| The Work Breakdown Structure (WBS) is a | | | | the work package should not be less than 1 hour and |
| hierarchical decomposition of the project objectives | | | | not greater than 80 hours. |
| into deliverable-oriented tasks that are executed by | | | | Creating a WBS in MS Project using the Top- down |
| the project team to accomplish the overall project | | | | Methodology |
| goals. The WBS forms the backbone of all the | | | | A WBS can be created by using a number of tools |
| project planning activities. The WBS divides the scope | | | | and methodologies. One of the commonly used |
| of the project work into smaller, manageable work | | | | methodologies for creating a WBS is the top-down |
| packages for maintaining better control of the | | | | methodology. The steps followed in the top-down |
| project activities. As you move from the higher levels | | | | approach are listed below: |
| of the WBS to the lower levels, the definition of the | | | | 1. Identify the final objective of the project. This |
| project works gets more detailed with the upper | | | | involves a detailed analysis of the project scope |
| levels representing the major phases of the project. | | | | document. In MS Project, type the name of the final |
| It is imperative to remember that the WBS | | | | objective in the Task Name field. |
| represents 100% of all the work defined in the | | | | 2. Evaluate the final deliverables that need to be |
| project scope. Anything that is not included in the | | | | created to achieve the objectives identified in step 1. |
| WBS is considered out of scope for the project. | | | | Enter the list of final deliverables in the Task Name |
| Uses of the WBS | | | | field. Indent all the sub-deliverables by using the |
| The WBS addresses the following requirements of | | | | forward arrow key in MS Project. Now, you will have |
| the project: | | | | the final deliverable comprising the sub-deliverables in |
| - Defining the project scope in terms of deliverables | | | | MS Project. |
| and components | | | | 3. Decompose the final deliverables into activities and |
| - Providing the framework on which the project | | | | continue this exercise till a level is reached (work |
| status and progress reports are based | | | | package) where you can control and monitor the |
| - Facilitating communication regarding the project | | | | individual tasks. You should be careful to ensure that |
| scope, schedule, risk, performance, cost etc with the | | | | each work package contains only one deliverable. In |
| stakeholders throughout the project life cycle | | | | MS Project, for each sub-deliverable, type the list of |
| - Providing inputs for other project management | | | | activities. Repeat this process till you reach the work |
| processes like estimation, scheduling, risk assessment | | | | package level. Make sure that you keep indenting |
| etc | | | | each level. Indentation creates relationships between |
| While creating the WBS, it is important to ensure | | | | the deliverables and its component sub-deliverables. |
| that the WBS format is standardized across an entire | | | | MS Project automatically creates the WBS codes in |
| portfolio of projects. This will ensure that data from | | | | the Outline Number field, based on the outline |
| a specific project can be easily retrieved and a | | | | structure of each task/activity. These outline |
| repository comprising project data can be formed for | | | | numbers change when you move the task to a |
| future reference over a period of time. | | | | different level or location. |
| Components of the Work Breakdown Structure | | | | 4. Re-evaluate the entire WBS after a thorough |
| The essential components of a WBS are detailed | | | | brainstorming session with the project team and key |
| below: | | | | stakeholders. The objective should be to achieve a |
| - WBS Levels: All the work to be done on the | | | | consensus on the feasibility of the success of the |
| project is categorized into hierarchical levels with the | | | | project planning exercise which in turn will ensure the |
| upper levels depicting the major deliverables for the | | | | success of your project. |
| project and the lower levels depicting the granular | | | | The top-down method for creating the WBS is |
| level activities needed to be performed towards | | | | typically used when both the project manager and |
| achieving the deliverable. The number and complexity | | | | the project team have inadequate experience in |
| of the WBS levels is dependent on the size and | | | | creating the WBS or the project requirements are |
| nature of the project. | | | | not thoroughly understood. This method enables the |
| - WBS Dictionary: The WBS dictionary is an important | | | | project manager and the team to progressively |
| part of the WBS and it further details the activities | | | | elaborate on the WBS after several meetings and |
| of each element of the WBS. It provides detailed | | | | brainstorming sessions. |
| information about the work to be done, activities, | | | | Integration of the WBS in the Project Schedule |
| and milestones, cost estimates, resources required, | | | | The WBS forms the backbone for a number of |
| and contract information for each element of the | | | | project management activities. It provides a valuable |
| WBS. The basic purpose of the WBS dictionary is to | | | | input for cost estimation, scheduling, and evaluating |
| remove any ambiguity regarding the scope of work. | | | | the progress of the project. |
| - WBS Code numbers: The WBS code number is a | | | | To integrate the WBS in the project schedule using |
| unique identifier for each element of the WBS and | | | | MS Project, you need to add more information to |
| should be such that it can be easily expanded to | | | | the indented tree-structure of the WBS that you |
| accommodate any future revisions to the WBS. | | | | have already created. The important information that |
| - Visual representation format: A WBS can be | | | | you need to add includes: |
| represented in a number of ways, depending on the | | | | - Duration: The total time required to complete each |
| ease of use for the project team and the | | | | task needs to be specified in the WBS. |
| organization. Typical formats for representing a WBS | | | | - Task Dependencies: The relationship between tasks |
| structure are: | | | | is specified. You can establish the dependency by |
| - Outline view: In this format, the WBS is depicted | | | | using the network diagram analysis done in the |
| using different levels of indentation, with an | | | | scheduling phase. |
| accompanying WBS code number for each element. | | | | - Constraints: You need to specify the constraints or |
| - Tabular view: In this format, the hierarchical | | | | limitations (if any) for each task. The constraints are |
| structure of the WBS is represented with the help of | | | | also established in the schedule analysis phase. |
| the columns of a table. | | | | - Task Start date and Task Finish date: When you |
| - Tree structure view: In this format, the WBS is | | | | specify the duration for each task, MS Project |
| depicted using a tree structure with each child | | | | automatically calculates the Task Start and Finish |
| element connected to the parent element through a | | | | Dates. |
| line. The parent depicts a higher level which is | | | | - Resource Names: You can specify the resources by |
| decomposed into the child element. | | | | clicking the Assign Resources button. |
| WBS Element: Each component of the WBS and its | | | | While integrating the WBS in the project plan, it is |
| attributes comprise a WBS element. | | | | imperative to add the WBS dictionary. The WBS |
| Work Package: The lowest level WBS component for | | | | dictionary helps in integrating other project |
| each branch of the WBS is known as the work | | | | management processes with the project scope and |
| package. The work package also includes the | | | | serves as a useful tool for clarifying the exact |
| schedule activities and milestones to be accomplished | | | | project requirements in terms of the scope of work, |
| to complete the work package deliverable. One of | | | | cost, milestones etc. |
| the main problems that project managers face while | | | | A well-defined WBS can be a major contributing |
| creating a WBS is deciding on the correct size for a | | | | factor in ensuring the success of your project. It |
| work package. A work package that is too big would | | | | serves as the key integrating factor between |
| imply loose control on the activities. Similarly, if the | | | | different the project management processes and is |
| work package is too small, it would consume a lot of | | | | considered to be the foundation stone for the |
| effort in managing. The 8/80 rule commonly followed | | | | project. |
| by project managers, propagates that the size of | | | | |