Work Breakdown Structure (WBS) for EVPM

For Earned Value Project Management to succeed, work must be organized into discrete components, utilizing a Work Breakdown Structure (WBS).

Each program must have its own WBS, which must be fully defined and deliverable oriented. Work that is not within the WBS is considered out of scope. The components of a WBS include:

1. A defined scope of work
2. The total cost of the work, both direct and indirect
3. A set time period for completion

In the example to the left, the various phases and sub-phases of the WBS are organized as follows:

Six Sigma Process Improvement

• 1.0.... Define
  • 1.1.1.... Identify Problem
  • 1.1.2.... Define Requirements
  • 1.1.3.... Set Goal
• 2.0.... Measure
  • 2.1.1.... Validate Problem
  • 2.1.2.... Refine Problem or Goal
  • 2.1.3.... Measure Key Steps/Inputs
• 3.0.... Analyze
  • 3.3.1.... Develop Casual Hypothesis
  • 3.3.2.... Identify "Vital Few" Root Causes
  • 3.3.3.... Validate Hypothesis
• 4.0.... Improve
  • 4.1.1.... Develop Ideas to Remove Root Causes
  • 4.1.2.... Standardize Solution and Measure Results
  • 4.1.3.... Test Solutions
  • 4.1.4.... Create Project Requirements
• 5.0.... Control
  • 5.1.1.... Establish Standards and Measurements
  • 5.1.2.... Correct Problem as Needed

By defining the processes within the WBS with the assignment of responsibilities and metrics such as milestones and completion percentages, a Performance Measurement Baseline can be determined by totalling these processes.