Work Breakdown Structure (WBS) - Revision history

CrewMember: /* Potential Misunderstanding, Disadventages and Advantages */

2022-02-10T14:46:18Z

Potential Misunderstanding, Disadventages and Advantages

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	The general scope of a GBS is to analyze all the goals and only the goals needed to achieve the project's higher-level goals.		The general scope of a GBS is to analyze all the goals and only the goals needed to achieve the project's higher-level goals.

	==Potential Misunderstanding, ~~Disadventages~~ and Advantages==		==Potential Misunderstanding, Disadvantages and Advantages==

	A WBS is not an organizational hierarchy chart. A common error is to develop a WBS in accordance to the organizational hierarchy, so is important to decompose the works depending the relations between processes than between organizational hierarchy.		A WBS is not an organizational hierarchy chart. A common error is to develop a WBS in accordance to the organizational hierarchy, so is important to decompose the works depending the relations between processes than between organizational hierarchy.

Tkokotas at 15:46, 18 December 2018

2018-12-18T15:46:13Z

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			''Developed by Stefano Almanzi''


	Work Breakdown Structure (WBS) is a tool used in project management context that separates in different levels of details a deliverable-oriented project in hierarchical order. The primary objective is to support the project manager by giving an overview of different steps, resources and costs involved in the project.		Work Breakdown Structure (WBS) is a tool used in project management context that separates in different levels of details a deliverable-oriented project in hierarchical order. The primary objective is to support the project manager by giving an overview of different steps, resources and costs involved in the project.

S141530 at 12:56, 29 September 2015

2015-09-29T12:56:18Z

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			A quality WBS is constructed by definition in a way that satisfies all of its intended needs, so why do we need to develop different types of WBS ? Of course, all Work Breakdown Structures are different from each other depending on the scope. For this reason a WBS is defined as a Use-Related Characteristics tool, where additional attributes that vary from one project to next, among industries, environments or in the way the WBS is applied within the project. Then this implies that the quality of the WBS increase with the number of the listed features that it meets:

	~~If it is true that a~~ quality WBS is constructed in ~~such~~ a way that it satisfies all of its intended needs, ~~then what is it about those needs that differentiate one~~ WBS ~~from another~~? ~~We are certain that~~ all Work Breakdown Structures are ~~not~~ the ~~same—so what then, separates and makes them unique? This~~ is ~~where the concept of~~ Use-Related Characteristics ~~comes into play.~~
	~~Use-Related Characteristics include those~~ additional attributes that vary from one project to next, ~~across~~ industries, environments or in the way the WBS is applied within the project~~. With Use-Related Characteristics, the quality of the WBS depends on how well the specific content and types of WBS elements address the full set of needs of the project or program~~. Then this implies that the quality of the WBS increase with the number of the listed features that it meets:

	* Achieves a sufficient level of decomposition to enable appropriate management and control		* Achieves a sufficient level of decomposition to enable appropriate management and control
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	* Clearly enables the assignment of accountability at the appropriate level, regardless of whether the WBS is for a program or an		* Clearly enables the assignment of accountability at the appropriate level, regardless of whether the WBS is for a program or an
	individual project		individual project
			<ref> Eric S. Norman, Shelly A. Brotherton, Robert T. Fried Work Breakdown Structures: The Foundation for Project Management Excellence, Wiley, 2010</ref>

	==Representation==		==Representation==

S141530: /* 100% Rule */

2015-09-29T05:55:55Z

100% Rule

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	The WBS can not include jobs out of the project’s border, meaning that should not include more of the 100%.		The WBS can not include jobs out of the project’s border, meaning that should not include more of the 100%.

