Project Management System
Based on Work-Breakdown-Structure Process Model
Akira Harada1, Satoshi Awane1, Yuji Inoya1, Osamu Ohno1,
Makoto Matsushita2, Shinji Kusumoto2, and Katsuro Inoue2
1 Engineering Support Management Division, Solution Systems, Hitachi Ltd.

890 Kashimada Kawasaki, Kanagawa, 213-8567, Japan{aharada, awane, yinoya, ohno }@itg.hitachi.co.jp
2Department of Computer Science
Graduate School of Information Science and Technology
Osaka University
1-3, Machikaneyama, Toyonaka, Osaka 560-8531,Japan{matusita, kusumoto, inoue}@ist.osaka-u.ac.jp

Abstract: We have developed a “WBS(Work Breakdown Structure) processmodel” for a business application software development project. We have also
developed a project management system called “PRO-NAVI” which works on
the “WBS process model.” This WBS process model” provides (1) mutual
mapping between the “software development processes”, “activities”,“products”, “know-how,” “rules”, and “standards”, and provides (2)comprehensive control. The role of “project management” in a businessapplication software development project is recognized to be of more
importance. These projects generally involve huge efforts, and cost heavy
payloads to their “project management.” Thus, an efficient project management
system is needed. We have developed “PRO-NAVI”. We have applied andevaluated “PRO-NAVI” with a number of projects and confirmed that it iseffective for efficient project fulfillment.

1

INTRODUCTION

Digitization and networking of the society is accelerated, such as seen in diffusion oftheInternet and the World Wide Web, and in business application software development,
requirements for larger scale, higher function, shorter delivery schedule, and lower cost
are urged. Accordingly, role of project management is becoming more important tocarry out business application software development projects as planned: [1],[2],[3],[4].
Generally in a project management, repetition of so called Plan-Do-Check-Action
process, make plan, execute it, check progress situation, and take action if necessary issaid to be fundamental. A project is a set of multiple works and their consequential
products, and a project management is a facilitation to make these works done withefficiency and to manage works and products. Therefore, a system to support a project
management is required.

This paper is a proposal of a management method of works and products and a
project management support method based on WBS(Work Breakdown Structure)process model: [5],[6],[7],[8]We also show our actual development of “PRO-NAVI”, which is a WBS-based
project management system.
As project management systems, MS-Project [9], ProcessDirector [10], andKnowledgePLAN [11] are well known products. As Product document management
systems, DocumentBroker [12] and documentum [13] are well known products. We
thought a new point of view is required, to relate and use with efficiency, of projectprocess information, work information, product information, know-how information,
which both of above have. PRO-NAVI” provides [a] clear definition of softwaredevelopment process, work, and products of the project at the project planning phase,[b] grasp of project progress status, [c] standardization of software project development
process and navigation, [d] sharing of project knowledge such as project products and“know-how.” These improve efficiency of project promotion. PRO-NAVI” is used bymore than 1,000 projects by now and will be used more.
In this paper, we will show modeling of a business application software project by
WBS in chapter 2, realization of “PRO-NAVI” in chapter 3, we will also show anapplication example, evaluation and consideration in chapter 4, and we will show asummary and address future issues in chapter 5.

2. WBSWBS is a hierarchy chart to describe project goals in detail.
2.1

WBS process model

Department of Defense handbook “Work Breakdown Structure” defines WBS as
below: [5](1) A product-oriented family tree composed of hardware, software, services, data, andfacilities. The family tree results from systems engineering efforts during theacquisition of a defense material item.
(2) A WBS displays and defines the product, or products, to be developed and/or
produced. It relates the elements of work to be accomplished to each other and to theend product.
(3) A WBS can be expressed down to any level of interest. However the top three levels
are as far as any program or contract need go unless the items identified are high cost or
high risk. Then, and only then, is it important to take the work breakdown structure to alower level of definition.
”PMBOK” defines WBS as, “A deliverable-oriented grouping of project elements thatorganizes and defines the total work scope of the project. Each descending level
represents an increasingly detailed definition of the project work,: [6]”In this paper, we will explain according to the definition of [6]. We will also calleach element of WBS as “work”.

