A Work Breakdown Structure WBS proposes a graphical nature that helps project managers predict results based on various scenarios. It is often described as a result-oriented tree that covers all project procedures in an organized way.

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Business Solutions. Store. About. Our Leadership & Governance. IntroductionToday, project managers are more frequently finding high value in the creation of work breakdown structures (WBS) as they begin the process of project management.

Exhibit 3-Centralized Tree StructureIt is clear that the WBS is the starting point in the planning process for many other essential project management processes such as estimating, scheduling and monitoring/controlling. However, applying the WBS effectively to these processes remains a difficult task for many project managers.

Exhibit 4-WBS to Project Schedule Transition Putting These Concepts to WorkTo illustrate how this process would be put into practice, a simple example will be used. We will assume for this discussion that the WBS elements listed in the outline below are a few of the key scope components derived from an initial home building contract. Representing Levels 1, 2, 3, and 4, the high-level scope elements include the components of the primary structure, the foundation, exterior walls, roof, plumbing, electrical, and interior walls. The component element list (without hierarchical structure) appear to the project manager (from the contractor) as follows:. House project.

Primary structure. Foundation development. Layout—topography.

Excavation. Concrete pour. Exterior wall development. Roof development. Electrical infrastructure. Plumbing infrastructure. Inside wall development: rough finishThe WBS in Hierarchical Outline FormTo organize this component list as it might be developed, the contractor might use the following hierarchical relationships (as even a novice might intuitively use).

For this example, we will assume that this work is truly the correct representation. Working with the contractor, the project manager, then, would arrange the high-level deliverables for the house project in the following manner.

Exhibit 5-House Project WBS Elements: An IllustrationHere, in Exhibit 5, Level 1 indicates that the work called “house project” represents 100% of the work of the project. All other scope (WBS) elements associated with the project would be subordinate to the house project element. At Level 2, there are four major components that make up the house project: primary structure, electrical infrastructure, plumbing infrastructure and inside wall development.

Level 3 shows the key components of the primary structure: foundation development, exterior wall development, and roof development. And finally the foundation development is decomposed into three work elements that become Level 4: layout-topography, excavation, and concrete pour.Granted, this is a highly simplified characterization of the work. It is used here, however, to help illustrate the WBS hierarchical concept, not necessarily the proper breakdown of all the work required to construct a home.

Identifying Dependencies Between WBS ElementsLooking at this particular breakdown of the work, contractors, project managers, and homeowners alike would likely recognize that if this were the work to be completed, it would occur in a prescribed order, with some elements coming before—and being completed—before others begin. For example, it would be very helpful to build the foundation and walls before constructing the roof. Although it isn’t mandatory to do it in this way—building the foundation first and then the walls—establishing this order would allow the roof to be constructed on top of the walls, where it will ultimately be completed and integrated to secure the structure. Certainly this is not the only approach to home construction, and the order can surely be modified to accelerate the building process, but for this illustration, we will presume a traditional home construction project, and the order would be: foundation, exterior walls, then roof.Once the foundation, walls, and roof are completed (and assuming additional details such as windows, doors, and exterior finish are part of the work), the construction can move to the interior of the home. Here, it would make sense to complete the electrical and plumbing work before putting the interior wall material in place.

As before, this order is not mandatory, but common practice would indicate that the simplest, quickest, and easiest approach would be to first complete the work that would be hidden by the interior walls, then apply the interior wall material. Again, for this example, we will use that convention. Representing Scope Sequence and DependencyWith the previous discussion in mind, a project manager could begin developing a very high-level representation of the work described by the scope (WBS) using nothing more sophisticated than pencil and paper to illustrate the dependencies described. Beginning with the house project element at Level 1, and including all of the WBS elements required to show the implied dependency, one representation of the work might look like the set of interrelated elements found in Exhibit 6. Exhibit 6-House Project High-Level Scope SequenceExhibit 6 shows how the project manager would use a sequence representation or an illustrated dependency map to indicate that foundation development (with its work packages, layout-topography, excavation, and concrete pour) must complete before the exterior wall development can begin, and that roof development depends on the completion of the exterior walls. Once the roof is complete, both the plumbing and electrical work can begin, but the interior walls would not start until the plumbing and electrical work are complete.

