Work Breakdown Structure(wbs)

Introduction to Project Management

Project management plays an important role in making a project successful. For proper management, the Work Breakdown Structure (WBS) is the key activity. Dividing project activities into a number of sub-tasks and making it simple to solve is defined as a work breakdown structure. In WBS, the tasks are hierarchically decomposed into sub-tasks (Kerzner, 2017).

Role of the Project Manager

The project manager is responsible for developing a work breakdown structure. The project manager divides the project into high-level tasks or categories, which leads to the subdivision of those high-level tasks. The work breakdown structure is developed by identifying the main functions of the project as high-level tasks and dividing them into sub-functions according to requirements. In the process of breaking functions, one main function can have 10 sub-functions, while another main function can have 20 sub-functions. There are no predefined rules regarding how categorizing or dividing the project should be done. This flexibility allows the project manager to tailor the WBS to the unique needs of each project (PMI, 2013).

Focus on Deliverables

In WBS, the deliverable may be a thing, service, or activity. WBS basically focuses on deliverables rather than methods. WBS helps the project team to eliminate unnecessary components to meet the objective. The WBS can be displayed in many forms like tree structures, lists, tables, and outlining. It depends on the project team’s perception and preferences.

Advantages of Work Breakdown Structure

The work breakdown structure has numerous advantages, including organizing a project. Time and budget estimation can be done using a work breakdown structure. An estimated budget is mentioned for each main function at the top of the WBS. Similarly, tasks are scheduled to complete the project in a timely manner. As project work begins, each task is tracked to monitor the budget and time taken for completion. Incorrect estimations are recorded for improving the WBS by considering issues in previous projects. Additionally, WBS aids in identifying potential risks. If the structure has a main function that is not defined properly, it should be recorded in the project log and reviewed during execution. WBS also helps in the accurate assignment of responsibilities to the project team, leading to balanced workload distribution among teammates, thus preventing conflicts or inequalities among team members (Lock, 2020).

Understanding the Project Scope

WBS describes the project scope in a simple way, allowing stakeholders to understand the internal structure of the project. WBS helps in indicating milestones and control points. Adhering to the 100% Rule, WBS includes 100% of the tasks necessary to meet the project's objectives and scope. This rule is executed at all levels in the hierarchy and applies to the amount of work done per activity. Another essential principle is the mutually exclusive elements, ensuring no overlap of scope for each element of the WBS to avoid ambiguity, which could lead to duplicate deliverables and incorrect budget estimations (Wideman, 2002).

Outcome-Oriented Planning

WBS should focus on deliverables rather than on activities. It should be an outcome-oriented WBS. This focus leads to the removal of unnecessary components from the project. The level of detail is crucial; the first is the "8-hour rule," which suggests that the lowest level of activities should not take more than 80 hours. The second thumb rule states that no activity should take more time than a single reporting period. The third thumb rule, "if it makes sense," advises using common sense when creating time periods for activities to establish a good schedule (Verzuh, 2015).

Coding Scheme

While creating a WBS, proper numbering should be done for each activity according to its hierarchy. Numbering the activities will help map the WBS to the WBS dictionary, emphasizing the hierarchical structure of the WBS.

References

• Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Wiley.
• Lock, D. (2020). Project Management. Routledge.
• PMI (Project Management Institute). (2013). A Guide to the Project Management Body of Knowledge (PMBOK Guide). PMI.
• Verzuh, E. (2015). The Fast Forward MBA in Project Management. Wiley.
• Wideman, R. M. (2002). Project and Program Risk Management: A Guide to Managing Project Risks and Opportunities. PMI.