Work Breakdown Structure

1. “Planning is
bringing future into
present so that you
can do something
about it now”
- Alan Lakein
1

2. Fail to Plan
is a
Plan toFail
“Action without
“Planning is Fatal”,
but
“Planning without
Action is Futile”
- Tracie VanEimeren
2

3. Today in High competitive environment
Management is continually seeking new and better
control techniques to cope with the complexities,
masses of data, and tight deadlines that are
characteristic of manyindustries
In addition management is seeking“Better
Methods” for presenting “Technical andCost
Data” tocustomers
Scheduling
Schedule
Conversion of a “Project Action Plan” intoan
“Operating Timetable“
Serves: Basis for “Monitoring and Controlling” a
“Project Activity”
Taken togetherwith:
“Plan & Budget”
Major tool for:
“Management of Project”
3

4. Scheduling techniques have taken onparamount
importance since World WarII.
The mostcommontechniquesareshown below:
1. Work Breakdown Structure
2. Gantt or barcharts
3. Milestonecharts
4. Line of balance
5. Networks
a) Program Evaluation and Review Technique(PERT)
b) Arrow Diagram Method (ADM) [Sometimes called the
Critical Path Method (CPM)
c) Precedence Diagram Method (PDM)
d) Graphical Evaluation and Review Technique(GERT)
Work Breakdown Structure?
Basic items that you need to know &understand
 What makes up myentireproject(Scope)?
 What is agreed upon work scope & what is
additionalwork?
 Whatare mystartand completiondates
(Schedule)?
 How much is theprojectgoing tocost (Cost)?
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4

5. Work Breakdown Structure
Is a toolthat
Defines aproject
Groups project’s discrete work elements in away
that helps to organizeproj
Define total work scope of project.
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How WBS Helps Proj Manager
 WBS
 Facilitates evaluation of:
“Cost, time, & technical performance “ of org ona
project.
 Provides mgtwith info appropriatetoeach orgal level.
 Helps manage “Plan, schedule, & budget”.
 Defines communication channels & assists in
coordinating various projelements.
5

6. WBS
▫ A hierarchical outline (map) that identifies
products (deliverables) & work elements
involved in a project;
▫ Defines the relationship of the final deliverable
(the project)
▫ to its sub deliverables, & in turn, their
relationships to work packages (collection
of elements related to work that must be
done);
Work Breakdown Structure (WBS)
In order to create the WBS you have
to understand the difference
between
deliverable and activity
Deliverable = product or output.
Written as if it has been produced
already – thus usually phrased in
the
past tense (example" assembly completed”)
6

7. Work Breakdown Structure (WBS)
In order to create the WBS you have
to understand the difference
between
deliverable and activity
An activity/task is what you do
to deliver (produce a
deliverable)
As such it does consume time and
resources
Work Breakdown Structure (WBS)
In Essence:
Decompositio
n of:
Final
deliverable to
Sub deliverable
to
Activities
7

8. Create WBS
 Decomposition of project deliverables and
activities into smaller, more manageable parts
 The lowest level in WBS is a Work Package based
onScope
 Needs to be S.M.A.R.T (Specific, Measurable,
Attainable, Realistic, Timely)
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Good Objectives are SMART. They
specify HOW to meet goal.
Specific – so thatyou knowwhat final productshould look like
Measurable – try to find ways toquantify theobjective
Agreed to – performance standards are mutually agreedon*
Realistic – this iswhere triple constraint flexibilitycomes in
Time Constrained – has a specificdeadline
*Techniques for doing thisinclude:
•Meeting with all stakeholders,
•Paraphrasing what you hear participants saying until they
confirm what youunderstood
•Get feedback ondrafts
8

