Giraffe.

I have my little giraffe. And it always accompany me wherever I am. I love you my little Giraffe.

WBS DICTIONARY

as we learn in a class before, a WBS dictionary is one of important thing in the Project Charter because it describe more about the WBS that we do. Other people will understand the WBS structure when they read the WBS dictionary. This is some article that i think is useful for us in understanding the WBS and WBS dictionary.

WBS - Work Breakdown Structure

As part of project management, it is important to create a work breakdown structure (WBS). The WBS helps in structuring groups and organizes deliverable project elements to make the work process easy to manage. This tool helps define the project's discrete work elements or tasks that help organize and define the total work scope of the project.

The tool is graphically represented in a tree structure that shows a subdivision of effort that is required to complete a task. In the course of a project, the WBS is developed by the end objective, successive subdivision into manageable components in terms of size, duration, and responsibility that include all steps necessary to achieve the objective.

WBS Dictionary

A WBS is usually accompanied by a document called a WBS Dictionary. This document elaborates and explains individual components of the WBS. The components could include codes, description of work, responsibilities, schedule milestones, schedule activities, resources, cost estimates, quality requirements, acceptance terms, technical resources, contract information, additional information, etc.

The WBS Dictionary helps understand the nature of the work as each element of the WBS is thoroughly explained with a functional description, post-implementation descriptions, general requirements, relationships, and dependencies. This form is generally filled by the project team and is used by large and complex projects that have many tasks.

The WBS Dictionary sounds complex and complicated. However, once the task is completed, it may prevent many issues that could occur from miscommunication or misunderstandings among the team members as to which tasks fits where in the project. The document helps effective communication among the team members. Finally, the document subdivides each deliverable into small pieces for easy estimation. The document considers each element and defines for the task:

• Unique identifier for each individual task
• Name
• Description
• Predecessors
• Successors
• Desirable end result
• Functional requirement it fulfils
• Technical requirement of completing the task
• Owners

The WBS Dictionary helps a lot when teams are geographically dispersed as it helps in easing communication issues. The document facilitates communications, helps each team member understand the objective of the task, and allows them to be interchangeable. When the project is about to begin, the project manager usually sends the WBS Dictionary to all team members so that they can begin their individual tasks immediately.

When completing the WBS Dictionary, both the project manager and the team members collectively describe how the task fits the requirements and how the requirements fit the project. This helps validate requirements and ensure the work done is directly related to the scope of the project.

In the majority of cases, the WBS Dictionary is an important output of the WBS process as the WBS would not be useful without it. The WBS Dictionary would also help examine the outputs and why they are important.

reference : http://www.brighthub.com/office/project-management/articles/52388.aspx

Typical Project Constraints

Resource Constaints

• Key staff resources will be available only on a part-time basis.

• Computer resources will be available on a limited basis.

• Key customer resources will be available on a restricted basis.

• A significant percentage of the project staff will not be experienced with the

technical environment.

• A significant percentage of the project staff will not be experienced with the

operating environment.

• The customer has limited staff capable of adequately describing in detail the

functional requirements of the system.

• The customer has limited staff capable of adequately describing in detail the

operational requirements of the system.

Delivery Constraints

• Deliverables submitted for approval will require working days for review.

• There is no limit to review and approval cycles.

• Equipment order lead times cannot be specified with accuracy.

Environmental Constraints

• The development or operating environment is new, and no project staff members

are familiar with it.

• Key decision-makers are difficult to contact when issues arise.

• The project does not have a customer project manager (or executive sponsor, or

steering committee)

• The project environment is new and the components have not yet been successfully

integrated.

• The project depends upon the successful and timely completion of associated

projects.

Budgetary Constraints

• Statistics used in preparing the estimates are unreliable.

• Outside consulting requirements cannot be accurately estimated.

Functionality Constraints

• The scope of the project is unclear.

• The project depends upon receiving data from other, external applications.

resource from : http://www.stanford.edu/dept/its/projects/PMO/files/linked_files/templates/typical_constraints.pdf

Masjid Taman Tasik Puteri, Rawang, Selangor

Pembinaan Masjid Taman Tasik Puteri Rawang ini adalah bagi melengkapi keperluan penduduk di taman ini.

No.Kontrak : JKR/SEL/351/2006

Nilai : RM 5, 553, 018.77

Wakil Pengarah Projek : Pembinaan Sujaman Sdn Bhd

33-2, Jalan USJ 1/1A

Regalia Business Centre

USJ 1, 47620 Subang Jaya

Pemilik : Jabatan Kerja Raya Negeri Selangor

Pembinaan Projek : Disember 2006 - Disember 2008 ( 2 Tahun)

Iskandar Malaysia

Iskandar Malaysia (IM), formerly known as Iskandar Development Region (IDR) and South Johor Economic Region (SJER) is the main southern development corridor in Johor,Malaysia. The Iskandar Malaysia was established on 30 July 2006.

