"Development and Implementation of a Standard WBS for Offshore Construction"
by Ben E. Voivedich Jr., PMCC Inc.
Rolland E. White, J. Ray McDermott Inc.
Hafez K. Aghili, J. Ray McDermott Middle East Inc.
Introduction
On large diversified projects it can be very difficult to get the various project stakeholders (i.e. departments, regional offices, owner representatives, engineering firms, contractor, and vendors) to use a “common language” to discuss project deliverables. As one of the first steps in implementing a common project language for a major worldwide offshore contractor, the authors facilitated and lead a corporate committee that developed and implemented a common Work Breakdown Structure (WBS) for all engineering, fabrication, and marine work performed at company facilities located around the world.
The standard WBS has become the unifying element that ties the company operations, accounting, scheduling, and material management systems into a single project management system. Major benefits realized include reduced project management costs, tying together of cost and schedule management, and the ability to roll up cost and schedule performance for reporting purpose while retaining the capability to “drill down” t lower levels to determine the root source of project variances.
Download the entire white paper by filling out the form below. Fields marked with a * are required. 
