Work breakdown structure for project management - Revision history

S162685 at 13:21, 10 March 2021

2021-03-10T13:21:38Z

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2021-03-03T12:53:45Z

References

← Older revision		Revision as of 12:53, 3 March 2021
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	=References=		=References=

	[1] Project Management Institute, Inc.. (2017). ''Guide to the Project Management Body of Knowledge (PMBOK® Guide).'' 6th Edition.~~</ref>~~		[1] Project Management Institute, Inc.. (2017). ''Guide to the Project Management Body of Knowledge (PMBOK® Guide).'' 6th Edition.

	[2] Project Management Institute, Inc.. (2006). ''Practice Standard for Work Breakdown Structures.'' 2nd Edition. ~~</ref>~~		[2] Project Management Institute, Inc.. (2006). ''Practice Standard for Work Breakdown Structures.'' 2nd Edition.

	[3] Eric S. Norman, Shelly A. Brotherton, Robert T. Fried. “Work Breakdown Structures: The Foundation for Project Management Excellence”- John Wiley & Sons, 2008. ~~</ref>~~		[3] Eric S. Norman, Shelly A. Brotherton, Robert T. Fried. “Work Breakdown Structures: The Foundation for Project Management Excellence”- John Wiley & Sons, 2008.

	[4] workbreakdownstructure.com Inc., "What is a Work Breakdown Structure?” (last visited Feb. 28. 2020) ~~</ref>~~		[4] workbreakdownstructure.com Inc., "What is a Work Breakdown Structure?” (last visited Feb. 28. 2020)

	[5] Sarmad Hasan, Work Breakdown Structure: Everything You Need To Know, TaksQue (last visited Feb. 28. 2020) ~~</ref>~~		[5] Sarmad Hasan, Work Breakdown Structure: Everything You Need To Know, TaksQue (last visited Feb. 28. 2020)

	[6] Visual Paradigm Inc. (2020), "Breakdown Structure for Project Management" (last visited Feb. 28. 2020) ~~</ref>~~		[6] Visual Paradigm Inc. (2020), "Breakdown Structure for Project Management" (last visited Feb. 28. 2020)

S162685 at 12:53, 3 March 2021

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 Eric S. Norman, Shelly A. Brotherton, Robert T. Fried. “Work Breakdown Structures: The Foundation for Project Management Excellence”- John Wiley & Sons, 2008.
 Deeply analysing the process of developing and implementing Work Breakdown Structures in a project rather than product setting, this book help the project, program or portfolio manager in comprehending how Work breakdown structures work.
 =References=
 <references>
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 <references/>

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References

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	<ref name="R7”> Visual Paradigm Inc. (2020), "Breakdown Structure for Project Management" (last visited Feb. 28. 2020) </ref>		<ref name="R7”> Visual Paradigm Inc. (2020), "Breakdown Structure for Project Management" (last visited Feb. 28. 2020) </ref>



			<references/>

			[1] Project Management Institute, Inc.. (2017). ''Guide to the Project Management Body of Knowledge (PMBOK® Guide).'' 6th Edition.</ref>

			[2] Project Management Institute, Inc.. (2006). ''Practice Standard for Work Breakdown Structures.'' 2nd Edition. </ref>

			[3] Eric S. Norman, Shelly A. Brotherton, Robert T. Fried. “Work Breakdown Structures: The Foundation for Project Management Excellence”- John Wiley & Sons, 2008. </ref>

			[4] workbreakdownstructure.com Inc., "What is a Work Breakdown Structure?” (last visited Feb. 28. 2020) </ref>

			[5] Sarmad Hasan, Work Breakdown Structure: Everything You Need To Know, TaksQue (last visited Feb. 28. 2020) </ref>

			[6] Visual Paradigm Inc. (2020), "Breakdown Structure for Project Management" (last visited Feb. 28. 2020) </ref>

S162685: /* References */

2021-02-28T23:27:45Z

References

← Older revision		Revision as of 23:27, 28 February 2021
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	<references>		<references>

	<ref name="R1”> Project Management Institute, Inc.. (2017). ''Guide to the Project Management Body of Knowledge (PMBOK® Guide).'' 6th Edition.		<ref name="R1”> Project Management Institute, Inc.. (2017). ''Guide to the Project Management Body of Knowledge (PMBOK® Guide).'' 6th Edition.</ref>
	</ref>