9. If it’s not in the WBS,
it’s not in the project.
Onceyou haveWBS, you can moveon to Schedules, Budgets,
And Operating Plans.
Work Breakdown Structure
Canoe Trip to
BoundaryWaters
ArrangeTravel Get Equipment PrepareBudgetPlan Meals
RentVan
ArrangeMotel
Schedulereturnflights
Schedule Flights to Mpls Contact BW Outfitter Bringcookinggear
Freeze dryfood
AssignBudgetPerson
Getdeposits
RetainReceipts
Pay forsupplies
Close-outtrip
Plan for
Emergencies
Plan Activities
Rent canoes
Rent Tents
Bring
Sleeping Bags
Bring
Fishing Gear
Prepare 7
breakfasts
Prepare 7 lunches
Prepare 6 dinners
Bring two
firstaidkits
Obtain Bring Cards
emerg.#’s
Arrange Bring
contact at BW Jokebook
Bring
emerg. flares Bring scotch
Bringlightsand
waterproof
matches
19
9

10. 20
Canoe Trip to
BoundaryWaters
ArrangeTravel Get Equipment PrepareBudgetPlan Meals Plan for Plan Activities
Emergencies
ScheduleFlights to Mpls ContactBWOutfitter Bringcookinggear Assign BudgetPerson Obtain Bring Cards
emerg.#’s
RentVan Rent canoes Freezedry food Get deposits Arrange Bring
contact at BW Jokebook
ArrangeMotel Rent Tents
Prepare 7 Retain Receipts Bring Bring scotch
breakfasts emerg.flares
Schedulereturnflights Bring
Prepare 7 lunches Pay forsupplies Bring two
Sleeping Bags firstaidkits
Bring
Prepare 6 dinners Close-outtrip
Fishing Gear
Bringlightsand
waterproof
matches
Work Breakdown Structure
21
Canoe Trip to
BoundaryWaters
ArrangeTravel Get Equipment PrepareBudgetPlan Meals
RentVan
ArrangeMotel
Schedulereturnflights
Schedule Flights to Mpls Contact BW Outfitter Bringcookinggear
Freeze dryfood
AssignBudgetPerson
Getdeposits
RetainReceipts
Pay forsupplies
Close-outtrip
Plan for
Emergencies
Plan Activities
Rent canoes
Rent Tents
Bring
Sleeping Bags
Bring
Fishing Gear
Prepare 7
breakfasts
Prepare 7 lunches
Prepare 6 dinners
Obtain
emerg.#’s
Arrange
contactatBW
Bring
emerg.flares
Bring two
firstaidkits
Bring Cards
Bring
Jokebook
Bring scotch
Bring lights and
waterproof
matches
Work Breakdown Structure
10

11. 22
Canoe Trip to
BoundaryWaters
ArrangeTravel Get Equipment PrepareBudgetPlan Meals
RentVan
ArrangeMotel
Schedulereturnflights
Schedule Flights to Mpls Contact BW Outfitter Bringcookinggear
Freeze dryfood
AssignBudgetPerson
Getdeposits
RetainReceipts
Pay forsupplies
Close-outtrip
Plan for
Emergencies
Plan Activities
Rent canoes
Rent Tents
Bring
Sleeping Bags
Bring
Fishing Gear
Prepare 7
breakfasts
Prepare 7 lunches
Prepare 6 dinners
Obtain
emerg.#’s
Arrange
contactatBW
Bring
emerg.flares
Bring two
firstaidkits
Bring Cards
Bring
Jokebook
Bring scotch
Bringlightsand
waterproof
matches
Work Breakdown Structure
23
SystemHardware
Replacement
RFP Development
Needs
Assessment
Needs Analysis
WriteRFP
Finalizewith
Purchasing
Vendor Selection
Research Vendors
Research Sites
Select Vendors to
mail RFP
Review Proposals
Rank Proposals
Recommendation
Staff Training
Identifytraining
Plan
Schedule Training
Train
Hardware
Implementation
Schedule
Installation
Prepare Site
Arrange Vendor
Support
ConfigureSystem
InstallSystem
Work Breakdown Structure
11

12. Work Breakdown Structure
System Hardware Replacement
RFP Development Vendor Selection Staff Training Hardware Implementation
Assess Needs Research Vendors Identify training Plan Schedule Installation
Analyze Needs Research Sites Schedule Training Prepare Site
Write RFP Select Vendors to mail RFP Train Sysadmins Arrange Vendor Support
Finalize with Purchasing Review Proposals Configure System
Rank Proposals Install System
Make Recommendations
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How do you develop a good WBS?
 Topdownapproach:
 Start at the highest, top level activities and systematicallydevelop
increasing levels of detail for allactivities.
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12

