Implementing Project Portfolio Management: From Organization Structure to Recognized Revenue · Module 8 · Resource Breakdown Structures
Planning versus reporting structures
Lesson 81 of 198 · 2 min
The planning RBS is what a project manager plans against. It appears in the project plan and in financial plans. Its job is to be usable by a planner. The reporting RBS is how costs roll up in performance reporting. Its job is to answer the executive's questions. A PLANNER WANTS A MANAGEABLE LIST THEY CAN SELECT FROM. AN EXECUTIVE WANTS A HIERARCHY THAT AGGREGATES THE WHOLE PORTFOLIO MEANINGFULLY. Those are not the same structure. The relationship between them. Actual costs recorded against planning resources map into the reporting structure for roll-up. The mapping must work — which constrains the reporting design. You cannot design the two independently and hope. Can they be the same? Sometimes, in simple implementations. Often they should not be — and forcing one structure to serve both produces a planning list that is too deep and a report that is too shallow. Both audiences worse…
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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