Att_1_TTP_for_Work_Breakdown_Structure_doc_v1.0.pdf

TTP for Work Breakdown Structure v1.0

22 July 2014

AIR FORCE TACTICS,

TECHNIQUES AND PROCEDURES

TTP FOR WORK BREAKDOWN STRUCTURE V1.0

22 JULY 2014

VERSION 1.0

UNCLASSIFIED

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For additional information or questions about this document refer to:

https://cs.eis.af.mil/afdbt/afee/

Series

This series of Air Force (AF) Tactics, Techniques and Procedures (TTP) includes:

Version Management

Name and Rank Date

Summary of Changes

Name of Change Author Approval Date

Table of Contents

Support

Series

Version Management

Summary of Changes

Table of Figures

1. Introduction

2. SDDP Applicability

3. Constructing a WBS

3.1 Entry Criteria

3.2 Procedures

3.2.1 Step 1: Brainstorm the Executable Actions and Deliverables

3.2.2 Step 2: Build WBS Hierarchy

3.2.3 Step 3: Assign Responsibilities to the WBS Elements

3.3 Exit Criteria

4. Conclusion

Appendix A: WBS for SDDP DOTMLPF-P Implementation Plan

Appendix B: WBS for M-Implementation Plan

Appendix C: WBS Template for M-Implementation Plan and SDDP Step 4 (MIL-STD-881C, Appendix K)

Appendix D: SDDP Step 4 WBS

Appendix E: WBS Dictionary Example

Acronyms

Table of Figures

Figure 1: Sample WBS Hierarchy for a DOTMLPF-P Implementation Plan

Figure 2: TTP for Work Breakdown Structure SDDP Applicability

Figure 3: Level 2 WBS for Planning Capability Deliverable

Figure 4: Level 3 WBS for Planning Capability Deliverable

Figure 5: WBS Tabular Representation with Resources Assigned

Figure 6: Example D-O-T-M-L-P-F-P Construct

Figure 7: Example Brainstorm Session Captured in DOTMLPF-P Construct

Figure 8: Example WBS for the DOTMLPF-P Implementation Plan from MROi Initiative

Figure 9: Example Level 2 WBS for DOTMLPF-P Implementation Plan

Figure 10: Example Level 3 WBS for DOTMLPF-P Implementation Plan

Figure 11: SDDP Step 4 WBS Example using MIL-STD 881C

Figure 12: WBS Dictionary Example

1. Introduction

This Tactics, Techniques and Procedures (TTP) document provides instruction and guidance for preparing a WBS and the hierarchical levels required to define, manage and control delivery of mission capabilities to the Warfighter. The Work Breakdown Structure (WBS) is the foundation of every program plan because it depicts the work products required to deliver necessary capabilities.

A well constructed WBS decomposes the work into interrelated, yet separately implementable products that result in delivering the capability in support of Air Force (AF) Mission and Warfighter needs.

Figure 1 is a sample representation of a WBS as a hierarchy of work products or deliverables for an initiative. Each descending level of the WBS represents an increasingly detailed definition of the work products. The hierarchy is constructed by identifying the products and deliverables necessary to deliver the target capability, and then decomposing those products into their constituent products.

Figure 1: Sample WBS Hierarchy for a DOTMLPF-P Implementation Plan

2. SDDP Applicability

All good planning activities start with a well constructed WBS. A WBS, an Integrated Master

Schedule (IMS), and a cost estimate are the foundations of a good project plan. The Service

Development and Deployment Process (SDDP) requires plan generation at various points in the six-step SDDP process, to include a Doctrine, Organization, Training, Materiel, Leadership, Personnel, Facility, and Policy (DOTMLPF-P) Implementation Plan, and Materiel (M)-Implementation Plan and an acquisition program plan. The discipline associated with development of a WBS, leading to the generation of an IMS (see TTP for Integrated Master Schedule), and a subsequent Cost Estimate

(see TTP for Schedule-Based Estimating), is relevant to any project planning activity.

A. As an integral part of the DOTMLPF-P Implementation Plan, the WBS for a capability delivery initiative is prepared during SDDP Step 2 and defines the work required to deliver the DOTMLPF-P capabilities identified in SDDP Step 1. This WBS should follow the structure shown in Figure 1. Details on how to create the WBS associated with the

DOTMLPF-P Implementation Plan can be found in Appendix A.

