Implementing Project Portfolio Management: From Organization Structure to Recognized Revenue · Module 8 · Resource Breakdown Structures
Running the RBS design workshop
Lesson 83 of 198 · 2 min
Who is in the room. A finance or FP&A person who owns project reporting. An actual project manager who will plan with it. And the executive sponsor, or somebody who can speak for them. THE PROJECT MANAGER IS THE ONE USUALLY MISSING — AND THE ONE WHO DETERMINES WHETHER IT WORKS. Bring the current reports and a blank project plan. The question sequence. One. What questions does your leadership ask about project cost that you cannot answer today? Two. Show me how you build a project plan now. What do you plan in — roles, people, cost lines? Three. At what point in a project do you know who specifically is doing the work? Four. Do you plan any pure amounts without quantities? Five. What do you compare plan against actual by? Six. Does equipment or material cost matter — or is this a people business? Seven. How many lines…
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