{"product_id":"work-breakdown-structures-isbn-9780470177129","title":"Work Breakdown Structures","description":"\u003cb\u003eUnderstand and apply new concepts regarding Work Breakdown Structures\u003c\/b\u003e \u003cp\u003eThe Work Breakdown Structure (WBS) has emerged as a foundational concept and tool in Project Management. It is an enabler that ensures clear definition and communication of project scope while performing a critical role as a monitoring and controlling tool. Created by the three experts who led the development of PMI®'s \u003ci\u003ePractice Standard for Work Breakdown Structures\u003c\/i\u003e, Second Edition, this much-needed text expands on what the standard covers and describes how to go about successfully implementing the WBS within the project life cycle, from initiation and planning through project closeout.\u003c\/p\u003e \u003cp\u003eFilling the gap in the literature on the WBS, \u003ci\u003eWork Breakdown Structures: The Foundation for Project Management Excellence\u003c\/i\u003e gives the reader an understanding of:\u003c\/p\u003e \u003cul\u003e \u003cli\u003eThe background and key concepts of the WBS\u003c\/li\u003e \u003cli\u003eWBS core characteristics, decomposition, representations, and tools\u003c\/li\u003e \u003cli\u003eProject initiation and the WBS, including contracts, agreements, and Statements of Work (SOW)\u003c\/li\u003e \u003cli\u003eDeliverable-based and activity-based management\u003c\/li\u003e \u003cli\u003eUsing the WBS as a basis for procurement and financial planning\u003c\/li\u003e \u003cli\u003eQuality, risk, resource, and communication planning with the WBS\u003c\/li\u003e \u003cli\u003eThe WBS in the executing, monitoring, and controlling phases\u003c\/li\u003e \u003cli\u003eNew concepts regarding the representation of project and program scope\u003c\/li\u003e \u003cli\u003eVerifying project closeout with the WBS\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eUsing a real-life project as an example throughout the book, the authors show how the WBS first serves to document and collect information during the initiating and planning phases of a project. Then, during the executing phase, the authors demonstrate how the WBS transitions to an active role of project decision-support, serving as a reference and a source for control and measurement.\u003c\/p\u003e \u003cp\u003e(PMI is a registered mark of Project Management Institute, Inc.)\u003c\/p\u003e \u003cp\u003eContents\u003c\/p\u003e \u003cp\u003ePreface vii\u003c\/p\u003e \u003cp\u003eForeword xv\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart I Introduction To WBS Concepts 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 Background and Key Concepts 3\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter Overview 3\u003c\/p\u003e \u003cp\u003eWork Breakdown Structures 4\u003c\/p\u003e \u003cp\u003eDefining Work Breakdown Structures 5\u003c\/p\u003e \u003cp\u003eImportance of the WBS 7\u003c\/p\u003e \u003cp\u003eWBS Lesson Learned: A Brief Illustration 8\u003c\/p\u003e \u003cp\u003eWBS Concepts 12\u003c\/p\u003e \u003cp\u003eDescribing the WBS 12\u003c\/p\u003e \u003cp\u003eThe House Metaphor–A Consistent Example 14\u003c\/p\u003e \u003cp\u003eChapter Summary 15\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Applying WBS Attributes and Concepts 19\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter Overview 19\u003c\/p\u003e \u003cp\u003eWBS Attributes 19\u003c\/p\u003e \u003cp\u003eWBS Core Characteristics 20\u003c\/p\u003e \u003cp\u003eWBS Use-Related Characteristics 25\u003c\/p\u003e \u003cp\u003eWBS Decomposition 28\u003c\/p\u003e \u003cp\u003eWBS in Projects, Programs, Portfolios, and the Enterprise 30\u003c\/p\u003e \u003cp\u003eWBS Representations 32\u003c\/p\u003e \u003cp\u003eWBS Tools 36\u003c\/p\u003e \u003cp\u003eChapter Summary 38\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart II WBS Application In Projects 41\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Project Initiation and the WBS 43\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter Overview 43\u003c\/p\u003e \u003cp\u003eProject Charter 44\u003c\/p\u003e \u003cp\u003ePreliminary Project Scope Statement 46\u003c\/p\u003e \u003cp\u003eContracts, Agreements, Statements of Work (SOW) 49\u003c\/p\u003e \u003cp\u003eChapter Summary 50\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Defining Scope through the WBS 53\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter Overview 53\u003c\/p\u003e \u003cp\u003eProduct Scope Description 53\u003c\/p\u003e \u003cp\u003eProject