The Work Breakdown Structure (WBS) - Revision history

S191852: /* How to create the WBS */

2021-02-28T18:11:41Z

How to create the WBS

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	:'''4. WBS templates'''		:'''4. WBS templates'''
	:A WBS template is a sample of WBS. An organization can have templates for different types of projects and different life cycles. When reusing existing components, it is important to customize the WBS to the specific needs and requirements of the project.<ref name="R1" />		:A WBS template is a sample of WBS. An organization can have templates for different types of projects and different life cycles. When reusing existing components, it is important to customize the WBS to the specific needs and requirements of the project.<ref name="R1" />

S191852: /* How to create the WBS */

2021-02-28T18:11:33Z

How to create the WBS

← Older revision		Revision as of 18:11, 28 February 2021
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	:'''4. WBS templates'''		:'''4. WBS templates'''
	:A WBS template is a sample of WBS. An organization can have templates for different types of projects and different life cycles. When reusing existing components, it is important to customize the WBS to the specific needs and requirements of the project.<ref name="R1" />		:A WBS template is a sample of WBS. An organization can have templates for different types of projects and different life cycles. When reusing existing components, it is important to customize the WBS to the specific needs and requirements of the project.<ref name="R1" />

S191852 at 18:06, 28 February 2021

2021-02-28T18:06:54Z

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			''Written by Ariadna Ramos''
	== Abstract==		== Abstract==
	Successful project management relies on thorough planning. This begins by defining the project objectives with sufficiently detailed information.<ref name="R1" /> The Work Breakdown Structure (WBS) is an effective technique based on decomposing a project into hierarchical deliverables. Each one of the deliverables corresponds to a specific outcome that must be accomplished to complete the project. In other words, the WBS provides a clear view of the project’s scope, by schematically showing all the objectives that it englobes and the relations between them. A well-designed WBS that presents information at the appropriate level of detail and in formats and structures meaningful to those performing the work is an invaluable tool in project management.<ref name="R1" />		Successful project management relies on thorough planning. This begins by defining the project objectives with sufficiently detailed information.<ref name="R1" /> The Work Breakdown Structure (WBS) is an effective technique based on decomposing a project into hierarchical deliverables. Each one of the deliverables corresponds to a specific outcome that must be accomplished to complete the project. In other words, the WBS provides a clear view of the project’s scope, by schematically showing all the objectives that it englobes and the relations between them. A well-designed WBS that presents information at the appropriate level of detail and in formats and structures meaningful to those performing the work is an invaluable tool in project management.<ref name="R1" />

S191852: /* Limitations */

2021-02-28T18:00:37Z

Limitations

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	== Limitations ==		== Limitations ==
	Traditionally, the project management metrics of time, cost, scope, and quality have been the most important factors in defining the success of a project. More recently, practitioners and scholars have determined that project success should also be measured with consideration toward achievement of the project objectives.<ref name="R2" />		Traditionally, the project management metrics of time, cost, scope, and quality have been the most important factors in defining the success of a project. More recently, practitioners and scholars have determined that project success should also be measured with consideration toward achievement of the project objectives.<ref name="R2" /> The WBS provides information exclusively about the scope and the objectives of the project. It is a very effective tool for this purpose; however, this limits its utilities in the estimation of other factors such as cost and time. The WBS is not a scheduling or a budgeting deliverable; it does not contain project activities, cost estimates, resource assignments or activity dependency information.<ref name="R4" /> Nevertheless, it must be taken into account that the work packages, can contribute to do some estimations. The lower WBS elements provide appropriate focus for project management processes such as scope and schedule development, cost estimating and resource allocation, and risk assessment.<ref name="R1" />

	The WBS provides information exclusively about the scope and the objectives of the project. It is a very effective tool for this purpose; however, this limits its utilities in the estimation of other factors such as cost and time. The WBS is not a scheduling or a budgeting deliverable; it does not contain project activities, cost estimates, resource assignments or activity dependency information.<ref name="R4" /> Nevertheless, it must be taken into account that the work packages, can contribute to do some estimations. The lower WBS elements provide appropriate focus for project management processes such as scope and schedule development, cost estimating and resource allocation, and risk assessment.<ref name="R1" />
	It is important to note that in order to estimate all the factors of the project, the WBS can be complemented by other project management techniques. In combination with additional data, the WBS is the framework for communicating information that includes, but is not limited to, schedule, risk, performance, dependencies, and budget.<ref name="R1" />		It is important to note that in order to estimate all the factors of the project, the WBS can be complemented by other project management techniques. In combination with additional data, the WBS is the framework for communicating information that includes, but is not limited to, schedule, risk, performance, dependencies, and budget.<ref name="R1" />

