A Work Breakdown Structure - Evmlibrary.org

Work Breakdown StructureDefinition• A product oriented family tree of hardware, software,services, and data which results from systemsengineering efforts during development andproduction of a system• Displays and defines the product(s) and relates theelements of work to each other and the end product,and completely defines the program• Uses the “100% rule: Next level of decomposition ofa WBS element (child level) must represent 100% ofthe work applicable to the next higher level (parent)© MCR, LLC MCR Proprietary - Distribution Limited 3

Work Breakdown StructureDefinition• Plays a key role in developing/tracking costs;provides a framework for reporting• A Work Breakdown Structure (WBS):– Does Not Drive a Program’s Requirements– Helps Identify the Interfaces Between theGovernment and Contractor, and BetweenContractors– Provides the Framework for Integrating theProgram Requirements© MCR, LLC MCR Proprietary - Distribution Limited 4

Work Breakdown StructureDefinition• Two types of Work Breakdown Structures:1) Program Work Breakdown Structureencompasses entire program and consists ofat least three levels of the program– Used to define the entire program– Encompasses all elements and used to developand extend to lower level WBS element structures– Ensures that work elements are defined andrelated to only one specific work effort so activitiesare not omitted or duplicated© MCR, LLC MCR Proprietary - Distribution Limited 5

Work Breakdown StructureDefinition• Two types of Work Breakdown Structures(Cont’d):2) Contract Work Breakdown Structure is theWBS for reporting purposes and itsdiscretionary extension by the contractor– Includes all the elements for the products whichare responsibility of the contractor– Contract work statement should provide thereporting requirements© MCR, LLC MCR Proprietary - Distribution Limited 6

WBS Levels• Level 1– Entire System– Program Element, Project or Subprogram• Level 2– Major Elements of the System– Top Level Aggregations of Services or Data• Level 3– Subordinate Items to Level 2 Elements– Generally Common Across Similar Programs© MCR, LLC MCR Proprietary - Distribution Limited 7

Relationship of Program toContract WBSPROGRAM WBS1 2 3 4 5FX AIRCRAFTAIR VEHICLEAIRFRAMEPROPULSION (SK-PW-52D)COMMUNICATIONS/IDENTIFICATIONNAVIGATION/GUIDANCERADAR SYSTEMRADARRECEIVERTRANSMITTERANTENNARADAR APPLICATIONS S/W (TO CSCI LEVEL)RADAR SYSTEM S/W (TO CSCI LEVEL)RADAR INTEG., ASSEMBLY, TEST AND CHKOUTAUTOMATIC FLIGHT CONTROLCENTRAL COMPUTERELECTRONIC WARFAREWEAPON DELIVERY EQUIPMENTARMAMENTSYSTEM TEST AND EVALUATIONDEVELOPMENT TEST AND EVALUATIONOPERATIONAL TEST AND EVALUATIONMOCKUPSTEST AND EVALUATION SUPPORTTEST FACILITIESSYSTEMS ENGINEERING/PROGRAM MANAGEMENTSYSTEMS ENGINEERINGPROGRAM MANAGEMENTINTEGRATED LOGISTIC SUPPORTPECULIAR SUPPORT EQUIPMENTTEST AND MEASUREMENT EQUIPMENTSUPPORT AND HANDLING EQUIPMENTCOMMON SUPPORT EQUIPMENTTRAININGMAINTENANCE TRAINERSAIRCREW TRAINING DEVICETRAINING COURSE MATERIALSDATATECHNICAL PUBLICATIONSENGINEERING DATAMANAGEMENT DATASUPPORT DATADATA DEPOSITORYOPERATIONAL/SITE ACTIVATIONCONTRACTOR TECHNICAL SUPPORTINITIAL SPARES AND REPAIR PARTSCONTRACT WBS1(3) 2(4) 3(5) 4(6) 5(7)RADAR SYSTEMSRADARRECEIVERTRANSMITTERANTENNARADAR APPLICATIONS S/WBUILD 1CSCI 1. . . nCSCI TO CSCI INTEG. AND CHKOUTBUILD 2 . . . nCSCI 1. . . nCSCI TO CSCI INTEG. AND CHKOUTRADAR APPLICATIONS S/W INTEG., ASSEMBLY, TEST AND CHKOUTRADAR SYSTEM S/WBUILD 1CSCI 1. . . nCSCI TO CSCI INTEG. AND CHKOUTBUILD 2 . . . nCSCI 1. . . nCSCI TO CSCI INTEG., AND CHKOUTRADAR SYSTEM S/W INTEG., ASSEMBLY, TEST AND CHKOUTRADAR INTEG., ASSEMBLY, TEST AND CHKOUTPLATFORM INTEGRATIONSYSTEMS ENGINEERING/PROGRAM MANAGEMENTSYSTEM TEST AND EVALUATIONTRAININGDATAPECULIAR SUPPORT EQUIPMENTCOMMON SUPPORT EQUIPMENTINITIAL SPARES AND REPAIR PARTS© MCR, LLC MCR Proprietary - Distribution Limited 8

