The Work Breakdown Structure (WBS)
Contents |
Abstract
Traditionally, the project management metrics of time, cost, scope, and quality have been the most important factors in defining the success of a project. More recently, practitioners and scholars have determined that project success should also be measured with consideration toward achievement of the project objectives.[1]
The Work Breakdown Structure (WBS) is an effective technique based on decomposing a project into hierarchical deliverables. Each one of the deliverables corresponds to a specific outcome that must be accomplished to complete the project. In other words, the WBS provides a clear view of the project’s scope, by schematically showing all the objectives that it englobes and the relations between them. Successful projects plans are built on the foundation created by an effective WBS.[2]
The following article has been created in order to provide all the information needed to create the WBS of a given project. The article contains a detailed description of the WBS, to give a wide view of the technique. Afterwards, the principles it is based on are presented, simultaneously with the specifications it must fulfil. The article also includes the necessary information of how and when to apply this technique. Following this, it is stated the benefits the WBS provides to a project during the totality of its life cycle. Moreover, it is explained how doing the WBS for a project enhances the likelihood of its success. Finally, the typical mistakes committed when designing the WBS are specified to anticipate and avoid making them.
Big idea
What is the WBS
Why the WBS
Structure of the WBS
Application
How to create the WBS
When to create the WBS
Benefits provided by the WBS
Usual mistakes when doing the WBS
Limitations
Bibliography
- ↑ Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide). 6th Edition. Newtown Square: Independent Publishers Group.
- ↑ 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.
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