I want to know the preferable position of RBS to keep and manage efficiently. Should it be separate or to be mingled with WBS to ease tracking of the project ? Saving Changes...
Deepesh RammoorthyICT Project Manager ( PMP®AgilePM®Certified ScrumMaster® (CSM®))| Australian Red Cross Blood ServiceTarneit, Vic, Australia
You would manage both these through Project Integration Management using a Project Management Plan.
WBS is a hierarchical breakdown of all the work to be done - in other words , Scope of the Project.
RBS is a hierarchical categorization of Risks .
You can use the same principle of Decomposition for both , While the WBS goes from a Higher level of scope to drill down into the Work Package level, The RBS goes from a High level categorization of Risks to lower/much detailed levels.
However , they reside in separate areas of the Project Management Plan(PMP).
The Risk Management Plan area of the PMP would explain the fact that the risks will be categorized, identified and displayed in a Risk Breakdown Structure and the Risk Register will then be used to perform the impact assessment , rate the risks and provide risk treatments
The Scope Management area of the PMP would explain how a WBS will be used to breakdown the scope of the project into manageable work packages.
The Risk Register in it's entirety may be a component of WBS under the "Deliverable" area.
Both Risk and Scope must be managed by the Project Manager throughout the project. The Key scope items achieved or Key Risks may be highlighted in the Project Status Reports.
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1 reply by Amod Ranjan
Jan 04, 2018 12:27 PM
Amod Ranjan
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Sir, for the ease of tracking, if all the risks be depicted along with work breakdown structure then what problem may arise in future? As the both have estimated duration, cost and point of time to take place (EMV, in case of risk). I think, baseline could be easily maintained and tracked by doing so.
The RBS and WBS are distinct - I would see the link between them happening via specific risks in the risk register which could include attributes such as an RBS node descriptor and a WBS node descriptor.
Kiron Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
RBS is an structure that has to be defined and mantained at organizational level, not at project level. It is an structure totally independent from WBS and RBS (Resource Breakdown Structure which is oraganizational level oriented too). Saving Changes...
You would manage both these through Project Integration Management using a Project Management Plan.
WBS is a hierarchical breakdown of all the work to be done - in other words , Scope of the Project.
RBS is a hierarchical categorization of Risks .
You can use the same principle of Decomposition for both , While the WBS goes from a Higher level of scope to drill down into the Work Package level, The RBS goes from a High level categorization of Risks to lower/much detailed levels.
However , they reside in separate areas of the Project Management Plan(PMP).
The Risk Management Plan area of the PMP would explain the fact that the risks will be categorized, identified and displayed in a Risk Breakdown Structure and the Risk Register will then be used to perform the impact assessment , rate the risks and provide risk treatments
The Scope Management area of the PMP would explain how a WBS will be used to breakdown the scope of the project into manageable work packages.
The Risk Register in it's entirety may be a component of WBS under the "Deliverable" area.
Both Risk and Scope must be managed by the Project Manager throughout the project. The Key scope items achieved or Key Risks may be highlighted in the Project Status Reports.
Sir, for the ease of tracking, if all the risks be depicted along with work breakdown structure then what problem may arise in future? As the both have estimated duration, cost and point of time to take place (EMV, in case of risk). I think, baseline could be easily maintained and tracked by doing so. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
According to PMBoK6, p 405, the RBS (Risk BS) is a hierarchical representation of the SOURCES of risk. It is not depicting the affected areas of your risk, which might be in the WBS among other things.
Amod, if you are open to different means to identify risk, as you should be, you probably will identify sources not in the WBS. This is then one reason to keep WBS and RBS separat. Risk effects may have an impact on WBS work packages or not (e.g. when you have an overall project risk), they sure have an impact on objectives (like budget, schedule, quality).
If your project is unique, it may have unique sources of risk which grants to create a project RBS. This is PMBoK thinking. An organization RBS might be to broad for a project too, e.g. it may include procurement risks but if your project does not use procurement, you can forget about this part.
There might be RBS and risk register on program and/or organization level. Risks might be escalated to the next level, which is a new risk response strategy, and then are included in the risk register of the upper level. RBS's between levels may differ due to the different types of objectives. Saving Changes...
RBS is in my experience from the organization or link to it's structure. The WBS is made specifically for the project usage.
They both have relations with the risk register.
The RBS is not adjusted to the WBS.
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1 reply by Thomas Walenta
Jan 05, 2018 11:41 AM
Thomas Walenta
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Vincent, I too have seen organisations provide a RBS (e.g. IBM), which then is incorporating the lessons learned over time.
Many small, or even medium organizations I have seen do not have a mature PMO and therefor no org-wide RBS.
Even if there is a given RBS, I would not limit my project to the known sources of risk and try to brainstorm all kind of ideas where risks could come from.
The logical breakdown of scope should not be mixed up with risks. Keep it separate and have references to each other where needed.
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1 reply by Thomas Walenta
Jan 05, 2018 11:37 AM
Thomas Walenta
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exactly.
Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Jan 05, 2018 3:39 AM
Replying to Peter Ambrosy
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The logical breakdown of scope should not be mixed up with risks. Keep it separate and have references to each other where needed.
exactly. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Jan 04, 2018 3:37 PM
Replying to Vincent Guerard
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RBS is in my experience from the organization or link to it's structure. The WBS is made specifically for the project usage.
They both have relations with the risk register.
The RBS is not adjusted to the WBS.
Vincent, I too have seen organisations provide a RBS (e.g. IBM), which then is incorporating the lessons learned over time.
Many small, or even medium organizations I have seen do not have a mature PMO and therefor no org-wide RBS.
Even if there is a given RBS, I would not limit my project to the known sources of risk and try to brainstorm all kind of ideas where risks could come from.
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1 reply by Vincent Guerard
Jan 08, 2018 8:38 PM
Vincent Guerard
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I often have not show the RBS to avoid a check list syndrome.