B. As an integral part of the M-Implementation Plan for a DOTMLPF-P capability, this WBS defines the work products that align the detailed M-Solution requirements, resulting from the

SDDP Step 3 Contextual Modeling, with the M-Solution related lifecycle management deliverables necessary to fully deploy the capability in accordance with the DOTMLPF-P

Implementation Plan. Details on how to create the WBS associated with the M-

Implementation Plan can be found in Appendix B. The structure should follow MIL-STD-

881C, Appendix K (WBS for Automated Information Systems (AIS)) to describe the work products required to implement the M-Solution as shown in Appendix C.

C. As the basis for the SDDP Step 4 WBS results in delivery of the materiel (M component of the DOTMLPF-P capability) capability to the end users, follow the same format as shown in

Appendix C and amplified instructions are in Appendix D. In this WBS, greater fidelity addressing key acquisition products such as design, Test and Evaluation Management Plans

(TEMPS), System Engineering Plans (SEPs) aligned to M development and delivery within the M-Implementation Plan is captured. Implementation of the M-Solution to include related lifecycle management deliverables are tracked as part of this WBS.

The TTP for Work Breakdown Structure flow discussed above is illustrated in Figure 2. The black arrows representing WBS touch points to other outputs. The bidirectional arrows feed into the IMS, and one arrow represents a single feed into the Risk TTP/Risk Register.

Figure 2: TTP for Work Breakdown Structure SDDP Applicability

3. Constructing a WBS

Constructing a WBS must be based on the defining products necessary to deliver the target capabilities. The WBS must be decomposed to the level such that individual deliverables can be executed independently and still aggregate to generate the desired end product or deliverable.

Although the different WBSs, such as the SDDP examples listed above, may have different scope and levels of detail based on the objective or outcome of the work being defined within the WBS, the process of constructing the WBS is fundamentally the same. This section describes the steps and actions to create a WBS.

A well constructed WBS breaks down work products into smaller elements so management can more easily plan and schedule the program’s activities and assign responsibility for the work needed to create those products, all of which will be captured in an IMS, per the TTP for Integrated Master

Schedule. The process of creating a product-oriented WBS to feed the activity-based IMS is essential for establishing a reliable schedule baseline and program plan.

3.1 Entry Criteria

The Entry Criteria defines what needs to be accomplished before a team is ready to construct a WBS.

Generally, the following criteria must be met before the team commences the WBS development:

A complete Performance Reference Model (PRM), or documentation which provides:

o Senior Leadership guidance on the project scope to achieve the desired capabilities, preferably formalized in a project charter or other source document signed by the responsible Senior Leader o A clear statement of the project objectives and the desired outcomes

A complete Business Reference Model (BRM), or documentation which provides:

o “To-Be” future state process maps and related performance measures associated with the required capability

Functional and technical resources with sufficient expertise to understand the deliverables and products that are needed to be accomplished to support the development of the WBS

Selected benchmarks and historical data on efforts similar to the project to serve as starting points or potential validation criteria

3.2 Procedures

Constructing a WBS is performed by the following three steps.

3.2.1 Step 1: Brainstorm the Executable Actions and Deliverables

In this activity, the WBS team will use information associated with the entry criteria and other supporting information or documentation (e.g., example WBS information from comparable initiatives) to assist in the definition of the top and supporting level products or deliverables that must be generated in order to deliver the target capability. Detailed examples are provided in

Appendix A.

The specific actions to be taken are:

1. Identify the executable actions that will ensure desired capabilities are delivered. Capture the executable actions as specific products or deliverables with the item identified as a noun

(vice a verb).

a. For the products or deliverables identified, identify the required measure of success associated with it for future reference. This information should be available from performance improvement identification from SDDP Step 1 PRM and business reengineering work (BRM) conducted during SDDP Step 2

2. Bucket the identified products and deliverables against the appropriate WBS structure described in the Section 2 of this document, and further described in Appendix A.

a. If the desired capabilities are best separated into independent implementation efforts, identify them as a WBS Level 2 with identified products and deliverables associated with it bucketed against the DOTMLPF-P construct

The result of this step should be a collection of all deliverables required to resolve the identified problems from SDDP Step 1 and achieve the needed capabilities to support reengineered business process(es) from SDDP Step 2.

3.2.2 Step 2: Build WBS Hierarchy

Once the top level of the WBS is established, decompose each product that must be delivered into its subset products, resulting in a parent-child relationship between the WBS elements at each level of the decomposition. This decomposition, after entry into the IMS, will allow the project manager(s) to assign work to team members in manageable blocks of work.

