Question

produce a Work-Breakdown Structure and explain in detail each of the Sub-Task, work package and expected Sup-Output: To launch a ceremony of Limkokwing University of Creative Technology’s new campus at your home country.

Answer 1

A project work breakdown structure (WORK BREAKDOWN STRUCTURE) is a deliverable or product-oriented grouping of project work elements shown in graphical display to organize and subdivide the total work scope of a project.

The WORK BREAKDOWN STRUCTURE is a particularly important project tool. Considerable thought and planning should be given to its development and implementation so that subsequent changes are minimized. Major revisions to a WORK BREAKDOWN STRUCTURE require both substantial effort and resources, due to its application to a wide array of project activities. Project WORK BREAKDOWN STRUCTURE, which are driven by the scope of a project, should not be confused with other uses of WORK BREAKDOWN STRUCTURE-like systems. MIL-HDBK-881 is the accepted standard on WORK BREAKDOWN STRUCTURE.

A WORK BREAKDOWN STRUCTURE is the cornerstone of effective project planning, execution, controlling, statusing, and reporting. All the work contained within the WORK BREAKDOWN STRUCTURE is to be identified, estimated, scheduled, and budgeted. The WORK BREAKDOWN STRUCTURE is the structure and code that integrates and relates all project work (scope, schedule, and cost). Therefore, the WORK BREAKDOWN STRUCTURE contains the project’s scope baseline necessary to achieve the technical objectives of the work described. The WORK BREAKDOWN STRUCTURE is used as a management tool throughout the life cycle of a project to identify, assign, and track its total work scope. When initial project funding is received, the Project Director (PD) develops a WORK BREAKDOWN STRUCTURE that identifies necessary funds according to the schedule and needs of the tasks in the WORK BREAKDOWN STRUCTURE elements. The WORK BREAKDOWN STRUCTURE is generally a multi-level framework that organizes and graphically displays elements representing work to be accomplished in logical relationships. The PD is to structure the project work into WORK BREAKDOWN STRUCTURE elements (work packages) that are:

Definable—can be described and easily understood by project participants.

Manageable—a meaningful unit of work where specific responsibility and authority can be assigned to a responsible individual.

Estimateable—duration can be estimated in time required to complete, and cost can be estimated in resources required to complete.

Independent—minimum interface with or dependence on other ongoing elements (i.e., assignable to a single control account, and clearly distinguishable from other work packages).

Integratable—integrates with other project work elements and with higher level cost estimates and schedules to include the entire project.

Measurable—can be used to measure progress; has start and completion dates and measurable interim milestones.

Adaptable—sufficiently flexible so the addition/elimination of work scope can be readily accommodated in the WORK BREAKDOWN STRUCTURE framework.

Relationships among WORK BREAKDOWN STRUCTURE elements and detailed descriptions of each element are presented in the WORK BREAKDOWN STRUCTURE dictionary accompanying the hierarchical diagram. The WORK BREAKDOWN STRUCTURE dictionary is a key project definition tool that defines in-depth the scope for each work element; documents assumptions about the work, including deliverables, milestones/key performance parameters, and quantities (if applicable); lists required resources and processes to accomplish the work; identifies a completion schedule, including measurable milestones; and provides links to key technical design or engineering documents.

To launch a ceremony of Limkokwing University of Creative Technology’s new campus at your home country. As we have to make a work breakdown structure, using the following rules for best results:

• The 100% rule. The work represented by your work breakdown structure must include 100% of the work necessary to complete the overarching goal without including any extraneous or unrelated work. Also, child tasks on any level must account for all of the work necessary to complete the parent task.

• Mutually exclusive. Do not include a sub-task twice or account for any amount of work twice. Doing so would violate the 100% rule and will result in miscalculations as you try to determine the resources necessary to complete a project.

• Outcomes, not actions. Remember to focus on deliverables and outcomes rather than actions. For example, if you were building a bike, a deliverable might be “the braking system” while actions would include “calibrate the brake pads.”

• The 8/80 rule. There are several ways to decide when a work package is small enough without being too small. This rule is one of the most common suggestions—a work package should take no less than eight hours of effort, but no more than 80. Other rules suggest no more than ten days (which is the same as 80 hours if you work full time) or no more than a standard reporting period. In other words, if you report on your work every month, a work package should take no more than a month to complete. When in doubt, apply the “if it makes sense” rule and use your best judgment.

• Three levels. Generally speaking, a work breakdown structure should include about three levels of detail. Some branches of the work breakdown structure will be more subdivided than others, but if most branches have about three levels, the scope of your project and the level of detail in your work breakdown structure are about right.

• Make assignments. Every work package should be assigned to a specific team or individual. If you have made your work breakdown structure well, there will be no work overlap so responsibilities will be clear.