S191852: /* When to create the WBS */

2021-02-28T17:58:54Z

When to create the WBS

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	==== When to create the WBS====		==== When to create the WBS====
	Developing a WBS is an essential step during the initial project phases.<ref name="R1" /> That is because, as mentioned previously, the purpose of the WBS is to define the scope of a project by decomposing it into hierarchical deliverables. Therefore, by defining it at the beginning of the process, and assuring that all key members of the team are involved in its creation provides remarkable benefits. First of all, it provides global awareness of the reach of the project and aligns team expectations. Also, after establishing the WBS, an accurate estimation of the duration and cost of the project can be done. Moreover, the risk level decreases and the changes of success increase. Whereas, when the project team ~~creates~~ their project schedule and/or budget without first creating a WBS, they increase the risk of producing unsubstantiated and inaccurate schedules and budgets because they lack information about the product solution deliverables that will meet the objectives of the project.<ref name="R4" /> Nevertheless, it must be taken into account that the WBS has to be modified accordingly with the changes applied to the project during its life cycle. This updating process is known as ‘‘progressive elaboration.’’<ref name="R1" />		Developing a WBS is an essential step during the initial project phases.<ref name="R1" /> That is because, as mentioned previously, the purpose of the WBS is to define the scope of a project by decomposing it into hierarchical deliverables. Therefore, by defining it at the beginning of the process, and assuring that all key members of the team are involved in its creation provides remarkable benefits. First of all, it provides global awareness of the reach of the project and aligns team expectations. Also, after establishing the WBS, an accurate estimation of the duration and cost of the project can be done. Moreover, the risk level decreases and the changes of success increase. Whereas, when the project team create their project schedule and/or budget without first creating a WBS, they increase the risk of producing unsubstantiated and inaccurate schedules and budgets because they lack information about the product solution deliverables that will meet the objectives of the project.<ref name="R4" /> Nevertheless, it must be taken into account that the WBS has to be modified accordingly with the changes applied to the project during its life cycle. This updating process is known as ‘‘progressive elaboration.’’<ref name="R1" />

	==== Usual mistakes when creating the WBS====		==== Usual mistakes when creating the WBS====

S191852: /* When to create the WBS */

2021-02-28T17:57:37Z

When to create the WBS

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	==== When to create the WBS====		==== When to create the WBS====
	Developing a WBS is an essential step during the initial project phases.<ref name="R1" /> That is because, as mentioned previously, the purpose of the WBS is to define the scope of a project by decomposing it into hierarchical deliverables. Therefore, by defining it at the beginning of the process, and assuring that all key members of the team are involved in its creation provides remarkable benefits. First of all, it provides global awareness of the reach of the project and aligns team expectations. ~~Moreover~~, after establishing the WBS, an accurate estimation of the duration and cost of the project can be done. ~~Also~~, the risk level decreases and the changes of success increase. Whereas, when the project team creates their project schedule and/or budget without first creating a WBS, they increase the risk of producing unsubstantiated and inaccurate schedules and budgets because they lack information about the product solution deliverables that will meet the objectives of the project.<ref name="R4" /> Nevertheless, it must be taken into account that the WBS has to be modified accordingly with the changes applied to the project during its life cycle. This updating process is known as ‘‘progressive elaboration.’’<ref name="R1" />		Developing a WBS is an essential step during the initial project phases.<ref name="R1" /> That is because, as mentioned previously, the purpose of the WBS is to define the scope of a project by decomposing it into hierarchical deliverables. Therefore, by defining it at the beginning of the process, and assuring that all key members of the team are involved in its creation provides remarkable benefits. First of all, it provides global awareness of the reach of the project and aligns team expectations. Also, after establishing the WBS, an accurate estimation of the duration and cost of the project can be done. Moreover, the risk level decreases and the changes of success increase. Whereas, when the project team creates their project schedule and/or budget without first creating a WBS, they increase the risk of producing unsubstantiated and inaccurate schedules and budgets because they lack information about the product solution deliverables that will meet the objectives of the project.<ref name="R4" /> Nevertheless, it must be taken into account that the WBS has to be modified accordingly with the changes applied to the project during its life cycle. This updating process is known as ‘‘progressive elaboration.’’<ref name="R1" />

	==== Usual mistakes when creating the WBS====		==== Usual mistakes when creating the WBS====

S191852: /* How to create the WBS */

2021-02-28T17:56:10Z

How to create the WBS

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	The difference between the top-down and bottom-up methodologies and the standards and templates, is that the first ones are methods to create new WBS from scratch whereas the second ones reuse already existing structures. The top-down and bottom-up methods help assure if the WBS is done at the proper level of detail. The choice between a top-down or a bottom-up approach is somewhat personal, and can depend on the habits and thinking styles of the project team, as well as on organizational practices. The use of standards and templates in the creation of WBSs helps promote quality assurance through the application of successfully applied WBS good practices.<ref name="R1" />		The difference between the top-down and bottom-up methodologies and the standards and templates, is that the first ones are methods to create new WBS from scratch whereas the second ones reuse already existing structures. The top-down and bottom-up methods help assure if the WBS is done at the proper level of detail. The choice between a top-down or a bottom-up approach is somewhat personal, and can depend on the habits and thinking styles of the project team, as well as on organizational practices. The use of standards and templates in the creation of WBSs helps promote quality assurance through the application of successfully applied WBS good practices.<ref name="R1" />

