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Sinossi

Organizza i compiti e i risultati del tuo team con una chiara Struttura di Scomposizione del Lavoro Struttura di Scomposizione del Lavoro (WBS). Come uno degli strumenti di gestione del progetto più importanti, la WBS aiuta a progettare e visualizzare i Chi e i Cosa con livelli e gerarchie facili da seguire. La WBS aiuta i project manager a identificare le attività chiave e le risorse per realizzare risultati di successo.

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A construction project could greatly benefit from a Work Breakdown Structure (WBS). The WBS would help in breaking down the project into manageable chunks, such as design, procurement, construction, and inspection. Each of these chunks can be further broken down into tasks. For example, the construction chunk could be broken down into foundation, framing, roofing, etc. This helps in better resource allocation, risk identification, and project tracking.

A Work Breakdown Structure (WBS) contributes to successful deliverables in a project by providing a clear and organized structure of tasks and deliverables. It helps in visualizing the tasks, identifying key activities, and allocating resources effectively. This ensures that all tasks are accounted for and that they are completed in a systematic and efficient manner, leading to successful deliverables.

The key components of a Work Breakdown Structure (WBS) include the project objective, deliverable-oriented groupings, and work packages. The project objective is the highest level of the WBS and defines the overall outcome of the project. Deliverable-oriented groupings break down the project into smaller, manageable parts. Work packages are the smallest unit of the WBS and represent the tasks needed to complete a deliverable.

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Punti salienti della slide

La tradizionale WBS basata su fasi applica un approccio gerarchico alle attività del progetto per aiutarti a dare priorità ai compiti.

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Elabora le attività chiave con un mini tracker di progresso per concentrarti su dettagli aggiuntivi attraverso i compiti.

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Una WBS basata sui risultati si concentra sulle risorse necessarie per ogni risultato attraverso le sezioni di lavoro e le attività.

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A mini progress tracker can enhance the effectiveness of a Work Breakdown Structure (WBS) by providing additional details across tasks. It allows for a more granular view of the progress of each task, helping to identify any potential bottlenecks or delays in the project. This can lead to more accurate project planning and better resource allocation.

Typically, the resources needed for each deliverable in a Work Breakdown Structure (WBS) include human resources (team members with the necessary skills and expertise), physical resources (such as materials, equipment, and facilities), and intangible resources (like software, data, and information). These resources are identified and allocated based on the nature and requirements of each deliverable.

A deliverable-based Work Breakdown Structure (WBS) focuses on the outputs of the project rather than the activities needed to produce them. It breaks down the project into smaller components based on the deliverables. This approach allows for a clear visualization of what resources are needed for each deliverable across different work sections and activities. It helps in better resource allocation, risk assessment, and project control.

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Risultato

Il primo passo nello sviluppo di un programma di progetto definisce il lavoro da completare e in quale ordine per raggiungere gli obiettivi del progetto. Una buona Struttura di Scomposizione del Lavoro può anche funzionare al contrario. Permette a un project manager di lavorare all'indietro e identificare i passaggi e i componenti esatti necessari se hanno già un obiettivo per i risultati finali.

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A Work Breakdown Structure (WBS) assists in organizing a team's tasks and deliverables by breaking down the project into manageable sections. It helps in defining the work to be completed and the order in which it should be done to achieve the project goals. It also allows a project manager to work backward and identify the exact steps and components needed if they already have a goal for final deliverables. This way, it provides a clear visualization of the project's structure, making it easier for the team to understand their roles and responsibilities.

Visualizing tasks and deliverables with a Work Breakdown Structure (WBS) has several benefits. Firstly, it helps in defining and organizing the scope of the project by breaking down its major components into smaller, more manageable parts. This makes it easier to understand and manage. Secondly, it provides a clear and detailed overview of the project's tasks and deliverables, making it easier to allocate resources and responsibilities. Thirdly, it helps in identifying potential risks and issues early in the project, allowing for proactive risk management. Lastly, it serves as a foundation for project planning, scheduling, budgeting, and cost control.

Yes, a project manager can work backward using a Work Breakdown Structure (WBS). This approach is particularly useful when the final deliverables are already known. The project manager can start with the end goal and then identify the necessary steps and components to achieve that goal. This process involves breaking down the final deliverable into smaller, manageable tasks and organizing them in a hierarchical structure. This reverse engineering of tasks helps in visualizing the path to the goal and ensures that no critical tasks are overlooked.

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Una WBS ben costruita può aiutare l'intero processo di gestione del progetto, estendendosi a decisioni relative al progetto come l'analisi costo-beneficio, come allocare le risorse e la valutazione dei rischi del progetto.

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Applicazione

Scomposizione ad alto livello

Iniziamo con una scomposizione del lavoro ad alto livello delle tipiche fasi del progetto. In questo esempio, le fasi sono pianificazione, analisi, progettazione, costruzione, test e messa in funzione. Ogni team di progetto opera in modo diverso, quindi inserisci le tue attività chiave in ogni fase. Come appare la pianificazione al tuo team? E l'analisi? Etc. (Diapositiva 2)

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The typical project phases in a High-Level Work Breakdown Structure (WBS) usually include: planning, analysis, design, build, test, and go live. However, these phases can vary depending on the specific project and the team's operations. Each phase involves key activities that are unique to that phase.