(In reality, the word “complete” here could mean “roughed-in,” where wires and pipes are run to and from their destinations but without fixtures attached to them.) It is important to note that the work elements shown here are not tasks or activities, but rather significant scope components that logically lead and follow one another. Once these elements (work packages) are decomposed via the process described earlier, the resulting tasks, activities, and milestones can be placed into the project scheduling tool. Taking the Process One Step Further: Introducing the Concepts of Inclusion and the Scope Relationship DiagramTo further ease the transition from the deliverable-oriented WBS to project schedule, we can refine the central process to illustrate more clearly the relationships between scope elements—before they are placed into the project schedule.In Exhibit 6 above, a scope sequence was used to show dependency between various WBS elements. In this illustration, each element is shown in linear fashion, using a two-dimensional sequential format, with lines connecting the elements to show predecessor and successor dependencies. To produce the network diagram, the two dimensions at the core of the process are order and precedence (or dependency). Although these two dimensions are critically important to the development of a network diagram, in some cases they are not sufficient to enable the project manager to easily envision the project schedule from the network diagram.Absent from this linear depiction of scope is the addition of a third dimension to complement order and dependency. To clarify: the concept/dimension of “inclusion” can be inserted into the process to convert the linear, two-dimensional network into a diagram that would depict how individual WBS elements are related to one another, as parent and subordinate elements, reflecting in graphic illustration, how they are developed and listed in an outline, chart, or WBS template.“Inclusion” as a dimension is used to show which elements are “part of” larger work elements, as well as to articulate clearly which WBS elements are not “part of” the work of others.

Stated another way, some work depicted by a WBS is intended to be seen as being “part of” a higher-order work element, whereas other elements in the WBS are clearly not “part of” specific higher-order elements.Using the example from the house project above, we will take another look at the hierarchical outline for the work. Describing this outline using the concept of “inclusion,” it is easy to see that the WBS elements 1.1, 1.2, 1.3, and 1.4—the primary structure, electrical infrastructure, plumbing infrastructure, and inside wall development are all “part of” the house project. They are integral to the completion of the project and are “included in” the work. By the same token, it is clear from the outline that the elements 1.1.1.1, 1.1.1.2, and 1.1.1.3 are all “part of” and “included in” the work that makes up the foundation development WBS element (1.1.1).Our sequence diagram in Exhibit 6 shows the precedence and dependency between these elements but does not clearly show which elements are actually “part of” the scope of other elements. In fact, if you examine Exhibit 6 carefully, you will notice that some of the elements have been left out of the diagram—for example, the Level 1 WBS element house project is not included. Additionally, the first Level 2 element, foundation development is excluded, as are the three Level 4 elements, layout, excavation, and concrete pour.

Why have they been excluded? Because including them in this drawing would be confusing and would disturb the illustration of the dependencies that are present. How would it be possible in Exhibit 6 to represent the Level 1 or Level 4 WBS elements without disturbing the logical flow of the dependencies between the relevant elements? In truth, it is nearly impossible to properly include those elements in this illustration. To correct this issue and explain, we will examine the foundation development elements closely.In Exhibit 6 the foundation development elements at Level 4, layout-topography, excavation and concrete pour were excluded to reduce the confusion about the dependency between the Level 3 elements, foundation development (1.1.1), exterior wall development (1.1.2), and roof development (1.1.3). If we were to include them, however, they would also reflect their own natural or logical sequence. For instance, the layout of the foundation must precede any excavation—and the excavation must be complete before any concrete is poured.

Considering the dependency between these elements, they could be shown as a series of scope elements executed in sequential fashion, under the “parent” element “foundation development” at Level 3. This concept is shown, as an excerpt from the house project, in Exhibit 8.

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Exhibit 8-Foundation Development WBS Elements from the House ProjectIn this excerpt, it’s difficult to clearly envision or understand the relationship between the parent and children WBS elements other than that we have been told that the three elements at Level 4 are children of the parent element “foundation development”—which is not accurately represented in Exhibit 8. If we were to link the parent, the foundation development would appear as simply another node in the sequence, when in actuality it isn’t. In truth, the relationship between the foundation development element at Level 3 and its children at Level 4 is more clearly shown in the textual, outline form in Exhibit 9. Exhibit 9-Foundation Development Outline from House ProjectHere, it is easy to recognize the parent-child relationship between the Level 3 foundation development WBS element and the Level 4 elements, layout–topography, excavation, and concrete pour. Because of the indentation of the Level 4 WBS elements under the parent element, this outline form communicates to us and clearly shows that layout-topography, excavation, and concrete pour are actually “part of” and “included in” the work that is called foundation development. Showing this in graphic format (see Exhibit 10) and using an alternative view to represent this parent-child relationship may help somewhat, but it does not fully capture the true relationship between the parent and child elements.

Exhibit 10-Alternate Foundation Development Graphic from House ProjectIn Exhibit 10, it is difficult to determine the true relationship between the parent and child elements. Does “foundation development” come before or perhaps after the child elements? Of course, neither of those would be correct. Is foundation development above or below? Neither of those would be correct. Clearly, we need a better way to represent and communicate the relationship between these elements.To solve and illustrate how these relationships actually occur, a scope relationship diagram will be used instead to clearly show the relationships detailed in Exhibit 9, as well as the order and precedence shown in Exhibit 8.The resulting scope relationship diagram reflects the added dimension of inclusion representing these same WBS elements as follows in Exhibit 11.