2.2

Project planning based on WBS(1) “Standard PRO-NAVI WBS”
We propose a five layer WBS process model for a software development project andname it “Standard PRO-NAVI WBS”.
[a] first layer: project [b]second layer: sub-project [c]third layer: phase [d]fourthlayer: work step [e]fifth layer: productFig.1. Standard PRO-NAVI WBS

Figure 1 shows an example of Standard PRO-NAVI WBS”.
First layer is the project itself.
We divide the whole software to be developed by a project to several loosely related
sub systems and name each project to develop one of these sub systems as sub-project.
We define this sub-project as the second layer. For example, for a project to develop amanagement administration system for an enterprise, first layer will be “managementadministration system”, second layer will be sub systems of the managementadministration system such as “employee management system,” “account management
system,” “merchandise management system,” and so on.
“Standard PRO-NAVI WBS” defines names of works in 3rd, 4th, and 5th layer asshown in Figure 1.
Third layer, that is, phase, is equivalent to waterfall model development phase:[14],[15] , and it divides the project lifecycle into 7 phases, namely, requirement
analysis, business requirement design, software design, software detailed design,
programming and unit test, combination test, and integrated or system test. These
phases proceed with time by the above order.

The fourth layer, or work step, divides the work of each phase into multiple concrete
works. Software design for example, will be divided into following 7 work steps:
architecture design, test planning, business process design, database layer class design,function layer class design, presentation layer event design, and physical database
design.
Fifth layer, or product, includes process design document, system component
definition, business flow diagram, display transition diagrams and so on.
Product entities are managed by files. One product is designed to be constituted by
one or more than one files so that more than one project members can share the works
concerning one product. For example, process design document can be made of two
following files, online process design document and batch process design document.
We call this file as product file, and this product file will not show up to standard
PRO-NAVI WBS. We simply call product file as product when it is not necessary to
make distinction. A chronological order do exist among phases as listed, however, nopeculiar relation in time exists among work steps and products. These work steps, work
items correspond to activities and tasks of SLCP-JCF98, which is a common frame forsoftware centric development and trades: [16]A project member may need to refer to prerequisite products to do a work.
A project member may also be able to do works efficiently with common projectknow-how and knowledge of standards, procedures, and worksheets.So, we add two
kinds of common information items to each of “Standard PRO-NAVI WBS”[17]:1) prerequisite works prior to the current work,2) common knowledge required, such as rules and procedures.
(2) Optimization of “Standard PRO-NAVI WBS”
A “Standard PRO-NAVI WBS” defines a standard business application softwaredevelopment process, and may cause excess or deficiency of works for actual projects.
So, we made a concept of “customized PRO-NAVI WBS,” which is a derivative of“Standard PRO-NAVI WBS”, giving more details and layers, adding necessary works,
deleting unnecessary works, renaming works, so as to optimize “Standard PRO-NAVI
WBS” for a peculiar project. However, we have given restrictions on deletion orchange of specific works in the “Standard PRO-NAVI WBS” in order to enforce acertain “common structure” to the “customized PRO-NAVI WBSs” for various
projects. By this, we can easily promote standardization of project management method
because the “customized PRO-NAVI WBSs” for various projects have same productnames, work names, and similar basic structures. When there is no need to makedistinctions between “Standard PRO-NAVI WBS” and “customized PRO-NAVI
WBS”, we simply call them as “PRO-NAVI WBS.” We have prepared multiple, notone, Standard PRO-NAVI WBSs”, so that the “customized PRO-NAVI WBSs” can bemade with ease.
When deriving a “customized PRO-NAVI WBS,” we also optimize prerequisite
works and common information accordingly. The common information will be added
common reference information of the project.
(3) A project planning based on “PRO-NAVI WBS”
A project plan can be clearly defined by deciding project start date, project finish date,project members, work start dates, work finish dates, work member assignments.

