. Verified deliverables and work performance data. All these are inputs. The project manager will use inspections and group decision making techniques to obtain accepted deliverables. If your deliverable is not accepted, you're going to submit a change request. Looking at it, your inputs are the project management plan, requirements documentation, requirements traceability matrix, verified deliverables and work performance data. The tools instructions, actually verifying that the stuff has been done and group decision making techniques. You might get together with a selected group of people and try to determine," did we actually accomplish this?" When I was a project manager for radio communications, we looked at, did the radio actually meet the requirements. Were we able to have 100% coverage of areas and it took inputs from many different people to determine if we actually completed the task. Your outputs are accepted deliverables that will be having a formal signature. If you don't have that you put a change request in. Now, change request does not make it approved. That would go on to the knowledge area of integration under monitor and controlling. Under that area, you would have an accepted change request if the board decides that, "yes we do agree with this." "This is a valid change." The other output is work performance information. This lets you know what is going on with that output. So what have details and what are the impacts if this change request does not get accepted? Or if the change request doesn't get accepted, what are the impacts? [/toggle_content]

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Project Management Professional (PMP) - PMI

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