Implementing Project Portfolio Management: From Organization Structure to Recognized Revenue · Module 8 · Resource Breakdown Structures
What we are building
Lesson 78 of 198 · 1 min
A project plan with resources organized one way, and a performance report rolling the same costs up a different way. Same costs. Two structures. Two audiences. That is what this module builds, and the fact that it is two rather than one is the thing almost nobody arrives knowing. And the chain it sits in, which does not stop until the end of the course: RESOURCE CLASSES → RESOURCE FORMATS → PLANNING RBS → PLAN TYPES (Module 9) → PROJECT TEMPLATES (Module 18) → EVERY PROJECT EVER CREATED. This module carries more downstream weight than any other in the phase. Its argument, stated once: design the RBS from the report the executive wants — then check that a project manager can plan against it. Both constraints matter and they pull in different directions. Everything here is that tension being resolved.
The full lesson is part of the course
The video, the complete written lesson and the module quiz are included in Implementing Project Portfolio Management: From Organization Structure to Recognized Revenue, with a certificate on completion and a fourteen-day refund window.
In this module: Module 8 · Resource Breakdown Structures
- 1What we are building
- 2Why the RBS is permanent
- 3Resource classes and resource formats
- 4Planning versus reporting structures
- 5Designing the hierarchyFree preview
- 6Running the RBS design workshop
- 7Creating a planning RBS
- 8Adding planning resources
- 9Centralized versus project-level maintenance
- 10Creating a reporting RBS
- 11Proving the structure works
- 12What breaksFree preview
- 13Lab briefing: plan for a CFO and a bid team at once
- 14Lab solution walkthrough