	The application of the 100% Rule ~~allows~~ the manager to know that all efforts in each area are ~~captured~~ where they belong and also that nothing unrelated is included in an element. Application of the 100% Rule ~~enables~~ all outcomes to be defined before the schedule planning begins. The ~~work breakdown structure~~ is the initiator in the planning process~~, as planned outcomes must be defined before methods and schedules can be considered~~. If ~~outcomes~~ are insufficiently defined, the project ~~cannot~~ succeed. Awareness of the 100% Rule ~~enables~~ and communicates the full understanding of all necessary ~~outcomes~~. Once the project is ~~underway~~ the 100% Rule assists in assuring that project costs are ~~properly shown~~ in the accounting system. This is ~~true~~ for all projects, ~~whether~~ they are ~~accomplished~~ for another division in a company or a regular paying customer. Application of the 100% Rule ~~enables~~ accurate costing, which is essential to budget similar efforts in the future.		The application of the 100% Rule permit the manager to know that all efforts in each area are caught where they belong and also that nothing unrelated is included in an element. Application of the 100% Rule allows all outcomes to be defined before the schedule planning begins. The WBS is the initiator in the planning process. If output are insufficiently defined, the project will not succeed. Awareness of the 100% Rule ensure and communicates the full understanding of all necessary output. Once the project is in progress the 100% Rule assists in assuring that project costs are well presented in the accounting system. This is valid for all projects, either they are performed for another division in a company or a regular paying customer. Application of the 100% Rule permits accurate costing, which is essential to budget similar efforts in the future.

	===100% Rule Application===		===100% Rule Application===

S141530: /* Potential Misunderstanding, Disadventages and Advantages */

2015-09-29T05:46:48Z

Potential Misunderstanding, Disadventages and Advantages

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	# The WBS reflects the project objectives, by listing all the activities required to accomplish these objectives, it prevents confusion and doubts as to the aim of the project.		# The WBS reflects the project objectives, by listing all the activities required to accomplish these objectives, it prevents confusion and doubts as to the aim of the project.
	# It creates a common database and dictionary of common notation that serve as a reference point for all involved parties.		# It creates a common database and dictionary of common notation that serve as a reference point for all involved parties.
	# The WBS ~~enables~~ smooth communications among the project team members and between them and customers, suppliers~~, regulators and etc~~.		# The WBS permit smooth communications among the project team members and between them and customers, suppliers.
	# It ~~serves~~ as an archive that can later facilitate knowledge transfer to other projects or learning by new members of the ~~work force~~.		# It can be used as an archive that can later facilitate knowledge transfer to other projects or learning by new members of the Human-resources.
	# The WBS is ~~an effective~~ tool for resource management.		# The WBS is a powerful tool for resource management.

	==References==		==References==
	<references/>		<references/>

S141530: /* Potential Misunderstanding, Disadventages and Advantages */

2015-09-28T22:39:53Z

Potential Misunderstanding, Disadventages and Advantages

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	The general scope of a GBS is to analyze all the goals and only the goals needed to achieve the project's higher-level goals.		The general scope of a GBS is to analyze all the goals and only the goals needed to achieve the project's higher-level goals.

	==Potential Misunderstanding, ~~Disadventage~~ and ~~adventage~~==		==Potential Misunderstanding, Disadventages and Advantages==

	A WBS is not an organizational hierarchy chart. A common error is to develop a WBS in accordance to the organizational hierarchy, so is important to decompose the works depending the relations between processes than between organizational hierarchy.		A WBS is not an organizational hierarchy chart. A common error is to develop a WBS in accordance to the organizational hierarchy, so is important to decompose the works depending the relations between processes than between organizational hierarchy.