Iskandar Malaysia is part of the Ninth Malaysia Plan (9MP).

Scope

The development region encompasses an area about three times the size (2,217 sq kms) of Singapore, including the city of Johor Bahru and towns of Pontian, Senai, Pasir Gudang and the construction of a new administrative capital in Nusajaya. Johor Bahru District is included in its entirety, as are parts of the district of Pontian. Five local planning authorities have jurisdiction over the covered area, including Majlis Bandaraya Johor Bahru (Johor Bahru City Council), Majlis Perbandaran Johor Bahru Tengah (Johor Bahru Tengah Municipal Council),Majlis Perbandaran Pasir Gudang (Pasir Gudang Municipal Council), Majlis Perbandaran Kulai (Kulai Municipal Council), and Majlis Daerah Pontian (Pontian District Council).

In this Iskandar Malaysia part of the target to be achieve is to enhance the economic growth, enhance the social capital, residential enhancement by providing variety type of housing and estate properties.

Time Duration

The Iskandar Malaysia has been established in July 2006 and targeted will be completed in its 5 flagzones area in 2025.

Cost

Government has issue RM 10 Billion to IRDA ( Iskandar Region Development Authority) to develop the Iskandar Malaysia

References

http://en.wikipedia.org/wiki/Iskandar_Malaysia

http://www.iskandarmalaysia.com.my/?lang=en

http://www.iskandarproperty.com/

http://en.wikipedia.org/wiki/Iskandar_Regional_Development_Authority

http://en.wikipedia.org/wiki/Ninth_Malaysia_Plan

Lebuhraya Karak

image from google

Nama : Lebuhraya Kuala Lumpur - Karak
Panjang : 60.00 Kilometer
Tarikh dibuka : 30-Apr-1999
Tarikh dibina : 03-Okt-1994
Alamat pejabat : 1, Jalan Batu Caves, 68100 Batu Caves, Selangor Darul Ehsan.
Konsesi MTD Prime Sdn Bhd
Website : www.mtdinfraperdana.com/toll_roads/default.asp

Latar Belakang Projek

Projek ini telah diswastakan kepada MTD Construction Sdn Bhd dan telah dipindahkan (Novate) kepada MTD Prime Sdn Bhd. Ianya bermula dari Kuala Lumpur di km 19.2 dan berakhir di Sungai Dua, Karak, Pahang di km 79.2. Pembinaan bermula pada Oktober 1994 dan siap 4 1/2 tahun selepas itu. Sebagai laluan utama yang menhubungkan antara Pantai Barat Semenanjung dengan Pantai Timur Semenanjung, ianya akan membawa pembangunan kepada persekitarannya.

Fakta Teknikal

Tarikh Mula Konsesi Julai 1994
Tarikh Tamat Konsesi Mei 2021
Tempoh Konsesi 27 Tahun
Panjang 60 km
Persimpanngan Bertingkat 2 buah (Dibina oleh Syarikat Konsesi)
Bil Tol Plaza 2 buah - Plaza Tol Gombak dan Plaza Tol Bentong
Bahagian A

Seksyen 1 - bermula daripada KM 19.20 hingga KM 37.0 (sepanjang 17.8 KM). Tempoh perlaksanaan 33 bulan dan siap pada 27hb. Julai 1997.

Sekyen 2A - bermula daripad KM 37.0 hingga KM. 45.5 (sepanjang 17.8 KM). Tempoh perlaksanaan 43 bulan dan siap pada 27hb. Julai 1997.

Syekyen 2B - bermula daripada KM 45.5 hingga KM 62.3 (sepanjang 16.8 KM). Tempoh perlaksanaan 45 bulan siap pada 27hb. September 1998.

Bahagian B

Seksyen 2C - bermula daripada kilometer 62.3 hingga lkilometer 79.2 (sepanjang 16.8 KM). Tempoh perlaksanaan 53 bulan dan siap pada 27hb. Julai 1999.

Bahagian X

Bahagian X yang bermula daripad kilometer 15.5 hingga kilometer 19.2 akan diserahkan semula kepada JKR kerana terlibat dalam projek Jalan Lingkaran Tengah II bagi pakej III dan IV yang dikendalikan oleh JKR.

Rujukan : http://www.llm.gov.my/serverpages/highway/highway_detail.aspx?highwayid=2

One Menerung, Bangsar