So, we add two kinds of information items to each work of “PRO-NAVI WBS”:
1) assigned members, due dates, and progress status of the work (started, not started,
completed, reviewed and approved),
2) product files that constitutes an product, assigned member, updated time, version
number and progress status.
By this, we can have following effects:
1) A project plan and its progress status are clear to its members, and project plan andprogress information can be easily accessed, because the “PRO-NAVI
WBS”structure is identical to the project’s development process.
2) Project’s common knowledge such as products, rules, procedures and worksheets
can be easily found and referred because they are not only uniformly managed but
also related to respective works, thus higher quality, higher efficiency andstandardization of works can be done.

Fig.2. An example of attached information to PRO-NAVI WBS

Figure 2 shows an example of information added to the “PRO-NAVI WBS”. In thisexample, “customized PRO-NAVI WBS” and project member information are added
to project general information of a business administration project. Additionally, planof work itself and prerequisite works, common references, and product files
information are also added. Figure 2 shows one member HARADA is scheduled tofinish a glossary of business terms by 2004/4/16, and manufacturer’s part of theglossary of business terms is assigned to AWANE and was updated on 2004/4/16.

3. “PRO-NAVI”
We have developed a project management system “PRO-NAVI”, based on“PRO-NAVI WBS process model.” In this chapter, we explain the schematics,
functions and implementation of “PRO-NAVI”.
3.1 Structure and functions of “PRO-NAVI”(1) Structure of “PRO-NAVI”
Figure 3 shows the structure of “PRO-NAVI”.

Fig.3. The structure of PRO-NAVI“PRO-NAVI” is composed of “the Web server” and more than one client PCs, andthey communicate through the Internet or intranet. The “Web server” is connected with
the Project information DB and the Product DB. The Project information DB stores theinformation shown in Figure 2. The Product DB stores product files, which are entities
of products. “The Web server” has project information processing part, project
information display processing part and product management part. A project plan
which is made on a manager’s client PC will be sent to “the Web server”, and thenprocessed by the project information processing part, and then stored in the Project
information DB. A project information which is stored in the Project information DB,

will be processed by the project information display processing part, and then sent to
the manager’s client PC or to a developer’s client PC, and then displayed.
(2) Project information display function
Two kinds of project information display functions for each project member’s client PC
are provided and are called private view and project view.
(a) private view
The private view is a screen to display the works, a list of product files, and the progressstatus of the project member who operates his or her client PC. Actual screen example
is shown in Figure 4. This example shows multiple projects or sub projects one member
participates in, works assigned, a list of product files made and registered. The “project
path (in Japanese)”represents first and second layers of the “PRO-NAVI WBS”, and“work path (in Japanese)” represents the third layer or below.
The first item of Figure 4 shows he or she is assigned to a “business integration
project (in Japanese)”, is assigned a project work “definition of non-functional
requirements (system requirements) (in Japanese) ”, and the due date is “2004/12/10”,
and the progress status is “started (in Japanese)”.If one member belongs to multiple
projects, all the works assigned and a list of product files of those projects will be
displayed.

Fig.4. An example of private view(b)project view
The project view is a screen to display “PRO-NAVI WBS,” product information ofeach WORK, and reference information of each WORK. A screen example is shown in
Figure 5. If one selects a work on “PRO-NAVI WBS display frame” on the left of thescreen, related WORK and a list of product files, assigned members, due dates, andprogress status will be displayed as “Product information display frame” on the upper
right of the screen. If one selects a product file in addition, he or she can view a fileregistered as a product.

