Work Breakdown Structure (WBS) in Project Management
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==History== | ==History== | ||
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In 1987, this approach of WBS was documented from the Project Management Institute (PMI) in order to provide a generic concept of these techniques for non-defense organizations. Ergo, the Project Management Body of Knowledge (PMBOK) Guide provides an overview of WBS approach for general application through the organizations. | In 1987, this approach of WBS was documented from the Project Management Institute (PMI) in order to provide a generic concept of these techniques for non-defense organizations. Ergo, the Project Management Body of Knowledge (PMBOK) Guide provides an overview of WBS approach for general application through the organizations. | ||
| − | == | + | ==Definition of Work Breakdown Structure == |
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| + | The Work Breakdown Structure (WBS) is a widely applied tool in the field of project management which is defined as the hierarchical decomposition framework for presenting the work that needs to be executed by the team, in order to achieve the project objectives. (ISO 21500 Standard, p. 18). Specifically, it creates the backbone of the project and provides a clear visual overview of the work to be completed. WBS is a tool that gives the ability to the project team to develop the project schedule and the resource requirements, to estimate and control the cost, while at the same time to minimize the number of unexpected situations. Therefore, the main purpose of WBS is to organize the team’s work into manageable sections and define the total scope of the project. | ||
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| + | ==The 100% Rule== | ||
| + | The 100% Rule is one of the most vital principles of WBS, which has been established from the Project Management Institute (PMI), in order to achieve a highly effective WBS and evaluate its decomposition. This rule is defined as: “The next decomposition of a WBS element (“child” level) must represent 100 percent of the work applicable to the next higher (“parent”) element <ref name="VA"/>. | ||
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==References== | ==References== | ||
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<references> | <references> | ||
| − | <ref name="DoD">DOD and NASA Guide, PERT/COST System Design, June 1962 </ref> | + | <ref name="DoD"> DOD and NASA Guide, PERT/COST System Design, June 1962 </ref> |
| + | <ref name="VA"> Gregory T. Haugan “Effective Work Breakdown Structures”, 2002, Vienna, VA Management Concept, p.17 </ref> | ||
Revision as of 00:35, 19 May 2019
Contents |
History
The Work Break Down Structure (WBS) was developed during 1960s by the U.S. Department of Defense (DoD) and the National Aeronautics and Space Administration (NASA) under the two main pillars of ‘’planning’’ and ‘’controlling’’ the large projects they were responsible for, in order to provide the best quality. Specifically, on June 1962, NASA and DoD published a document regarding PERT/COST which was the first approach to the Work Breakdown Structure. It is worth pointing out, that this guide was adopted in all services as a military standard across DoD [1] . In 1987, this approach of WBS was documented from the Project Management Institute (PMI) in order to provide a generic concept of these techniques for non-defense organizations. Ergo, the Project Management Body of Knowledge (PMBOK) Guide provides an overview of WBS approach for general application through the organizations.
Definition of Work Breakdown Structure
The Work Breakdown Structure (WBS) is a widely applied tool in the field of project management which is defined as the hierarchical decomposition framework for presenting the work that needs to be executed by the team, in order to achieve the project objectives. (ISO 21500 Standard, p. 18). Specifically, it creates the backbone of the project and provides a clear visual overview of the work to be completed. WBS is a tool that gives the ability to the project team to develop the project schedule and the resource requirements, to estimate and control the cost, while at the same time to minimize the number of unexpected situations. Therefore, the main purpose of WBS is to organize the team’s work into manageable sections and define the total scope of the project.
The 100% Rule
The 100% Rule is one of the most vital principles of WBS, which has been established from the Project Management Institute (PMI), in order to achieve a highly effective WBS and evaluate its decomposition. This rule is defined as: “The next decomposition of a WBS element (“child” level) must represent 100 percent of the work applicable to the next higher (“parent”) element [2].