	<ref name="R2”> Project Management Institute, Inc.. (2006). ''Practice Standard for Work Breakdown Structures.'' 2nd Edition. </ref>		<ref name="R2”> Project Management Institute, Inc.. (2006). ''Practice Standard for Work Breakdown Structures.'' 2nd Edition. </ref>

S162685 at 23:25, 28 February 2021

2021-02-28T23:25:53Z

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S162685 at 21:07, 28 February 2021

2021-02-28T21:07:21Z

S162685 at 21:02, 28 February 2021

2021-02-28T21:02:29Z

← Older revision		Revision as of 21:02, 28 February 2021
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	3) Responsibility based structure		3) Responsibility based structure
	[[File:~~resppng~~ \|right\|thumb\|~~550px~~\|~~Structure of the WBS~~. ~~Own creation~~]]		[[File:resp.png \|right\|thumb\|400px\| Responsibility based structure. Source: Visual Paradigm <ref name="R7" /> ]]


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	During the initiating and planning phases, the primary role of the WBS is often to collecting and documenting information regarding the project. This serves as a mutual point of clarification for the team members. It describes, often in great detail, the project scope and their boundaries as well as the deliverables and outcomes of the project. During Executing and Monitoring and Controlling phases, the WBS takes a more active role as opposed to the passive role in the planning phases. Here it takes on the role of project decision support and is used a source of reference for control and measurement of the project progress. This is where the WBS comes to life as a valuable tool for the project manager, as well as a guideline and common ground for all team members working on the project. <ref neme = “R3”>.		During the initiating and planning phases, the primary role of the WBS is often to collecting and documenting information regarding the project. This serves as a mutual point of clarification for the team members. It describes, often in great detail, the project scope and their boundaries as well as the deliverables and outcomes of the project. During Executing and Monitoring and Controlling phases, the WBS takes a more active role as opposed to the passive role in the planning phases. Here it takes on the role of project decision support and is used a source of reference for control and measurement of the project progress. This is where the WBS comes to life as a valuable tool for the project manager, as well as a guideline and common ground for all team members working on the project. <ref neme = “R3”>.

	In order for the WBS to become as relevant and tangible for the project team as possible, it is crucial to base the WBS on input from the team members. Creating the WBS with very little input from the other members of the team, may lead to the team being reluctant in buying in or supporting the WBS. Though it might be time consuming, engaging the team will be beneficial and pay off in the long run. Furthermore, it will rely on more people’s experience making it more thorough. <ref ~~neme~~ = “R5”>		In order for the WBS to become as relevant and tangible for the project team as possible, it is crucial to base the WBS on input from the team members. Creating the WBS with very little input from the other members of the team, may lead to the team being reluctant in buying in or supporting the WBS. Though it might be time consuming, engaging the team will be beneficial and pay off in the long run. Furthermore, it will rely on more people’s experience making it more thorough. <ref name = “R5”>


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	<ref name="R6”> https://content.wisestep.com/work-breakdown-structure-advantages-disadvantages/ </ref>		<ref name="R6”> https://content.wisestep.com/work-breakdown-structure-advantages-disadvantages/ </ref>

			<ref name="R7”> https://www.visual-paradigm.com/tour/project-management/breakdown-structure-for-project-management.jsp </ref>

S162685 at 20:58, 28 February 2021

2021-02-28T20:58:00Z

← Older revision		Revision as of 20:58, 28 February 2021
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	= Big Idea =		= Big Idea =
	The Work Breakdown Structure (WBS) describes an effective technique used in decomposing a project (or even a program, portfolio or enterprise) down into hierarchical deliverable elements. Each of these elements should correspond to a specific outcome necessary to be accomplished in order for the project to be complete. By virtue of schematically presenting all the project objectives and their relation between one another in appropriate format and level of detail, a WBS is in particular great in providing a clear overview of the project scope. Furthermore, a well-designed and properly maintained WBS displaying the tasks and dependencies to the project associates or workers carrying out the work, makes it a valuable tool applicable to projects of any size and complexity. <ref name="R2" />		The Work Breakdown Structure (WBS) describes an effective technique used in decomposing a project (or even a program, portfolio or enterprise) down into hierarchical deliverable elements. Each of these elements should correspond to a specific outcome necessary to be accomplished in order for the project to be complete. By virtue of schematically presenting all the project objectives and their relation between one another in appropriate format and level of detail, a WBS is in particular great in providing a clear overview of the project scope. Furthermore, a well-designed and properly maintained WBS displaying the tasks and dependencies to the project associates or workers carrying out the work, makes it a valuable tool applicable to projects of any size and complexity. <ref name="R2" />

	~~=Application=~~

	==Use of the Work Breakdown structure==		==Use of the Work Breakdown structure==
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	The level of decomposition varies in between projects, but it usually depends on the degree of control needed to properly manage the work that has to be achieved.		The level of decomposition varies in between projects, but it usually depends on the degree of control needed to properly manage the work that has to be achieved.