The decomposition of the elements in the WBS continues until a level of detail is achieved to track and integrate towards the delivery of the project. The following criteria can be used to determine if a sufficient level of detail has been achieved:

Each WBS element, as a general rule, is deemed to produce a piece of work that has a specific, independent deliverable that is complete as a standalone product

The WBS elements at each level of the decomposition will aggregate to the parent WBS element. This means that the products generated at one level of the WBS aggregate to the product generated at the next higher level of the decomposition

The overall WBS assures both Senior Leadership and project leadership, that the full project’s scope is understood and documented

The team can highlight the high-risk areas of the WBS. These risk areas will be entered into the Risk Register for analysis and risk mitigation activities in accordance with the TTP for

Integrating Risk into Program Plans. In general, the decomposition continues for 3-4 levels beyond the top level of the WBS, but allow for less or additional levels as required

The specific actions to be taken are:

1. Specify as the Level 1 WBS item the defined capability need (or initiative) as the project.

a. The identified Level 1 item represents either:

i. The capability need, e.g. from SDDP Step 1 and Step 2 in the case of a DOTMLPF-

P Implementation Plan

ii. The M-Solution initiative, e.g. the name associated with the bounded user requirement from SDDP Step 3

iii. The SDDP Step 4 capability requirements

2. During the process of decomposing the WBS Levels 1-4 (possibly to Level 5) products and deliverables, begin to create a WBS Dictionary. Each WBS product or deliverable should be described in brief narrative form in the WBS Dictionary. An example is shown in

Appendix E. The WBS Dictionary should include a performance measure (measures of success, measures or performance or measures of effectiveness) in the descriptions.

3. Construct the Level 2 WBS by decomposing the Level 1 major product or deliverable capabilities into products or deliverables that are required to deliver the Level 1 capability.

a. For example, for a DOTMLPF-P Implementation Plan WBS, the Level 2 is the

DOTMLPF-P construct unless the Level 1 has separate capabilities for delivery and implementation via their own DOTMLPF-P plans. In that case, define those deliverables and the next level for each is the DOTMLPF-P construct

4. Using the Level 2 products or deliverables, further decompose the products or deliverables to construct the Level 3 WBS.

5. Further decompose the Level 3 WBS elements, using the same methods described for Level

1-3, to create the Level 4 WBS elements (conduct further brainstorming session as necessary) as a “child deliverable element” of the Level 3 parent deliverable.

6. Further decompose to Level 5 WBS if required.

a. Decomposing the WBS elements to the lowest level and creating a full narrative of the scope definition, down to the lowest level, for each WBS element results in a comprehensive WBS hierarchy that provides the full scope of the capability

7. Assign unique WBS numbers for each of the WBS elements.

a. Level 1 WBS elements are a single digit number (e.g., 1)

b. Level 2 WBS elements are numbered sequentially (e.g., 1.1, 1.2, 1.3)

c. Level 3, and lower level elements, are similarly numbered using further subordinated representations (e.g., 1.1.1 for Level 3 and 1.1.1.1 for Level 4)

8. Lastly, validate the scope of the WBS. Too many WBS levels (i.e., in excess of 3-4 levels below the top of the WBS) usually means complexity has been introduced into the WBS that is best left for development of the IMS (see TTP for Integrated Master Schedule). Less than 3-4 levels of WBS decomposition may result in insufficient detail to enable the completion of the IMS (see TTP for Integrated Master Schedule) and subsequent cost estimating (see TTP for Schedule-Based Estimating).

Figure 3 and Figure 4 are WBS illustrations for different levels of decomposition.

Figure 3: Level 2 WBS for Planning Capability Deliverable

Figure 4: Level 3 WBS for Planning Capability Deliverable

The result of the “Build WBS Hierarchy” step is a structured WBS for the initiative.

1.0 Planning

Capability

1.1 Restructured

Organization for

Planning

1.2 Trained

Personnel for

Planning

1.3 Materiel

Deliverable for

Planning

1.4 Leadership

Engagement for

Planning

1.5 Personnel

Delivered for

Planning

1.6 Facilities for

Planning

1.7 Policies for

Planning

1.0 Planning

Capability

1.1 Restructured

Organization for Planning

1.1.1 Skill-set

Analysis for

Planning

1.1.2 Workload

Analysis for

Planning

1.1.3 Adjusted

Unit Manning

Document (UMD) for Planning

1.1.4 Operational

Change Request (OCR)

1.2 Trained

Personnel for

Planning

1.2.1 TTP

Training

Package for Planning

1.2.2 Training

Execution Plan for Planning

1.2.3 Training

for/with External

Partners for Planning

1.3 Materiel

Deliverable for

Planning

1.3.1 Materiel

Requirements

1.3.2 Acquisition

Strategy

3.2.3 Step 3: Assign Responsibilities to the WBS Elements

The next step is to assign responsibilities to each of the WBS elements.

