Republic of the Philippines

Eastern Visayas State University

COLLEGE OF ARCHITECTURE AND ALLIED DISCIPLINE
Tacloban City

RESEARCH NO. 2

ARCH 513
Specialization 2

Submitted By:
Lantajo, Christopher Lloyd M.
B.S. Architecture 5A

Submitted To:
Ar. Hervy G. Catilogo, UAP, MSCM
Subject Instructor

Date Submitted:
December 19, 2023
I. Work Breakdown Structure (WBS)
a. Definition
A project's visual, hierarchical, and deliverable-oriented
breakdown is represented by a work breakdown structure (WBS). Project
managers can use this diagram to see all the tasks needed to finish their
projects and to break down the scope of their work.
An indispensable tool for project planning, the work breakdown
structure chart delineates every stage of the project's work. The WBS
diagram is topped by the final project deliverable, tasks, and work
packages related to it. The WBS levels segment the project scope,
indicating the tasks, deliverables, and work packages required to finish the
project from beginning to end.

b. How to create a WBS

It's crucial to initially evaluate the project scope by speaking with
all stakeholders and important team members before developing a task
breakdown structure.
It is your responsibility as the project manager to make sure that
the necessary information and deliverables are obtained and openly
prioritized. To illustrate the hierarchical hierarchy of priority and
 connectedness between the tasks required to finish the project, you can use
Gantt charts, flow charts, spreadsheets, or lists.
You can designate each task to a member of the project team after
listing the deliverables and tasks in chronological sequence of completion.
Distribute the team's tasks and responsibilities so that no one person is
responsible for too much of the project.
c. Types of WBS
Finding the WBS that best suits you and your team may need some
trial and error on your part as a project manager. Whether they be team
members or external stakeholders, the objective is to make progress
evident to all parties involved by displaying the hierarchy of your
initiatives.
Here are some samples of work breakdown structures. Any of these
can be used to create a WBS outline.
1. WBS spreadsheet: You can effectively organize your WBS in a
spreadsheet by labeling the various stages, tasks, or deliverables in
the columns and rows.
2. WBS flowchart: A diagrammatic workflow is one way to organize
your WBS. The majority of WBS templates and examples online
are flowcharts.
3. WBS list: A straightforward list of tasks, deliverables, and
subtasks can serve as the basis for your WBS. This is the simplest
method for creating a WBS.
4. WBS Gantt chart: Your WBS can be organized as a Gantt chart,
which is a visual representation of a timeline and a spreadsheet. It
is possible to integrate task dependencies and display project
milestones with a WBS structured as a Gantt chart.

II. Resource Breakdown Structure (RBS)

a. Definition
 A resource breakdown structure (RBS) is a tool that lays out the
resources needed to complete each task in a project plan or work
breakdown structure (WBS). It includes all resource types, including
people, time, intangible assets, and tangible assets. Before a project starts,
the RBS helps with planning, organizing, and managing resources; when
work is underway, it helps you track resource utilization.

b. How does RBS work

Structures for resource breakdown break split a project into smaller
tasks. The RBS enumerates all the resources a team or employee requires
for each task; contingent on the nature of the project, these resources may
comprise personnel, time, supplies, machinery, or technology. Your tools
may include a conference room, white board, and two hours from the four-
person marketing team if your objective is to "brainstorm a product
tagline."
 Depending on your current system, you can format the RBS as a
list, graphic, or spreadsheet. A tree diagram is a common tool used by
project managers to show how available resources will be allocated
throughout the project. To illustrate several resource kinds for intricate
tasks, think about dividing the resource list into columns.
It's crucial to replicate the layout and content of your current
network diagram, precedence diagram, or work breakdown structure
(RBS); project management software can typically take care of this for
you. The project management process is streamlined when there is
consistency in the structure, as it guarantees that your resource
requirements correspond with the project plan.

c. How does RBS affect project management

A precise resource breakdown structure aids in the visualization of
resource requirements for project managers at every stage of the project.
When resources are shared by multiple teams or project activities, this is
especially useful for your project. It's simple to identify possible overlap
locations and make necessary adjustments when using the RBS.
Project managers can benefit from an accurate resource breakdown
structure as well

1. Plan resources precisely:

In order to create an RBS, you must analyze each task separately.
This method removes uncertainty and guarantees precise resource
planning, preventing surprises later on.

