MINI PROJECT OF PROJECT & OPERATION MANAGEMENT

“workbreakdown Structure for

KITCHEN RENOVATION PROJECT PLAN”
Project submitted in partial fulfillment of the requirements for the award for
i i i i i i i i i i i i

The degree of
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MASTERS OF BUSINESS ADMINISTRATIONS

i i i

Of i

BENGALURU CENTRAL UNIVERSITYi i i

By;

NAME: NAOREM BORIS SINGH

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Reg no: MB180034

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Under the guidance ofi i i

Prof.Swati

Asst. Professor i

International Institute of Business Studies

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Bangalore University i

2018-2020
Scope of Work

Project Objective
The kitchen renovation shall not exceed $30,000 in total cost. All renovations and
cleanup shall be completed no later than August 5, 2020.

Scope Description
Successfully and efficiently renovate an approximately 150 ft.2 home kitchen
bringing it in compliance with all safety regulations and standards. The customers
prefer an industrial-traditional style that will accommodate their family of 5 but be
able to entertain large groups of people while affording everyone the professional
kitchen they desire. Goals are to stay within the budget; complete the project in 6
weeks; and use durable and energy-efficient equipment, appliances, and materials.
The customers would also not like to be removed from the home during the
renovation so keeping it safe and usable for them is a priority.

Project Requirements

Overview
This home kitchen renovation will begin with a planning and design phase that will
ensure all requirements for the customers, demolition, and construction are met.
For every task oriented beneath the construction activity, a company or
organization will have to submit a quote detailing all labor, equipment, and
material required to complete that portion of the job. The general contractor chosen
as the project manager will choose the most cost-efficient quotes and attempt to
meet all of the customer’s wishes.
All material used for installation of mechanical, electrical, plumbing, paint,
cabinetry, floor, or appliances will meet safety and efficiency standards dictated by
International Housing Code. The materials used for the counters, cabinets, and
flooring will be durable on account of the customers having children and their
enjoyment of hosting large gatherings in their kitchen.
The space will also maximize the accessible space and storage space for the family
and guests but without cutting out any of the customer’s requests for appliances or
other equipment in the kitchen.

INTRODUCTION
WBS is a hierarchical and incremental decomposition of the project into phases,
deliverables and work packages. It is a tree structure, which shows a subdivision of
effort required to achieve an objective; for example a program, project,
and contract. In a project or contract, the WBS is developed by starting with the
end objective and successively subdividing it into manageable components in
terms of size, duration, and responsibility (e.g., systems, subsystems,
components, tasks, subtasks, and work packages) which include all steps necessary
to achieve the objective.

What Are the Key Components of a Work Breakdown Structure?

A reliable, useful work breakdown structure or dictionary should gather the critical
elements of a project, along with its timeline, cost, and resources. The most helpful
WBS plans contain these components:

 Identification of which organization, department, or individual is responsible

for each specific work piece
 The scheduled start and end dates
 Required resources
 Estimated cost of the project
 Charge numbers
  Contract details, requirements, and milestones
 Protocol for quality control, requirements, and standards
 Technical information and resources needed to achieve desired results

At a higher level, the WBS can also serve directional and organizational roles. A
thorough WBS plan can act to:

 Help human resources manage team assignments

 Manage the schedule and determine the project timeline
 Manage and measure the quality
 Anticipate enterprise environmental factors
 Identify organizational process assets
 Track version history
 Establish dependencies
 Track the overall progress of a project

Who Uses Work Breakdown Structures?

Business project manager’s use work breakdown structures to ensure an

organized, visible view of their projects and their components. These teams
can also benefit from using work breakdown structures:

 Client-Facing Groups: Account directors rely on work breakdown

structures to demonstrate progress (or roadblocks) to their clients. A WBS
creates a “north star” for a project’s deliverables and milestones, which in
turn becomes a useful tool to show clients how things are going.
 Creative Groups: Everyone knows that designer, writers, content
strategists, and other creative need help in focusing their creativity. A work
breakdown structure creates helpful guardrails to keep the ideas flowing in
relevant, project-centric ways.
 Remote and Internal Projects Groups: The visibility of a WBS helps
everyone involved, even tangentially, in understanding who’s doing what
and when.
  Technical Groups: Technical teams can use a WBS as a roadmap for their
development tasks. These teams often already are operating with visual or
other architectural types of project management milestones.

In addition to agency and corporate settings, other fields rely on work

breakdown structures:

 Commercial Project Planners: A WBS can capture all the

moving pieces of a large commercial project — not just the
main company’s projects and team members’ tasks, but
those of vendors and subcontractors. It can also capture
dependencies for getting necessary permits, tracking
progress with governmental approvals, and more.
 Event Planners: A WBS breaks down a complex event into
tasks and subtasks, and assigning those helps keeps
multiple teams moving forward on tight deadlines.
 Residential and Construction Project Managers: In addition to
the tasks and team members involved in a regular
commercial project, construction project managers can use a
WBS to track stages in utility work, zoning approvals,
environmental approvals, and more.