The specific actions to be taken are:

1. Identify the person, team or organization with primary and coordinating responsibility for each WBS element.

a. Review and ensure the validated WBS elements are adequate. Ensure the lowest level of the WBS contains elements that can be assigned to an organization, person, team, or other set of resources, such that the product can be effectively generated by the assigned set of resources

b. If the element cannot be easily assigned to a single set of resources for implementation, then that WBS element should be decomposed further

2. Conduct a team review to validate the completeness of the WBS prior to developing the IMS.

3. Save and place the WBS under configuration control.

The result of this step is a completed WBS structure with information that will facilitate IMS development and cost estimating. A tabular WBS with resources assigned is illustrated in Figure 5.

(Note: The tabular format illustrates the same information provided in the “tree-structure” format shown in Figure 3 and Figure 4).

Figure 5: WBS Tabular Representation with Resources Assigned

3.3 Exit Criteria

A completed WBS meets the following criteria:

Reflects 100% of the known work scope per capability as determined by Senior Leadership

Is consistent with the stated project outcomes, as stated in the project charter, and reflects all the work deliverables and products necessary to deliver the capability

WBS elements have been placed under configuration control

A WBS Dictionary has been created

4. Conclusion

Upon completion of the steps described in this TTP, the initiative will have a clearly defined scope of work that is required to meet the Mission need and deliver the warfighter capabilities. Following the steps as outlined in this TTP will assure the WBS is complete, comprehensive and consistent across similar AF initiatives of varying sizes and scope.

Appendix A: WBS for SDDP DOTMLPF-P Implementation Plan

In accordance with the SDDP, WBSs are generated at three distinct points to support the generation of the plans identified in the SDDP: the DOTMLPF-P Implementation Plan, M-Implementation

Plan, and the SDDP Step 4 WBS. For each of these plans, a separate WBS is generated, but the same process described in this TTP is used to produce each WBS.

For the DOTMLPF-P Implementation Plan, the WBS establishes the relationship and dependency of the deliverables or products that, when successfully completed, will deliver the target DOTMLPF-

P capabilities.

Entry Criteria: Detailed Description for DOTMLPF-P WBS Development

Required information, along with sufficient personnel resources with the requisite experience and skillsets, to begin developing the WBS for the DOTMLPF-P Implementation Plan includes:

A Sponsor-approved PRM that clearly articulates the DOTMLPF-P capabilities that must be delivered through the DOTMLPF-P Implementation Plan

A Sponsor-approved BRM that documents all reengineered business processes necessary to deliver the DOTMLPF-P capabilities

Performance measures from the Sponsor-approved PRM that indicate when the DOTMLPF-

P capabilities have been successfully delivered

Process: Detailed Description for DOTMLPF-P WBS Development

Step 1: Brainstorm Requirements for DOTMLPF-P Implementation Plan

This step is executed for the creation of the WBS for the DOTMLPF-P Implementation Plan as described in Section 2A in the body of this TTP.

1. Review identified capabilities. For example, the AF/A4 Maintenance, Repair and Overhaul

Initiative (MROi) team has identified the need for a Logistics Planning Capability that supports annual planning with quarterly updates.

2. Next, brainstorm and capture the products or deliverables required to deliver capabilities across the DOTMLPF-P.

3. Create a D-O-T-M-L-P-F-P construct table with the capabilities listed on the vertical axis and the D-O-T-M-L-P-F-P “buckets” across the horizontal axis (see Figure 6).

DOTMLPF-P D O M T L P F P

Planning Annual Planning with Quarterly Updates

Figure 6: Example D-O-T-M-L-P-F-P Construct

4. Deconstruct and capture the products or deliverables associated with the identified capability.

The AF/A4 MROi example is seen in Figure 7.

5. Note: If a specific DOTMLPF-P bucket does not apply to the capability, there is no need to fill in that bucket (see bucket D in Figure 7).

DOTMLP

F-P

D O M T L P F P

Planning

Annual Planning w/ Quarterly Updates

N/ A

*Adjusted UMD to support quarterly update

*Materiel Require-ments

*TTP

Training Package for quarterly processes

*Analysis of DOD policy that allows for funds execution for quarterly replan

*Process to support workload

*Floor Plan study post person-nel/ org actions

*Process/ Policy with external partners

(DLA,

vendors)

*Workload Analysis

*Acquisi-tion Strategy

*Training Execution/ Deploymen t Plan

*Strategic Communic ation Plan

*Job classifi-cation

*Revised/ new AFI

*Skill set analysis

*Process/ Policy Training Package for external partners

*Revised/ new TTP

*OCR

(Operation al Change Request)

*Revised / new business rules

Figure 7: Example Brainstorm Session Captured in DOTMLPF-P Construct

Step 2: Build the WBS Hierarchy for the DOTMLPF-P Implementation Plan

1. Establish the root of the WBS as the name of the project defined by the PRM from SDDP

Step 1. As shown in Figure 8, the name of the project is Maintenance, Repair and Overhaul

Initiative (MROi), so the root of the WBS is MROi.

