Practice Standard for Work Breakdown Structures

Practice Standard for Work Breakdown Structures

1. 1) Introduction to the Practice Standard for Work Breakdown Structures

   • Overview
     • Successful project management relies on thorough planning.
     • This begins by defining the project objectives with sufficiently detailed information
   • Concepts
     • The WBS define the project’s life cycle as well as the deliverables appropriate to the project, program, or portfolio.
     • A key input to other project management processes and deliverables.
   • Objectives
     • Provides a common ground for understanding the concepts and benefits of the WBS
     • Present a standard application of the WBS as a project management tool.

2. 2) Defining the WBS

   • Overview
     • The WBS represents a clear description of the project’s deliverables and scope.
     • The WBS subdivides the project work into smaller, more manageable pieces of work.
   • Common Usage of Terms
     • Work
       • Sustained physical or mental effort
     • Breakdown
       • Division into parts or categories; separation into simpler substances; decomposition.
     • Structure
       • Something arranged in a definite pattern of organization.
     • Deliverable
     • Oriented
       • Focused toward the concerns and interests of a specific group
     • Hierarchical
       • Classified according to various criteria into successive levels or layers.
     • Decomposition
     • Definition of Terms
       • Activity
       • Apportioned Effort
       • Control Account
       • Discrete Effort.
       • Level of Effort
       • Task
       • Work Breakdown Structure Component.
       • Work Package
       • WBS Element.
   • Concepts
     • Overview
       • The WBS provides a clear vision of the work of the project.
     • Deliverables
       • Any unique and verifiable product, result, or capability to perform a service that must be produced to complete a process, phase, or project.
     • Deign
       • It provides a graphical representation or textual outline of the project scope
     • Management
       • Providing a framework for specifying performance objectives
       • Supporting the planning and assignment of responsibilities
     • The 100% Rule
       • The sum of the work at the ‘‘child’’ level must equal 100% of the work represented by the ‘‘parent’’

3. 3) Importance of the WBS

   • Overview
     • The WBS provides the baseline for subsequent change control
     • Project failures, however, can often be traced back to a poorly developed or nonexistent WBS.
   • Relationship to Other Tools
     • There are many project management tools that use the WBS as input :
       • Project Charter
       • Project Scope Statement.
       • Program and Portfolio WBS
       • RBS
       • OBS
       • WBS Dictionary:
       • Project Schedule Network Diagram
       • Project Schedule

4. 4) Defining WBS Quality

   • Overview
     • To state that a particular WBS is of high quality, one must agree that the WBS has been created so that it satisfies the purpose for which it was created
   • WBS Quality Principle 1
     • Sub-Principle 1—Core Characteristics
       • These characteristics represent the minimum set of specific attributes a WBS must contain
     • Sub-Principle 2—Use-Related Characteristics
       • These characteristics enable the WBS to be used for purposes that are unique to a specific project, industry or environment
   • WBS Quality Principle 2
     • There is no conceptual difference between a project WBS, a program WBS, and a portfolio WBS.
   • Problem Diagnostic Checklist
     • The project scope has changed and is unmanageable
       • Has a WBS been created for the project?
     • Individuals are unable to use the new product or feature
       • Are the WBS elements deliverable-focused?

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