Work Breakdown Structure (WBS) is a instrument for simplifying the complexity of a particular task of a undertaking. This deliverable-oriented structure makes an activity manageable and achievable to a greater extent. The task is broken down into smaller components that cannot be divided further.
In the PMBOK, WBS is defined 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.”
This undertaking administration tool organizes the activities and lays down an outline or map for a undertaking. Extensive brainstorming has to be done to identify the various levels of efficient WBS.
The purpose of using a Work Breakdown framework for an activity is to:
Although a WBS has a hierarchical decomposition of work, it does not necessarily specify the order of work to be done. The schedule has to be made separately; however, an interface between the two could be devised.
Work Breakdown framework has two main types : 1. Phase-oriented WBS 2. Deliverable-oriented WBS
The phase-oriented Work Breakdown framework is also referred to as Verb-oriented, Activity or Task-oriented, or Process-oriented WBS. Example: test, design, transfer, etc. The project deliverables are defined in terms of actions to be taken to attain the final product.
2. Deliverable-oriented Work breakdown Structure
The deliverable-oriented Work Breakdown Structure is also known as Noun-oriented, Entity-oriented or Product-oriented WBS. In this type of WBS, the functions or physical components that make up the deliverable define the project work Example: Foundation, Design Engine, Module 1, etc.
Cost breakdown, time-phased, profit-center, etc. are some other types of WBS.
The 100% Rule is the most important principle for designing a WBS. This rule states that the WBS should include all the work identified by the project scope and must have all the deliverables that have to be completed – internal, external, and interim.
There are two approaches with which the Work Breakdown framework can be developed.
An activity shouldn’t be repeated twice in a WBS. This could lead to confusion during execution and would also need additional resources.
One must know when to stop breaking down an activity. Stop breaking down the task when the estimate of the desired level of accuracy can be attained.
Not all activities have the same number of sub-activities. Thus, a Work Breakdown Structure doesn’t have to be symmetric or have the same bottom level.
To do so, a code can be given to all the tasks. Different coding arrangements are available but use the one which suits the organization or product structure for reporting and control. As mentioned earlier, the WBS does not depict the order of activities.
Modifications can be made in a WBS to show more details.
In the above image, work allocation to the contractors has been delineated.
An effective work breakdown structure must meet the following criteria:
WBS is used for simplifying the complexity of a particular task in a project.
Phase-oriented WBS, Deliverables- Oriented WBS, Cost breakdown, time-phased WBS, profit-center WBS are the different types of WBS.
The WBS makes the deliverables more concrete and precise so that all stakeholders are able to understand what has to be accomplished.
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