2. Establish Level 1 for each DOTMLPF-P capability or sub-capability, defined within the

PRM, to be developed and deployed, as shown in Figure 8.

Figure 8: Example WBS for the DOTMLPF-P Implementation Plan from MROi Initiative

3. Establish Level 2 for each type of product in the DOTMLPF-P spectrum necessary to deliver the DOTMLPF-P capabilities.

4. Categorize the executable actions or products identified through brainstorming session from

MROi

1.0

Planning Capability

2.0

Scheduling Capability

(TBD)

3.0

Execution Capability

Step 1. Each product capability should be placed in the DOTMLPF-P “buckets” based on their primary nature. Figure 9 provides a hierarchical “tree-structure” example of the categorized DOTMLPF-P executable actions.

Figure 9: Example Level 2 WBS for DOTMLPF-P Implementation Plan

5. Further decompose the products or deliverables necessary to deliver the DOTMLPF-P capability by DOTMLPF-P category as described in the WBS. An example of Level 3 breakdown for the DOTMLPF-P Implementation Plan is provided in Figure 10.

Figure 10: Example Level 3 WBS for DOTMLPF-P Implementation Plan

6. Ensure each WBS component, regardless of level, is a product or deliverable.

7. Provide a unique number to each of the WBS elements following the numbering schema described in Section 3.2.3. Level 1 – 1, Level 2 – 1.2, 1.3, Level 3 – 1.1.1, 1.1.2, 1.1.3 and so on.

8. Create a WBS Dictionary that fully defines the scope of each WBS element. It is recommended that the WBS Dictionary is created throughout the process of identifying and creating a hierarchy of each WBS element. An example WBS Dictionary is provided in

Appendix E.

9. Analyze and validate the major deliverables or products, as described in Section 3.2.2, to be produced at each WBS level. Ensure there are no gaps, and continue refining the WBS to resolve any identified gaps.

Step 3: Assign Responsibilities to the DOTMLPF-P Implementation Plan WBS Elements Once the WBS is validated, assign individuals, teams, or organizations with the responsibility to deliver the identified WBS products or deliverables and place the WBS elements under configuration control, as described in Section 3.2.3.

1.0 Planning

Capability

1.1 Restructured

Organization for Planning

1.2 Trained

Personnel for

Planning

1.3 Materiel

Deliverable for Planning

1.4 Leadership Engagement for Planning

1.5 Personnel

Delivered for

Planning

1.6 Facilities

for Planning

1.7 Policies

for Planning

1.0 Planning

Capability

1.1 Restructured Organization for Planning

1.1.1 Skill-set

Analysis for

Planning

1.1.2 Workload

Analysis for Planning

1.1.3 Adjusted

Unit Manning

Document (UMD) for Planning

1.1.4 Operational

Change Request

(OCR)

1.2 Trained

Personnel for

Planning

1.2.1 TTP

Training

Package for Planning

1.2.2 Training

Execution Plan for Planning

1.2.3 Training

for/with External

Partners for Planning

1.3 Materiel

Deliverable for

Planning

1.3.1 Materiel

Requirements

1.3.2 Acquisition

Strategy

1.4 Leadership

Engagement for Planning

1.4.1 DoD

Funds

Execution Revision

Engagement

1.4.2 Strategic

Communicatio ns Plan for Planning

Exit Criteria

The exit criteria that indicates successful completion of the above steps is a WBS that supports, in conjunction with the TTPs for Integrated Master Schedule, Schedule-Based Estimating and

Integrating Risk into Program Plans, the generation of a DOTMLPF-P Implementation Plan for

SDDP Step 2. The WBS will:

Depict the entire scope of work for the delivery of the DOTMLPF-P capabilities

Be decomposed to at least Level 3, and down to Levels 4 and 5 as necessary

Be structured in a DOTMLPF-P construct as described

Be validated to ensure that the levels of decomposition are sufficient to support the delivery of the products and deliverables necessary to deliver the capability

Be accompanied by a completed WBS Dictionary

Have resources identified to deliver the products or deliverables identified

Be placed under configuration control

Appendix B: WBS for M-Implementation Plan

The M-Implementation Plan WBS establishes the relationship and dependency of the deliverables or products, that when successfully accomplished, deliver the M-Solution component of the

DOTMLPF-P Implementation Plan, including all the lifecycle management capabilities and deliverables necessary to fully deploy and utilize the M-Solution. The M-Implementation Plan WBS specifically supports the cost estimating and bounded user requirements into the Materiel

Development Decision (MDD), and acquisition phase for the M-Solution.

