Work Breakdown Structure Foundation for Assignments. Work Breakdown Structure – The Foundation for On-time Projects The size of a work breakdown structure WBS does not measure how tight the PM’s control will be.
However, many PMs and executives think all that micro-detail gives them tight control. It actually gives them less control and a schedule that is too detailed to track and keep current. WBS: It’s Not a “To Do” List A “To Do” list work breakdown structure does not give a project manager a foundation for clear assignments to the team, close tracking or tight scope control. They create this big list by writing down what needs to be done in order, from first to last. The project takes about 50% longer than it shouldThe “To Do” list expands weekly during the project’s entire lifeThe project manager makes vague, unclear assignments to the teamThe team spends hours in status meetings discussing what to do nextThe project finishes late and requires weeks of rework after it is finished. Problems With The “To Do” List Approach. Work Breakdown Structure. Operations > Work Breakdown Structure Work Breakdown Structure A complex project is made managable by first breaking it down into individual components in a hierarchical structure, known as the work breakdown structure, or the WBS.
Such a structure defines tasks that can be completed independently of other tasks, facilitating resource allocation, assignment of responsibilities, and measurement and control of the project. Work Breakdown Structure information and WBS samples. Work Breakdown Structure. Work Breakdown Structure (WBS) Click Here to View Video on YouTube: 5-Steps to Project Success Download this Free Video (Same as above) (9MB file) RIGHT Click & Save Target As: "5-Steps to Project Success - Seriously_v1.1" You have permission to freely copy and distribute this video.
Introduction to the WBS A Work Breakdown Structure is a results-oriented family tree that captures all the work of a project in an organized way. Figure 1 Large, complex projects are organized and comprehended by breaking them into progressively smaller pieces until they are a collection of defined "work packages" that may include a number of tasks. In planning a project, it is normal to find oneself momentarily overwhelmed and confused, when one begins to grasp the details and scope of even a modest size project. The psychologists say our brains can normally comprehend around 7-9 items simultaneously. History of the WBS A sample WBS is shown in the figure below: WBS Format for System Development Projects. Work Breakdown Structure (WBS) Purpose, Process and Pitfalls. In this article we are going to look at what many project managers and project management professionals refer to as the "foundation" of the project, or at least the foundation of project planning.
The Work Breakdown Structure (WBS) is defined by A Guide to the Project Management Body of Knowledge 3rd Edition (PMBOK Guide) as: "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. " Wow! That is a lot of buzz words and jargon, but do not worry. It is not nearly as daunting as it sounds. Purpose Why do we need to create a WBS for our projects? So to answer these questions, let's take a look at what purpose the WBS serves to our project and our project team. Process Now that we have agreed that creating a WBS will be help to our project's efficiency and effectiveness, how do we go about it?
Work Breakdown Structure TemplatesDecomposition - (PMBOK Guide) Pitfalls 1. 2. 3. 4. 5. . Work breakdown structure. Example of a product-oriented work breakdown structure of an aircraft system.
A work breakdown structure (WBS), in project management and systems engineering, is a deliverable-oriented decomposition of a project into smaller components. Overview WBS is a hierarchical and incremental decomposition of the project into phases, deliverables and work packages. It is a tree structure, which shows a subdivision of effort required to achieve an objective; for example a program, project, and contract. In a project or contract, the WBS is developed by starting with the end objective and successively subdividing it into manageable components in terms of size, duration, and responsibility (e.g., systems, subsystems, components, tasks, subtasks, and work packages) which include all steps necessary to achieve the objective.