A Work Breakdown Structure (WBS) can be customized for different project teams by identifying the unique tasks and deliverables of each team. This involves understanding the specific roles, responsibilities, and processes of each team. The WBS should then be structured in a way that reflects these unique characteristics. This could involve different tiers and hierarchies, depending on the complexity and nature of the team's tasks. It's also important to involve team members in the creation of the WBS to ensure it accurately represents their work and is useful for them.

Visualizing tasks and deliverables using a Work Breakdown Structure (WBS) has several benefits. Firstly, it provides a clear and detailed overview of the project's scope, making it easier to understand and manage. Secondly, it helps in identifying and assigning responsibilities, ensuring that every task has an owner. Thirdly, it aids in estimating costs and resources, as each task can be broken down into smaller, manageable parts. Lastly, it facilitates communication and understanding among the team, as everyone can see the big picture and their role in it.

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Tipi di WBS

Ci sono due tipi di diagrammi WBS: basati su fasi e basati su consegne. Il tipico diagramma della Struttura di Scomposizione del Lavoro è basato su fasi e assomiglia a un diagramma ad albero. Il livello superiore è il titolo del progetto, la consegna finale, o anche una nuova funzionalità. Il secondo livello è il conto di controllo. La riga successiva è la sezione dei pacchetti di lavoro, dove sono elencati i gruppi di compiti che portano al tuo conto di controllo. Infine, c'è la sezione delle attività chiave dove sono elencati e raggruppati i compiti necessari per completare il pacchetto di lavoro (Diapositiva 3-4)

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A typical rating task in a business context usually involves several components:

1. Criteria: These are the specific aspects or dimensions that the task will be rated on. They should be clearly defined and relevant to the task at hand.

2. Scale: This is the range of possible scores that can be assigned to each criterion. It could be numerical (e.g., 1-5) or descriptive (e.g., poor to excellent).

3. Rater: This is the person or group of people who will be performing the rating. They should be knowledgeable about the task and the criteria.

4. Feedback: This is the information that is provided to the person or team whose task is being rated. It should be constructive and help them understand how they can improve.

5. Review: This is a process of revisiting the rating after a certain period to see if improvements have been made.

Remember, the goal of a rating task is not just to evaluate performance, but also to identify areas for improvement and provide feedback that helps individuals or teams to grow and develop.

Implementing a Work Breakdown Structure (WBS) can present several challenges. Firstly, defining tasks too broadly or too narrowly can lead to confusion and inefficiency. To overcome this, ensure tasks are defined with enough detail to be manageable but not so much that they become overwhelming. Secondly, changes in project scope can disrupt the WBS. Regularly review and update the WBS to reflect any changes. Lastly, lack of team understanding or buy-in can hinder the effectiveness of the WBS. To mitigate this, involve the team in the creation of the WBS and provide training on its use and benefits.

A Work Breakdown Structure (WBS) enhances a team's project management strategy by providing a clear and organized visual representation of tasks and deliverables. It breaks down the project into manageable sections, making it easier for the team to understand and execute. The WBS can be phase-based or deliverable-based, allowing for flexibility in project planning. It helps in identifying key activities and work packages, which can improve efficiency and productivity. Furthermore, it facilitates better resource allocation, risk management, and cost estimation.

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Layout alternativo

Un layout a tabella di WBS permette spazio per attività più dettagliate che corrispondono a ogni fase. Questa tabella WBS include misurabili quantitativi come la durata del tempo e le risorse necessarie per completare ogni compito. Questo può facilmente essere sostituito con input qualitativi se è necessaria più descrizione.(Diapositiva 5)

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Per un dettaglio ancora più fine, una tabella di attività WBS più descrittiva è utile. Scomponi il lavoro per categoria di attività, descrizioni, consegne, scadenza e membro del team responsabile per ogni attività. (Diapositiva 6)

D'altra parte, un approccio WBS più semplificato può essere utile per una panoramica di alto livello. Questo aiuta ad allineare le liste puntate di attività attraverso le fasi principali con spazio per assegnare l'attività e il membro del team responsabile (Diapositiva 7)

In questa combinazione di tabella e diagramma ad albero WBS, riempi i fondamentali del progetto in alto, poi fornisci una visione più di alto livello del conto di controllo, dei pacchetti di lavoro e delle attività corrispondenti. (Diapositiva 8)

In questa vista alternativa di un grafico di scomposizione del lavoro da sinistra a destra, elenchiamo ogni livello di WBS in basso. Questo significa che la visione d'insieme cade a sinistra, con dettagli più precisi da seguire man mano che ci spostiamo a destra. (Diapositiva 15)

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Tracker di progresso

Poiché i diagrammi WBS possono essere densi e difficili da adattare a troppe informazioni, avere un modo per evidenziare particolari attività può essere utile. Utilizza un mini tracker di progresso per elaborare sullo stato e i dettagli del progetto.Utilizza le barre di avanzamento per evidenziare i passaggi verso il completamento di specifiche funzionalità (Diapositiva 10). In alternativa, un grafico a barre può essere utilizzato per mostrare dettagli più orientati ai dati. (Diapositiva 11)

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WBS basata su consegne

Una WBS basata su consegne è utile per definire quali risorse ogni fase necessita per essere completata. A differenza del tipico diagramma basato su fasi che abbiamo visto finora, questa WBS basata su consegne ha una visualizzazione da sinistra a destra.In questo esempio, il WBS basato sui risultati ci aiuta a determinare le ore e il budget per ogni compito (Diapositiva 14)

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