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Index
Chapter Topic Page No
6 WBS
6.1. Introduction to WBS
6.2. Principles of WBS
6.3. Rules of WBS 4-6
6.4. WBS of UHUB

7 Delphi Wide Band

7.1 Introduction to Delphi Wideband
7.2 Delphi Wideband Process
7.3 Choose the team
7.5 Individual Preparation
7.6 Estimation Session
6-10
7.7 Assemble Tasks
7.8 Review Result
7.9 Assemble Table

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Chapter 06: Work Breakdown Structure (WBS)
A Work Breakdown Structure (WBS) is a fundamental project management technique for
defining and organizing the total scope of a project, using a hierarchical tree structure.
The first two levels of the WBS (the root node and Level 2) define a set of planned
outcomes that collectively and exclusively represent 100% of the project scope. At each
subsequent level, the children of a parent node collectively and exclusively represent
100% of the scope of their parent node.

6.1 Introduction to WBS

There are two types of work breakdown structures, Verb-oriented and Noun-oriented.
Verb-oriented WBS: a task-oriented WBS defines the deliverable of project work in terms
of the actions that must be done to produce the deliverable. The first word in a given WBS
element is usually a verb, such as design, develop, optimize, transfer, test, etc.
Noun-oriented WBS: a deliverable-oriented WBS defines project work in terms of the
components (physical or functional) that make up the deliverable. In this case, the first
word in a given WBS element is a noun, such as Module A, Subsystem A, Automobile
Engine, Antenna, etc. Since the nouns are usually parts of a product, this WBS type is
sometimes called a “Product Breakdown Structure (PBS). Deliverable-oriented WBS
structures are the preferred type according to PMI’s definition.

6.2 Principles of WBS

100% Rule: The WBS should define the total scope of the project and capture all
deliverables, including project management. If not, the risk of gaps and missing
components is high.
Planned Outcomes, Not Planned Actions: Action can be made to any project more
than 100% or less than 100% of the project depending on the number of actions needed.
To prevent this problem, outcome-based breakdown makes a project independently
broken and more successful.
Level 2 is the Most Important: It affects how real prices and schedule data are organized
for the next project cost and schedule estimation.
Mutually-exclusive Elements: It is important that there is no overlap in scope definition
between two elements of a WBS. This ambiguity could result in duplicated work.
Deliverables, Not Actions: Deliverables are the desired end of the project, such as a
product, result or service, and can be accurately predicted. Actions, on the other hand,
can be difficult to predict accurately.

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40 hours rules of decomposition: The 40-hour rule says that no work package (task)
should be shorter than 40 hours or longer than 80 hours in duration.
The 4% rule of decomposition: Gary Hearkens suggests a 4% Rule for decomposing a
WBS. With this rule, a WBS is adequately decomposed when the lowest element is about
4% of the total project. For a 26-week schedule, the lowest element should be about one
week. For a $2.6M project, the lowest level should be about $104K.
In the last level, when completed we should contain the following four items:
1. The scope of work, including any “deliverables.”
2. The beginning and end dates for the scope of work.
3. The budget for the scope of work.
4. The name of the person responsible for the scope of work.

6.3 Rules of WBS

1. Determine and describe the project statement.
2. Highlight all the necessary phases of the project.
3. Create and list the deliverables. Focus on outcomes, not actions.
4. Divide the deliverables into manageable tasks.
5. Assign responsibilities and clarify roles.
6.Track the progress of a project. Assign each work package to a specific team or
individual.
7. Identify risk.

6.4 WBS of UHUB

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 Task Expert- Expert- Expert- Expert- Expert- Expert- Comments
1 2 3 4 5 6
3 4 3 7 2 5 Covers WBS
Analysis weeks weeks weeks weeks weeks weeks modules;
difficulty in UI
design.
8 10 8 7 6 9 High
Design weeks weeks weeks weeks weeks weeks complexity due
to multiple
screens and
modules.
10 15 12 20 30 18 Difficult
Interaction weeks weeks weeks weeks weeks weeks integration of
Module real-time and
group
modules.
Security and
Resource 2 1 1 4 3 2 access control
Management weeks weeks weeks weeks weeks weeks testing needed
Module
5 6 5 7 8 6 Combine and
Integration weeks weeks weeks weeks weeks weeks test all
& Testing modules;
ensure
stability.
3 4 2 5 3 4 Final
Deployment weeks weeks weeks weeks weeks weeks deployment,
& Support user support,
and
documentation.

Chapter 07: Delphi Wide Band

7.1 Introduction to Delphi Wideband
The Wideband Delphi estimation method was developed in the 1940s at the Rand
Corporation as a forecasting tool. It has since been adapted to estimate many kinds of
tasks, ranging from statistical data collection results to sales and marketing forecasts. It
is especially useful to a project manager because it produces several important elements
of the project plan, such as the set of estimates and a work breakdown structure. The
discussion among the team during both the kickoff meeting and the estimation session
uncovers important project priorities, assumptions, and tasks. Delphi works because it
requires the entire team to correct one another in a way that helps avoid errors and poor
estimation.

