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Annotation 1411998158092

ORP Kormoran (601) – zwodowany 4 września 2015 roku w stoczni Remontowa Shipbuilding w Gdańsku, polski niszczyciel min, okręt wiodący typu Kormoran II, przeznaczony do poszukiwania i zwalczania min morskich na wodach polskiej strefy ekonomicznej oraz w grupach taktycznych na Morzu Bałtyckim i Północnym. W celu zapewnienia amagnetyczności, kadłub jednostki o wyporności standardowej 830 ton i długości całkowitej 58,5 metra, zbudowany został z austenitycznej stali nierdzewnej. Wejście okrętu do służby w Marynarce Wojennej przewidziane jest na listopad 2016 roku.
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ORP Kormoran – Wikipedia, wolna encyklopedia
ie armata Wróbel II kaliber 23 mm 3 karabiny maszynowe WKM-Bm 12,7 mm 2 wyrzutnie pocisków rakietowych Grom Wyposażenie System dowodzenia SCOT-M Pojazdy głębinowe Double Eagle Mk. III Kongsberg Hugin i Morświn Załoga 45 oficerów i marynarzy <span>ORP Kormoran (601) – zwodowany 4 września 2015 roku w stoczni Remontowa Shipbuilding w Gdańsku, polski niszczyciel min, okręt wiodący typu Kormoran II, przeznaczony do poszukiwania i zwalczania min morskich na wodach polskiej strefy ekonomicznej oraz w grupach taktycznych na Morzu Bałtyckim i Północnym. W celu zapewnienia amagnetyczności, kadłub jednostki o wyporności standardowej 830 ton i długości całkowitej 58,5 metra, zbudowany został z austenitycznej stali nierdzewnej. Wejście okrętu do służby w Marynarce Wojennej przewidziane jest na listopad 2016 roku. Spis treści [ukryj] 1 Budowa 2 Konstrukcja 2.1 Wyposażenie 2.2 Uzbrojenie 3 Służba 4 Przypisy Budowa[edytuj] Kontrakt między Inspektoratem Uzbrojenia a konsorcjum



Annotation 1412268690700

#productivity
WBS is a hierarchical and incremental decomposition of the project into phases, deliverables and work packages. It is a tree structure, which shows a subdivision of effort required to achieve an objective; for example a program, project, and contract.[2] In a project or contract, the WBS is developed by starting with the end objective and successively subdividing it into manageable components in terms of size, duration, and responsibility (e.g., systems, subsystems, components, tasks, subtasks, and work packages) which include all steps necessary to achieve the objective.
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Work breakdown structure - Wikipedia
clusive elements 3.2 Plan outcomes, not actions 3.3 Level of detail 3.4 Coding scheme 3.5 Terminal element 3.6 Consistent to norms 4 Example 5 Misconceptions 6 See also 7 References 8 Further reading 9 External links Overview[edit] <span>WBS is a hierarchical and incremental decomposition of the project into phases, deliverables and work packages. It is a tree structure, which shows a subdivision of effort required to achieve an objective; for example a program, project, and contract. [2] In a project or contract, the WBS is developed by starting with the end objective and successively subdividing it into manageable components in terms of size, duration, and responsibility (e.g., systems, subsystems, components, tasks, subtasks, and work packages) which include all steps necessary to achieve the objective. [imagelink] [emptylink] Example of work breakdown structure applied in a NASA reporting structure. [2] The work breakdown structure provides a common framework for the nat



Annotation 1412271049996

#productivity
The 100% rule states that the WBS includes 100% of the work defined by the project scope and captures all deliverables – internal, external, interim – in terms of the work to be completed, including project management. The 100% rule is one of the most important principles guiding the development, decomposition and evaluation of the WBS. The rule applies at all levels within the hierarchy: the sum of the work at the "child" level must equal 100% of the work represented by the "parent" and the WBS should not include any work that falls outside the actual scope of the project,
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Work breakdown structure - Wikipedia
to the DoD handbook, but is intended for more general application. [12] Design principles[edit] 100% rule[edit] An important design principle for work breakdown structures is called the 100% rule. [13] It has been defined as follows: <span>The 100% rule states that the WBS includes 100% of the work defined by the project scope and captures all deliverables – internal, external, interim – in terms of the work to be completed, including project management. The 100% rule is one of the most important principles guiding the development, decomposition and evaluation of the WBS. The rule applies at all levels within the hierarchy: the sum of the work at the "child" level must equal 100% of the work represented by the "parent" and the WBS should not include any work that falls outside the actual scope of the project, that is, it cannot include more than 100% of the work… It is important to remember that the 100% rule also applies to the activity level. The work represented by the activities in each



