Work Breakdown Structure Procedure

Code du document : DOP3000-PRC-005-0-03

B&R-C

Date :10 November 2003

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Mots cls: Work Breakdown Structure, WBS

Work Breakdown Structure

Procedure

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Date
10.11.03

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Objet de la modification
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Rdige par : Y Farhi

Vrifie par: M.Robaine
Approuve par: T.Mokrane
NB/ La procdure signe est disponible au niveau de la Direction Qualit.

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Work Breakdown Structure Procedure

B&R-C

1.

Code du document : DOP3000-PRC-005-0-03

Date :10 November 2003

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PURPOSE

This procedure defines the activities and responsibilities associated with the development of the
Project Work Breakdown Structure (WBS) in order to effectively manage a project.

2.

APPLICABILTY

This applies to all BRC projects regardless of project management system or contract type. The
process map identifies project and corporate personnel who are responsible for the development
and maintenance of a project WBS. It also illustrates the functional relationships between WBS
coding structures and the project management system.
3.

DEFINITIONS

WBS - Work Breakdown Structure - integrates the work measurement and cost schedule
functions of engineering, procurement, construction and commissioning. The WBS divides the
project into packages of work of definitive scope with start and finish dates, and provides the
basis for work progress measurement. It is composed of all project elements for which progress
able items can be budgeted and responsibility assigned to perform the work. The WBS only
includes direct cost elements. The WBS divides a project into segments known as work packages
(or CTRs) using a detailed coding structure
CBS Cost Breakdown Structure includes direct costs, indirect costs, overheads and
contingency. It is used for cost tracking and is composed of all project elements for which
monies have been budgeted.
Work package - is typically the level at which quantities, work hours and monies are budgeted
and charged. These should be broken down to the appropriate size which enables sufficient level
of control without heavy (not too detailed and not too high level) administration burden. Work
packages should be of similar size and scope if possible.
CTR - Cost Time Resource sheet
VOWD - Value of Work Done

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Work Breakdown Structure Procedure

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Code du document : DOP3000-PRC-005-0-03

B&R-C

Date :10 November 2003

Legend

Involved in Activity
Additional Note

Decision

HSE HSE Alert

X X

Meeting (plus attendees)

RISK Business Risk

Process Measure

Local/Project Variation

END End

Activity Steps
1.0

ESTABLISH PROJECT SUMMARY

WORK BREAKDOWN STRUCTURE

1.1
1.1

Review contract, scope, organisational

breakdown structure and any other
documents prepared at bid and process
phases

1.2
1.2

Prepare recommendation for WBS

Criteria and Coding Structure guidelines

1.3 Agree on WBS criteria and coding

structure guidelines as well as the level
of detail required for control and
planning objectives
1.4
1.4

Client

Start

Materials Management

ST

Planning

Accountable for Activity

Cost / Commercial

Construction Management

Responsible and
Accountable for Activity

Engineering

Responsible
for Activity

Project Management

ST

Typical WBS Structure

Infrastructure
DOP3000-PRC-005-1-03

Typical WBS Structure

Hydrocardon
DOP3000-PRC-005-2-03

Develop Project Summary WBS

1.5 Approve Project Summary WBS

1.6 Approve Project Summary WBS

(if appropriate)
1.7 Issue Project Summary WBS to Project
Team for use in Project Summary
Schedule and control package
development

DEVELOP CONTROL BUDGET

DOP3000-PRC-007-0-03

PLANNING & SCHEDULING

DOP3000-PRC-008-0-03

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Code du document : DOP3000-PRC-005-0-03

B&R-C

Date :10 November 2003

Legend

ST

HSE HSE Alert

X X

Meeting (plus attendees)

RISK Business Risk

Process Measure

Local/Project Variation

END End

Activity Steps

Materials Management

Additional Note

Decision

Construction Management

Involved in Activity

Planning

Start

Cost / Commercial

Accountable for Activity

Engineering

Client

Responsible and
Accountable for Activity

Project Management

Responsible
for Activity

2.0 ESTABLISH DETAILED WBS AND

COST BREAKDOWN STRUCTURE
(CBS)
2.1
2.1

Develop philosophy and guidelines for

work package structure and coding

2.2 Review and approve philosophy and

guidelines for WBS/CBS work package
structure and coding
2.3 Issue work package structure and
coding guidelines to project team.

2.4

Co-ordinate work package development

2.5 Load work packages and maintain in

2.5
project management computer system

3.0 ESTABLISH CODING STRUCTURE

FOR KBR LABOUR
3.1 Review project WBS, CBS and OBS
3.2 Initiate cost system and define level for
control
3.3 Develop timesheet coding and listing of
valid codes based on CBS
3.4 Review and approve the timesheet
coding
3.5 Present timesheet process to Project
Team including approved list of coding

END

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Work Breakdown Structure Procedure

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NOTES
Note 1.1

The Project Manager reviews the appropriate portions of the project Contract,
Scope of Work, and organisational breakdown structure to identify WBS
requirements. The structure of the WBS must correlate with areas of
responsibility in the Organisation Breakdown Structure (OBS). The goal is to
identify the different requirements of BRC Management Client and operational
reporting requirements and build WBS structures to suit these.

Work Breakdown Structure

Project/Programme

Project :
Major element of overall project.
equates to one job number in BRS
Phase :
e.g. Design, Construction, or
Procurement

Phase

Area :
Major and minor geographical areas
and/or individual buildings etc

Area

Discipline :
Engineering discipline or
construction trade code identifier

Discipline

CTRs /
Activities

e.g. this typically

CTR
Cost, Time, Resource

Activity :
Control activity during project
execution. Equivalent to internal
deliverable activities. Also
detailed on CTR sheets (since
discipline.)

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Code du document : DOP3000-PRC-005-0-03

Date :10 November 2003

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Note 1.2

At this stage, the WBS must contain at least enough detail to support
development of the Project Summary Schedule. An excessive WBS inhibits the
effectiveness of the project management system and makes system maintenance
more difficult.

Note 1.4

For a 'Programme' of works, i.e. a series of projects, the same methods are used
to develop the WBS. Each project will be identified separately and rolled up to
the total programme. The Multi Project Structure should be utilised in addition
to the individual Project WBS to give summarisation to Programme Level.
The Summary Level would include the Job Numbers, Phase, Area and Sub-Areas.
"Phase" can be either "Time Phase" or "Engineering", "Procurement"
"Construction", "Commissioning".

Note 2.1

The cost items that will be used in the project implementation will be organised to
form a structure to manage the costs of the project broken down into BRC
labour, subcontractors, materials, etc. On a major project with a large number of
subcontractors, proper cost coding is essential in establishing budgets and
subsequent actuals, VOWD and forecasts for each subcontractor. Each
subcontractor (and contract) can be "cost managed" and will provide all the
relevant cost information by contract and WBS. This will also provide the
required financial information for accountants, for Subcontract Payment
Certificates.

Note 2.5

The project controls system should enable commercial, scheduling, materials and
procurement to share information. During the project start-up phase, a Controls
Team, of project and corporate personnel, may be assigned to set up system
cross-references using resource and material codes.

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Work Breakdown Structure Procedure

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Code du document : DOP3000-PRC-005-0-03

Date :10 November 2003

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Appendix A - Typical WBS Structure Infrastructure Projects

DOP3000-PRC-005-1-03

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Work Breakdown Structure Procedure

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Code du document : DOP3000-PRC-005-0-03

Date :10 November 2003

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Appendix B - Typical WBS Structure Hydrocarbon Projects

DOP3000-PRC-005-2-03

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