The degree of care exercised, by the PMO, in the proper extension of the work scope and project schedules into Task Plans, is what improves the quality of the reportable data. The CPR cost and preparation time, however, go up exponentially for each layer of detail added to the reporting requirement. People determine if a project achieves its end goals, not a Management Information System. The theory that more management data equates to better management control has been proven false many times over in the last twenty years of performance measurement systems history. A Customer Work Scope Tree - Project control eminates from how well the contractual work scope is defined.
Time is the second unit of control.
The more that each project function understands the true duration of the time it takes to go from step one to step two of the work scope the better the plan and the better the control. The third element comes into play when the resources to be used are identified by the managers which will execute the plan. Formal work scope definition and communication, proper timed elements tied to each work scope, and resource availability, is the correct order of planning. This planning will determine how well the project is managed and performance is measured. The WBS is first and foremost a technical data gathering structure, deployed so that the achievement in technical progress can be measured and analyzed against a formal baseline plan.