2. Make a budget:
You can make a more precise budget if you are aware of the
resources required to finish a project.

3. Employee scheduling:
 It is made easier when managers are involved if the RBS has time
estimates for both teams and individual workers. In this manner,
you can keep an eye on workloads and guarantee that every team
member has enough time for other obligations.

4. Identify missing resources:

The RBS assists you in identifying these gaps. It notifies you ahead
of time whether you need to expand your workforce, purchase
additional tools, or restock supplies.

5. Keep your workflow productive:

An RBS outlines the precise resources you require and the time
you require them. Using this knowledge, you can develop an
effective allocation timetable that reduces delays and keeps the
project moving forward.

6. Save money:
The RBS lessens the need for unnecessary expenditure by
facilitating resource sharing within the organization.

7. Track resource allocation:

You can view your resources' real-time usage by consulting the
Resource Utilization Scheduling (RBS) at any time during a
project. In the event that the project timeline changes, you can
immediately reallocate resources while keeping things moving
forward.

After a project is finished, resource breakdown structures can be

useful as well. If you archive them, you'll eventually accumulate a
collection of records that you may utilize to assess performance and
 forecast the need for further resources. You can use this information to
help you choose projects, decide what to buy, and create long-term plans.

d. Items included in RBS

The components you include in a resource breakdown structure are
determined by the needs of the project. Resources typically fit into a few
standard categories:
 Human resources: These comprise the workers you
require to complete a task. Indicate which portion of the
task the individual is in charge of, along with their name
and title.
 Tools and equipment: Make a list of the material items
required to do the project. This could include automobiles,
machinery, testing apparatus, lab equipment, and video
conferencing devices.
 Time: Time is typically listed as a secondary resource; it is
most useful when combined with other resources, like
people or equipment. For instance, you may state how
many hours a worker will put in on a project or how much
time you'll need to spend on a specific piece of equipment.
 Technology: This kind of resource is typically intangible
and include items such as software as a service (SaaS)
subscription, cloud storage, internet bandwidth, and
computer programs.
 Materials: Paper, electronic parts, and other components
are needed for some projects. You can require raw
resources like metal, plastic, oil, or wood if you're
manufacturing things.
 Physical spaces: Include a lab, conference room, testing
facility, or other address on the resources list if you require
 access to it. Off-site location rentals may fall under this
category.
 Services: Don't forget to include the services you pay for
on the job. Certain positions, such as those in engineering,
marketing, or accountancy, call for outsourcing. Additional
instances encompass expert photography, animation,
manufacturing, or housekeeping.
It can be challenging to create a resource breakdown structure,
particularly when working on a large-scale project or activity that requires
a lot of resources.

III. Cost Breakdown Structure (CBS)

a. Definition
In project management, a Cost Breakdown Structure (CBS) is a
term. It has a close relationship with the concept of a work breakdown
structure (WBS).
Strangely, although the WBS is a vital component of project
scheduling, cost breakdown structures are frequently left out of project
management and scheduling. However, the two are complimentary and
ought to be applied in tandem to determine all project expenses and
outputs. Project managers can keep track of change orders, revisions,
transfers, contingencies, variances, and more by using a CBS.
b. Costs Might Be Included in a Cost Breakdown Structure
To create a comprehensive cost breakdown structure, four
categories of charges are often necessary: labor, material, equipment, and
overhead costs. Let's examine each and the reasons CBS values it.
 Labor Costs: The money paid for the individuals who will carry
out the job is known as labor costs. These expenses can be directly
linked to the creation of a good or service, making them direct
expenditures. Labor expenses are categorized into manufacturing
and service costs, for example. The hours spent and each kind of
labor are then assigned a rate. Since labor costs are simple to
detect, cutting costs should start with them

 Material Costs: All materials purchased by the company are

included in the material costs. Raw materials, parts & components,
and manufacturing supplies are a few instances of material
expenses. However, freight and insurance charges are also
included in the category of material costs; they don't just apply to
tangible goods either. Consider that direct materials have a single
cost target, but indirect materials have several cost objectives. This
will help you distinguish between the costs of direct and indirect
materials in accounting.