Scope Statement (Scope Definition) 54\u003c\/p\u003e \u003cp\u003eWork Breakdown Structure 55\u003c\/p\u003e \u003cp\u003eBeginning with the Elaborated WBS 60\u003c\/p\u003e \u003cp\u003eUse-Related Characteristics 62\u003c\/p\u003e \u003cp\u003eWBS Dictionary 65\u003c\/p\u003e \u003cp\u003eDeliverable-Based Management 67\u003c\/p\u003e \u003cp\u003eActivity-Based Management 67\u003c\/p\u003e \u003cp\u003eScope Baseline 68\u003c\/p\u003e \u003cp\u003eAcceptance Criteria 68\u003c\/p\u003e \u003cp\u003eChapter Summary 70\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 The WBS in Procurement and Financial Planning 75\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter Overview 75\u003c\/p\u003e \u003cp\u003eBuild versus Buy Decisions 75\u003c\/p\u003e \u003cp\u003eCost Estimating 77\u003c\/p\u003e \u003cp\u003eCost Budgeting 79\u003c\/p\u003e \u003cp\u003eCost Breakdown Structure 80\u003c\/p\u003e \u003cp\u003eChapter Summary 81\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Quality, Risk, Resource and Communication Planning with the WBS 85\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter Overview 85\u003c\/p\u003e \u003cp\u003eApproaching Quality, Resource and Risk Planning 87\u003c\/p\u003e \u003cp\u003eUsing Existing Templates and Processes 89\u003c\/p\u003e \u003cp\u003eCreating Processes to Support the Project 92\u003c\/p\u003e \u003cp\u003eUtilizing the WBS as a Basis for Process Development 92\u003c\/p\u003e \u003cp\u003eEmploying the WBS and WBS Dictionary 94\u003c\/p\u003e \u003cp\u003eThe Whole is not Greater than the Sum of its Parts— it Developing the Communications Plan 101\u003c\/p\u003e \u003cp\u003eThe Communications Matrix 102\u003c\/p\u003e \u003cp\u003eThe Hierarchy of Information 103\u003c\/p\u003e \u003cp\u003eThe Meeting Matrix 107\u003c\/p\u003e \u003cp\u003eChapter Summary 109\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 The WBS as a Starting Point for Schedule\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDevelopment 111\u003c\/p\u003e \u003cp\u003eChapter Overview 111\u003c\/p\u003e \u003cp\u003eDemystifying the Transition from the WBS to the Project Schedule 113\u003c\/p\u003e \u003cp\u003ePutting These Concepts to Work 117\u003c\/p\u003e \u003cp\u003eThe WBS in Hierarchical Outline Form 118\u003c\/p\u003e \u003cp\u003eIdentifying Dependencies between Scope Elements 119\u003c\/p\u003e \u003cp\u003eRepresenting Scope Sequence and Dependency 119\u003c\/p\u003e \u003cp\u003eCreating a High-Level Scope Sequence Representation 120\u003c\/p\u003e \u003cp\u003eThe Concept of Inclusion 121\u003c\/p\u003e \u003cp\u003eThe Scope Relationship Diagram 125\u003c\/p\u003e \u003cp\u003eCreating a Scope Dependency Plan 129\u003c\/p\u003e \u003cp\u003eChapter Summary 132\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 The WBS in Action 137\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter Overview 137\u003c\/p\u003e \u003cp\u003eAcquiring the Project Team 138\u003c\/p\u003e \u003cp\u003eDirecting and Managing Project Execution and Integrated Change Management 140\u003c\/p\u003e \u003cp\u003ePerforming Scope Management 141\u003c\/p\u003e \u003cp\u003eScope Management and the Triple Constraint 142\u003c\/p\u003e \u003cp\u003eReviewing the Relationship with Other Project Management Processes 143\u003c\/p\u003e \u003cp\u003ePerforming Quality Assurance 144\u003c\/p\u003e \u003cp\u003ePerforming Scope Verification 144\u003c\/p\u003e \u003cp\u003eChapter Summary 145\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Ensuring Success through the WBS 147\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter Overview 147\u003c\/p\u003e \u003cp\u003eProject Performance Management 148\u003c\/p\u003e \u003cp\u003eScope 149\u003c\/p\u003e \u003cp\u003eSchedule 149\u003c\/p\u003e \u003cp\u003eCost 150\u003c\/p\u003e \u003cp\u003ePlanned versus Actual 151\u003c\/p\u003e \u003cp\u003eStakeholder Management 152\u003c\/p\u003e \u003cp\u003eChapter Summary 153\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Verifying Project Closeout with the WBS 155\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter Overview 155\u003c\/p\u003e \u003cp\u003eProject Closeout 155\u003c\/p\u003e \u003cp\u003eAcceptance \/ Turnover \/ Support \/ Maintenance 156\u003c\/p\u003e \u003cp\u003eContract Closure 156\u003c\/p\u003e \u003cp\u003eProject Closeout 157\u003c\/p\u003e \u003cp\u003eChapter Summary 157\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart III WBS For Project Management Decomposition 159\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 A Project