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7.2 Delphi Wideband Process

7.3 Choose the team

The Project Manager selects a moderator to guide the process and an estimator team
consisting of 3 to 7 members with relevant expertise. The team is chosen to ensure a
diverse range of perspectives, allowing for a more accurate estimation.

7.4 Kick-off meeting

The first meeting sets the stage for the estimation process. During this session, the
estimation team collaboratively creates a Work Breakdown Structure (WBS) to break
down the project into smaller, manageable tasks. Assumptions are discussed and
clarified, and team members align on the scope and objectives.

7.5 Individual Preparation

After the kickoff meeting, each team member individually prepares their effort
estimates for each task outlined in the WBS. This step allows for unbiased,
independent assessment, and prevents groupthink from influencing
individual judgments.

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7.6 Estimation Session
The second meeting is where the team comes together to revise and discuss their initial
estimates. The moderator leads the discussion, and the team works toward achieving
consensus on the estimates. Any discrepancies are addressed through discussion and
reasoning, and adjustments are made based on the team's collective insights.

7.7 Assemble Tasks

After the estimation session, the Project Manager summarizes the final estimates and
consolidates them into a comprehensive report. This summary is then reviewed with the
team to ensure that all tasks are accounted for and that the estimates align with the project
goals.

7.8 Review Result

The final review involves assessing the outcome of the estimation process. The team
goes over the results from the estimation session, discusses any remaining concerns,
and ensures that the final estimates are realistic and well-supported by the collective input
of the team.

7.9 Assemble Table

Cost Estimation – Round 1
Round 1
Task Start Due Duration Estimated Round 1 Estimated
Task Title Owner Date Date (Days) Cost Estimate Cost
(BDT) (Days) (BDT)
Analysis Abdullah 20/05/ 30/05/ 10 15k 10 15k
25 25
Shefat
Design Tonni 30/05/ 7/06/ 8 20k 8 20k
25 25
Islam
Interaction Abrar 45k 45k
10/06/ 10/07/
Module Zahin 25 25 30 30
Arian
Resource Mridul 10/07/ 25/07/ 30k 30k
25 25
Management Kanti 15 15
Module Paul
Integration & Mezbah 25/07/ 10/08/ 15 30k 15 30k
25 25
Testing Uddin
Deployment Md. 10/08/ 20/08/ 25k 25k
25 25
& Support Salman 10 10
Khan
TOTAL 88 165000 88 165000

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 Cost Estimation – Round 2
Round 2
Task Start Due Duration Estimated Round 2 Estimated
Task Title Owner Date Date (Days) Cost Estimate Cost
(BDT) (Days) (BDT)
Analysis Abdullah 20/05/ 30/05/ 10 15k 11 16k
25 25
Shefat
Design Tonni 30/05/ 7/06/ 8 20k 9 21k
25 25
Islam
Interaction Abrar 45k 47k
10/06/ 10/07/
Module Zahin 25 25 30 32
Arian
Resource Mridul 10/07/ 25/07/ 30k 31k
25 25
Management Kanti 15 16
Module Paul
Integration & Mezbah 25/07/ 10/08/ 15 30k 16 32k
25 25
Testing Uddin
Deployment Md. 10/08/ 20/08/ 25k 27k
25 25
& Support Salman 10 11
Khan
TOTAL 88 165000 95 174000

Cost Estimation – Round 3

Round 3
Task Start Due Duration Estimated Round 3 Estimated
Task Title Owner Date Date (Days) Cost Estimate Cost
(BDT) (Days) (BDT)
Analysis Abdullah 20/05/ 30/05/ 10 15k 10 15k
25 25
Shefat
Design Tonni 30/05/ 7/06/ 8 20k 8 20k
25 25
Islam
Interaction Abrar 45k 45k
10/06/ 10/07/
Module Zahin 25 25 30 30
Arian
Resource Mridul 10/07/ 25/07/ 30k 30k
25 25
Management Kanti 15 15
Module Paul
Integration & Mezbah 25/07/ 10/08/ 15 30k 15 30k
25 25
Testing Uddin
Deployment Md. 10/08/ 20/08/ 25k 25k
25 25
& Support Salman 10 10
Khan
TOTAL 88 165000 88 165000

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 Cost Estimation Summary by Round
Average Average Total Estimated
Round Duration Duration (Days) Cost (BDT)
(Weeks)
Round 1 17.6 88 165000
Round 2 19.0 95 174000
Round 3 17.6 88 165000
Final Agreed 19.5 97.5 ~181,250
Estimation

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