Developing a WBS• Program Manager responsible for maintaining the Program WBS– WBS may span one or more of the categories or elements defined inAppendices– Maintain the integrity of the level of placement• Product WBS based on the various views that constitute the functionaland physical architecture– Define logical relationship between elements of the program and its naturalextension with contract– Defining to a specific level (typically level 3) of indenture does not constraincontractor’s ability to define or manage the program or resources– Lower level if considered high cost, high risk, high technology (productorientation extension maintained)• Historical data important– Aids as resource to the future development or similar items– The need for data should not distort/hinder program definition and/orcontractor’s extension or management of the program© MCR, LLC MCR Proprietary - Distribution Limited 9

Generic SystemWork Breakdown StructureLEVEL 1 LEVEL 2 LEVEL 3Delivered System Prime Mission Product (PMP) Subystem 1 ..n (Specify Names)PMP Applications SoftwarePMP System SoftwarePMP Integration, Assembly, Test and CheckoutPlatform IntegrationSystem Engineering/ProgramManagementSystem Test and EvaluationTrainingDevelopment Test and EvaluationOperational Test and EvaluationMock-upsTest and Evaluation SupportTest FacilitiesEquipmentServicesFacilitiesDataTechnical PublicationsEngineering DataManagement DataSupport DataData Depository© MCR, LLC MCR Proprietary - Distribution Limited 10

Generic SystemWork Breakdown StructureLEVEL 1 LEVEL 2 LEVEL 3Peculiar Support EquipmentTest and Measurement EquipmentSupport and Handling EquipmentCommon Support EquipmentOperational/Site ActivationIndustrial FacilitiesTest and Measurement EquipmentSupport and Handling EquipmentSystem Assembly, Installation and Checkout on SiteContractor Technical SupportSite ConstructionSite/Ship/Vehicle ConversionConstruction/Conversion/ExpansionEquipment Acquisition or ModernizationMaintenance (Industrial Facilities)Initial Spares and Repair Parts© MCR, LLC MCR Proprietary - Distribution Limited 11

Update MIL-HDBK 881 -Requirements• Update for DoD 5000 changes• Identify how the WBS can support each acquisitionphases and the actions necessary to enter and exitsuccessfully• Reflect changes to new and improved approaches toproduct development (i.e., Spiral/Evolutionary)• Show how WBS is developed and maintainedthroughout the life cycle to meet programmanagement goals as well as cost, schedule andtechnical objectives• Show how the WBS is the common link which willunify the planning, scheduling, estimating, budgeting,configuration management and performancereporting disciplines© MCR, LLC MCR Proprietary - Distribution Limited 12

Task 1: Add/Improve uponWBS definitions• Updated definitions to reflect advancement of technology indesign, development and manufacturing– Heavier reliance on software– Commercial-off-the-shelf items• Established a Working Group consisting of Government andIndustry to review at least the following appendices and providecomments and potential revisions– Aircraft – specifically UAVs– Space – Multiple definitions – NASA, NRO, DoD, etc.– Ships – Waived for CSDR – no longer– Other Appendices modified: Aircraft Ordnance Ground UV Sea UV Common Elements© MCR, LLC MCR Proprietary - Distribution Limited 13

Software and SoftwareIntensive Systems• Increasingly critical to modern weaponsystems acquisition• Divided into two categories for WBSdevelopment– Software that operates on specific equipment– Software that may be procured separately fromthe operating equipment or is stand-alone that isdeveloped for specific equipment and then mustbe identified as a subset of that equipment© MCR, LLC MCR Proprietary - Distribution Limited 14

