The later levels break the project into smaller pieces. The first level is typically the same as the project lifecycle (for example, for the project WBS described here, Method for integrating energy, develop rugged and robust casing, develop a long life, high capacity storage system, develop a light system, develop an inexpensive product and do not reinvent the basic components). Most commonly, the project title goes at the top of the WBS. This WBS is on Development of a Clean, sustainable and complete lighting system for use in developing nations. A WBS shows a complete hierarchy of the project, making it easier to see how one deliverable relates to another. The involvement of people increase and all feel that the project is more achievable. Thus, the execution of the project is much easier and less risky.
Creation of WBS is a process that allows the team to walk through the project in their minds and thus improve the project plan. This automatically helps in seeking their buy-in and thus leads an improvement in their performance. A WBS is created with input from stakeholders and the team. A project manager can easily break down the work into work packages, and the WBS shows how the work packages are drilled down. A WBS on the other hand has enormous advantages. These are some of the major drawbacks of creating a list of activities. Looking at the list, people do not know who has created the list. People do not get an understanding of the project by looking at the list. Additionally, a list can be cumbersome and does not allow the project manager to clearly break down a large project into small appropriate pieces.
This may result in overlooking some deliverables. Most project managers make a list of activities as actionable. Thus, without a WBS, the project can be negatively impacted. Project managers may also miss out on certain important activities without the WBS. A project will take longer than the scheduled time if a WBS is not available. A WBS shows the complete scope of the project broken down into manageable deliverables. It is a required element in project management. Scope baseline is a part of the project management plan.Īll projects (large and small) require a WBS. Scope baseline is a combination of project scope statement and WBS and WBS dictionary. The scope that is not needed: Project manager should clarify areas where the scope could easily be misunderstood. The scope that is not approved: Project manager should identify areas where people requested scope but it was not approved to be included in the project. The project manager avoids including the following two things while defining the project scope statement: Development of project scope statement is a time-consuming activity and may require multiple stakeholder participation including experts from outside the organization. How is a deliverable validated and accepted in your project experience? Please share in the comments section.Project scope statement is primarily an output of Define Scope Process. On the other hand, an accepted deliverable means the client has accepted the deliverable and it meets their requirements. You do this during the quality control process. A validated deliverable means you have checked the deliverable for its completeness and it meets quality requirements. They help project managers develop and deliver the correct product. Validated deliverables and accepted deliverables belong to different knowledge areas. First, the project management team checks it for its completeness and correctness, then they send it to the customers to be accepted or rejected. The client accepts the deliverable when it has passed the validation process. Accepted DeliverablesĪccording to the PMBOK guide, accepted deliverables have met the acceptance criteria and are approved by the customer or client.Īccepted project deliverables are the output of the verify scope process. The perform quality control process belongs to the Monitoring & Controlling Process Group. Validated deliverables have been checked for completeness and correctness.Īccording to the PMBOK Guide, they are an output of the perform quality control process and are an input of the verify scope process. You will see a few questions on these topics on your PMP exam. Validated deliverables and accepted deliverables are important concepts in project management. Many PMP aspirants may confuse validated deliverables and accepted deliverables. If you wish to review old definitions you can read them here. However, I am leaving it intact as part of organizational process assets. Since the arrival of the PMBOK Guide 5th Edition, this post is no longer valid. This blog post was written based on the fourth edition of the PMBOK Guide.
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