Development and Implementation of a Standard WBS for Offshore Construction

摘要

On large diversified projects, it can be very difficult to get thernvarious project stakeholders (i.e. departments, regional offices,rnowner representatives, engineering firms, contractors, andrnvendors) to use a “common language” to discuss projectrndeliverables. As one of the first steps in implementing arncommon project language for a major worldwide offshorerncontractor, the authors facilitated and lead a corporaterncommittee that developed and implemented a common WorkrnBreakdown Structure (WBS) for all engineering, fabrication,rnand marine work performed at company facilities locatedrnaround the world. The standard WBS has become thernunifying element that ties the company operations, accounting,rnscheduling, and material management systems into a singlernproject management system. Major benefits realized includernreduced project management costs, tying together of cost andrnschedule management, and the ability to roll up cost andrnschedule performance for reporting purposes while retainingrnthe capability to “drill down” to lower levels to determine thernroot source of project variances.