	Each one of the deliverables of the WBS corresponds to a specific outcome that must be accomplished to complete the project. Every descending level of the structure includes the deliverables that must be carried out in order to fulfil the outcome located in the level right above. It is important to note that the deliverables must be outcomes, not actions. That is because outcomes are final products or results that can be precisely predicted, whereas the actions and procedures followed to obtain them cannot always be anticipated. Project activities are not listed, as these are components of the project schedule, not the WBS.<ref name="R1" />		Each one of the deliverables of the WBS corresponds to a specific outcome that must be accomplished to complete the project. Every descending level of the structure includes the deliverables that must be carried out in order to fulfil the outcome located in the level right above. It is important to note that the deliverables must be outcomes, not actions. That is because outcomes are final products or results that can be precisely predicted, whereas the actions and procedures followed to obtain them cannot always be anticipated. Project activities are not listed, as these are components of the project schedule, not the WBS.<ref name="R2" />

	The WBS is a process required to ensure the project includes all the work required, and only the work required, to complete the project successfully.<ref name="R2" /> This is achieved thanks to the application of the 100% Rule. The 100% Rule is a principle which states that the WBS includes 100% of the project’s scope and 100% of the deliverables that form it. The rule also applies to each one of the levels within the hierarchy. All the deliverables that form a descending level must equal to 100% of the work needed to complete the outcome stated in the previous level. The lowest levels should roll up to the higher levels so that nothing is left out and no extra work is performed.<ref name="R2" />


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	A critical rule associated with all levels of a work breakdown structure, regardless of its type, is the ''100% Rule''. The aim of this rule is to achieve the effective creation of the WBS and to assess its disintegration. The exact definition of the 100% rule “The next decomposition of a WBS element (“child” level) must represent 100 percent of the work applicable to the next higher (“parent”) element.		A critical rule associated with all levels of a work breakdown structure, regardless of its type, is the ''100% Rule''. The aim of this rule is to achieve the effective creation of the WBS and to assess its disintegration. The exact definition of the 100% rule “The next decomposition of a WBS element (“child” level) must represent 100 percent of the work applicable to the next higher (“parent”) element.

			The WBS is a process required to ensure the project includes all the work required, and only the work required, to complete the project successfully.<ref name="R2" /> This is achieved thanks to the application of the 100% Rule. The 100% Rule is a principle which states that the WBS includes 100% of the project’s scope and 100% of the deliverables that form it. The rule also applies to each one of the levels within the hierarchy. All the deliverables that form a descending level must equal to 100% of the work needed to complete the outcome stated in the previous level. The lowest levels should roll up to the higher levels so that nothing is left out and no extra work is performed.<ref name="R1" />



			=Application=

	The levels of a work break down structure		The levels of a work break down structure
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	In general it is possible to distingue between three types of work breakdown structures:		In general it is possible to distingue between three types of work breakdown structures:
	=== Deliverable-based work break down structure ===		=== Deliverable-based work break down structure ===
			[[File:del.png \|right\|thumb\|550px\|Structure of the WBS. Own creation]]
	Deliverable-based work breakdown structures is the most common approach, and often the preferred way to initiate the phase of defining how to achieve succes in a project or program.		Deliverable-based work breakdown structures is the most common approach, and often the preferred way to initiate the phase of defining how to achieve succes in a project or program.

