Have you encountered work breakdown structures and wondered how they can help in your project management efforts? A work breakdown structure (WBS) is a visual tool for defining and tracking a project deliverable and all the small components needed to create it. With a work breakdown structure, you can stay focused on what you need to accomplish as you move toward the project deadline.
This article will help you understand what a work breakdown structure is and what it is not, the advantages of using a work breakdown structure, and how to create one. You’ll also learn from leading experts on how to use this powerful and essential product management tool with confidence.
The Project Management Body of Knowledge, an internationally recognized collection of processes and knowledge areas accepted as best practice for the project management profession, defines the work breakdown structure as a "hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables." With a WBS, you begin with the desired outcome or product, which you then break down or decompose into the smaller deliverables or tasks needed to create it.
In a WBS, the deliverable can be an object, a service, or an activity. By focusing on deliverables rather than methods — the what, not the how — a work breakdown structure helps eliminate unnecessary work to get the intended result. A well-thought-out WBS aids in scheduling, estimating costs, and determining risk. It is usually a visual chart or diagram that spells out a project's timeline and process while capturing each task, subtask, and deliverable that will be created and executed throughout. It’s often rendered as an outline, like a table of contents, but can be organized using tabs or other visual organizational systems.
Rod Baxter, co-founder of Value Generation Partners and author of the Project Management for Success Handbook, calls the WBS “a necessary element to the product management lifecycle. It takes skill and practice to create, but it is essential to help you meet release dates and become efficient.”
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In 1957, the U.S. Navy’s Fleet Ballistic Missile (Polaris) Program was behind schedule and needed help resolving the delay. The team developed a formula to determine tasks and estimate effort needed for a project based on outcome, which became known as PERT (program evaluation and review technique).
With PERT as a model, the Department of Defense (DOD) and NASA published the first description of the work breakdown structure process in 1962, but the first reference by name didn’t come until 1968. The Work Breakdown Structures for Defense Materiel Items (MIL-STD-881) established work breakdown structures as a standard across the DOD, with templates published for specific military applications, such as aircraft or ships. Even civilian contractors working with the DOD must use the appropriate work breakdown structure template.
In 1987, the Project Management Institute, through PMBOK, established work breakdown structures as standard practice for a range of nonmilitary applications. The term “work breakdown structure” was introduced in 1993 for applications in corporate and other organizational projects.
In June 1999, the PMI Standards Program issued a project charter to develop the Work Breakdown Structure (WBS) Practice Standard. According to the PMI, the Planning Process Group begins with three essential steps: scope planning (3.2.2.2), scope definition (3.2.2.3), and work breakdown structure development (3.2.2.4).
Many organizations skip the step of creating a WBS plan, or dictionary, in the interests of nimbleness and agility — or because they are being asked to “build the plane while flying it.” While it’s possible to deliver a project without proper planning and visibility, it will likely take a toll on the team members and, potentially, the ultimately quality of the deliverables. Those risks aren’t sustainable over time, so using WBS when possible is always preferred.
As businesses amass and need to parse more data within every project as well as to anticipate how data will affect a project after it’s launched, it’s clear that the WBS and attentive planning will continue to be critical elements. Other variables on the horizon include globalization, currency fluctuations, political changes, and regulations — so a strong project needs advance planning to navigate these potential dependencies.
Good resources on WBS include “The ABC Basics of the WBS” by Paul Burek and “The Intelligent Structure of Work Breakdowns Is a Precursor to Effective Project Management,” Homer & Gunn, 1995.
Although often skipped in the planning process, a work breakdown structure or dictionary is a powerful tool for finishing projects efficiently and on time. Here are some of the advantages and benefits of creating a WBS:
In addition, organizations have found other benefits in using work breakdown structures. These benefits can be realized through a specific project, but may also help improve the processes and culture of your whole organization. They include:
A well-crafted work breakdown structure can keep your team humming along like a well-oiled machine with these benefits:
The Visual Advantage of Work Breakdown Structures
The work breakdown structure chart or dictionary easily displays project details and status. To present your work, you have a few options. The classic WBS view is the tree structure diagram, but you can also use numbered lists or tables. An outline is one of the easiest ways to represent a work breakdown structure. Listed below are other types of formats that are useful for different types of projects.
