WBS - Work Breakdown Structure
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== How to create a WBS == | == How to create a WBS == | ||
| − | <ref>ref | + | Even though there is no single "correct way" to prepare a WBS, some generally recommended guidelines can be followed by the project team to ensure that proper WBS characteristics exist for any project. Considering the following general guidelines will assist in creating and implementing the WBS: |
| − | <ref | + | |
| + | a. The WBS is prepared as early as the project definition will permit <ref>NASA, ''NASA Work Breakdown Structure (WBS) Handbook'', January 2010, NASA/SP-2010-3404 </ref>. | ||
| + | |||
| + | b. A preliminary WBS is initially developed early in project formulation to define the top levels of a WBS. These preliminary elements should reflect the entire scope of the project including project definition, development, launch, and operations | ||
| + | <ref>NASA, ''NASA Work Breakdown Structure (WBS) Handbook'', January 2010, NASA/SP-2010-3404 </ref>. | ||
| + | |||
| + | c. A brainstorming session should be organized with the various departments involved in the project, inviting all relevant stakeholders. Both high-level and detailed WBS planning should involve all stakeholders to ensure that proper planning is done and that all parties agree on the final WBS prior to approval <ref>NASA, ''NASA Work Breakdown Structure (WBS) Handbook'', January 2010, NASA/SP-2010-3404 </ref>. | ||
| + | |||
| + | d. In this aforementioned session, first identify the main goal of the project, then the deliverables, and lastly the activities required for each deliverable. | ||
| + | |||
| + | e. As the project scope of work changes, the WBS is revised to reflect formally approved changes <ref>NASA, ''NASA Work Breakdown Structure (WBS) Handbook'', January 2010, NASA/SP-2010-3404 </ref>. Again, all parties involved must agree on the changes. | ||
| + | |||
| + | f. All top-level WBS elements do not have to be subdivided to the same level of detail. As associated element risk, cost, or complexity increases, further breakdown may be necessary <ref>NASA, ''NASA Work Breakdown Structure (WBS) Handbook'', January 2010, NASA/SP-2010-3404 </ref>. It is an iterative process: to go up the structure “why?” should be asked, and “how?” when going down, until the WBS is ‘stable’ and no major changes are required. | ||
== How to evaluate a WBS == | == How to evaluate a WBS == | ||
Revision as of 11:36, 17 February 2023
Author: Manuela Vazquez, s222648
Contents |
Abstract
The International Organization for Standardization (ISO) defines the Work Breakdown Structure (WBS) as a “decomposition of the defined scope of a project or programme into progressively lower levels consisting of elements of work” [1]. It represents all the deliverables to be produced by the project or program for which work activities will be defined, planned, and executed [2]. No matter whether the project solution will result in a physical product, service, or process, all can be defined from the deliverables’ perspective. Therefore, the WBS is a key component in the project planning process, regardless of industry or discipline. Failing to do an appropriate WBS can result in rework, schedule changes, poorly distributed resources, and budget increases [3].
The present article first summarizes the different definitions of the WBS and references the current standards which directly address it. The history of its origin and development are also presented. In addition, the key attributes of the WBS are described, as well as the aspects that need to be considered when creating and evaluating the tool. The different possible visualizations for the WBS are presented, along with an extensive example of its application. Furthermore, the limitations of the WBS will be explored, as well as other complementary and related tools, such as the Organizational Breakdown Structures (OBS). Finally, additional bibliography is recommended for readers who want to learn more about the topic.
Definition and use
The WBS is a hierarchical decomposition in which the project or programme scope is divided into successively smaller work breakdown structure elements to be carried out by the project team [4]. ISO 21511 standard provides guidance on the use of this tool for those involved in developing and using it, and complements ISO 21500 and ISO 21504.
- ISO 21511:2018 Work breakdown structures for project and programme management
- ISO 21500:2021 Project, programme and portfolio management — Context and concepts
- ISO 21504:2022 Project, programme and portfolio management — Guidance on portfolio management
In addition, the Project Management Institute (PMI) released the third edition of the "Practice Standard for Work Breakdown Structures" in 2019. As explained by the PMI, "this practice standard aligns with other recent PMI standards, including A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, providing practitioners with an indispensible tool to consistently track schedule, budget, risk and performance, regardless of discipline" [5].
