Implementing Project Portfolio Management: From Organization Structure to Recognized Revenue · Module 8 · Resource Breakdown Structures
Lab briefing: plan for a CFO and a bid team at once
Lesson 90 of 198 · 2 min
An hour forty-five. The title is the tension. The CFO wants project cost analysable by resource class, by practice, and by whether it is internal delivery or subcontracted. She reviews a portfolio report monthly. Project managers plan engagements at bid stage by role and headcount — they do not know who will be staffed. After mobilization they want to re-plan against named individuals. A TYPICAL ENGAGEMENT PLAN IS 6 TO 12 LINES. Every engagement carries a travel budget planned as a single amount with no quantity, and some carry a subcontract amount handled the same way. Equipment cost is negligible; this is a people business. And one practice lead has asked whether he can add his own resource categories to plans as he needs them. What is in there. The CFO's three dimensions are your reporting structure, and Lesson 4 says to design it first. Role at bid, person after…
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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