S141530: /* 100% Rule Application */

2015-09-28T22:30:30Z

100% Rule Application

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	===100% Rule Application===		===100% Rule Application===

	This example provides a practical use of the 100% rule and the "progressive elaboration" technique. [[File:Wbs_house.png‎‎\|200px\|thumb\|right\| Figure 6: Work Breakdown Structure of a House]] '''''Figure 6''''' , is shown a WBS that has the objective the ~~Building~~ of an house.		This example provides a practical use of the 100% rule and the "progressive elaboration" technique. [[File:Wbs_house.png‎‎\|200px\|thumb\|right\| Figure 6: Work Breakdown Structure of a House]] '''''Figure 6''''' , is shown a WBS that has the objective the Construction of an house.
	At the top level (Level 1) the project manager has assigned 100 points to the whole project, meaning the entire building process of the house. Breaking down to level number 2 we have more than one deliverable. By summing the points of each deliverable the result will be of 100. The points allocated in each element are the result of a project manager’s consideration, meaning that these points are not an estimation of Cost/Time, etc. but represent the overall effort needed to complete the task. Some elements (the once that needs a higher detail of decomposition) have a lower level (Level 3) that represents in this case the lowest level of this WBS. However, if is needed this breaks down process can continue until the project manager is not satisfed regarding the level of details that want to achieve. The procedure just used is called “progressive elaboration”.		At the top level (Level 1) the project manager has assigned 100 points to the whole project, meaning the entire building process of the house. Breaking down to level number 2 we have more than one deliverable. By summing the points of each deliverable the result will be of 100. The points allocated in each element are the result of a project manager’s consideration, meaning that these points are not an estimation of Cost/Time, etc. but represent the overall effort needed to complete the task. Some elements (the once that needs a higher detail of decomposition) have a lower level (Level 3) that represents in this case the lowest level of this WBS. However, if is needed this breaks down process can continue until the project manager is not satisfed regarding the level of details that want to achieve. The procedure just used is called “progressive elaboration”.

S141530: /* 100% Rule Application */

2015-09-28T22:30:02Z

100% Rule Application

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	===100% Rule Application===		===100% Rule Application===

	This example provides a practical use of the 100% rule and the "progressive elaboration" technique. ~~In ! (~~'''''~~Picture Under construction~~''''') , is shown a WBS that has the objective the Building of an house.		This example provides a practical use of the 100% rule and the "progressive elaboration" technique. [[File:Wbs_house.png‎‎\|200px\|thumb\|right\| Figure 6: Work Breakdown Structure of a House]] '''''Figure 6''''' , is shown a WBS that has the objective the Building of an house.
	At the top level (Level 1) the project manager has assigned 100 points to the whole project, meaning the entire building process of the house. Breaking down to level number 2 we have more than one deliverable. By summing the points of each deliverable the result will be of 100. The points allocated in each element are the result of a project manager’s consideration, meaning that these points are not an estimation of Cost/Time, etc. but represent the overall effort needed to complete the task. Some elements (the once that needs a higher detail of decomposition) have a lower level (Level 3) that represents in this case the lowest level of this WBS. However, if is needed this breaks down process can continue until the project manager is not satisfed regarding the level of details that want to achieve. The procedure just used is called “progressive elaboration”.		At the top level (Level 1) the project manager has assigned 100 points to the whole project, meaning the entire building process of the house. Breaking down to level number 2 we have more than one deliverable. By summing the points of each deliverable the result will be of 100. The points allocated in each element are the result of a project manager’s consideration, meaning that these points are not an estimation of Cost/Time, etc. but represent the overall effort needed to complete the task. Some elements (the once that needs a higher detail of decomposition) have a lower level (Level 3) that represents in this case the lowest level of this WBS. However, if is needed this breaks down process can continue until the project manager is not satisfed regarding the level of details that want to achieve. The procedure just used is called “progressive elaboration”.

S141530: /* Potential Misunderstanding, Disadventage and adventage */

2015-09-28T22:21:00Z

Potential Misunderstanding, Disadventage and adventage

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	==Potential Misunderstanding, Disadventage and adventage==		==Potential Misunderstanding, Disadventage and adventage==

	A WBS is not an organizational hierarchy chart. A common error is to develop a WBS in accordance to the organizational hierarchy so is important to decompose the works depending the relations between processes than between ~~“powers”~~ organizational.		A WBS is not an organizational hierarchy chart. A common error is to develop a WBS in accordance to the organizational hierarchy, so is important to decompose the works depending the relations between processes than between organizational hierarchy.