During the project, the elements in the work breakdown structure can be color-coded to indicate work status: for example, on-target could be noted in green, late would be in red, at-risk shows up as yellow, and completed is signified by blue. Color coding can help you identify schedule risks at a glance.
A reliable, useful work breakdown structure or dictionary should gather the critical elements of a project, along with its timeline, cost, and resources. The most helpful WBS plans contain these components:
At a higher level, the WBS can also serve directional and organizational roles. A thorough WBS plan can act to:
Business project managers use work breakdown structures to ensure an organized, visible view of their projects and their components. These teams can also benefit from using work breakdown structures:
In addition to agency and corporate settings, other fields rely on work breakdown structures:
Within an organization that already has a project plan or work breakdown plan in place over the long term, work breakdown structures are helpful for a predecessor on a project to see how the project has progressed during their absence. For successors on a project, the WBS helps them see both what worked and what did not in the project’s earlier days and to track dependencies and their outcomes. In short, anyone in an oversight role who needs to plan for the division of labor on a project can benefit from using a work breakdown structure.
Sometimes the terms “work breakdown structure” and "project breakdown structure” are used interchangeably. In fact, work breakdown structures are most commonly applied as a tool to manage projects, from beginning through closeout. But work breakdown structures can theoretically help manage subprojects, subtasks, vendor contributions, and other collections of related tasks that aren’t specifically related to the management of an entire project. Thus, a project breakdown is a work breakdown that maps completely to a single project.
What’s included in a work breakdown structure? The following are features created in the WBS process, as well as related terms.
Generally, work packages should provide assignments that can be completed by a team or team member within a reporting period. If you hold weekly status meetings, then the work must be completed within one week. Another way to determine effort is through the 8/80 rule, which states a subtask should not take less than 8 or more than 80 hours to complete.
Several types of formats apply to work breakdown structure documents. They include:
Not every project will require the same kind of format. That can and should be tailored to the type of project and the types of team members who need to access it.
Once the project scope is available, the WBS should be the first deliverable. With the WBS defined, it’s then possible to scope out other resources, including human resources, particular skill sets, material resources (such as equipment and space), and facilities. The team can then create the baseline schedule, draw up task lists, and provide assignments.
As you manage similar projects, the work breakdown structure gets easier and can become the basis for improved delivery management. For unique projects where you and the team have no previous experience, the work breakdown structure can aid the team to define exactly what deliverables and tasks are needed for the final product.
A work breakdown structure cannot be developed in isolation. Rarely can one person know everything required to complete a project, least of all a project manager, who may not be a subject matter expert. Creating the WBS is a team effort.
Misconceptions About Work Breakdown Structures
A WBS does not specify how or when tasks will be done. It’s not a plan or a schedule. It is not a list of all activities or responsibilities, nor is it a typical organization chart. Team leaders sometimes attempt to list all the tasks required for a project within the WBS. This could result in missed tasks, causing projects to run late.
Nor is the WBS a scratch document that may or may not be used for the project. It is an important part of your project management documents. You should note any changes to the planned deliverables in the WBS, which should be subject to your company’s change control process.
Drawing a work breakdown structure can be straightforward. But the following tips are design principles to help you achieve the best results.
Focus on deliverables, not methods. In other words, plan outcomes — not actions. Think about the what, not the how. The key purpose of a work breakdown structure is to define the main deliverable in terms of the small components that form it. If the deliverable is not a product, then it must provide a specific and measurable outcome. For example, if you’re creating a WBS for a professional service, define the products or outcomes from that service.
When you focus on a specific deliverable, no matter at what level of the breakdown, the team or individual responsible knows exactly what is expected and what a good job looks like. You are less prone to add items that are outside of the project scope, which can be the case when creating a list of tasks. When team members focus on a deliverable, rather than checking off to-do list items, they’re encouraged to use their initiative and problem-solving skills to foster innovation.
No overlap (aka mutual exclusivity). Make no tasks in your WBS overlap in scope definition. This could have two possible results: It would duplicate your team’s efforts and create confusion around responsibility, effort, and accounting. A WBS dictionary that describes each component in detail can help void mutual exclusivity.
Follow the 100 percent rule. To eliminate work that doesn’t contribute to the deliverable, ensure that the sum of all resources in WBS, whether time, money, or another element, adds up to 100 percent. In other words, the elements in level two total 100 percent, and the level three and lower elements roll up into the level two percentage. Your finished project should never total more or less than 100 percent.
