Work breakdown structure (WBS)

Work breakdown structure (WBS) is a hierarchical decomposition of a project into its discrete components. It is a visual representation of the project's goals and objectives, and it serves as a guide for project planning and execution. It is used to break down a project into smaller, more manageable tasks. The WBS consists of a root element, which is the project itself, and then one or more levels of sub-elements, each of which is further broken down into its own sub-elements. A WBS should include all tasks necessary to complete the project and should also include any intermediate milestones that must be achieved along the way.

A Work Breakdown Structure helps to identify the resources and tasks required to complete a project. It is a tool used to plan, organize, and manage the resources needed to complete a project. It is a hierarchical representation of the work that needs to be done and the tasks required to complete the project. The WBS helps to break the project down into manageable pieces, allowing for better organization and control of resources and tasks. Each element of the WBS is assigned to a specific person, team, or organization responsible for completing the task. By breaking the project down into smaller pieces, the project manager can better coordinate and control the project activities.

The WBS also serves as a tool for communication and coordination between the project team and stakeholders. It provides a clear and detailed picture of the project and its components and helps to keep everyone on the same page. Additionally, the WBS can be used to identify risks, issues, and dependencies associated with the project.

Example of Work breakdown structure (WBS)

A Work Breakdown Structure example would include a root element, which is the project itself, and then one or more levels of sub-elements, each of which is further broken down into its own sub-elements. For example, a WBS for a software project might include the root element "Software Project" and then sub-elements such as "Requirements Analysis", "Design", "Implementation", "Testing", and "Deployment". Each of these sub-elements would then be further broken down into smaller tasks such as "Conduct User Interviews", "Develop System Architecture", "Write Unit Tests", and "Deploy to Production".

When to use Work breakdown structure (WBS)

Work Breakdown Structure is a useful tool for project planning and execution, and it should be used when a project needs to be broken down into smaller tasks. It can also be used to identify and plan for the resources and tasks necessary to complete the project. Additionally, the WBS can be used to identify risks, issues, and dependencies associated with the project. It serves as a tool for communication and coordination between the project team and stakeholders, and provides a clear and detailed picture of the project and its components.

Types of Work breakdown structure (WBS)

• Task-Based WBS: A Task-Based WBS is a type of WBS that focuses on the tasks that need to be completed in order to achieve the project objectives. This type of WBS is useful for project managers who need to break down the project into discrete tasks, assign resources to those tasks, and track progress.
• Outcome-Based WBS: An Outcome-Based WBS is a type of WBS that focuses on the outcomes or deliverables of the project. This type of WBS is useful for project managers who need to identify the end goal of the project and the requirements that must be met in order to achieve it.
• Product-Based WBS: A Product-Based WBS is a type of WBS that focuses on the products or services that will be delivered as part of the project. This type of WBS is useful for project managers who need to identify the components of the project and ensure that the deliverables meet the required specifications.

Steps of Work breakdown structure (WBS)

The Work Breakdown Structure is a hierarchical representation of the tasks that need to be completed in order to complete the project. There are five steps to creating a WBS:

• Step 1: Identify the Project Objectives - The first step is to identify the project objectives and identify the overall scope of the project. It is important to have a clear understanding of what the project is intended to accomplish in order to create an effective WBS.
• Step 2: Break Down the Project into Smaller Tasks - Once the project objectives have been identified, the project can be broken down into smaller tasks. These tasks should be organized into a hierarchical structure, with the highest-level tasks at the top, and the lowest-level tasks at the bottom.
• Step 3: Estimate the Resources and Time Required for Each Task - After the project has been broken down into smaller tasks, the resources and time required for each task must be estimated. This will help to ensure that all tasks are completed within the allotted timeframe and that the project is completed within budget.
• Step 4: Assign Responsibility for Each Task - Once the resources and time necessary for each task have been estimated, responsibility for each task must be assigned. This will help to ensure that each task is completed in a timely manner and that each task is completed to the best of the team's ability.
• Step 5: Review and Revise the WBS - The final step is to review and revise the WBS. This will help to ensure that all tasks are accounted for and that the project is completed according to plan.

Advantages of Work breakdown structure (WBS)

Work Breakdown Structures have a number of advantages that make them a valuable tool for project planning and management. They allow for better organization and control of resources and tasks, provide a clear and detailed picture of the project and its components, help to identify risks and issues associated with the project, and provide a way for the project team and stakeholders to stay on the same page. Additionally, the WBS can be used to create a timeline for the project, helping to ensure that tasks are completed on time. Overall, the WBS is an invaluable tool for project planning and management.

Limitations of Work breakdown structure (WBS)

Work Breakdown Structure (WBS) has some limitations that should be taken into consideration when using it. First, the WBS may become too detailed and complex, making it difficult to manage. Additionally, the WBS may not accurately reflect the scope and complexity of the project, which can lead to underestimating the resources and time necessary for completion. Furthermore, it is not always easy to determine the most appropriate level of detail for each element of the WBS. Finally, it may be difficult to identify risks, issues, and dependencies associated with the project when using a WBS.

Other approaches related to Work breakdown structure (WBS)

• The Critical Path Method (CPM): The Critical Path Method (CPM) is a project management technique used to determine the most efficient sequence of tasks necessary to complete a project. It identifies the sequence of activities that must be completed on time in order to successfully complete the project. CPM takes into account all the tasks, their duration, and their dependencies in order to identify the critical path of the project.
• Gantt Charts: Gantt Charts are used to plan and track the progress of a project. They are graphical representations of the tasks that need to be completed, their duration, and their dependencies. Gantt Charts can be used to identify potential problems, changes in project scope, and resource conflicts.
• Earned Value Management: Earned Value Management (EVM) is a project management technique used to monitor and control the progress of a project. It uses a combination of cost, schedule, and performance metrics to track the progress of the project and identify areas where corrective action may be needed.

In summary, other approaches related to Work Breakdown Structure (WBS) include the Critical Path Method (CPM), Gantt Charts, and Earned Value Management (EVM). These approaches are used to plan and track the progress of a project, identify potential problems, and monitor the performance of the project.

Work breakdown structure (WBS) — recommended articles

Management of complexity — Subproject — Structure of the project — Life cycle project management — Life cycle model — Project management plan — Life cycle approach — Project boundary — Organizational project management

References

• Siami-Irdemoosa, E., Dindarloo, S. R., & Sharifzadeh, M. (2015). Work breakdown structure (wbs) development for underground construction. Automation in construction, 58, 85-94.
• Devi, T. R., & Reddy, V. S. (2012). Work breakdown structure of the project. Int J Eng Res Appl, 2(2), 683-686.
• Tausworthe, R. C. (1979). The work breakdown structure in software project management. Journal of Systems and Software, 1, 181-186.