Annotation 1412273671436

#productivity
The first is the "80 hour rule" which means that no single activity or group of activities at the lowest level of detail of the WBS to produce a single deliverable should be more than 80 hours of effort.The second rule of thumb is that no activity or group of activities at the lowest level of detail of the WBS should be longer than a single reporting period. Thus if the project team is reporting progress monthly, then no single activity or series of activities should be longer than one month long.The last heuristic is the "if it makes sense" rule. Applying this rule of thumb, one can apply "common sense" when creating the duration of a single activity or group of activities necessary to produce a deliverable defined by the WBS.
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Work breakdown structure - Wikipedia
deliverable defined by the WBS. There are several heuristics or "rules of thumb" used when determining the appropriate duration of an activity or group of activities necessary to produce a specific deliverable defined by the WBS. <span>The first is the "80 hour rule" which means that no single activity or group of activities at the lowest level of detail of the WBS to produce a single deliverable should be more than 80 hours of effort. The second rule of thumb is that no activity or group of activities at the lowest level of detail of the WBS should be longer than a single reporting period. Thus if the project team is reporting progress monthly, then no single activity or series of activities should be longer than one month long. The last heuristic is the "if it makes sense" rule. Applying this rule of thumb, one can apply "common sense" when creating the duration of a single activity or group of activities necessary to produce a deliverable defined by the WBS. A work package at the activity level is a task that: can be realistically and confidently estimated; makes no sense practically to break down any further; can be completed in accord



Annotation 1412285205772

#productivity

Coding scheme [ edit ]

It is common for work breakdown structure elements to be numbered sequentially to reveal the hierarchical structure. The purpose for the numbering is to provide a consistent approach to identifying and managing the WBS across like systems regardless of vendor or service.[16] For example, 1.1.2 Propulsion (in the example below) identifies this item as a Level 3 WBS element, since there are three numbers separated by a decimal point. A coding scheme also helps WBS elements to be recognized in any written context and allows for mapping to the WBS Dictionary.[17]

A practical example of the WBS coding scheme is[18]

1.0 Aircraft System

1.1 Air Vehicle 1.1.1 Airframe 1.1.1.1 Airframe Integration, Assembly, Test and Checkout 1.1.1.2 Fuselage 1.1.1.3 Wing 1.1.1.4 Empennage 1.1.1.5 Nacelle 1.1.1.6 Other Airframe Components 1..n (Specify) 1.1.2 Propulsion 1.1.3 Vehicle Subsystems 1.1.4 Avionics 1.2 System Engineering 1.3 Program Management 1.4 System Test and Evaluation 1.5 Training 1.6 Data 1.7 Peculiar Support Equipment 1.8 Common Support Equipment 1.9 Operational/Site Activation 1.10 Industrial Facilities 1.11 Initial Spares and Repair Parts

An example in the software industry would be as follows:[19]

1267.1 Systems Integration

1267.1.1 Requirements Definition 1267.1.2 Regulations 1267.1.3 Scheduling 1267.1.4 Monitoring & Control 1267.1.5 Procurement Management 1267.1.6 Closeout
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Work breakdown structure - Wikipedia
sense practically to break down any further; can be completed in accordance with one of the heuristics defined above; produces a deliverable which is measurable; and forms a unique package of work which can be outsourced or contracted out. <span>Coding scheme[edit] It is common for work breakdown structure elements to be numbered sequentially to reveal the hierarchical structure. The purpose for the numbering is to provide a consistent approach to identifying and managing the WBS across like systems regardless of vendor or service. [16] For example, 1.1.2 Propulsion (in the example below) identifies this item as a Level 3 WBS element, since there are three numbers separated by a decimal point. A coding scheme also helps WBS elements to be recognized in any written context and allows for mapping to the WBS Dictionary. [17] A practical example of the WBS coding scheme is [18] 1.0 Aircraft System 1.1 Air Vehicle 1.1.1 Airframe 1.1.1.1 Airframe Integration, Assembly, Test and Checkout 1.1.1.2 Fuselage 1.1.1.3 Wing 1.1.1.4 Empennage 1.1.1.5 Nacelle 1.1.1.6 Other Airframe Components 1..n (Specify) 1.1.2 Propulsion 1.1.3 Vehicle Subsystems 1.1.4 Avionics 1.2 System Engineering 1.3 Program Management 1.4 System Test and Evaluation 1.5 Training 1.6 Data 1.7 Peculiar Support Equipment 1.8 Common Support Equipment 1.9 Operational/Site Activation 1.10 Industrial Facilities 1.11 Initial Spares and Repair Parts An example in the software industry would be as follows: [19] 1267.1 Systems Integration 1267.1.1 Requirements Definition 1267.1.2 Regulations 1267.1.3 Scheduling 1267.1.4 Monitoring & Control 1267.1.5 Procurement Management 1267.1.6 Closeout 1267.2 Design 1267.2.1 Conceptual Design 1267.2.2 Preliminary Design 1267.2.3 Final Design Terminal element[edit] The lowest element in a tree structure, a ter