	Nevertheless, no matter what method is implemented, the structure must verify the 100% Rule, which assures that the WBS englobes the whole scope of the project and no unnecessary information is included. Moreover, it must be taken into account that the deliverables have to be objectives, not actions, and that the ones situated in the lowest level must follow the 8 to 80 ~~principle~~.		Nevertheless, no matter what method is implemented, the structure must verify the 100% Rule, which assures that the WBS englobes the whole scope of the project and no unnecessary information is included. Moreover, it must be taken into account that the deliverables have to be objectives, not actions, and that the ones situated in the lowest level must follow the 8 to 80 Rule.
	It is important to take into account that the WBS is an iterative process, it requires several reviews which will lead to several modifications. Therefore, more than one method can be used to obtain the final WBS. For example, a WBS template and the top-down approach may be used initially to determine the overall structure of the WBS, while it might be more appropriate to use the bottom-up method to verify that all the elements are present to achieve a particular deliverable.<ref name="R1" />		It is important to take into account that the WBS is an iterative process, it requires several reviews which will lead to several modifications. Therefore, more than one method can be used to obtain the final WBS. For example, a WBS template and the top-down approach may be used initially to determine the overall structure of the WBS, while it might be more appropriate to use the bottom-up method to verify that all the elements are present to achieve a particular deliverable.<ref name="R1" />

S191852: /* How to create the WBS */

2021-02-28T17:53:56Z

How to create the WBS

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	:1. Identify the work packages of the project.		:1. Identify the work packages of the project.
	:2. Add deliverables to the previous levels.		:2. Add deliverables to the previous levels.
	:3. Once a given group of related deliverables ~~has~~ been aggregated to a deliverable of the previous level, make sure that the 100% Rule is verified.		:3. Once a given group of related deliverables have been aggregated to a deliverable of the previous level, make sure that the 100% Rule is verified.
	:4. Make sure that the structure englobes the whole project scope.		:4. Make sure that the structure englobes the whole project scope.
	:5. Review and refine the WBS until project stakeholders agree that project planning can be successfully completed, and that execution and control will successfully produce the desired deliverables and results.<ref name="R1" />		:5. Review and refine the WBS until project stakeholders agree that project planning can be successfully completed, and that execution and control will successfully produce the desired deliverables and results.<ref name="R1" />

S191852: /* How to create the WBS */

2021-02-28T17:53:33Z

How to create the WBS

← Older revision		Revision as of 17:53, 28 February 2021
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	:1. Identify the work packages of the project.		:1. Identify the work packages of the project.
	:2. Add deliverables to the previous levels.		:2. Add deliverables to the previous levels.
	:3. Once a given group of related deliverables ~~have~~ been aggregated to a deliverable of the previous level, make sure that the 100% Rule is verified.		:3. Once a given group of related deliverables has been aggregated to a deliverable of the previous level, make sure that the 100% Rule is verified.
	:4. Make sure that the structure englobes the whole project scope.		:4. Make sure that the structure englobes the whole project scope.
	:5. Review and refine the WBS until project stakeholders agree that project planning can be successfully completed, and that execution and control will successfully produce the desired deliverables and results.<ref name="R1" />		:5. Review and refine the WBS until project stakeholders agree that project planning can be successfully completed, and that execution and control will successfully produce the desired deliverables and results.<ref name="R1" />

S191852: /* How to create the WBS */

2021-02-28T17:53:08Z

How to create the WBS

← Older revision		Revision as of 17:53, 28 February 2021
Line 66:		Line 66:
	:1. Identify the work packages of the project.		:1. Identify the work packages of the project.
	:2. Add deliverables to the previous levels.		:2. Add deliverables to the previous levels.
	:3. Once a given group of related deliverables have been aggregated to a deliverable of a previous level, make sure that the 100% Rule is verified.		:3. Once a given group of related deliverables have been aggregated to a deliverable of the previous level, make sure that the 100% Rule is verified.
	:4. Make sure that the structure englobes the whole project scope.		:4. Make sure that the structure englobes the whole project scope.
	:5. Review and refine the WBS until project stakeholders agree that project planning can be successfully completed, and that execution and control will successfully produce the desired deliverables and results.<ref name="R1" />		:5. Review and refine the WBS until project stakeholders agree that project planning can be successfully completed, and that execution and control will successfully produce the desired deliverables and results.<ref name="R1" />