Essential Parts of a Work Breakdown Structure

a) Terminal Elements (aka work packages): Terminal elements, usually
referred to as work packages, are the lowest parts in a WBS, beyond which a
deliverable cannot be decomposed further. Work packages should be
independent of other tasks, and they should not be duplicated elsewhere in
the project.

b) Level of Effort: A level of effort (LOE) component of a project is an activity

that supports the main functions of the project. This could include the
administrative work of answering and routing clients’ phone calls.
 c) Result-Oriented Tree: This is a model that demonstrates desired outcomes
as they flow out of project steps outlined in a WBS.

d) Contract Work Breakdown Structure: This captures all the types of contract
and vendor work to be done on the project.

e) Statement of Work: The statement of work (SOW) is the signed agreement

that outlines exactly what the company will deliver to the client, including
milestones, and the budget each party agreed to.

f) Project Schedule: This is the schedule of all components of a project,

whether they deliver sequentially or overlap. It includes milestones and
deliverables, as well as the cost of resources in each component.

Basis of Estimate: A basis of estimate (BOE) is a tool developed by project

managers, executives, and financial leaders that take into account the costs of labor
and resources that may be needed in a project.

Work breakdown structure

A work-breakdown structure (WBS) in project management and systems

engineering, is a deliverable-oriented breakdown of a project into smaller
components. A work breakdown structure is a key project deliverable that
organizes the team's work into manageable sections. The Project Management
Body of Knowledge (PMBOK 5) defines the work-breakdown structure "A
hierarchical decomposition of the total scope of work to be carried out by the
project team to accomplish the project objectives and create the required
deliverables."
The steps to the Work Breakdown Structure are;

1) List of all tasks

The first step in creating a Work Breakdown Structure is a complete list of all
tasks to be performed within the project in the form of work packages. This should
not be done by one person alone (e.g. the project manager) in a quiet room, but in a
team. In practice, the brainstorming or mind mapping method is suitable for this
purpose.

2) The tasks clusters

The defined tasks are clustered according to subject areas or time schedule. The
best method for sorting depends on the project content and must be defined on a
case-by-case basis.

3) Define work packages

Following clustering, the identified tasks are summarised in work packages.

From the outset, it should be clear which granularity you want to use in order not
to get lost in details that have not been lost in this meta-plan. The Work
Breakdown Structure can be detailed, but if so, the same level of detail should be
found in all project phases.

4) Assignment of responsibilities to the work packages

If the work packages are defined in the form of headings and in their place in the
hierarchy, it’s time to get down to business: Who does what? The assignment of
responsibilities to the work packages takes place in the team with the technical
experts. Each person in charge must make a commitment to his or her task. And
above all, they must have the necessary time and know-how. Otherwise, the
nomination of another employee must be considered.

5) Define start and end dates of work packages

Once the responsibilities have been determined, the work packages are timed by
defining the start and end dates. It is important to consider where the priorities
lie and which work packages are interdependent. Which activities must take place
one after the other, which can be parallelized and which are perhaps not so
important and can therefore be postponed?

6) Documentation of the created Work Breakdown Structure and assignment

of unique work package numbers

The last step is the documentation of the Work Breakdown Structure created.
In the course of this, each subtask also receives a coding – the work package
number. This ensures that there is a fixed place in the Work Breakdown Structure
and that the work packages are clearly identified.

There are many possibilities for mapping. Whether as an Excel list, as a beautifully
prepared graphical chart or as a simple post-it image on a whiteboard – everyone
can decide for themselves on the most suitable presentation method. The
necessity of maintenance, which is necessary in every project, should not be
ignored.
KITCHEN RENOVATION PROJECT PLAN
Kitchen
Renovation
Project

Planning and
Design

Demolition Construction Clean-up

WORK BREAKDOWN STRUCTURE OF KITCHEN RENOVATION

The total budget for the kitchen renovation project is $30,000. Each of the main
levels of the WBS has been assigned a budget below.
1. Planning and Design - $2,450

2. Demolition - $1,000

3. Construction - $24,200

4. Test and Commission - $850

5. Clean-up - $1,000

6. Turnover - $500
CONCLUSION

The WBS is a method for getting a complex, multi-step project done. It's a way to
divide and conquer large projects so you can get things done faster and more
efficiently. Work breakdown structure (or WBS) is a hierarchical tree structure that
outlines your project and breaks it down into smaller, more manageable portions.
In Wrike, we can build a WBS by creating folders and subfolders, and can even go
further to divide individual tasks into subtasks. The goal of a WBS is to make a
large project more manageable. Breaking it down into smaller chunks means work
can be done simultaneously by different team members, leading to better team
productivity and easier project management overall.
Once the project scope is available, the WBS should be the first deliverable. With
the WBS defined, it’s then possible to scope out other resources, including human
resources, particular skill sets, material resources (such as equipment and space),
and facilities. The team can then creates the baseline schedule, draw up task lists,
and provide assignments.
So, Project control can involve more than simply time and cost.  Each task could
have success criteria that includes things like improving quality, lowering scrap
factors, improving morale, decreasing absenteeism, obtaining future work,
improving the environment, increasing reputation, and many others.