The Work Breakdown Structure is a hierarchical description of the work that must be done to complete the project as defined in the Statement of Work or Project Charter. The Work Breakdown Structure is essentially a series of tasks which in turn are broken into sub tasks. While the process of identifying the tasks required for a project is conceptually simple, it is a vital step in the process since it provides the basis for bottom-up estimation and developing a detailed project schedule.
Breaking down work into hierarchy of activities, tasks, and work packages is called decomposition. It allows the estimation of the projects duration, determine the required resources, and schedule the work. The complete decomposition is a criteria whose activities at the lowest levels of decomposition will possess known properties that allow us to meet planning and scheduling needs.
There are approximately four uses for the Work Breakdown Structure that I am aware of, they are;
It is the project manager who will decide on the architecture of the Work Breakdown Structure and the level of detail required. This is important because the project manager is accountable for the success of the project. The Work Breakdown Structure must be defined so that the project manager can manage the project. That means that the approach and detail in the Work Breakdown Structure might not be the way others would have approached it.
Apart from any senior management requirements for reporting or organizational requirements for documentation or process, the project manager is free to develop the structure according to his or her needs and those of management. Because of this requirement, the breakdown is not unique. That should not bother you because all that is required is a Work Breakdown Structure that defines the project work so that you, as the project manager, can manage it.
The best way to generate the structure is as part of the project planning session, which outline the tasks as clearly cut activities with time duration estimates and the resources responsible for the tasks delivery. Developing the breakdown is the most critical part of the planning session, if done correctly then the rest is relatively easy. There are six characteristics as follows;
If the activity does not possess these six characteristics, decompose the activity and ask the questions again. As soon as an activity possesses the six characteristics, there is no need to further decompose it. As soon as every activity in the Work Breakdown Structure possesses these six characteristics, it is defined as complete.
There are so many ways to build a Work Breakdown Structure, use an approach which best utilizes your strength, whatever the approach used; the structure can be generically represented. The goal statement represents the reason for doing the project. The process of Work Breakdown or task listing is essential for estimation because it ensures that the team understands what work has to be done. One of the most common causes of poor estimation is simple failure to list all tasks required.
Breaking down work into hierarchy of activities, tasks, and work packages is called decomposition. It allows the estimation of the projects duration, determine the required resources, and schedule the work. The complete decomposition is a criteria whose activities at the lowest levels of decomposition will possess known properties that allow us to meet planning and scheduling needs.
There are approximately four uses for the Work Breakdown Structure that I am aware of, they are;
- Thought process tool, this means, it allows the project manager and the project team to visualize exactly how the work of the project can be defined and managed effectively.
- Architectural design tool, this is a picture of the work of the project and how the items of work are related to one another.
- Planning tool, this gives the project team a detailed representation of the project as a collection of activities that must be completed in order for the project to be completed.
- Project status reporting tool, as work is completed, activities will be completed and hence the ability to report on its status to interested stakeholders.
It is the project manager who will decide on the architecture of the Work Breakdown Structure and the level of detail required. This is important because the project manager is accountable for the success of the project. The Work Breakdown Structure must be defined so that the project manager can manage the project. That means that the approach and detail in the Work Breakdown Structure might not be the way others would have approached it.
Apart from any senior management requirements for reporting or organizational requirements for documentation or process, the project manager is free to develop the structure according to his or her needs and those of management. Because of this requirement, the breakdown is not unique. That should not bother you because all that is required is a Work Breakdown Structure that defines the project work so that you, as the project manager, can manage it.
The best way to generate the structure is as part of the project planning session, which outline the tasks as clearly cut activities with time duration estimates and the resources responsible for the tasks delivery. Developing the breakdown is the most critical part of the planning session, if done correctly then the rest is relatively easy. There are six characteristics as follows;
- Status/completion is measurable
- Start/end events are clearly defined
- Activity has a deliverable.
- Time/cost is easily estimated
- Activity duration is within acceptable limits
- Work assignments are independent.
If the activity does not possess these six characteristics, decompose the activity and ask the questions again. As soon as an activity possesses the six characteristics, there is no need to further decompose it. As soon as every activity in the Work Breakdown Structure possesses these six characteristics, it is defined as complete.
There are so many ways to build a Work Breakdown Structure, use an approach which best utilizes your strength, whatever the approach used; the structure can be generically represented. The goal statement represents the reason for doing the project. The process of Work Breakdown or task listing is essential for estimation because it ensures that the team understands what work has to be done. One of the most common causes of poor estimation is simple failure to list all tasks required.
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