The M-Implementation Plan WBS differs from the DOTMLPF-P Implementation Plan WBS because it solely focuses on the M products and deliverables required to deliver a capability, and it adheres to the standards set forth by MIL-STD-881C, Appendix K (see Appendix C).

Entry Criteria: Detailed Description for the M-Implementation Plan

Required information and resources to begin developing the WBS for the M-Implementation Plan includes:

A Sponsor-approved PRM, BRM and DOTMLPF-P Implementation Plan

A Sponsor-approved Contextual Model, adjusted based on the Course of Action (COA) selected, that documents the initial information Technology (IT) requirements necessary to deliver the M-Solution

A Sponsor-selected COA that describes technology and implementation patterns

(Commercial-Off-The-Shelf (COTS), Government-Off-The-Shelf (GOTS), Development, Legacy Remediation, etc.) chosen to implement the M-Solution

Process: Detailed Description for M-Implementation WBS Development

Step 1: Brainstorm Executable Actions and Deliverables

The brainstorming sessions, as described for the creation of the DOTMLPF-P Implementation Plan are not required for the creation of the WBS for the M-Implementation Plan. A brainstorming session is not required, because the necessary capabilities, requirements, and measures of success are provided in documents already produced, such as the PRM, BRM, Contextual Model, and COA.

The methodology around building the WBS for the M-Implementation Plan establishing the root project, decomposing the required products and deliverables to Level 1 – 5 (as required) is the same.

Step 2: Build the WBS Hierarchy for the M-Implementation Plan

Although the methodology to build the M-Implementation Plan WBS is the same as the building the

DOTMLPF-P Implementation Plan, the M-Implementation Plan WBS should follow the WBS structure provided by MIL-STD 881C, Appendix K (see Appendix C). The WBS is structured using this standard as follows:

1. Establish the M-Solution as the root of the WBS.

2. Establish Level 1 for the M-Solution. Add elements from Appendix C as appropriate for the

COA selected, augmented by additional WBS elements necessary to fully implement and deploy the M-Solution. These additional elements may be necessary due to specific or unique components of the selected COA that require special work to be accomplished.

3. Begin creating, and continue populating through the WBS generation, a WBS Dictionary to accompany the WBS elements identified in the M-Implementation Plan WBS (see Appendix

E).

4. Establish Level 2 for each product in each category of 881C, as well as the additional elements required by the selected COA.

5. Generate the Level 3 WBS by further decomposing the products or deliverables, from Level

2, into their constituent products as described in the body of this TTP.

6. Decompose the WBS elements to Levels 4 and 5 as needed.

7. Provide a unique number to each of the WBS elements following the numbering schema described in Section 3.2.3. Level 1 – 1, Level 2 – 1.2, 1.3, Level 3 – 1.1.1, 1.1.2, 1.1.3 and so on.

8. Assure each WBS element delivers a product.

9. Analyze and validate the major deliverables or products to be produced at each WBS level.

Ensure there are no gaps, and continue refining the WBS to resolve any identified gaps.

Step 3: Assign Responsibilities to the M-Implementation Plan WBS Elements

1. Assign individuals, teams or organizations with the responsibility to deliver the products or deliverables identified in the M-Implementation Plan WBS.

2. Place the WBS elements under configuration control.

Exit Criteria

The exit criteria indicating the successful completion of the above steps is the inclusion of the WBS into the M-Implementation Plan for SDDP Step 3. The WBS will:

Depict the entire scope of work for the delivery of the M-Solution

Provide the ability to develop a detailed IMS for the implementation of the M-Solution as appropriate

Be structured in compliance with MIL-STD-881C, Appendix K

Be validated to ensure that the levels of decomposition are sufficient to support the delivery of the products and deliverables necessary to deliver the capability

Be accompanied by a completed WBS Dictionary

Appendix C: WBS Template for M-Implementation Plan and SDDP Step 4

(MIL-STD-881C, Appendix K)