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	=== Phase-based work break down structure ===		=== Phase-based work break down structure ===

			[[File:phase.png \|right\|thumb\|550px\|Structure of the WBS. Own creation]]

	Phase based work break down structure is opposed to the deliverable based work breakdown structure not necessarily bound to specific deliverables to be in place in order to complete the subtask. The phase-based work break down structure will more likely have some ....		Phase based work break down structure is opposed to the deliverable based work breakdown structure not necessarily bound to specific deliverables to be in place in order to complete the subtask. The phase-based work break down structure will more likely have some ....
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	3) Responsibility based structure		3) Responsibility based structure
	[[File:~~StructureWBSowncreation.png~~ \|right\|thumb\|550px\|Structure of the WBS. Own creation]]		[[File:resppng \|right\|thumb\|550px\|Structure of the WBS. Own creation]]

	~~[[File:Example.jpg~~]]

S162685 at 20:12, 28 February 2021

2021-02-28T20:12:53Z

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← Older revision		Revision as of 21:07, 28 February 2021
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	===Keeping the WBS continuously relevant===		===Keeping the WBS continuously relevant===

	During the initiating and planning phases, the primary role of the WBS is often to collecting and documenting information regarding the project. This serves as a mutual point of clarification for the team members. It describes, often in great detail, the project scope and their boundaries as well as the deliverables and outcomes of the project. During Executing and Monitoring and Controlling phases, the WBS takes a more active role as opposed to the passive role in the planning phases. Here it takes on the role of project decision support and is used a source of reference for control and measurement of the project progress. This is where the WBS comes to life as a valuable tool for the project manager, as well as a guideline and common ground for all team members working on the project. <ref ~~neme~~ = “R3”>.		During the initiating and planning phases, the primary role of the WBS is often to collecting and documenting information regarding the project. This serves as a mutual point of clarification for the team members. It describes, often in great detail, the project scope and their boundaries as well as the deliverables and outcomes of the project. During Executing and Monitoring and Controlling phases, the WBS takes a more active role as opposed to the passive role in the planning phases. Here it takes on the role of project decision support and is used a source of reference for control and measurement of the project progress. This is where the WBS comes to life as a valuable tool for the project manager, as well as a guideline and common ground for all team members working on the project. <ref name = “R3”>.

	In order for the WBS to become as relevant and tangible for the project team as possible, it is crucial to base the WBS on input from the team members. Creating the WBS with very little input from the other members of the team, may lead to the team being reluctant in buying in or supporting the WBS. Though it might be time consuming, engaging the team will be beneficial and pay off in the long run. Furthermore, it will rely on more people’s experience making it more thorough. <ref name = “R5”>		In order for the WBS to become as relevant and tangible for the project team as possible, it is crucial to base the WBS on input from the team members. Creating the WBS with very little input from the other members of the team, may lead to the team being reluctant in buying in or supporting the WBS. Though it might be time consuming, engaging the team will be beneficial and pay off in the long run. Furthermore, it will rely on more people’s experience making it more thorough. <ref name = “R5”>
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	== Limitations ==		== Limitations ==

	According to the PMBOK some of the common things that can go wrong during the project, regardless of the project managers planning and execution of work. However, some of these failures can be linked to the development of the WBS or lack hereof. Experienced project managers know that there are many things that can go wrong in projects regardless of how successful the project managers are in the planning and execution of their work, and failures and schedule delays amongst others are often related to a poorly developed WBS. <ref ~~neme~~ = “R1”>		According to the PMBOK some of the common things that can go wrong during the project, regardless of the project managers planning and execution of work. However, some of these failures can be linked to the development of the WBS or lack hereof. Experienced project managers know that there are many things that can go wrong in projects regardless of how successful the project managers are in the planning and execution of their work, and failures and schedule delays amongst others are often related to a poorly developed WBS. <ref name = “R1”>
	Things as unclear work assignments, goals, objectives, or deliverables is said to be linked to poorly structured WBS but could also expose the limitations of using work break down structures. As said to be holding 100% of the work whilst clearly stating the scope and objectives of each task, the complexness of each task or deliverable can’t always be predicted beforehand. The development of an WBS aiming to hold all necessary information about the scope and the outcomes of the project might be a task which is too complex in itself and too time consuming in order to be manageable. In this way the WBS has clear limitations and might not be holding all the information needed to oversee the project. <ref ~~neme~~ = “R2”>		Things as unclear work assignments, goals, objectives, or deliverables is said to be linked to poorly structured WBS but could also expose the limitations of using work break down structures. As said to be holding 100% of the work whilst clearly stating the scope and objectives of each task, the complexness of each task or deliverable can’t always be predicted beforehand. The development of an WBS aiming to hold all necessary information about the scope and the outcomes of the project might be a task which is too complex in itself and too time consuming in order to be manageable. In this way the WBS has clear limitations and might not be holding all the information needed to oversee the project. <ref name = “R2”>

