Work Breakdown Structure, WBS in Project Management
Work Breakdown Structure, WBS in Project Management
A Work Breakdown Structure (WBS) in project management is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables.
It is a key project deliverable that organizes the team's work into manageable sections.
The WBS is typically visualized as a tree structure, where the main project goal is at the top, and the project work is broken down into smaller components below it, the components are often called "work packages."
The structure can be broken down by project phases, deliverables, or activities, depending on the project's needs.
The main purposes of a WBS
Project Management Institute (PMI) provides a detailed and structured approach to creating a Work Breakdown Structure (WBS) in project management.
According to PMI, a WBS must be developed so that each successive level in the hierarchy represents an increasingly detailed definition of the project work.
The principle ensures that each parent task in the WBS is decomposed into two or more child tasks, capturing all the work required to complete the parent task, guaranteeing that no aspect of the project work is overlooked and that every component of the work is accounted for, aligning with the 100% rule.
For a parent task to be considered fully defined and complete, it must be broken down into multiple sub-tasks or child elements.
The hierarchical breakdown ensures that the project work is fully captured at increasingly granular levels, facilitating detailed planning, resource allocation, and execution monitoring.
It also helps to ensure that each element of the project is manageable, assignable, and measurable, which are critical aspects of effective project management aiding in creating a comprehensive and realistic project plan that encompasses all necessary tasks and deliverables required to achieve the project's objectives.
Ensures that all the work needed for the project's completion is identified and broken down into manageable parts, by breaking down the work, it becomes clearer who is responsible for what and how resources should be allocated.
Enable more accurate project planning, cost estimation, and scheduling
With a detailed breakdown, estimates and schedules can be more accurately developed for each component of the work identifying the major components of the work early in the project, potential risks can be identified and mitigated more effectively.
A well-constructed WBS follows these principles:
100% Rule
The WBS includes 100% of the work defined by the project scope and captures all deliverables—including project management—in sufficient detail to perform the work.
No element of the work is overlooked, and no work is included that is not necessary to complete the project's objectives.
Measurable Outcomes
Each level of the WBS is defined in terms of outcomes or results, not actions., it makes it easier to plan, estimate, and manage the work.
The WBS is a foundational tool in project management that helps ensure project success by organizing complex projects into more manageable and measurable components.
How to create a work breakdown structure
Creating a Work Breakdown Structure (WBS) involves a systematic process of breaking down the total scope of work for a project into more manageable components.
Before starting a work breakdown structure, first, understand the project scope by consulting with stakeholders and key team members.
As a project manager, collect and prioritize all necessary inputs and deliverables, and utilize tools like Gantt charts or spreadsheets to outline the project tasks' hierarchy and sequence.
After organizing tasks in order of completion, assign them to team members, ensuring an even distribution of responsibilities to avoid overburdening any single individual, be sure to promote a clear, structured plan for project execution and a balanced workload among the team.
1. Define Project Scope
Before you can break down the work, you must have a clear understanding of the project's objectives, deliverables, and boundaries, outlining the project scope statement or / and Project Charter.
Based on the project scope, identify the major deliverables or outcomes the project needs to achieve these deliverables form the first level of decomposition in the WBS and are aligned directly beneath the project title in the hierarchy.
2. Break Down Deliverables into Smaller Components
For each major deliverable, break it down into smaller, more manageable components. These components could be smaller deliverables, specific work packages, or activities required to complete each major deliverable.
Continue breaking down these components until they are assignable and manageable packets of work that can be estimated, scheduled, and assigned.
Ensure that the WBS includes 100% of the work defined by the project scope. This includes all deliverables, both internal and external, necessary to complete the project. There should be no work outside the WBS.
3. Organize WBS Components
Organize the components in a way that makes sense for the project.
Usually, it could be by project phase, deliverable, or the department responsible for the work, the organization should facilitate understanding, management, and control of the project.
4. Assign Identification Codes
Once the WBS is structured, assign a unique identification code to each element of the WBS. This helps in tracking and referencing specific parts of the project work.
Review the WBS with project stakeholders, including project team members, to ensure it is comprehensive and all-encompassing, refine it as needed based on feedback and ensure it aligns with the project scope and objectives.
WBS spreadsheet, WBS flowchart, WBS list, WBS Gantt chart
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