Fig.5. An example of project view

A “reference information display frame ” on the lower right of the screen displays
products and common information of the organization to be referenced. If one selects
one item, he or she can read a relevant document. For example, in Figure 5, one has
selected “definition of non-functional requirements (system requirements) (inJapanese) ” of “PRO-NAVI WBS display frame”, and the “Product information display
frame” displays assigned member as HARADA (in Japanese), due date (in Japanese) as
2004/12/10, and status (in Japanese) as “started” are displayed. In addition, “definitionof non-functional requirements (system requirements) (in Japanese) ” is composed ofthree product files and displayed with assigned member names and status, namely,“system requirement definition document”, “use model”, “percentage of band-widthshare – weekly day and time wise.”Also, the “reference information display frame ” displays common information torefer when defining non-functional requirements (system requirements), namely,“non-functional requirements setting guidance (in Japanese)”, “Division standard”, and“system requirement examples”.
(3) Other functions(a) Managers’ functions
1) Project managers are able to make project plans based on “PRO-NAVI WBS,” byputting in necessary information through his or her client PC with ease, because
prototypes of WBS, prerequisite WORKs, and common information are provided by“Standard PRO-NAVI WBS.” These project plans will be transmitted through the
network and then stored in the “Project information DB.”
2) Project managers refer to “Product information display frame” of the project viewand then evaluate progress status by project planning, and status of works and productfiles.

3) Project managers may directly read product files and confirm progress status orpercentage of completion independent from project member’s report, if necessary.
4) Project managers choose one product file from a list which is displayed in the“Product information display frame”, and check the contents, review, or approve, andthen reflect the result to the “status”.
(b) Developers’ functions
1) A developer refers to his or her client PC’s private view or project view and confirms
assigned works; this is called “To Do management”.
2) A developer refers to his or her project view and recognizes participating project’splan and progress status.
3) A developer selects product files and downloads them to the client PC from a list
displayed in his or her private view or project view, and then do assigned works, update
product files.
4) If prerequisite work products or a common reference of the organization is found to
be required while making an assigned product, a developer selects a necessary material
from “Reference information display frame”, and then downloads it to the client PC
and refers to it.
5) An updated most recent product will be sent to the server and then stored in ProductDB. At this time, version number of the product file will be also updated by 1, hence
version management of product files are also performed by version numbers.
6) On completion of the assigned product, a developer changes status of the productand the product files to “COMPLETED.”
By 1), start priorities and due dates of the products are shown, and by 4), directions
and examples of contents and formats of the products are shown, and thus these are“Navigator” of works. We name this as “NAVIGATION FUNCTION”.

4 Evaluation
We will state the application record and effects of “PRO-NAVI.”
4.1 Actual application record of “PRO-NAVI”

Fig.6. The cumulative number of the projects using PRO-NAVI

Figure 6 shows the cumulative number of the projects using “PRO-NAVI.” We started
the operation of “PRO-NAVI” on March, 2000. By March, 2004, approximately 1200

projects are using “PRO-NAVI.” The number of product files registered counts
approximately 310,000 by March, 2004. We think “PRO-NAVI” has become thestandard project management system of in-house use.
We have added new “standard PRO-NAVI WBSs,” as the number of “PRO-NAVI”
users grows. We had just two standard WBSs at the beginning. Now we can choose
from 13 types of “standard PRO-NAVI WBSs” for each project and then optimize it.
Added “standard PRO-NAVI WBSs” are developed with name-changes,
check-process-additions and unnecessary-work-deletions corresponding to ourcustomer’s business fields and their organizations, as shown in Figure 7.

Fig.7. Types of standard PRO-NAVI WBSs

For example, for the financial field WBS, we have added detailed improvements
concerning systems operation. We have added detailed works such as emergency
operation manuals and tests. A project manager selects an appropriate “standard
PRO-NAVI WBS”, related with customer’s business field and customer’s role in thecompany, optimizes it, and then starts a project.
We have favorable evaluations from “PRO-NAVI” users, as shown below.
(1) Getting across job of the project standard document and project development plan
to its project members has become easier.
(2) Development errors due to “version-mistakes” have disappeared, because mostrecent products can be shared in a secured manner.
(3) Search job for necessary products has become much easier.
(4) Distribution job of products has become easier.
(5) Hard copy document distribution has decreased.
(6) Version management of products has become possible.
(7) A project manager can easily verify the project status report, because the project
manager can directly check the status of the product and its contents with
“PRO-NAVI”.

