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20220520154157.0 |
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| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
9780470432723 |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
9781118000267 |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
9780470177129 |
| 082 00 - DEWEY DECIMAL CLASSIFICATION NUMBER |
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| Classification number |
658.404 |
| 100 1# - MAIN ENTRY--PERSONAL NAME |
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| Preferred name for the person |
Norman, Eric S. |
| Relator term |
author |
| 245 ## - TITLE STATEMENT |
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| Title |
Work Breakdown Structures: |
| Remainder of title |
The Foundation for Project Management Excellence / |
| Statement of responsibility, etc |
Eric S. Norman, Shelly A. Brotherton, Robert T. Fried. |
| 264 #1 - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) |
|---|
| Place of publication, distribution, etc |
Hoboken, N.J. : |
| Name of publisher, distributor, etc |
John Wiley & Sons, |
| Date of publication, distribution, etc |
2008. |
| 300 ## - PHYSICAL DESCRIPTION |
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| Extent |
1 online resource |
| 336 ## - CONTENT TYPE |
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| Content type term |
text |
| Content type code |
txt |
| Source |
rdacontent |
| 337 ## - MEDIA TYPE |
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| Media type term |
computer |
| Media type code |
c |
| Source |
rdamedia |
| 338 ## - CARRIER TYPE |
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| Carrier type term |
online resource |
| Carrier type code |
cr |
| Source |
rdacarrier |
| 500 ## - GENERAL NOTE |
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| General note |
ABOUT THE AUTHOR<br/>Eric 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. |
| 505 0# - CONTENTS |
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| Formatted contents note |
TABLE OF CONTENTS<br/>Contents<br/><br/>Preface vii<br/><br/>Foreword xv<br/><br/>Part I Introduction To WBS Concepts 1<br/><br/>1 Background and Key Concepts 3<br/><br/>Chapter Overview 3<br/><br/>Work Breakdown Structures 4<br/><br/>Defining Work Breakdown Structures 5<br/><br/>Importance of the WBS 7<br/><br/>WBS Lesson Learned: A Brief Illustration 8<br/><br/>WBS Concepts 12<br/><br/>Describing the WBS 12<br/><br/>The House Metaphor–A Consistent Example 14<br/><br/>Chapter Summary 15<br/><br/>2 Applying WBS Attributes and Concepts 19<br/><br/>Chapter Overview 19<br/><br/>WBS Attributes 19<br/><br/>WBS Core Characteristics 20<br/><br/>WBS Use-Related Characteristics 25<br/><br/>WBS Decomposition 28<br/><br/>WBS in Projects, Programs, Portfolios, and the Enterprise 30<br/><br/>WBS Representations 32<br/><br/>WBS Tools 36<br/><br/>Chapter Summary 38<br/><br/>Part II WBS Application In Projects 41<br/><br/>3 Project Initiation and the WBS 43<br/><br/>Chapter Overview 43<br/><br/>Project Charter 44<br/><br/>Preliminary Project Scope Statement 46<br/><br/>Contracts, Agreements, Statements of Work (SOW) 49<br/><br/>Chapter Summary 50<br/><br/>4 Defining Scope through the WBS 53<br/><br/>Chapter Overview 53<br/><br/>Product Scope Description 53<br/><br/>Project Scope Statement (Scope Definition) 54<br/><br/>Work Breakdown Structure 55<br/><br/>Beginning with the Elaborated WBS 60<br/><br/>Use-Related Characteristics 62<br/><br/>WBS Dictionary 65<br/><br/>Deliverable-Based Management 67<br/><br/>Activity-Based Management 67<br/><br/>Scope Baseline 68<br/><br/>Acceptance Criteria 68<br/><br/>Chapter Summary 70<br/><br/>5 The WBS in Procurement and Financial Planning 75<br/><br/>Chapter Overview 75<br/><br/>Build versus Buy Decisions 75<br/><br/>Cost Estimating 77<br/><br/>Cost Budgeting 79<br/><br/>Cost Breakdown Structure 80<br/><br/>Chapter Summary 81<br/><br/>6 Quality, Risk, Resource and Communication Planning with the WBS 85<br/><br/>Chapter Overview 85<br/><br/>Approaching Quality, Resource and Risk Planning 87<br/><br/>Using Existing Templates and Processes 89<br/><br/>Creating Processes to Support the Project 92<br/><br/>Utilizing the WBS as a Basis for Process Development 92<br/><br/>Employing the WBS and WBS Dictionary 94<br/><br/>The Whole is not Greater than the Sum of its Parts— it