The Work breakdown structure(WBS)

Revision as of 15:09, 21 February 2021

Introduction

According to ISO 21500 a project is defined as “ a unique set of processes consisting of coordinated and controlled activities with start and finish dates, undertaken to achieve an objective”. However a project can consist of various variety of different things and become very complex. To be able to simplify the complexity of a project it is important to have a clear scope of what the project is about and what it consists of. The complexity of a project can for example be governed by involvement of different parties or stakeholders, time estimations and cost. The best way of an organized work and smoothly managed project is to break the work down into smaller segments of the bigger pictures. The work breakdown structure model is often used for that ^[1] .

A well defined project has a clear scope. Breaking the scope down into smaller segments can make a large project more manageable and easier to work with, this is the separating phase. When the separation has been done it is important that each separated segment is integrated so it can work. Even with well organized project, it can change throughout the timeline and it is important to adapt to any evolvement or changes.

The origin of the WBS

It is hard to imagine that large and complex projects can be conducted with out well organize scope that has been broken down into smaller segments( pices, components). However in 1959 there was a paper published that described a new technique called PERT or “ Program Evaluation and Review Technique”^[2]. This new technique was developed for the Program Evaluation Branch of the Special Project Office of the US. Navy. The reason for the development of this technique was because the Special office was concerned about certain plans such as missile guiding systems, weapons and ships. Even though this technique was not specifically described as the WBS it had similar structure and theory as we know the WBS today. It was not until 1961 where the term work breakdown structure become the known term for the model. The department of Defense ( DOD) in cooperation with NASA and aerospace industry created and published a document that had much more detailed use and description which describes the WBS. The model was used much in the coming years primarily for government or military usage. In 1987 WBS was first used by the Project management institute in a non governmental or milatery way and started to be used in businesses and other organizations around 1993. [5].

why use the WBS

Work breakdown structure is a model that was developed to breakdown the work of a project into smaller pieces to have a more specific and detail scope that is well defined. WBS is often mistaken for the tasks that needs to be done, but that statement is incorrect. It is what is needed to be delivered. The model was specifically designed to assist people that are connected to a project, in a way that the outcome of a project is more visible and clearer. The WBS can be very affective tool and if made right the framework should consist of the entire deliverables of a project. [6]. The model itself is structured in a way where the upper part is usually the major deliverables work segment of a project. By dividing the project in the major phases, the project manager can benefit tremendously, it can help him organize and create a specific team that suits each major factor as well as having better overview of the teams and progress. Creating a team can be difficult and can be a key factor in achieving set goals. The lower part of the model usually consists of more detailed parts of each major phase. That is the scope becomes more visible and planning can start in more effective way such as creating timelines and making cost estimation. The top and bottom parts of the WBS are smaller segments of the entire project that combine and work together and create the final outcome of the project.

100% Rule

Everything that needs to be accomplished by the WBS is defined by the 100% rule. When creating and organizing a WBS it is critical to follow the 100% rule. The rule is stated and defined as follows: The 100% rule is a core characteristic of the WBS. This rule states that the WBS includes 100% of the work defined by the project scope and captures ALL deliverables—internal, external, and interim—in terms of 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 equal100% 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 at the activity level. The work represented by the activities in each work package must add up to 100% of the work necessary to complete the work package. By using the rule as stated above, it allows a project manager to have a good overview of each branch of the WBS and good vision of the entire project.

EXSAMPLE

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references

1. ↑ L. Buchtik, Secrets to mastering the WBS in real-world projects, (Project Management Institute, 2010), 13-14.
2. ↑ G.T.Haugan, "Effective Work Breakdown Structures",(Berret-Koehler Publishers, Inc. 2001 ).