Figure 11: SDDP Step 4 WBS Example using MIL-STD 881C

WBS# Level 1 Level 2 Level 3

1.0 Materiel Product Capability (AIS)

1.1 Deployable Capability Prime Mission Product 1…n (Specify)

1.1.1 Custom Application Software 1…n (Specify)

1.1.2 Enterprise Service Element 1…n (Specify)

1.1.3 Enterprise Information System 1…n (Specify)

1.1.4 External System Interface Development 1…n (Specify)

1.1.5 AIS Platform Hardware

1.1.6 System Level Integration

1.2 System Engineering

1.3 Program Management

1.3.1 Risk Management

1.3.2 Program Control

1.3.3 Quality Assurance

1.4 Change Management

1.5 System Test and Evaluation

1.5.1 Development Test and Evaluation

1.5.2 Operational Test and Evaluation

1.5.3 Mock-Ups / System Integration Labs (SILs)

1.5.4 Test and Evaluation Support

1.5.5 Test Facilities

1.6 Training

1.6.1 Equipment

1.6.2 Services

1.6.3 Facilities

1.7 Data

1.7.1 Technical Publications

1.7.2 Engineering Data

1.7.3 Management Data

1.7.4 Support Data

1.7.5 Data Depository

1.8 Peculiar Support Equipment

1.8.1 Test and Measurement Equipment

1.8.2 Support and Handling Equipment

1.9 Common Support Equipment

1.9.1 Test and Measurement Equipment

1.9.2 Support and Handling Equipment

1.10 Operational/Site Activitation

1.10.1 Site Type 1…n (Specify)

1.11 Industrial Facilities

1.11.1 Construction/Conversion/ExpansionConstruction/Conversion/Expansion

1.11.2 Equipment Acquisition or ModernizationEquipment Acquisition or Modernization

1.11.3 Maintenance (Industrial Facilities)Maintenance (Industrial Facilities)

1.12 Initial Spares and Repair Parts

Use the Mil-Std 881C

WBS template for AIS development with recognition of the following:

1.4 Change

Management relates to M-Implementation lifecycle support changes. More comprehensive management is associated with the

DOTMLPF-P

Implementation by the functional user

(vice M-Solution lifecycle management).

1.6 Training, in the

context of the M-

Implementation Plan, is directly related to the technical training required (Help Desk, Data Administration) and not user training and lifecycle management support1.8 and 1.9

Support Equipment will typically be unused, but could be relevant for equipment such as

RFID and handheld devices

1.11 Industrial

Facilities and 1.12

Spares is typically

N/A

All M-

Implementation Plan

WBS items are specific to the M solution only

If an 881C standardized category does not apply to the specific M solution, do not include in the

WBS

Appendix D: SDDP Step 4 WBS

The SDDP Step 4 WBS establishes the relationship and dependency of the work tasks that when successfully accomplished will deliver the M-Solution, including all the Doctrine, Organization, Training, Leadership, Personnel, Facility and Policy (DOT-LPF-P) activities necessary to full deploy and utilize the M-Solution. This WBS details all program activities, from engineering and development to program management and its supporting disciplines.

The SDDP Step 4 WBS follows the same approach as that for the M-Implementation Plan, using

MIL-STD 881C as a template. The key difference in the development of these two WBS’ is that for the SDDP Step 4, a detailed set of requirements, baselined and approved by the Sponsor, is now ready to be used as the basis of the work to be described in the WBS. Greater detail in the baselined requirements will provide greater fidelity and accuracy in the generation an IMS (see TTP for

Integrated Master Schedule), and a subsequent Cost Estimate (see TTP for Schedule-Based

Estimating).

Entry Criteria

Required information and resources to begin developing the SDDP Step 4 WBS includes:

A Sponsor-approved Bounded User Requirement to include:

o The Service Reference Model (SRM) o The Data Reference Model (DRM) o The M-Implementation Plan

Step 1: Brainstorm Executable Actions and Deliverables

The brainstorming sessions, as described for the creation of the DOTMLPF-P Implementation Plan are not required for the creation of the SDDP Step 4 WBS. A brainstorming session is not required, because the necessary capabilities, requirements and measures of success are provided in documents already produced, such as the SRM, DRM and M-Implementation Plan. The methodology around building the SDDP Step 4 WBS establishing the root project, decomposing the required products and deliverables to Level 1 – 5 (as required) is the same.

Step 2: Build the WBS Hierarchy

Although the methodology to build the SDDP Step 4 WBS is the same as the building the

DOTMLPF-P Implementation Plan, the SDDP Step 4 WBS does follow the WBS structure provided by MIL-STD 881C, Appendix K (see Appendix C). The WBS is structured using this standard as follows:

1. Establish the M-Solution as the root of the WBS.

2. Establish Level 1 for the M-Solution. Add elements from Appendix C as appropriate for the

COA selected, augmented by additional WBS elements necessary to fully implement and deploy the M-Solution. These additional elements may be necessary due to specific or unique components of the selected COA that require special work to be accomplished.