 Equipment Costs: While some include equipment expenses in

material costs, it is preferable to treat equipment costs as a separate
line item when developing your cost breakdown structure.
Although parts and components are included in the material costs
category, the actual equipment that you are utilizing is not. You
can, if you'd like, separate the parts and components used in the
 creation of your items under materials and list the parts and
components that are directly related to the equipment here.

 Overhead Costs: Since overhead costs are recurring expenditures

that cannot be directly linked to a particular cost, they are referred
to as hidden costs. Even though they might not increase earnings,
they still form a component of the project's overall activity. The
expenses that come with operating a company or organization,
including office supplies, are known as overhead costs.

c. How to Make a Cost Breakdown Structure

It ought to be evident that incorporating a cost breakdown structure
into your project planning and scheduling procedure is crucial. You're
already doing a lot of this work with other breakdown structures that are a
standard part of project management procedures, so it's not too tough. To
create a cost breakdown structure, adhere to these guidelines.
i. Establish a WBS, or work breakdown structure.
As mentioned, establishing a cost breakdown structure
includes developing a job breakdown structure. Most likely, you've
already started creating one to list your deliverables and the work
required to fulfill them. To view the project as a whole on a single
chart, use the task breakdown structure. Determine which of the
tasks you have to complete will add to the project's cost as they are
all listed.

ii. Determine the Costs of Every Project Task

After outlining the project's activities, you must calculate
their estimated costs. These expenses can be divided into labor or
direct expenditures, materials, equipment, overhead, etc. Using
cost estimates strategies will help you obtain the most accurate
estimate possible. The total cost of your project will be known
 once you have determined the prices of each of these components
with accuracy.

iii. Define the Margin of Contingency.

Estimates are just that—estimates—regardless of how
meticulous you are. You must account for changes that can affect
the project expenses and leave wiggle room in case your estimates
prove to be inaccurate. We refer to that as a contingency margin.
Consider your overhead, administrative expenses, and direct and
indirect expenditures. Also, leave enough leeway in your budget to
complete the project without going over budget.

IV. Construction Schedule

a. Definition
Construction managers utilize a construction schedule, which is a
timeline for the building project, to decide the sequence and length of each
activity. To help ensure that projects stay on schedule and under budget,
construction schedules also keep track of deliverables, dependencies, and
milestones.

b. Types of Construction Schedule

i. Gantt Chart: Create a straightforward spreadsheet that
enumerates all of the tasks required to finish a project and monitors
their advancement over time. You can modify upcoming tasks and
due dates on this document—a Gantt chart—according to real
progress. Gantt charts are popular among construction managers
because they facilitate rapid, high-level evaluations of overall
progress and make issues and delays easily identifiable.
 Types of Gantt Chart Dependencies
a. Finish to Start (FS): A task must be completed
before the next task begins. (You must complete
Task A before you start task B).
b. Start to Start (SS): A task must be started before
the next task starts (You must start Task A before
you start Task B).
c. Finish to Finish (FF): A task can only be
completed once another task is completed (You can
only complete Task A once you complete Task B).
d. Start to Finish (SF): A task can only be completed
once another task starts (You can only complete
Task A once you start Task B).

ii. Critical Path Method (CPM): By identifying all dependent jobs

in your timeline, you may estimate how long a construction project
will take to complete overall. A team cannot start these tasks until
the completion of another assignment. Managers can predict
changes to the completion date when any critical path activity
accelerates or decelerates when employing the critical path
method.
 iii. Program Evaluation and Review Technique (PERT): You may
determine how long a construction project will take to finish
overall by listing all dependent jobs in your timeline. These
assignments cannot be started by a team until another assignment
has been finished. When using the critical path method, managers
can anticipate changes to the completion date when any operation
on the critical path accelerates or decelerates.

c. What Makes a Good Construction Schedule?

A well-crafted construction schedule is precise, logically ordered,
and practical. It accounts for time and resource restrictions and helps the
project stay under budget. Teams can work efficiently and produce results
at a steady pace without wasting resources by adhering to a precise and
well-organized timetable.
Construction schedules that work is the product of collaboration
amongst all project stakeholders. Managers can create realistic scheduling
 goals that promote efficiency, limit risk, and maintain high morale by
promoting open communication between management and staff.
Adopting best practices for construction scheduling helps maintain
predictable cash flow while fostering quality and safety. On the other
hand, poorly planned construction timetables may result in delays and
overspending. According to the terms of the contracts, contractors may
even be subject to fines or legal action due to scheduling conflicts.