Look at the level of detail. Generally, work packages should provide work that can be completed by a team or team member within a reporting period. If status meetings are weekly, then the work must be completed within one week. Another way to determine effort is through the 8/80 rule (noted above).
Here are other factors to consider in determining the level of detail in elements:
Finally, consider these other important principles as you move forward:
If some deliverables are not known, you can enter as much information as you know currently, then update the document as you learn more details.
The first step to creating a work breakdown structure is to bring the team together. Whether your team is all working onsite or remotely, it is essential for the members to participate in identifying the subdeliverables. Rod Baxter says, “You don’t create a work breakdown structure without someone on your team who is a subject matter expert (SME). You need people on the team that really know what’s going on.” SMEs can help list all the tasks required in a WBS and identify overlapping responsibilities or gaps in the completed chart.
You will also need to assemble these key documents to begin development of the WBS: the project charter, the project problem statement or scope definition, all applicable contract and agreement documentation, and the existing project management practice processes at your organization.
An effective work breakdown structure should contain each of the following elements or components:
Dr. Larry Bennett, a Civil Engineer, Project Manager, and author of four books, sees at least two advantages when a work breakdown structure is created by the team: “There’s a potential for large amounts of input from varied viewpoints, and the ownership that results from participation.”
Your tools for capturing information can be as simple as a stack of 5-by-3 cards or a pad of sticky notes that you use to write down the deliverables and related parts. Then you can arrange them on a whiteboard, cork board, or even a wall. Virtual teams can perform a similar activity through collaborative whiteboarding software.
To begin creating a WBS, define level one, the main deliverable of the project. Then add as much detail as possible to level two before moving to smaller chunks of work in level three and beyond, if needed. Always try to define what’s required in the previous level in as much detail as possible before moving to the next levels.
How to Create a WBS: The High-Level View
Before diving deep into the details of the work breakdown structure, it’s important to begin honing it at a high level. Take these important preliminary steps first:
Tools for Creating a WBS and Linkable Information
Although you can capture your WBS with index cards or pen and paper, electronic templates and tools make it easier to record, edit, and disseminate the chart to team members, then save it with document control settings so that updates are recorded through the change control process.
Templates simplify the job. Your team or company may already have a template. If not, you can create your own WBS or download one of the templates from the web and customize it. Look for these useful features in a template:
The following information typically could be linked to each element in a WBS so that it’s even more useful, dynamic, and shareable to the team:
While work breakdown structures are and should be flexible and tailored to each project, these tips will help project managers and organizations create the most useful WBS:
An effective work breakdown structure cannot be slapped together overnight or by one person. To be truly effective, a WBS should:
The WBS structure, or dictionary, is a fluid document, but will always include certain information. Here are the elements of a thorough, reliable WBS dictionary. Note that the elements that roll under each phase can be moved or adjusted as desired. Here is one example, involving the development of software, but notice that the project is not simply about the phases of software creation and testing.
Additional dictionary items:
How to Create a WBS in Microsoft Project
With the sensibility required to avoid to-do lists and keep work packages manageable, measurable, and deliverable-oriented, how does a new program manager or new work breakdown structure user gain competence?
Michelle Watkins, a solutions consultant for Smartsheet, has over 20 years’ experience in project management. “Start with templates,” she suggests. “Something with a baseline, and make your adjustments from there.”
Rod Baxter says, “You just keep practicing.” According to Baxter, a good project manager needs training and skill in risk management, communications management, and work breakdown structure. Project managers can gain confidence through mentoring newbies as they work their way through the ranks from such positions as project analyst to associate program manager.
Dr. Bennett echoes this notion that practice is the key to mastering work breakdown structures.
“How does one develop confidence in any new endeavor?” he asks. “There are no magic formulae. But confidence is built through a combination of study, getting close to those who are using the method successfully, watching, asking questions, doing it oneself, soliciting feedback, learning from that feedback, and doing it again.”
Bennett says the best way to learn is probably from finding out where and how the WBS was used to create a good result. This type of information probably isn’t in scholarly publications. “Look for ‘real world’ practitioners who discuss their experience at professional meetings,” he says.
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