History
Origin and development of the tool, retrieved from “Getting Started with Work Breakdown Structures (WBS)”. [6]
Key attributes
- It is “deliverable orientated”.
- It is hierarchical
- The 100% Rule (Haugan, 2002, p 17)
- Develop them down to a level of detail using the 8 to 80 rule
- Can be represented in a variety of ways
How to create a WBS
Even though there is no single "correct way" to prepare a WBS, some generally recommended guidelines can be followed by the project team to ensure that proper WBS characteristics exist for any project. Considering the following general guidelines will assist in creating and implementing the WBS:
a. The WBS is prepared as early as the project definition will permit [7].
b. A preliminary WBS is initially developed early in project formulation to define the top levels of a WBS. These preliminary elements should reflect the entire scope of the project including project definition, development, launch, and operations [8].
c. A brainstorming session should be organized with the various departments involved in the project, inviting all relevant stakeholders. Both high-level and detailed WBS planning should involve all stakeholders to ensure that proper planning is done and that all parties agree on the final WBS prior to approval [9].
d. In this aforementioned session, first identify the main goal of the project, then the deliverables, and lastly the activities required for each deliverable.
e. As the project scope of work changes, the WBS is revised to reflect formally approved changes [10]. Again, all parties involved must agree on the changes.
f. All top-level WBS elements do not have to be subdivided to the same level of detail. As associated element risk, cost, or complexity increases, further breakdown may be necessary [11]. It is an iterative process: to go up the structure “why?” should be asked, and “how?” when going down, until the WBS is ‘stable’ and no major changes are required.
How to evaluate a WBS
Different visualizations of WBS
Outline
Hierarchical Structure
Tabular Structure
Tree Structure
Example
Limitations
Related Tools
- Functional breakdown
- Organizational breakdown structures (OBS)
- Risk breakdown structure (RBS)
- Product breakdown structure (PBS)
Annotated bibliography
Good resources on WBS include:
- “The ABC Basics of the WBS” by Paul Burek, 2013
- “The Intelligent Structure of Work Breakdowns Is a Precursor to Effective Project Management”, Homer & Gunn, 1995
- “Practice Standard for Work Breakdown Structures”, Third Edition, 2019
- ISO 21511:2018, "Work breakdown structures for project and programme management"
- ISO 21502:2020, "Project, programme and portfolio management — Guidance on project management"
References
- ↑ ISO/TR 21506:2018, Project, programme and portfolio management – Vocabulary(Committee: ISO/TC 258)
- ↑ Burek, P. (2013), The ABC basics of the WBS. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute.
- ↑ Jones, C. (2007). Creating an effective WBS with facilitated team involvement. Paper presented at PMI® Global Congress 2007—North America, Atlanta, GA. Newtown Square, PA: Project Management Institute.
- ↑ ISO 21511:2018, Work breakdown structures for project and programme management (Committee: ISO/TC 258)
- ↑ Practice Standard for Work Breakdown Structures – Third Edition (2019)(retrieved from: https://www.pmi.org/pmbok-guide-standards/framework/practice-standard-work-breakdown-structures-3rd-edition#)
- ↑ Kate Eby, Getting Started with Work Breakdown Structures (WBS), (Retrieved on 11. February 2023 from https://www.smartsheet.com/getting-started-work-breakdown-structures-wbs).
- ↑ NASA, NASA Work Breakdown Structure (WBS) Handbook, January 2010, NASA/SP-2010-3404
- ↑ NASA, NASA Work Breakdown Structure (WBS) Handbook, January 2010, NASA/SP-2010-3404
- ↑ NASA, NASA Work Breakdown Structure (WBS) Handbook, January 2010, NASA/SP-2010-3404
- ↑ NASA, NASA Work Breakdown Structure (WBS) Handbook, January 2010, NASA/SP-2010-3404
- ↑ NASA, NASA Work Breakdown Structure (WBS) Handbook, January 2010, NASA/SP-2010-3404