3. Begin creating, and continue populating through the WBS generation, a WBS Dictionary to accompany the WBS elements identified in the SDDP Step 4 WBS (see Appendix E).

4. Establish Level 2 for each product in each category shown in Appendix C, as well as the additional elements required by the selected COA.

5. Generate the Level 3 WBS by further decomposing the products or deliverables, from Level

2, into their constituent products as described in the body of this TTP.

6. Decompose the WBS elements to Levels 4 and 5 as needed.

7. Provide a unique number to each of the WBS elements following the numbering schema described in Section 3.2.3. Level 1 – 1, Level 2 – 1.2, 1.3, Level 3 – 1.1.1, 1.1.2, 1.1.3 and so on.

8. Assure each WBS element delivers a product.

9. Analyze and validate the major deliverables or products to be produced at each WBS level.

Ensure there are no gaps, and continue refining the WBS to resolve any identified gaps.

Step 3: Assign Responsibilities to the SDDP Step 4 WBS Elements

1. Assign individuals, teams, or organizations with the responsibility to deliver the products or deliverables identified in the SDDP Step 4 WBS.

2. Place the WBS elements under configuration control.

Exit Criteria

The exit criteria indicating the successful completion of the above steps is a WBS ready for incorporation into the SDDP Step 4 WBS. The WBS will:

Depict the entire scope of work for the delivery of the program

Provide the ability to develop a detailed IMS for the implementation of the program

Be structured in compliance with MIL-STD-881C, Appendix K

Be validated to ensure that the levels of decomposition are sufficient to support the delivery of the products and deliverables necessary to deliver the capability

Be accompanied by a completed WBS Dictionary

Appendix E: WBS Dictionary Example

Each WBS product or deliverable should be described in brief narrative form in the WBS Dictionary.

An example is shown in Figure 12. The WBS Dictionary should include a performance measure

(measures of success, measures or performance or measures of effectiveness) in the descriptions.

WBS

Level

WBS

Number

WBS Element Description

1 1.0 Depot Maintenance

Planning

Capability

Implemented DOTMLPF-P deliverables to provide:

1. Capability to optimize Maintenance, Repair and

Overhaul (MRO) actions and efficiently provide a resource constrained MRO plan, by asset, and by operational fleet, within and across the AF Materiel

Command (AFMC) Sustainment Center and Logistics

Complexes

2. Incorporate field level failures into Depot MRO analysis within and across the Sustainment Center and

Logistics Complexes

3. Provide “What-If” planning and analysis for Depot

MRO planning, scheduling, execution, within and across the Sustainment Center and Logistics Complexes

4. Provide capability to project future MRO actions and pre-plan maintenance visits within Logistics Complexes

New capability will reduce the variance in plan changes, flow days, and on time delivery by +/- one standard deviation of performance as of end of fiscal year 2013

2 1.1 Restructured

Organization

Changes to the organizational structure, skill sets, and manning levels associated with depot maintenance planning capability with enterprise-wide visibility and new standardized practices and procedures. Estimate an x% savings in manpower requirements in the planning function to repurpose to line maintenance workload

3 1.1.1 Skillset Analysis for Planning

Documented analysis of current versus future skill requirements to perform depot maintenance planning functions. Source information to create revised standard Position Descriptions for depot maintenance planning

3 1.1.3 Adjusted Unit

Manning

Document (UMD) for Planning

Revisions to MAJCOM to local level unit manning documents to account for x% savings in manpower and record by specialty skill code and grade level authorized manning for depot maintenance planning

Figure 12: WBS Dictionary Example

Acronyms

Acronym/Term Definition

AF Air Force

AFMC Air Force Materiel Command

AIS Automated Information System

BRM Business Reference Model

COA Course of Action

COTS Commercial-Off-The-Shelf

DOT-LPF-P Doctrine, Organization, Training, Leadership, Personnel, Facility and Policy

DOTMLPF-P Doctrine, Organization, Training, Materiel, Leadership, Personnel, Facility and Policy

DRM Data Reference Model

GOTS Government-Off-The-Shelf

IMS Integrated Master Schedule

IT Information Technology

M Materiel

MDD Materiel Development Decision

MIL-STD-881C Military Standard 881C Work Breakdown Structures

MROi Maintenance, Repair and Overhaul Initiative

PRM Performance Reference Model

SDDP Service Development and Deployment Process

SEP System Engineering Plan

SRM Service Reference Model

TBD To Be Determined

TEMP Test and Evaluation Management Plan

TTP Tactics, Techniques, and Procedures

UMD Unit Manning Document

WBS Work Breakdown Structure