	A WBS is not a project’s development planning neither a list in chronological order. Is not ~~suggest~~ to plan a project without having developed its WBS~~, in~~ other words, is like plan the manufacturing process for building an airplane, even before the completion of its project. In this case is even difficult to apply the 100% rules, because the goals are not well defined. Moreover once that a WBS is defined, in case of error is not possible to fix it without starting from the beginning, because all the processes are connected each other.		A WBS is not a project’s development planning neither a list in chronological order. Is not suggested to plan a project without having developed its WBS. In other words, is like plan the manufacturing process for building an airplane, even before the completion of its project. In this case is even difficult to apply the 100% rules, because the goals are not well defined. Moreover once that a WBS is defined, in case of error is not possible to fix it without starting from the beginning, because all the processes are connected to each other.
	For this reason ~~build~~ and ~~maintain~~ a WBS is a process that require a strong effort in terms of times and HR , due to that fact that many people should be involved to increase the common sharing knowledge about the projects. Moreover, it should be periodically review to ensure the WBS’s reliability, this has influence on future decision that the PM will take. As said ~~review~~ a WBS has a cost, due to that WBS encourages rigid structure for the project. Thus, it reduces managerial flexibility to initiate and lead changes during the project life cycle. (Salvendy, 2001) <ref> Salvendy, G. 2001, Handbook of Industrial Engineering, 3rd ed, John Wiley & Sons, Inc, Canada</ref>.		For this reason building and maintaining a WBS is a process that require a strong effort in terms of times and HR , due to that fact that many people should be involved to increase the common sharing knowledge about the projects. Moreover, it should be periodically review to ensure the WBS’s reliability, this has influence on future decision that the PM will take. As said reviewing a WBS has a cost, due to that WBS encourages rigid structure for the project. Thus, it reduces managerial flexibility to initiate and lead changes during the project life cycle. (Salvendy, 2001) <ref> Salvendy, G. 2001, Handbook of Industrial Engineering, 3rd ed, John Wiley & Sons, Inc, Canada</ref>.
	However		However
	# The WBS reflects the project objectives, by listing all the activities required to accomplish these objectives, it prevents confusion and doubts as to the aim of the project.		# The WBS reflects the project objectives, by listing all the activities required to accomplish these objectives, it prevents confusion and doubts as to the aim of the project.
	# It creates a common database and dictionary of common notation that ~~serves~~ as a reference point for all involved parties.		# It creates a common database and dictionary of common notation that serve as a reference point for all involved parties.
	# The WBS enables smooth communications among the project team members and between them and customers, suppliers, regulators and etc.		# The WBS enables smooth communications among the project team members and between them and customers, suppliers, regulators and etc.
	# It serves as an archive that can later facilitate knowledge transfer to other projects or learning by new members of the work force.		# It serves as an archive that can later facilitate knowledge transfer to other projects or learning by new members of the work force.

S141530: /* Specific Type of WBS */

2015-09-28T22:12:38Z

Specific Type of WBS

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	==Specific Type of WBS==		==Specific Type of WBS==
	As ~~mention~~ previously WBS is a tool introduced during the 60’, up to present different WBS’s related tools have been developed.		As mentioned previously WBS is a tool introduced during the 60’.However up to present different WBS’s related tools have been developed.