Exhibit 11-Scope Relationship Diagram from House Project Foundation Development SegmentHere, in this scope relationship diagram representation, the foundation development WBS element, 1.1.1, is larger and visually includes the lower level elements 1.1.1.1, 1.1.1.2, and 1.1.1.3.With the addition of arrows to show the scope sequence described earlier, we are now able to illustrate how scope elements are planned within the concept of inclusion. In Exhibit 12 it is clear to see that the three elements at Level 4 are executed in sequence “within” or as “part of” the scope of the parent element, foundation development. Exhibit 13-Scope Relationship Diagram for House ProjectWith this illustration, demonstrating or describing which WBS elements are “part of” others is easy.

The parent elements always include the child elements and appear as nested representations of work within the scope relationship diagram. Moreover, it is easy to recognize which WBS elements are both parent and child. Nesting the scope elements clarifies the true relationship between the elements, a representation that previously could be illustrated only in outline form.To take this concept further, although the scope relationship diagram for the house project enables the visualization of the work “included” within the scope of each parent WBS element, it also allows a more direct and straightforward transition from deliverable-oriented WBS to project schedule. This results from the additional clarity that the scope relationship diagram provides, as it represents the relationships between WBS elements graphically, showing how they interact within the entire scope of the project. Added benefits are also derived from this WBS representation. As decomposition is performed against the WBS elements in this scope relationship diagram (the lowest level being work packages), the resulting tasks, activities, and milestones can be easily grouped in the same manner as the WBS.

These will be input to the project schedule and will facilitate the grouping of work that will be monitored and controlled during the execution of the project.Beyond the initial view in Exhibit 13, the various WBS elements can then be moved into a logical sequence. Dependency lines can be added to illustrate how the sequence of each of the scope elements within the project (parents and children) relate to and depend on one another. This reveals a logical representation of the sequence of the work to be performed. Using the scope relationship diagram from Exhibit 13, the logical sequence shown in Exhibit 14 would be produced by adding the dependency lines. Exhibit 14-Scope Relationship Diagram for House Project-with Scope SequenceUsing this approach, the project manager is able to use a step-wise process to create the linkage between the components of the deliverable-oriented WBS and the scope of the project, prior to further decomposition and development of the Project Schedule. Most importantly, representing the WBS in this way may simplify the transition from WBS to a Project Schedule we described at the beginning of this concept discussion.To conclude this discussion, we want to be sure you are able to clearly see these two methods as reliable ways to transition from the deliverable-oriented WBS to the Project Schedule.

So to recap, a clear path can be drawn from deliverable-oriented WBS to Project Schedule, if that path is taken through a logical sequence of decomposition and network diagramming. This concept is represented in Figure 15, which is a repeat of the concepts we discussed at the beginning of the discussion. Exhibit 15-WBS to Project Schedule TransitionAs we have described, once the WBS is complete, illustrated (documented) and placed under change management control, it becomes the foundation for other important aspects of the project, including the project schedule, risk management plan, budget and financial management plan, quality plan, resource management plan, and others.

Beyond this, the WBS plays a vital role in the executing, monitoring, controlling, and closeout phases of a project, and in so doing, transitions from being seen primarily as a planning tool, to having an active role, where the WBS becomes the basis for decision making. It establishes clear boundaries for the project during the initiating and planning phases, and provides a ready tool for ensuring those boundaries are protected during the remaining phases of the project. SummaryIn summary, applying the WBS to the project management life cycle is simply an outcome of effective scope analysis, WBS development, and careful project management execution, monitoring, and control by the project manager. Applying a carefully articulated WBS and WBS dictionary to subsequent project processes further utilizes tools such as the network diagramming technique or scope relationship diagram development and results in the creation of a baselined project schedule, drawn from the decomposition of work packages—which reveals key project tasks, activities, and milestones. Berg, Cindy and Colenso, Kim.

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Retrieved 2/22/05, WebsiteHalli, Wayne. Scope Management through a WBS. Key to success for the Logan Expansion project. 12.Homer, John L and Gunn, Paul D. Work Structuring for Effective Project Management. Project Management Institute 26th Annual Seminar/Symposium.

New Orleans LA, October, 1995, p. 84.Kerzner H. Project management: A systems approach to planning, scheduling, and controlling (6th ed.). New York: John Wiley & SonsPMI (2004) A Guide to the Project Management Body of Knowledge (PMBOK ® Guide). Newtown Square, Pennsylvania: Project Management Institute Inc.PMI (2006) Practice Standard for Work Breakdown Structures – Second Edition. Newtown Square, Pennsylvania: Project Management Institute Inc.Pritchard, Carl (1998), How to build a work Breakdown Structure, The cornerstone of Project Management. Arlington, Virginia: ESI InternationalRational Unified Process, Rational Software Corporation (1987-2001), Rational Unified Process, Overview, Retrieved 3/20/2005, Website:Haugan, Gregory T.

