Implementing Project Portfolio Management: From Organization Structure to Recognized Revenue · Module 8 · Resource Breakdown Structures
Lab solution walkthrough
Lesson 91 of 198 · 18 min
Both structures built from empty, with the reasoning narrated. The CFO's three questions, turned into the reporting structure — first, and out loud. The planning structure, designed backwards from "six to twelve lines". Formats: role and person, both enabled, with the bid-to-mobilization behaviour explained. Financial resources for travel and subcontract. The maintenance decision, answered as a process. A test plan built live, at planner speed, and timed. An actual cost, mapping upward; then one that does not, and the fix. NAME THE DEFENSIBLE ALTERNATIVES. Whether subcontract is a financial resource or a labour resource with an expenditure type format is a genuine judgment call. The maintenance answer can defensibly be centralized-with-SLA or project-level-with-review. Say which you would take and what would change your mind. "The structure that passes is the one a project manager can plan with in under five minutes and the CFO can report from without an 'other'…
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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