Work break down structure (WBS)
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The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.[2] | The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.[2] | ||
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Common for all Work Breakdown Structures is that the sub-projects should be deliverables or outcomes, and not on actions. This ensures that the sub-projects are manageable, definable, estimable, and measurable. For instance; if the overall project is renovating a bathroom, one of the sub-projects would be to install a new toilet. This task is definable in the way that it is easily understood by the ones working on the renovation: the toilet must be set up and installed. The task is manageable because the responsibility of setting up and installing the toilet can be handed out to a person with the ability to do it. The task is estimable because the time used to set up and install the toilet can be estimated as well as the expenses for the workforce and the resources. Last but not least, the task is measurable because the task will result in a physical installation when done and the time used on the task can be measured as the timespan from the beginning of the task till the end of the task. [4] | Common for all Work Breakdown Structures is that the sub-projects should be deliverables or outcomes, and not on actions. This ensures that the sub-projects are manageable, definable, estimable, and measurable. For instance; if the overall project is renovating a bathroom, one of the sub-projects would be to install a new toilet. This task is definable in the way that it is easily understood by the ones working on the renovation: the toilet must be set up and installed. The task is manageable because the responsibility of setting up and installing the toilet can be handed out to a person with the ability to do it. The task is estimable because the time used to set up and install the toilet can be estimated as well as the expenses for the workforce and the resources. Last but not least, the task is measurable because the task will result in a physical installation when done and the time used on the task can be measured as the timespan from the beginning of the task till the end of the task. [4] | ||
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How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule and another way to do it is by making a waterfall structure. The different structures can be phase-based or deliverable-based, risk-based or responsibility-based. [4] | How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule and another way to do it is by making a waterfall structure. The different structures can be phase-based or deliverable-based, risk-based or responsibility-based. [4] | ||
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To implement a Work Breakdown Structure the following steps must be fulfilled: | To implement a Work Breakdown Structure the following steps must be fulfilled: | ||
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# Gather information; Collect all the information and documentation on the project. | # Gather information; Collect all the information and documentation on the project. | ||
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# Estimate on the sub-projects; On every sub-project estimation of time and expenses (resources, workforce..) can be done. Then the small works are analyzed the total cost of the project can be summed. | # Estimate on the sub-projects; On every sub-project estimation of time and expenses (resources, workforce..) can be done. Then the small works are analyzed the total cost of the project can be summed. | ||
# Choose way to visualize the Work Breakdown Structure; Carefully choose how to best visualize the project. Use a table or a schedule to do so. | # Choose way to visualize the Work Breakdown Structure; Carefully choose how to best visualize the project. Use a table or a schedule to do so. | ||
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It is important for the project manager to keep in mind that the sub-projects cover 100% of the overall project scope. If parts of the scope are forgotten in the process, it can lead to delays or lacks in the final delivery.[4] | It is important for the project manager to keep in mind that the sub-projects cover 100% of the overall project scope. If parts of the scope are forgotten in the process, it can lead to delays or lacks in the final delivery.[4] | ||
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===Phase-based Work Breakdown Structure=== | ===Phase-based Work Breakdown Structure=== | ||
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A phase-based Work Breakdown Structure is as the name indicates based on the phases of the project. The first phase of a project is often the planning- or design phase and the last phase is often the turnover or closeout phase. The phases in between depend on the specific project but are often execution or construction phase followed by a control or inspection phase. | A phase-based Work Breakdown Structure is as the name indicates based on the phases of the project. The first phase of a project is often the planning- or design phase and the last phase is often the turnover or closeout phase. The phases in between depend on the specific project but are often execution or construction phase followed by a control or inspection phase. | ||
When doing a Phase-based Work Breakdown Structure the first round of sub-projects will be based on the phases. The next round of sub-projects will be the deliverables in the different phases after which these sub-projects will be parted into smaller sub-projects of deliverables until the desired level of detail is achieve for the Work Breakdown Structure.[3][4] | When doing a Phase-based Work Breakdown Structure the first round of sub-projects will be based on the phases. The next round of sub-projects will be the deliverables in the different phases after which these sub-projects will be parted into smaller sub-projects of deliverables until the desired level of detail is achieve for the Work Breakdown Structure.[3][4] | ||
===Deliverable-based Work Breakdown Structure=== | ===Deliverable-based Work Breakdown Structure=== | ||
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When | When | ||
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===Gantt Chart=== | ===Gantt Chart=== | ||
| − | A common tool for scheduling Work Breakdown Structures is a Gantt Chart. This schedule is waterfall based and provides a great overview of the sub-projects in a perspective of time as this kind of schedule works as a timeline. | + | A common tool for scheduling Work Breakdown Structures is a Gantt Chart. This schedule is waterfall based and provides a great overview of the sub-projects in a perspective of time as this kind of schedule works as a timeline. |
== '''References''' == | == '''References''' == | ||
Revision as of 22:33, 21 March 2022
Contents |
Abstract
Taking on a project can be a confusing task for even the most experienced project manager. In the start-up phase of a project the goal is defined, and it is expected to estimate a budged and a timeframe of the project. Often several things will happen doing the elapse of the project, that in the end will lead up to the final reaching of the project goal or scope. To create a better view of the project it can be helpful to part the project and the goal onto sub-goals or sub-events – to break down the project. By estimating the timeframe and budget of the sub-events or sub-goals, the timeframe of the project can be estimated as well as the budged. This method is referred to as Work Breakdown Structure (WBS), as it is a way to structure the project by breaking it down. This is the addressed subject of this article.