	===Value breakdown structure===		===Value breakdown structure===

	This tool is mainly used for assessing a project’s expected value, as WBS has a hierarchical structure. There is one fundamental difference, in this tool ~~is not used~~ the 100% rule, this because the value is not additive as the cost. For instance, a Helicopter manufacturer wants to produce a 10-seat helicopter the budget is 1000000$, and the Expected monetary value is 1700000$. By using an hierarchical ~~approaches~~ we should decompose the helicopter in different parts, for each ~~parts~~ all the necessary process until to get these components (cockpit, landing skid, passenger seats, engine, rotor, tail rotor, blade ). Let's image that we have all the components except the engine. The cost resources until this stage could be 900000$, but the actual value of this helicopter without the engine is ~~actual~~ 0 because no one wants a Helicopter without the engine. Meaning that the Value ~~added~~ of the engine is equal or close to the entire value of the projects. On one hand, we do not have any value until the motor is not mounted on the helicopter (VBS approach), on the other hand, we have ~~cost~~ for the resources used until now (WBS approach).		This tool is mainly used for assessing a project’s expected value, as WBS has a hierarchical structure. There is one fundamental difference: in this tool the 100% rule is not used, this because the value is not additive as the cost. For instance, a Helicopter manufacturer wants to produce a 10-seat helicopter the budget is 1000000$, and the Expected monetary value is 1700000$. By using an hierarchical approach we should decompose the helicopter in different parts and define for each part all the necessary process until to get these components (cockpit, landing skid, passenger seats, engine, rotor, tail rotor, blade ). Let's image that we have all the components except the engine. The cost resources until this stage could be 900000$, but the actual value of this helicopter without the engine is namely 0 because no one wants a Helicopter without the engine. Meaning that the added Value of the engine is equal or close to the entire value of the projects. On one hand, we do not have any value until the motor is not mounted on the helicopter (VBS approach), on the other hand, we have costs for the resources used until now (WBS approach).

	===Goals Breakdown Structure===		===Goals Breakdown Structure===
	As a WBS, the Goals Breakdown Structure (GBS) has a hierarchical tree structure~~, it~~ can be considered like a WBS specially design for goal’s achievement. In the highest level is positioned the overall goal of the projects, at the lower level are located mid-term goals ~~for~~ needed for achieving the top level mission. The GBS elements might include different peculiarities that characterize each goal, for instance, profit, market share, etc. At the third level ~~are defined~~ the products/process needed for achieving the organizational goals.		As a WBS, the Goals Breakdown Structure (GBS) has a hierarchical tree structure. It can be considered like a WBS specially design for goal’s achievement. In the highest level is positioned the overall goal of the projects, at the lower level are located mid-term goals needed for achieving the top level mission. The GBS elements might include different peculiarities that characterize each goal, for instance, profit, market share, etc. At the third level the products/process needed for achieving the organizational goals are defined.

	As written in A Guide to the Project Management Body of Knowledge (PMBOK(R)[1] Guide) it follows rules similar to WBS. For the breakdown decomposition the WBS follows two general rules:		As written in A Guide to the Project Management Body of Knowledge (PMBOK(R)[1] Guide) it follows rules similar to WBS. For the breakdown decomposition the WBS follows two general rules:

	*'''Nothing Extra''' Is not allowed to include an element that does not contribute to the upper-level goals. No layer should contain any extraneous goals.		*'''Nothing Extra''' Is not allowed to include an element that does not contribute to the upper-level goals. No layer should contain any extraneous goals.
	*'''Nothing Missing''' Each level must define all the goals necessary to ensure the project achieves the next higher-level goals.		*'''Nothing Missing''' Each level must define all the goals necessary to ensure that the project achieves the next higher-level goals.

	The first rule is needed to make sure that the project is ~~a focus~~ in only one objective without losing the resource that does not contribute any organization’s value. The second one ~~ensure~~ that everything that is needed for adding value to the project ~~that takes~~ into consideration.		The first rule is needed to make sure that the project is focused in only one objective without losing the resource that does not contribute any organization’s value. The second one ensures that everything that is needed for adding value to the project is take into consideration.
	The general scope of a GBS is to analyze all the goals and only the goals needed to achieve the project's higher-level goals.		The general scope of a GBS is to analyze all the goals and only the goals needed to achieve the project's higher-level goals.