Management WBS 161\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter Overview 161\u003c\/p\u003e \u003cp\u003eOrganization Options for a Project Management WBS 162\u003c\/p\u003e \u003cp\u003eProject Management WBS Components Aligned with the PMBOK Guide—Third Edition 165\u003c\/p\u003e \u003cp\u003eProject Management WBS Lite 168\u003c\/p\u003e \u003cp\u003eChapter Summary 170\u003c\/p\u003e \u003cp\u003eA Final Word 170\u003c\/p\u003e \u003cp\u003eAppendix A Project Charter Example 173\u003c\/p\u003e \u003cp\u003eAppendix B Project Scope Statement Example 179\u003c\/p\u003e \u003cp\u003eAppendix C Project Management WBS Examples 187\u003c\/p\u003e \u003cp\u003eAppendix D Answers to Chapter Questions 253\u003c\/p\u003e \u003cp\u003eIndex 275\u003c\/p\u003e \"This book is written for everyone responsible for project management or product development work. The topic of the book is a critically useful and important technique for describing and understanding any new product or project development. I applaud the efforts of the authors in showing not just the relevance of a WBS (Work Breakdown Structures) and WBS dictionary to planning a project but also to its execution. A significant contribution of this book is the prominent highlighting the scope of the project management function itself as one of the deliverables in the WBS.\" (\u003ci\u003eJournal of Product Innovation Management\u003c\/i\u003e, 2010; 778-783) \u003cp\u003eEric S. Norman, PMP, PgMP, is a strategic project and program management consultant. Shelly A. Brotherton, PMP, is a senior project and program management leader. Robert T. Fried, PMP, is a director responsible for project and program management with a globally recognized enterprise management software company.\u003c\/p\u003e   \u003cp\u003eBusiness \u0026amp; Economics\/Project Management\u003c\/p\u003e \u003cp\u003eUnderstand and apply new concepts regarding Work Breakdown Structures\u003c\/p\u003e \u003cp\u003eThe Work Breakdown Structure (WBS) has emerged as a foundational concept and tool in Project Management. It is an enabler that ensures clear definition and communication of project scope while performing a critical role as a monitoring and controlling tool. Created by the three experts who led the development of PMI's Practice Standard for Work Breakdown Structures, Second Edition, this much-needed text expands on what the standard covers and describes how to go about successfully implementing the WBS within the project life cycle, from initiation and planning through project closeout.\u003c\/p\u003e \u003cp\u003eFilling the gap in the literature on the WBS, Work Breakdown Structures: The Foundation for Project Management Excellence gives the reader an understanding of:\u003c\/p\u003e \u003cul\u003e \u003cli\u003e \u003cp\u003eThe background and key concepts of the WBS\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eWBS core characteristics, decomposition, representations, and tools\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eProject initiation and the WBS, including contracts, agreements, and Statements of Work (SOW)\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eDeliverable-based and activity-based management\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eUsing the WBS as a basis for procurement and financial planning\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eQuality, risk, resource, and communication planning with the WBS\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eThe WBS in the executing, monitoring, and controlling phases\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eNew concepts regarding the representation of project and program scope\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eVerifying project closeout with the WBS\u003c\/p\u003e \u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eUsing a real-life project as an example throughout the book, the authors show how the WBS first serves to document and collect information during the initiating and planning phases of a project. Then, during the executing phase, the authors demonstrate how the WBS transitions to an active role of project decision-support, serving as a reference and a source for control and measurement.\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47990504456421,"sku":"NP9780470177129","price":95.95,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780470177129.jpg?v=1761788093","url":"https:\/\/k12savings.com\/products\/work-breakdown-structures-isbn-9780470177129","provider":"K12savings","version":"1.0","type":"link"}