	Furthermore, relying on a WBS being a complete plan of all work to be done, whilst this is the purpose of it, might lead to problems, if the project manager is not critical about the fact, that the WBS might not hold all the information on the detailing and requirements of the task to be carried out. Frequently updating and reflecting upon the present WBS should be practiced in order to keep the WBS relevant and reliable. <ref ~~neme~~ = “R4”>		Furthermore, relying on a WBS being a complete plan of all work to be done, whilst this is the purpose of it, might lead to problems, if the project manager is not critical about the fact, that the WBS might not hold all the information on the detailing and requirements of the task to be carried out. Frequently updating and reflecting upon the present WBS should be practiced in order to keep the WBS relevant and reliable. <ref name = “R4”>
	Another side effect of not continuously updating the WBS might on the contrary be that the project manager or project team members are be too reluctant on relying on the WBS. Keeping information and tracking tasks and deliverables by themselves will undermine the idea and outcome of the WBS.		Another side effect of not continuously updating the WBS might on the contrary be that the project manager or project team members are be too reluctant on relying on the WBS. Keeping information and tracking tasks and deliverables by themselves will undermine the idea and outcome of the WBS.

	The PMBOK defines the following as frequently arising negative outcomes of not updating and keeping the WBS relevant.<ref ~~neme~~ = “R1”>		The PMBOK defines the following as frequently arising negative outcomes of not updating and keeping the WBS relevant.<ref name = “R1”>
	- Incomplete project definition leading to ongoing project extensions		- Incomplete project definition leading to ongoing project extensions
	- Unclear work assignments, goals, objectives, or deliverables		- Unclear work assignments, goals, objectives, or deliverables
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	<references>		<references>

	<ref name="R1”> Project Management Institute, Inc.. (2017). ''Guide to the Project Management Body of Knowledge (PMBOK® Guide).'' 6th Edition.~~</ref>~~		<ref name="R1”> Project Management Institute, Inc.. (2017). ''Guide to the Project Management Body of Knowledge (PMBOK® Guide).'' 6th Edition.
	https://www.pm4dev.com/pm4dev-blog/entry/the-work-breakdown-structure-wbs.html		https://www.pm4dev.com/pm4dev-blog/entry/the-work-breakdown-structure-wbs.html </ref>

	<ref name="R2”> Project Management Institute, Inc.. (2006). ''Practice Standard for Work Breakdown Structures.'' 2nd Edition.~~</ref>~~		<ref name="R2”> Project Management Institute, Inc.. (2006). ''Practice Standard for Work Breakdown Structures.'' 2nd Edition.
	https://app-knovel-com.proxy.findit.dtu.dk/web/view/khtml/show.v/rcid:kpPSWBSE0U/cid:kt00BRGPT2/viewerType:khtml/?page=last&view=collapsed&zoom=1		https://app-knovel-com.proxy.findit.dtu.dk/web/view/khtml/show.v/rcid:kpPSWBSE0U/cid:kt00BRGPT2/viewerType:khtml/?page=last&view=collapsed&zoom=1 </ref>

	<ref name="R3”>Eric S. Norman, Shelly A. Brotherton, Robert T. Fried. “Work Breakdown Structures: The Foundation for Project Management Excellence”- John Wiley & Sons, 2008. https://onlinelibrary-wiley-com.proxy.findit.dtu.dk/doi/pdfdirect/10.1002/9780470432723 </ref>		<ref name="R3”> Eric S. Norman, Shelly A. Brotherton, Robert T. Fried. “Work Breakdown Structures: The Foundation for Project Management Excellence”- John Wiley & Sons, 2008. https://onlinelibrary-wiley-com.proxy.findit.dtu.dk/doi/pdfdirect/10.1002/9780470432723 </ref>

	<ref name="R4”> https://www.workbreakdownstructure.com </ref>		<ref name="R4”> https://www.workbreakdownstructure.com </ref>

	<ref name="R5”>https://blog.taskque.com/work-breakdown-structure/ </ref>		<ref name="R5”> https://blog.taskque.com/work-breakdown-structure/ </ref>

	<ref name="R6”> https://content.wisestep.com/work-breakdown-structure-advantages-disadvantages/ </ref>		<ref name="R6”> https://content.wisestep.com/work-breakdown-structure-advantages-disadvantages/ </ref>

	<ref name="R7”> https://www.visual-paradigm.com/tour/project-management/breakdown-structure-for-project-management.jsp </ref>		<ref name="R7”> https://www.visual-paradigm.com/tour/project-management/breakdown-structure-for-project-management.jsp </ref>