V. Project Schedule Network Diagram

a. Definition
A project schedule network diagram visualizes the sequential and
logical relationship between tasks in a project setting. This visualization
relies on the clear expression of the chronology of tasks and events.
Most often, a project network diagram is depicted as a chart with a
series of boxes and arrows. This network diagram tool is used to map out
the schedule and work sequence for the project, as well as track its
progress through each stage — up to and including completion. Because it
encompasses the large tasks that need to occur over the project’s duration,
a network diagram is also useful in illustrating the scope of the project.

b. Types of Project Network Diagrams

 In project management, there are two primary forms of network
diagrams: precedence diagramming technique (PDM), sometimes referred
to as "node network" or "activity on node," and arrow diagramming
method (ADM), also known as "activity network diagram" or "activity on
arrow."
i. Arrow diagram Method (ADM)
Project-related activities are represented by arrows in the activity
network diagram, or ADM. It's crucial to remember that the ADM
is no longer frequently utilized in project management because of
its drawbacks. To be able to identify these diagrams if they appear
in your workplace, it is still helpful to grasp ADMs.

ii. Precedence Diagram Method (PDM)

PDM network diagrams are a more effective substitute for ADMs
and are widely utilized in project management today. Each box, or
node, in a network diagram created using the precedence
diagramming method represents an activity, and the arrows show
the connections between the various activities.
VI. Resource Optimization
a. Definition
The phrase "resource optimization" refers to a broad category of
techniques used in project management to align project resources with the
project timeline. It deals with the most effective distribution and
administration of resources. These resources can include labor as well as
supplies and machinery.
Resource optimization is essential to every organization's
performance and ability to remain competitive in its industry since it
makes operations and projects function more smoothly. To fulfill its
strategic goals within budget and schedule constraints, any business must
be aware of its resources and plan them effectively.

b. Best Practices for Resource Optimization

Whatever business you operate in, resource optimization is something you
should use to increase efficiency in your firm. Here are some factors to
take into account in order to implement a resource optimization plan that
works.
i. Examine Your Ability to Use Resources
You must first identify your resources in order to schedule them
effectively. Knowing which resources are available for allocation
and ensuring that none are over-allocated beyond their capability
are the first steps in the allocation process. For this to happen, you
must accurately evaluate your resources before beginning the job.
The project manager can then, if needed, ask for more resources to
 cover any gaps in their resource plan or get ready for any shortages
or excesses.

ii. Monitor Resource Usage

Optimizing resources is merely the initial stage. You must
keep an eye on your resources, ideally in real time, to ensure
optimal resource utilization. Numerous project management tools,
including dashboards, reporting, and other resource management
features, can be used for this. Project managers can compare the
actual performance to the projected performance by using the
resource usage they capture.

iii. Employ Software for Resource Management

Software for resource management is necessary for the
majority of these resource optimization best practices. An online
one that can provide you with real-time data will be ideal for
managing your resources and enabling you to make better
informed judgments. Together with a dashboard that offers you a
high-level overview of progress and performance whenever you
need it, it should also contain reporting features that allow you to
see workload, variance, and other information.

c. Resource Optimization Technique

 i. Resource Leveling
When a project's start and conclusion dates are changed to
accommodate its available resources, this is known as resource
leveling. This keeps your team from burning out and helps strike a
balance between the demand and availability of a resource. Project
managers utilize this information to assign tasks to team members
who possess the necessary skills or resources.
This improves resource efficiency and lowers deficits while
boosting the use of resources in a project. It can aid in preventing
overspending and aid in producing high-quality results. But it can
cause you to miss deadlines on other projects, go over budget, and
possibly need to commit more resources.

ii. Resource Smoothing

Time-sensitive situations are handled with resource
smoothing. Resource smoothing, also known as time-constrained
scheduling, minimizes resource usage over project allocation and
maintains requirements within budget. One needs access to the
human resources workload in order to accomplish this. This aids in
timely and economical delivery, but it necessitates setting some
tasks as priorities and putting off others.

iii. Resource Allocation

The name "reverse resource allocation" comes from the fact
that it begins with your last or most important assignment and
proceeds backward from your calendar. This resource optimization
method should be applied when there is a set deadline or when
important tasks need to be completed by a specific date. This lets
you figure out when the required resources will start.
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