The article consists of the following sections:
- What is Work Breakdown Structure?
- Why is Work Breakdown Structure an important tool in project management?
- How to implement Work Breakdown Structure?
- What are the limitations of Work Breakdown Structure?
In each section, the question will be answered. This article is a part of the final deliverable in the course 42433 Advanced engineering project, program and portfolio management taught in the spring of 2022 on DTU. It is written by a student for other students taking the same course and with an academic background corresponding to a bachelor’s degree.
What is a Work Breakdown Structure?
A work breakdown structure is defined by the ISO Standard 21502 as "decomposition of the defined scope of a project or program into progressively lower levels consisting of elements of work" [1]. In other words: when the scope of a project or programmed is defined in the very beginning of this project- or program’s lifespan, it might be favorable to look at the work that is needed in order to fulfil the scope and deliver on the project/program.
When planning the project, an estimation of time or deadline is needed as well as a budget including every expense throughout the project. This expense covers resources, salary and administrative fee as well as setting a realistic amount of money aside for unforeseen occurrences. The process of estimating time and budget is essential in order to evaluate whether the scope of a project is achievable as these two subjects are the backbone and key factors of a project. This is the factors the important stakeholders and investors of a project will evaluate the project on. If the important stakeholders and investors does not find that the scope of a project equalize the time needed and the budget estimated, the project will in all probability not been initiated. [2]
A Work Breakdown Structure is often visualized as a schedule or a table. The schedules or tables can have different structures. For instance, the schedules can be formed as a tree structure or a waterfall model and they can be phase-based or deliverable-based, risk-based or responsibility-based[3][4]. The tables can be made as hierarchies or outlines. Common to all this different schedules and tables is what they should include; [2]
- A description of the work that needs to be done to achieve the sub-goal. The work needed to achieve the sub-goals that occurs when breaking down a project into smaller projects is seen as smaller work packages or works.
- The product produced by the work done in a work package. It is important to match the expectations of the work between the project manager, the stakeholders, and the person reasonable for the work.
- The cost of the work done. Both in terms of resources needed, salaries for the workers and other payments.
- Who is responsible for the work and thereby responsible for the quality of the delivered product.
Why is WBS important?
