Work Breakdown Structure in Project Management
Contents |
Abstract
Project Management is often a complex process involving various teams, stakeholders and differenr development approaches. Therefore, structured planning of the whole poject work is imporant to reach the delivery of the result in time and within budget. Since each project is different complexity wise, uncertainty in early stages can be expected. In order to reduce the uncretainty in the project it is improtant break down the complex tasks into manageable sub-tasks of the whole project (PMBOK; Seventh Edition, 2021, p. 81)[1]. This Wiki article will focus on the Work Breakdown Structure (WBS) method used to reduce the complexity of a project by delimiting the whole project plan into manageable sub-tasks on different levels. Furtherore, this will be done in a context of Project Management. Lastly, the wiki article will cover context and history of WBS along with application and limitations of this method. Since WBS is very flexible and easily applicable tool, the article will focus on most popular ways of application specifically used in projects.
Context and Historical Applications
Historically, the Work Breakdown Structure method was inspired by Program Evaluation and Review Technique (PERT) used by United States Department of Defence (DoD). In 1968, along with aerospace industry and National Aeronautics and Space Agency(NASA) DoD has published a "Work Breakdown Structures for Defence Materiel Items" (MIL-STD-881). Similarly, NASA has adopted WBS and has a handbook of its own. https://ntrs.nasa.gov/citations/20180000844 WBS in both organisations are used for Programs, Products and Projects. In 1987, WBS method was documented by the Project Management Institute (PMI) with a focus to provide more industry applicable concept of this technique.
WBS Terminology and Principles
Before diving into the framework of Work Breakdown Structure and its applications it is important to understand the main terms and principles. Therefore, this section will cover main terms of WBS along with explanations and principles with their impact to the use of method.
Terminology
WBS Levels - A visual and coded arrangement or configuration of a WBS which enables the hierarchy of a projects to deliverables and deliverables to work packages and tasks. (Nasa)
Deliverable - Usually expressed in nouns/adjectives, the deliverables are the work products of the project. They are aimed to describe "what" of a project with an intention to express results and not only actions. They are usually visualised as a separate box in WSB template and have a specific code assigned to it.
Work Package - The lowest level of a deliverable which contains a clear identification of tasks, activities and milestones that have to be delivered in order to fulfil the deliverable.
Principles
Decomposition - As indicated by the naming, this method relies on Breakdown principle often called Decomposition. The main idea of this is that the project has to be decomposed into a deliverables with a level of detail which would precisely capture the whole scope of the project and at the same time maintain that level of detail for effective communications, task divisions and control.
100% rule - Following the principle of Decomposition it is important to keep the scope of each deliverable in line with the whole project and its limitations. Therefore the 100% rule is essential when developing WBS and it states that each level of WBS decomposition has to make 100% of the work of its parent element. (pg 23 Norman).
Project Scope - Each deliverable and element of WBS has to be within project's scope and any tasks that do not belong to the project, should be left out.
Framework
The framework of WBS consists of three main parts being:
- Visual representation
- WBS Dictionary
- Project Schedule
Visual Representation
Visual representation can be made in various ways but the most common format used in project management is Tree view. The tree view clearly depicts levels of the WBS and indicates the coding assigned for each deliverable
Tree view
As mentioned before, the most common way of representing WBS is by the use of Tree structure otherwise known as Organisational Chart. The main reason for its popularity between WBS users is that this kind of visualisation allows to present "child" and "parent" dependencies between deliverables. In this case, the child elements are visualised as a smaller boxes which are conected by lines with the parent elements higher in the structure. With this kind of representation, the whole project can be decomposed into smaller elements and code structure can be still maintained by identifying the code in each box. Lastly, levels could be indicated for easier decomposition visualisation. The example of Tree view of WBS can be seen in Figure 1.
Tabular view
Another type of WBS visualisation is Tabular view. In this case, the levels of WBS along with hierarchy and coding of elements is done by table columns. This type of visualisation can be made using simple tools such as Excel and therefore is a popular choice between people with limited design tools. A potential dissadvantage of this representation can be increased complexity when dealing with big WBS structures since modeling in tabular forms is demanding process.
Outline view
The last visualisation used for WBS is Outline view. This kind of visualisation has numbered levels for each element along with its coding. The main tools used for outline view are regular office tools such as word processor and excel. Outline view can be seen in Figure 3 .
WBS Dictionary
When the WBS of the project is finalised, the WBS Dictionary should be developed to support the project and WBS. The main goal of the WBS Dictionary is to reduce uncertainty by providing an extra clarity for all team members, stakeholder and sponsors. The Dictionary is intended to contain necessary explanations, context and detail in text to further aid communication and facilitate understanding. The WBS Dictionary indicated level, WBS Code, Name, definiton and responsible organization of each Element or deliverable. The example of WBS dictionary of Bicycle WBS is depicted in 'Figure 6'.
WBS dictionary contains descriptions of each deliverable and its assigned code. For example deliverable coded with 1.2.1 would be described in WBS dictionary 1.2.1.