Developing the Communications Plan 101<br/><br/>The Communications Matrix 102<br/><br/>The Hierarchy of Information 103<br/><br/>The Meeting Matrix 107<br/><br/>Chapter Summary 109<br/><br/>7 The WBS as a Starting Point for Schedule<br/><br/>Development 111<br/><br/>Chapter Overview 111<br/><br/>Demystifying the Transition from the WBS to the Project Schedule 113<br/><br/>Putting These Concepts to Work 117<br/><br/>The WBS in Hierarchical Outline Form 118<br/><br/>Identifying Dependencies between Scope Elements 119<br/><br/>Representing Scope Sequence and Dependency 119<br/><br/>Creating a High-Level Scope Sequence Representation 120<br/><br/>The Concept of Inclusion 121<br/><br/>The Scope Relationship Diagram 125<br/><br/>Creating a Scope Dependency Plan 129<br/><br/>Chapter Summary 132<br/><br/>8 The WBS in Action 137<br/><br/>Chapter Overview 137<br/><br/>Acquiring the Project Team 138<br/><br/>Directing and Managing Project Execution and Integrated Change Management 140<br/><br/>Performing Scope Management 141<br/><br/>Scope Management and the Triple Constraint 142<br/><br/>Reviewing the Relationship with Other Project Management Processes 143<br/><br/>Performing Quality Assurance 144<br/><br/>Performing Scope Verification 144<br/><br/>Chapter Summary 145<br/><br/>9 Ensuring Success through the WBS 147<br/><br/>Chapter Overview 147<br/><br/>Project Performance Management 148<br/><br/>Scope 149<br/><br/>Schedule 149<br/><br/>Cost 150<br/><br/>Planned versus Actual 151<br/><br/>Stakeholder Management 152<br/><br/>Chapter Summary 153<br/><br/>10 Verifying Project Closeout with the WBS 155<br/><br/>Chapter Overview 155<br/><br/>Project Closeout 155<br/><br/>Acceptance / Turnover / Support / Maintenance 156<br/><br/>Contract Closure 156<br/><br/>Project Closeout 157<br/><br/>Chapter Summary 157<br/><br/>Part III WBS For Project Management Decomposition 159<br/><br/>11 A Project Management WBS 161<br/><br/>Chapter Overview 161<br/><br/>Organization Options for a Project Management WBS 162<br/><br/>Project Management WBS Components Aligned with the PMBOK Guide—Third Edition 165<br/><br/>Project Management WBS Lite 168<br/><br/>Chapter Summary 170<br/><br/>A Final Word 170<br/><br/>Appendix A Project Charter Example 173<br/><br/>Appendix B Project Scope Statement Example 179<br/><br/>Appendix C Project Management WBS Examples 187<br/><br/>Appendix D Answers to Chapter Questions 253<br/><br/>Index 275<br/><br/> |
| 520 ## - SUMMARY, ETC. |
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| Summary, etc |
DESCRIPTION<br/>Understand and apply new concepts regarding Work Breakdown Structures<br/>The 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.<br/><br/>Filling the gap in the literature on the WBS, Work Breakdown Structures: The Foundation for Project Management Excellence gives the reader an understanding of:<br/><br/>The background and key concepts of the WBS<br/>WBS core characteristics, decomposition, representations, and tools<br/>Project initiation and the WBS, including contracts, agreements, and Statements of Work (SOW)<br/>Deliverable-based and activity-based management<br/>Using the WBS as a basis for procurement and financial planning<br/>Quality, risk, resource, and communication planning with the WBS<br/>The WBS in the executing, monitoring, and controlling phases<br/>New concepts regarding the representation of project and program scope<br/>Verifying project closeout with the WBS<br/>Using 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.<br/><br/> |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name as entry element |
Project management. |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name as entry element |
Work breakdown structure. |
| 700 1# - ADDED ENTRY--PERSONAL NAME |
|---|
| Personal name |
Brotherton, Shelly A. |
| Relator term |
author |
| 700 1# - ADDED ENTRY--PERSONAL NAME |
|---|
| Personal name |
Fried, Robert T. |
| Relator term |
author |
| 856 ## - ELECTRONIC LOCATION AND ACCESS |
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| Uniform Resource Identifier |
https://onlinelibrary.wiley.com/doi/book/10.1002/9780470432723 |
| Link text |
Full text available at Wiley Online Library Click here to view |
| 942 ## - ADDED ENTRY ELEMENTS |
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| Source of classification or shelving scheme |
|
| Item type |
EBOOK |