Software and SoftwareIntensive SystemsSoftware Operating on Specific Equipment• Identified as a subset of the equipment WBS element, whicheither includes the software in the element specification orexercises the most critical performance constraint.• Where conflict between selecting either the elementspecification or that which exercises the most criticalperformance constraint– Selecting the specification relationship will take precedence.– Example: Aircraft's electronic equipment typically has softwareincluded in each of the subsystem elements. Software that residesand interfaces with more than one piece of equipment (i.e.,applications software, and overall system software which facilitatesthe O&M of the computer systems and associated programs) willbe called out at the appropriate work breakdown level.• High technical risk and high cost - the following structure anddefinitions could be used© MCR, LLC MCR Proprietary - Distribution Limited 15

Generic SystemWork Breakdown Structure- SoftwareLEVEL N LEVEL N+1 LEVEL N+2Build 1…n CSCI 1 CSC 1…nCSC to CSC Integration and CheckoutCSCI 2CSCI 3CSC 1…nCSC to CSC Integration and CheckoutCSC 1…nCSC to CSC Integration and CheckoutCSCI to CSCI Integration andCheckout© MCR, LLC MCR Proprietary - Distribution Limited 16

Software and SoftwareIntensive SystemsVisibility into Software Development Processes• Due to product-oriented hierarchy– Progressive subdivision results in Common management or functional tasks (i.e., developmentprocesses, etc.)Example: Software widespread throughout the WBS and representhigh risk in the contract. Program manager requires specificvisibility into software performance. Do not overly complicate theContract WBS and the contractor’s management system– Specify appropriate reporting requirements in the Statement ofWork (SOW)• Provide detail/visibility of key software development processes(i.e., requirements analysis, design, code and test, etc.) throughcontractor’s management system and WBS– Not extending the WBS to excessively low levels or developing aseparate WBS for software– Aggregate information for reporting© MCR, LLC MCR Proprietary - Distribution Limited 17

Translating SW Processes toWBSLevel 1Contract WorkBreakdown StructureFireControlLevel 2RadarTrainingFunctionalOrganizationLevel 3ReceiverGroupAntennaLevel 4ReceiverSidelobeCancellerApplicationsS/WCSCI 1 CSCI 2 CSCI 3S/W QualityAssuranceControlAccountRequirementsAnalysis(Job Code xxx.SW_)S/WEngineeringS/W ConfigControlControlAccountControlAccountDesign(Job Code xxx.SW_)Work PackagesCode & Test(Job Code xxx.SW_)Integration &Test(Job Code xxx.SW_)© MCR, LLC MCR Proprietary - Distribution Limited 18

Software and SoftwareIntensive SystemsSeparately Contracted or Stand-Alone Software• Separately contracted or stand-alonesoftware– Include the data, services, and facilities requiredto develop and produce that software product– Where software is considered stand alone, theGovernment should use the same productorientedWBS format© MCR, LLC MCR Proprietary - Distribution Limited 19

Software Intensive SystemWBSSOFTWARE INTENSIVE SYSTEM WBS1 2 3 4 5SOFTWARE INTENSIVE SYSTEMPRIME MISSION PRODUCTAPPLICATIONS S/WBUILD 1CSCI 1...nCSCI TO CSCI INTEG. AND CHKOUTBUILD 2...nCSCI 1...nCSCI TO CSCI INTEG. AND CHKOUTAPPLICATIONS S/W INTEG., ASSEMBLY, TEST, & CHKOUTSYSTEM S/WBUILD 1CSCI 1...nCSCI TO CSCI INTEG. AND CHKOUTBUILD 2...nCSCI 1...nCSCI TO CSCI INTEG. AND CHKOUTSYSTEM S/W INTEG. ASSEMBLY, TEST AND CHECKOUTINTEG., ASSEMBLY, TEST AND CHECKOUTHW/SW INTEGRATIONSYSTEMS ENGINEERING/PROGRAM MANAGEMENTSYSTEM TEST AND EVALUATIONTRAININGDATAPECULIAR SUPPORT EQUIPMENTCOMMON SUPPORT EQUIPMENTINITIAL SPARES AND REPAIR PARTS© MCR, LLC MCR Proprietary - Distribution Limited 20

Changes to AppendicesAircraftAppendixChanges from 881Included Crew Station and Human SystemsIntegrationElectronic/AutomatedMissilesOrdnanceSeaSpaceSurface VehiclesUnmanned Air VehicleCommon ElementsNoneAdded booster adapter to support LaunchcapabilityAdded multiple stage frame; improvedstructure definitionsImproved definitions to reflect currency of ShipBuildingRewrote entire WBS using WBS created byNational Reconnaissance Organization (NRO)WBSAdded Vetronics elements; improveddefinitions to affect Unmanned capabilityNew Appendix to reflect UAV capabilityRedefined and added unique commodityelements© MCR, LLC MCR Proprietary - Distribution Limited 21