(2002), Effective Work Breakdown Structures, Vienna, Virginia: Management Concepts,Macdonald Bradley, Inc (2002, December) Independent Verification and Validation White Paper (December 2002)., retrieved 2/20/2005, Website:U.S Department of Energy (2001, August) Performance Based Contracting: Development of a Work, retrieved 1/18/2005, Website.

Share.Work breakdown structure by the name implies breaking work down into parts but it doesn’t actually involve breaking down work; rather breaking down deliverables. Breakdown structures are used widely in project management.

It lets you plan, manage, and evaluate large projects. Is a big game in all industries and poor project management is a big reason for project failure.A good project plan provides the following:. A roadmap for the team. Project timescale. The requirements. Validation of the estimated cost.

Identifying any obstacles. Sign of expected problems.

Table of Contents.What is a Work Breakdown Structure?Work breakdown structure (WBS) is a method that splits a project down into a hierarchy of deliverables, tasks,. PMBOK says about the work breakdown structure.“A deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create the required deliverables”All-in-all — “A work breakdown structure defines all the things a project needs to accomplish, organize into multiple levels, and display graphically.” It defines the “what” of the project.

Let’s have a look at a work breakdown structure example of a project divided into smaller, more manageable components.Project title: SeminarSpeakers Venue Marketing RegistrationSend invite Budget Flyers Register applicationDiscuss topics Theme Social media campaign Send confirmationBackup for notshowing up Location Send email remindersAudio/visual setupA well managed WBS aids in scheduling, estimating costs, and determining risk. WBS helps eliminate unnecessary work to get the required results. The deliverable can be an object, a service, or an activity. It’s a simple yet methodical way of in smaller, manageable components.Don’t let poor project management become a barrier to your success. Why Use a WBS in Project Management?Before discussing why let’s know what is a work breakdown structure in project management?It’s simple. The work breakdown structure in project management visually defines manageable chunks of a project that a team can understand, as each part of the work breakdown structure gives further detail.The goal of WBS in project management is to make a large project manageable.

It helps you to:. Develop a schedule.

Determine the cost of the project. Set dependencies. Write a statement of work.

Assign responsibilities and clarify roles. Track the progress of a projectProject work breakdown structures are often used by and teams to identify potential risks in a given project. As the project is divided into branches, if there is any branch that is not defined up to the mark, it represents a scope definition risk. Such risks should be reviewed as the project executes. As the work breakdown structure is integrated with an organizational breakdown structure, the project manager will be able to identify the communication points. Also, in such cases like the falling behind of a project, by referring to WBS will help to quickly identify the major deliverables that will be affected by a late sub-deliverable. Work Breakdown Structure vs Project Schedule vs Project PlanThe difference between the work breakdown structure, project schedule, and project plan is a common confusion.

Work breakdown structure describes the “what” of the project. It doesn’t include timelines or resources. A project schedule is the “what”, “when”, and “who” of the project includes the project’s deliverables as well as their deadlines and resource requirements. A project plan includes details on how the project will be executed, managed, and controlled covering every aspect of the project.The project plan is followed by the project schedule and then the work breakdown structure. How to Create a Work breakdown structureIn a project, planning and doing is an important part.

And creating a WBS is where both are met. It is like making a flowchart that breaks all of the deliverables down into the tasks that need to be done to tick off the project. The visualization of the tasks in the WBS makes sure you’re accounting for every task as you out.As you create a work breakdown structure, here are some rules;.

According to a developed by Gregory T. Haugan, a WBS should include 100% of the work that has to be done to complete the deliverables excluding any work that is particularly not defined in the scope of the project (unrelated work).

Be specific, be thorough!. Do not include any amount of work twice. This will violate the 100% rule and will result in miscalculations. Focus on deliverables rather than actions. The work package should take no less than eight hours of effort, but no more than 80. In other words, if you report on your work every 30 days, a work package should take no more than a month to complete.To understand how to create a work breakdown structure in a better way, here are the steps that everyone should understand. Step one: Determine the major deliverable to be produced.“What major final products must be produced to achieve the project’s objectives?”.

Step two: Identify the most important pieces of scope.Is there a need of budget report for any project? You’ll be much at ease when you know already about how you are going to do the project. Step three: Divide each of these work pieces into its component parts.“What deliverables you should have to complete a part of the project?”. Step Four: Identify the known attributes for each activity.Project budget needs to be carefully created. Teams may choose to move ahead with executing project activities.