Problem definition
Fabrication
yard operations involve large outlay of resources. With orders coming in daily,
management of these resources to reduce costs becomes tasking. How do we minimise
cost by optimizing throughput.
Feasible alternatives
The Project
work breakdown structure presents uni-direction orientation to projects.
3D work
breakdown structure presents multi-dimension view to projects
Develop the outcome of each
alternative
The project
work breakdown structure can be product oriented, discipline oriented, or
organisation oriented. This presents a single orientation to projects. Shown in
W2_Ocharlie_WBS blog posting..
The 3D WBS
presents multi-dimensional view to projects thus providing complete view of the
project.
OMNICLASS
presents 15 tables which completely defines construction information.
A WBS matrix
should therefore completely define the project
Jean-Yves
Moine developed a theory which classifies WBS in 3D model fig.1;
fig. 1 3D WBS
Jean-Yves opines
that activity (ABS) yields products (PBS) and is done somewhere (GBS).
He developed
the equation
WBS = GBS x
PBS x ABS
WBS is a
crossing between the 3 breakdown structures.
Inside the
WBS cube are little cubes which are one time schedule tasks. These little cubes
are controlled by the resources (tools), discipline (trade) and their
properties,
Analysis of alternatives
Single dimensional
WBS
|
Activity Breakdown
structure
Work Breakdown
Structure
|
Project Management
|
Equipment mobilization
|
Procurement
|
Fabrication
|
Inspection & testing
|
Load out
|
|
|
Structural skid
|
1
|
2
|
6
|
11
|
11
|
16
|
|
|
|
Skid frame
|
1
|
2
|
6
|
11
|
11
|
16
|
|
|
Hand rails
|
1
|
2
|
6
|
11
|
11
|
16
|
|
|
Drain pan
|
1
|
2
|
6
|
11
|
11
|
16
|
|
|
Grating
|
1
|
2
|
6
|
11
|
11
|
16
|
|
|
Blasting and painting
|
1
|
3
|
7
|
12
|
12
|
16
|
|
Piping spools
|
1
|
2
|
8
|
13
|
13
|
16
|
|
|
|
Pipe spools
|
1
|
2
|
8
|
13
|
13
|
16
|
|
|
Pipe supports
|
1
|
2
|
8
|
13
|
13
|
16
|
|
|
Hydrotest
|
1
|
4
|
9
|
14
|
14
|
16
|
|
|
Blasting and Painting
|
1
|
3
|
7
|
12
|
12
|
16
|
|
Onskid installation
|
1
|
5
|
10
|
|
15
|
16
|
|
|
|
Pipe supports
|
1
|
5
|
10
|
|
15
|
16
|
|
|
Piping
|
1
|
5
|
10
|
|
15
|
16
|
|
|
Equipment
|
1
|
5
|
10
|
|
15
|
16
|
|
|
Instrumentation
|
1
|
5
|
10
|
|
15
|
16
|
|
|
|
|
|
|
|
|
|
Table 1 WBS matrix for a Retrofit project showing the WBS
components and WP numbers.
|
Resources
|
Activity Breakdown
Product Breakdown
|
Project Management
|
Equipment Mobilization
|
Procurement
|
Fabrication
|
Inspection & Testing
|
Load out & Sjipping
|
|||
|
Material
|
Trade
|
Tools
|
||||||||
|
11.1
|
11.2
|
11.3
|
Structural skid
|
1
|
2
|
6
|
11
|
11
|
17
|
|
|
11.11
|
11.21
|
11.31
|
|
Skid frame
|
1
|
2
|
6
|
11
|
11
|
17
|
|
11.12
|
11.22
|
11.32
|
|
Hand rails
|
1
|
2
|
6
|
11
|
11
|
17
|
|
11.13
|
11.23
|
11.33
|
|
Drain pan
|
1
|
2
|
6
|
11
|
11
|
17
|
|
11.14
|
11.24
|
11.34
|
|
Grating
|
1
|
2
|
6
|
11
|
11
|
17
|
|
12.1
|
12.2
|
12.3
|
|
Blasting and painting
|
1
|
3
|
7
|
12
|
12
|
17
|
|
13.1
|
13.2
|
13.3
|
Piping spools
|
1
|
2
|
8
|
13
|
13
|
17
|
|
|
13.11
|
13.21
|
13.31
|
|
Pipe spools
|
1
|
2
|
8
|
13
|
13
|
17
|
|
13.12
|
13.22
|
13.32
|
|
Pipe supports
|
1
|
2
|
8
|
13
|
13
|
17
|
|
14.1
|
14.2
|
14.3
|
|
Hydrotest
|
1
|
4
|
9
|
14
|
14
|
17
|
|
12.1
|
12.2
|
12.3
|
|
Blasting and Painting
|
1
|
3
|
7
|
12
|
12
|
17
|
|
16.1
|
16.2
|
16.3
|
Onskid installation
|
1
|
5
|
10
|
15
|
16
|
17
|
|
|
16.1
|
16.2
|
16.3
|
|
Pipe supports
|
1
|
5
|
10
|
15
|
16
|
17
|
|
16.1
|
16.2
|
16.3
|
|
Piping
|
1
|
5
|
10
|
15
|
16
|
17
|
|
16.1
|
16.2
|
16.3
|
|
Equipment
|
1
|
5
|
10
|
15
|
16
|
17
|
|
16.1
|
16.2
|
16.3
|
|
Instrumentation
|
1
|
5
|
10
|
15
|
16
|
17
|
|
|
|
|
|
|
|
|
|
|
|
|
The WBS
matrix showing WBS components and activity numbers presents uni-directional
view of the project and does not adequately aid scheduling and resource
allocation.
The
multi-dimension WBS presents the interfaces, and aids scheduling in defining
what work has to be done, when it should be done, where it has to be done and
by whom and with what resources. With these, baseline estimates are made and
the work packages are prioritized by identifying those that are on critical
path.
Performance monitoring and evaluation
With the
multi dimension approach, scheduling becomes easy and workflow can be managed
as jobs are prioritised considering resources, trade and delivery date.
References
Jean-Yves
Moine (2012). 3D WBS model. (online). Available at http:3D-wbs.blogspot.fr
{last Accessed 14/12/2012}
OmniClass
a strategy for classifying the built environment (Ed 1), 2006-03-28 Release).
Retrieved
from http:www.omniclass.org/
Humphreys, G.
C. (2011). Definition of Scope, Work Breakdown Structure (WBS) and Dictionary,
Project Management Using Earned Value (2nd ed.), (PP. 45-58) CA,
Humphreys & Associates Inc.
Humphreys, G.
C. (2011). Relating Organisation, Responsibility, and Work Scope, Project
Management Using Earned Value (2nd ed.), (PP. 91-100) CA, Humphreys
& Associates Inc.
Hollman, J.K.
(Ed}. (2012). , Plan Project Scope and
Execution Strategy development, Total Cost Management Framework. (PP. 147-150)
WV, AACE International