The Work Breakdown Structure is an important tool for a project manager when estimating a time schedule and budget of a project as already stated. When breaking down the work into smaller projects or work packages an overview of the project is created. It is giving the project manager the ability to analyses the needs of a work package or a sub-goal of the project in terms of workload, resources needed, risks linked to the specific work and preparations needed to fulfil a certain work. The work packages or smaller projects can be scheduled in a model such as a schedule or table. This is in fact what makes the Work Breakdown Structure a great tool, as an overview of the hole project is secured and estimated. Also, this way of scheduling the work in smaller work packages makes it easier for the project manager to watch out for delays on curtain areas of the project, inform the different stakeholders and investors and handle the work-, risk- and resources-flow as the project proceeds.[2]
How to implement Work Breakdown Structure
The Work Breakdown Structure should be implemented in the planning of the execution of a project. To what extent the work should be broken down and the level of details planed in every work package or sub-project depends on the size of the project. The bigger the project is, the more risks will occur. The more risks in the project, the more planning is needed in order to fulfil the project scope to a satisfactory extend. When something goes wrong, it must be detected as quickly as possible and dealt with. This is easier if the work and project is scheduled to a proper degree of details for the size of the project.[2]
Common for all Work Breakdown Structures is that the sub-projects should be deliverables or outcomes, and not on actions. This ensures that the sub-projects are manageable, definable, estimable, and measurable. For instance; if the overall project is renovating a bathroom, one of the sub-projects would be to install a new toilet. This task is definable in the way that it is easily understood by the ones working on the renovation: the toilet must be set up and installed. The task is manageable because the responsibility of setting up and installing the toilet can be handed out to a person with the ability to do it. The task is estimable because the time used to set up and install the toilet can be estimated as well as the expenses for the workforce and the resources. Last but not least, the task is measurable because the task will result in a physical installation when done and the time used on the task can be measured as the timespan from the beginning of the task till the end of the task. [4]
How to implement the Work Breakdown Structure depends on the needs of the project manager. One way to implement this is by making a tree structures schedule and another way to do it is by making a waterfall structure. The different structures can be phase-based or deliverable-based, risk-based or responsibility-based. [4]
Figure 1: on the left side a waterfall structure is shown [5] and on the right side a tree structure is shown [6]
The waterfall structure in figure 1 illustrates how a process will lead to another process with is often the case in projects. In a building project for instance certain sub-projects must be done in other to move on to new sub-projects. If the project is to renovate a roof on a house, a scaffold must be mounted before the work on the roof can be started.
The tree structure on the right side of figure 1 shows a project scope on top of the schedule. Underneath the scope is broken down into smaller works, that is needed to fulfil the overall scope of the project. These smaller works are again broken down into smaller works and analyzed for cost and work. [3]
To implement a Work Breakdown Structure the following steps must be fulfilled:
- Gather information; Collect all the information and documentation on the project.
- Analyze the information; Identify the scope and goal of the project. Find the stakeholders and team members of the project who are essential in order to fulfill the project scope.
- Identify the first sub-projects; Roughly part the project into sub-projects.
- Part sub-projects into smaller sub-projects; Part the sub-projects into smaller sub-projects. Repeat the process until the level of details on every sub-project is satisfactorily.
- Estimate on the sub-projects; On every sub-project estimation of time and expenses (resources, workforce..) can be done. Then the small works are analyzed the total cost of the project can be summed.
- Choose way to visualize the Work Breakdown Structure; Carefully choose how to best visualize the project. Use a table or a schedule to do so.
It is important for the project manager to keep in mind that the sub-projects cover 100% of the overall project scope. If parts of the scope are forgotten in the process, it can lead to delays or lacks in the final delivery.[4]
Phase-based Work Breakdown Structure
A phase-based Work Breakdown Structure is as the name indicates based on the phases of the project. The first phase of a project is often the planning- or design phase and the last phase is often the turnover or closeout phase. The phases in between depend on the specific project but are often execution or construction phase followed by a control or inspection phase. When doing a Phase-based Work Breakdown Structure the first round of sub-projects will be based on the phases. The next round of sub-projects will be the deliverables in the different phases after which these sub-projects will be parted into smaller sub-projects of deliverables until the desired level of detail is achieve for the Work Breakdown Structure.[3][4]
Deliverable-based Work Breakdown Structure
When
Risk-based Work Breakdown Structure
Responsibility-based Work Breakdown Structure
Gantt Chart
A common tool for scheduling Work Breakdown Structures is a Gantt Chart. This schedule is waterfall based and provides a great overview of the sub-projects in a perspective of time as this kind of schedule works as a timeline.
References
[1]ISO Standard 21502, Project Management
[2] Course notes, Author: DTU ProjectLab, 42430 - Week 2 - Part 3 - Complexity slides
[3] Visualization of Work Breakdown Structures, Author: WorkBreakdownStructure.com
[4] Figure 1: Picture of tree schedule, Author: WorkBreakdownStructure.com
[5]ADEACA, What is a work breakdown structure?, Author: Matt Mong
[6]Figure 2: Picture of Gantt Chart, Author: Roger Duke
