Chapter 10 - Creation of the Work Breakdown Structure (WBS)¶
To summarise the keywords of that chapter, here is a quick overview:
|Work breakdown structure (WBS)||Structures a project by its activities in a logical order to ensure no task is forgotten|
|WBS orientations||Phase-oriented |
Mixture of all three
|Work package||Smallest unit in a WBS which describes the activities to accomlish a certain task |
Beside these activities, an estimation of the duration and the costs are written down
It's assigned to least one work package manager
|Sub-task||A major task in the WBS that is further sub-divided into smaller, related units (e.g. work packages, smaller sub-tasks)|
Let's practice - transfer project¶
Now it's your turn.
Think of your wedding-project. What has to be done, to organise the perfect wedding? Work out some key phrases and write them down. Afterwards, organise your phrases into clusters and define headings for each cluster to obtain a work breakdown structure.
Now it is time to check your knowledge.
Answer the following questions for yourself. Please take your time and think carefully about what you would answer before revealing the solution.
What is a WBS used for?
- The WBS is used to break down a project into work units and tasks
- Chart or table showing project structure
- It answers the question: "What work does our project involve?"
- The WBS is a key tool for classification and communication in the project
How can a WBS be broken down (structuring)?
In terms of
- the product to be produced (= object orientation).
- the necessary project function, i.e. functional organisation units (= function orientation).
- project phases (= phase orientation).
- a combination of all three of the above (= mixed orientation).
Why should you prepare a WBS before the time schedule?
Because there are some sub-tasks and work packages which aren't included in the time schedule but still consume resources (e.g. deadline and cost monitoring). So that you don't forget any important sub-tasks.
What advantages can be gained from using standard work breakdown structures?
Work breakdown structures
- guarantee some degree of consistency in project planning,
- save team members the time and effort of having to prepare an entirely new WBS for every new project,
- act as a checklist and ensure that important items and work packages are not forgotten and
- reduce the time and expense involved in planning, thereby contributing to more cost-effective project management.
What rules for creating work breakdown structures have proven to be useful?
- A work package should, if possible, be defined as a closed-end performance element that is differentiated from and linked to other work packages in a clear and straightforward way.
- Only one person should be accorded responsibility for each work package - irrespective of how many people will be working on it.
- When the WBS is phase-oriented, it should be possible to assign each work package to one specific phase. Exceptions are multi-phase tasks, such as the on-going monitoring of costs.
- Tasks that are outsourced should be designated as independent work packages.
- A clear specification should be formulated for each element of the WBS so that third parties can easily see whether the work package has already been carried out.