Task 2: Clarify how WBS is usedwith newer terms and processes• System of Systems/Family of Systems– Clarify terminology and highlight examples of how the WBS is created giventhe requirement for system interaction and interoperability– Show example of System of Systems WBS(Status: Working with OSD Systems Engineering staff to finalize definitions)• Spiral/Evolutionary Development (Hardware/Software)– Each spiral provides new functionality which could be considered productoriented– Defined terminology and provided examples of how the WBS is createdgiven an evolutionary requirement. (Process is already defined in thesoftware WBS description --- most software engineers used spiraldevelopment to create software in the early 1990’s)• Risk Analysis– Identification of risk analysis use with WBS– System Engineering use to trade cost, schedule and technical risk of thesystem to meet end-item requirement© MCR, LLC MCR Proprietary - Distribution Limited 22

System of Systems (SoS)• Mix of existing and/or new systems being managedas a system– Overall objective for developing a SoS WBS Provide the program management team a structure thatcaptures the various system work Identifies the common elements that will be accomplished– Mix of constituent systems include existing, partiallydeveloped, and yet-to-be-designed independent systems– Managed as a system Baselined Assigned Program Manager– WBS driven by the need to capture the common elementsthat support the integration of the various systems into theSoS© MCR, LLC MCR Proprietary - Distribution Limited 23

System of Systems (SoS)• Treated and managed as a system• Subject to the same systems engineering processesand best practices as applied to individual systems• Key issue - understanding the parent-child typerelationship of various related programs andcontracts and their impact on the WBS– Each program individually baselined– Identify overall parent program with the various childprograms Each child program develops stand-alone WBS Child WBS elements would be identified at Level 2 or 3, asappropriate Common systems will be a child program to differentparent programs and may actually enter the parent WBSas a different level© MCR, LLC MCR Proprietary - Distribution Limited 24

System of Systems (SoS)– Identify overall parent program with the variouschild programs (Cont’d) Parent-child relationship understood by the parentprogram and the various child programs Challenge - Parent-child in the Contract WBSPrime contractor decides to subcontract variousportions of the systemEach substantial subcontract will create a programfor the subcontract and thus create a parent-childrelationship between the prime and thesubcontractor.© MCR, LLC MCR Proprietary - Distribution Limited 25

Level 1 Level 2 Level 3 Level 4System of SystemsA ircraft S ystemAir Vehicle (AV)Reference Appendix A – Level 3Systems Engineering/Program ManagementSystem Test and EvaluationDevelopment Test andEvaluationOperational Test and EvaluationMock-upsTest and Evaluation SupportTest FacilitiesTrainingData••Electronic/AutomatedSoftware SystemPrime Mission Product (PMP)Reference Appendix B – Level 3Platform IntegrationSystems Engineering/Program ManagementUAV SystemSystem of SystemsEngineering/ProgramManagementSystem of Sys Test andEvaluationInitial S pa res/R ep airPartsSystem Test and EvaluationTrainingData•Air VehiclePayload (1… .n)Ground SegmentUAV System Integration,Assembly, Test and CheckoutSystems Engineering/ProgramManagementSystem Test and EvaluationDevelopment Test andEvaluationOperational Test andEvaluationM ock-ups/System IntegrationLabs (SILs)Test and Evaluation SupportTest FacilitiesDevelopment Test andEvaluationOperational Test and EvaluationM ock-ups/System IntegrationLabs (SILs)Test and Evaluation SupportTest FacilitiesEquipm entServicesFacilitiesReference Appendix H– Level 3Reference Appendix H– Level 3Reference Appendix H– Level 3

Single Step and EvolutionaryApproachesSingleStepCapability CapabilityEvolutionaryNO CAPABILITYIOCFOCInitial OperationallyUseful CapabilityTechnology BaseRequirementsCapabilityTimeTechnology BaseRequirementsCapabilityTime© MCR, LLC MCR Proprietary - Distribution Limited 27

