Project of Process Management
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Week9.pptxKey Output: Work Breakdown Structure (WBS)
| Benefit and Purpose |
| 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. The WBS subdivides the project work into smaller, more manageable pieces of work, with each descending level of the WBS representing an increasingly detailed definition of the project work. Confirm a common and detailed understanding of the project scope and deliverables. Create accurate cost, schedule, and risk estimates |
| Primary Contents |
WBS Number
Deliverables and Sub Deliverables (identified using nouns)
Actions and Tasks (identified using verbs)
1
Sample WBS – Major Deliverables
2
Creating a Work Breakdown Structure (WBS)
Identify Major Deliverables and High-Level Tasks
List all of the significant deliverables that are required to satisfy the scope as described in project charter.
Name all the Tasks Required to Produce Deliverables
Consider the work and activity required for each deliverable.
Organize Deliverables and Tasks
Choose a clear way to organize the work. Consider either a deliverable focus or a phase approach (or combination of both).
Check for Completeness
Conduct a peer-review with relevant subject matter experts. Test: Is the WBS complete and detailed enough that a qualified person will know what is required without any other guidance?
Confirm consistency on each task
Have you identified deliverables as nouns and tasks as verbs? Are you consistent with level of detail?
Deliverable:
An output or outcome of a project. Includes both Intermediate and End deliverables. Intermediate help to create end deliverables. For example, Blueprint is an intermediate that helps create an end deliverable of a house. Identified using nouns.
Task or Activity:
The work required to create or produce a deliverable. Identified using action verbs.
Tips for Effective Work Breakdown Structure (WBS)
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Invest the time to ensure a complete WBS
Creating an effective WBS requires time and attention. Trust that this investment upfront will pay back over the project.
Consult both Broad and Deep
Get a wide range of input from diverse stakeholders about the areas that should be included in a WBS. For each deliverable, get qualified input about the tasks required.
Don’t confuse WBS with Schedule
The schedule is using the WBS but don’t attempt to begin scheduling too soon. Focus first on identifying the work. The scheduling of work comes afterward.
Use a smart level of detail
Find the balance between being detailed enough to identify work without being too granular that you create administrative issues in managing the plan.
Sample WBS – Major Deliverables