4.2 An application example of “PRO-NAVI”
A railroad company ticket system construction project: 800 Kilo source lines of code to
be developed, by 200 project members in 10 separate development locations. Thislarge scale project applied “PRO-NAVI” to achieve high efficiency development andmanagement level and to share project progress status, product files and projectcommon documents.
(1) Optimized “standard PRO-NAVI WBS” for the project.
Figure 8 shows the optimization process of “standard PRO-NAVI WBS” to the project
above.

Fig.8. An example of customization of PRO-NAVI WBS

Optimization points are as follows:(a) Unnecessary works or products are deleted. Here, (system planning) and (I/O
design document) are deleted.
(b) Standard names of works are renamed to that of peculiar ones in the project. In
Figure 8,
the name of (business process design document) is renamed to (function design
document –comprehensive part-).
(c) Divided works are added as 6th layer, so that a project member can be assigned to a
divided product. In Figure 8, (function design document –comprehensive part-) is
divided to (0. top cover/outline) and (1. Purpose and positioning).
(2) Comprehensive management of products and common documents.
The “PRO-NAVI” managed 391 product files as outcomes of design process, and 173
common documents.
(3) Accurate grasp of the project progress status
The “PRO-NAVI” ‘s product information display frame provides products progressstatus, and a manager may directly access to each product. Thus, a project manager candirectly feel and confirm progress status of products and their quality. The project is tohave prescheduled progress meetings, and project members are to report theirprogresses. The project manager compared project member’s report with “PRO-NAVI
confirmation result”, and warned the project member, whose confirmation result wasmuch different, and realized early detection of progress problems and suitablecountermeasures.
(4) Application result of “PRO-NAVI”
Effects of using “PRO-NAVI” are given in Table 1.
Table 1. Effects of using PRO-NAVI

On the other hand, product progress status gathering function is pointed out to be anissue.
For example, to grasp project progress status, one needs to select a work in“PRONAVI WBS display frame” of the project view, and then check its progress workby work in “product information display frame”. This operation method has advantage
in grasping percentage of completion of products, however, it costs effort to grasp
project progress status, and requires a new function to sum up product progress.
4.3 Analysis and Considerations
From application results of “PRO-NAVI” until now, we have confirmed three effects
as follows: (1) Clarification and notification of project plan throughout the project. (2)Correct grasp of project progress status. (3) Higher quality, higher efficiency,
standardization of the project due to easy access to products and common documents.
It is also recognized, with “PRO-NAVI”, one can grasp progress status with ease,
however to grasp comprehensive project progress status, one needs to select work by
work from project view displays, and this costs effort. For this issue, an automaticcollection apparatus of project progress status based on products is effective, and weshould make research.

5.

CONCLUSIONSIn this paper, we have proposed a WBS process model to relate project process, projectworks, project products, and project’s common knowledge such as know-how, rules,

and standards and a project management system “PRO-NAVI”. As is shown in chapter
4, “PRO-NAVI” provides (1) Clarification of software development process, work, andproducts of the project at the planning phase, (2) a grasp of project progress status, (3)standardization of software project development process and navigation, (4) sharing of
project knowledge such as project products and “know-how.” We have confirmed the“PRO-NAVI” is an effective system to support a project management.
On the other hand, project progress status gathering is pointed out to be abothersome and burdensome job and requires much effort. Our next step will be theresearch and development of an automatic collection and evaluation function of projectprogress status based on products which are registered in “PRO-NAVI”.

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