Project Schedule
Once the WBS has been depiced in a visual format and WBS dictionary has been develeop, these two elements of WBS can be used to take the for project planning. Here Project Schedule template can be used to transform the tasks from WBS lowest level to the Schedule. The whole transition from WBS to Project Schedule consists of three main steps: Activity definition, Activity sequencing and Project schedule development. During the Activity Definiiton phase, the WBS deliverables are defined as actitives and if needed are furhter decomposed into tasks. Here the WBS dictionary is used for deliverable definition and futher information. Once all activities are specified, the sequencing stage begins. In this stage, network diagrams and flowcharts are used to map the actitivites and acording to their dependencies. Lastly, by using the outputs of activity definition and sequencing, the master project schedule is generated. Page 130.
WBS Application in Project Management
Given main principles and the different approaches to visualizing WBS there is still room for different methods of its application in project management, these methods will be covered below.
Top-down
One of the most common approach of WBS application is Top-down. As the naming suggests, the WBS application starts from the main project in level 0 and later is decomposed into major deliverables in lower levels. The suggested appraoch contains four main steps:
Step 1: Identificcation of the final product, service or result that would be a goal of a sucesfull project. Following this step, the project team should review existing documentation to ensure that the final goal as within project scope and that there is no missmatch between project requirements and WBS.
Step 2: Definition of project major deliverables of level 1. These deliverables should be seen as a interim goals which are needed for project success but does no satisfy the need as a single entity. This process can be carried in a itterative manner considering the 100% rule.
Step 3: Decomposition of project main deliverables to lower levels which would contain a level of detail needed for the project management and task definition. In this step so called work packages should be defined to work as a stand-alone deliverables. This step can also be carried out in a itterative manner considering the 100% rule.
Step 4: Revision of WBS to match stakeholder needs. The main goal of this step is to develop a WBS which would reflect the whole project in terms of planning, execution and control to convince and infrom stakeholders.
Bottop-Up
In contract, the project group can choose to start the construction of WBS by the work package definiton and work their way up to the definition of the final project. It is important to not get carried away when following this method. There are 6 main steps needed when developing WBS trough Bottop-Up approach:
Step 1: Starting from the lowest level - work packages, identify all deliverables involved in the whole project. It is important to keep only one deliverable per work package.
Step 2: Group related work packages together based on their focus, area and relation towards the project.
Step 3: Aggregation of the deliverables towards upper level to form a parent-child structure. After this step the team should make sure that current structure follows the 100% rule.
Step 4: Revision fo the structe. After the step 3, the team should make sure that current structure follows the 100% rule and that all of the work has been included in the WBS structure.
Step 5: Aggregation towards Level 0. Here the steps are repeated until the deliverables make up the whole project and level 0 is reached.
Step 6: Revision of WBS to match stakeholder needs. The main goal of this step is to develop a WBS which would reflect the whole project in terms of planning, execution and control to convince and infrom stakeholders.
WBS Standards and Templates
Organizations with high project management maturity might have developed a organizational WBS standard which would work as a internal set of principles used when construing a WBS. The standards can include aspects such as format, numbering scheme, conevtion or some required elements. The aim of these standards is to ease the WBS application and to ensure consistency and completeness along the whole organizations. Followed by the Standards, WBS Templates can be created as a sample with a hierarchical structure that could be customized in each project. It can be noted that organization can have multiple standards and templates for different projects. Lastly, compared to previous approached, WBS standards and Templates are for reusing of existing WBS materials while Top-Down and Bottom-Up approaches are for new WBS development.
WBS Tools
Another important aspect of WBS in project management is the tools that can be used when developing a WBS for a project. This section will cover different types of tools that can be used when creating WBS in a project team.
Sticky Notes
As one of the most used and cheapest tools of project management, sticky notes can also be used when developing a WBS. In this case the group members would engage into a brainstorm like workshop to think of many deliverables for the project as possible. Once the group is out of ideas, the project manager can facilitate the struzturization of the WBS by combining similar sticky notes on top of each other and then grouping them under more general deliverable. In this case the final result will be well defined Level 0 and Level 1 deliverables along with lower level deliverables used to define work packages.
Spreadsheets and Word processing tools
As computers and different applications are inseparable part of project management, spreadsheets and Word processing tools can be easility incorparated for the WBS development. In this case, spreasheets can be used to develop a detailed version of WBS while word processing tools can be used to define WBS Dictionary. Lastly, the application of the two could be combined to generate a template or visualization of the WBS.
Etnerprise Project Management
If the projects taken in the organisation tend to be complex and require precise resourse estimation, EPM could be integrated to allocate employees, costs and investments.
Advantages
The WBS in Project management is very versatile tool which allows expanding on its main principles. Therefore, WBS can be used not only for project deliverable planning but also resource allocation and cost estimation. Furthermore, since every member of the project is collaborating during WBS developemnt, people tend to take care that their work is represented in WBS. Lastly, WBS and WBS Dictionary integration with Project Schedule not only allows to deevelop a timeline for the project but can also work as a tool for Risk management when allocating the resources of the project.
Limitations
Annotated Bibliography
References
- ↑ Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK)”- Seventh Edition, 2021, p. 81