Task 3: Ensure the WBS ischaracterized as an Acquisition tool• To decrease the use of multiple WBSs used by differentfunctional areas, define the WBS for all practical uses:– Cost Estimating– EVM– Database– Scheduling– Requirements planning, etc.• Established group of system engineers, cost analysts,logisticians, earned value management technicians, programmanagers and contracts personnel to agree and commit to oneapproach defining and using the WBS for program support– Maintain a product oriented WBS reporting at level 3 (except forhigh cost, high risk or technology driving elements)– Communicate result by follow on training© MCR, LLC MCR Proprietary - Distribution Limited 28

WBS DevelopmentConsiderations• Only ONE contract WBS exists per contract• CCDR must always use the Contract WBS• Earned Value Management Systems (EVMS) must also usethe Contract WBS and may have an alternative reportingstructure• Efficiency and clarity are brought to the CCDR and EVMSsystems when EVMS specialists and contractors become partof the Cost Working Integrated Product Team (CWIPT) whendeveloping Contract WBS– Program Managers will know what to expect from their reportsand– Contractors will know the format and the data to be provided© MCR, LLC MCR Proprietary - Distribution Limited 29

Task 4: Support Budget, Cost, Schedule,Technical, Contractual and PerformanceManagement• Identified DoD 5000 has mandated certain reportingfunctions that rely on the WBS– Contract Funds Status Report– Contractor Cost Data Reporting– Earned Value Management• Use example– Demonstrate how acquisition reports will track to each otherif a single WBS is used– Show relationship to CLIN SOW Requirements IMP/IMS© MCR, LLC MCR Proprietary - Distribution Limited 30

WBS and FinancialManagement ReportingCFSRFuture YearDefense ProgramProgram FundRequirementsWBSCPRPerformanceMeasurementContract CostDataCCDRScheduleCostTechnicalFunctional ProgressCosts CurvesOverheadData© MCR, LLC MCR Proprietary - Distribution Limited 31

Integrating ProgramAcquisition Requirements• Generated by Government• Identifies Work to bePerformed• Define the System• Establish IMP/IMSSOO/SOWSPECIFICATIONSWBS• Ties System Definition withWork to be Performed• Conforms to MIL-HDBK• Framework for Technical,Cost, Schedule ReportingCLINS• Identifies ContractualRequirements• Tied to SOO/SOW and WBS© MCR, LLC MCR Proprietary - Distribution Limited 32

Integrated ManagementRequirementsWBS ElementsWBS ElementsSOW Task SOW TaskSystem Specification1000 Air Vehicle1100 Airframe1110 WingManagement Plan1. Preliminary DesignReview1000 Air Vehicle1100 Airframe1110 Wingoo1189 Landing GearIntegrated Management PlanIntegrated Management PlanPDREventsIntegrated Management ScheduleIntegrated Management Schedule3.1 Air Vehicle (WBS 1000)Design, develop, produce andverify, complete air vehicles,defined as airframe propulsion,avionics and other installedequipment.Accomplishment Criteria1. A. Duty Cycle Definedb. Preliminary Analysis CompleteDetailed Tasks 20XX 20XY 20XZProgram EventsPDR CDR1. Preliminary Design CompleteDuty Cycle Defined© MCR, LLC MCR Proprietary - Distribution Limited 33

Task 5: Integrates with PM and SEDocuments, Contracts and Cost Estimating• Re-enforce the use of the WBS– Show that without the WBS, the IMP/IMSrelationship to other acquisition artifacts would notbe possible© MCR, LLC MCR Proprietary - Distribution Limited 34

Summary• Work breakdown structure is product-oriented familytree• Develop program and contract work breakdownstructure based on how the system will be developed• Use the work breakdown structure as an integratingtool with the SOW, CLIN and system design• Acquisition processes provide continued use of WBSwith EVM, CCDR,IMS, IMP, and other initiatives• Extension of WBS at too low of level will burden thecontractor management system• Use the WBS as a medium for communicating thestatus/accomplishments of program requirements© MCR, LLC MCR Proprietary - Distribution Limited 35

Reference Section• MIL-HDBK-881Ahttp://www.acq.osd.mil/pm/currentpolicy/wbs/mil_hdbk_881A• OMB Circular A-11 Part 7, Capital ProgrammingGuide, June 2005http://www.whitehouse.gov/OMB/circulars/a11/current_year/a11_toc.html• CCDR Manual, February 2004 (Draft)http://dcarc.pae.osd.mil/• Earned Value Management Implementation Guidehttp://www.acq.osd.mil/pm/© MCR, LLC MCR Proprietary - Distribution Limited 36