13. The Top Down WBS approach
 Specifyall activities required fortheentire projectto be
finished
 Determine all task required to complete eachactivity
 If necessary specify subactivities required to completeeach
task
 Continue in thisway until you haveadequatelydetailed
yourproject.
 Approach is goodif
 You are or your team is familiar with the problem.
 You have successfully managed a similar project in the past
 You are not introducing new methodologies, methods or tools
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Displaying Work Breakdown Structures
 Twodifferent formatsare usuallyused
 Organization-chartformat:
 Effectively portrays an overview of your project &
hierarchical relationships of different activitiesand
tasks.
 Outlineformat
 Sub activities and tasks areindented
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13

14.  PrepareReport
 1.0 Prepare draftreport
 2.0 Review draftreport
 3.0 Prepare final report
 3.1 Write finalreport
 3.2 Print finalreport
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PrepareReport
Prepare
DraftReport
Review
DraftReport
Prepare
FinalReport
Write
FinalReport
Print
FinalReport
Org-Chart Format
OutlineFormat
Best format for displaying WBS?
 Org-chart format:
 Often good for a “bird view” of the project (executive summaries,...)
 Less effective for displaying large numbers ofactivities
 Outlineformat:
 Easier to read and understand if WBS contains many activities
 In largeprojects:
 Use a combinationof org-chartand outline formats:
 Display activities in org-chartformat,
 Display sub-activities and tasks in outline format.
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14

15. Developing High QualityWBS
 Involve people to work in the development of theWBS
 In particular involve thedevelopers
 Review and include info from WBS that were developed for similar
projects
 Use a projecttemplate if possible
 Use more than one WBSapproach
 Do projectcomponentand functional approach simultaneously
 This allowsyou often to identify overlooked activities
 Make assumptions regarding uncertain activities
 Identify riskyactivities
 These are often the activities that whose times are hard to estimate
 Keep your current work breakdown structurecurrent
Update your WBSregularly
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Preparing a WBS
 There are multiple ways to develop a WBS for any given project. Some
ways might be better than others, butthe
 2 most importantitem
 WBS must contain all approvedscope
 Project Manager must develop the WBS to reflect way he/she intends to
manage theproject.
 Other items to consider are:
 Reportingrequirements
 Size of project
 Resource executing the work (contractors vs. in-house)
 Complexity of theProject
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15

16. Preparing a WBS (In-house)
This WBS structure is designed to control scope
by chapters, unlike the original WBS which
was developed to control scope bywriting and
editing.
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Preparing a WBS (Contractor)
This WBS structure is taking into
consideration that the writing and
editing will be executed by a
contractor.
It still requires contractor tocontrol
scope by writing & editing by
chapter.
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16

17. Building a WBS
Prepare a scope statement and WBS of an Earthquake resistanthouse.
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WBS: Structure
 The ACME Housing Corporation,has been contractedto build its first house.
You want to be able to manage your projects effectively and efficiently, so you
charge your project managers to develop an appropriate WBS. You decide to
manage the project by the individual tasks necessary to complete thehouse.
 You hope that this is the first of many houses that ACME will build, so you
start the WBS with ACME in the highest position, or Level 1. Accordingly,
Level 1 is given a WBS code of 1. You assign the WBS code of 1 to the highest
level because all future projects (houses) will be summarized at Level1.
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Level 1 
NOTE: For ease of explanation, our
example will assume thefollowing:
• Design iscomplete
• All permitsissued
• All Material ordered
• Inspectionhappens
17

18. WBS: Structure
 With Level 1 established, you can begin to complete the WBS. Butwhat
should the next level be?
 The logical next level for ACME is the project level. Level 2 is the level
for each individual project, or house, that ACME undertakes. As the
chart shows below, Level 2 is identified at the project level: House.
 Appropriately, the code for Level 2 corresponds to Level 1. In this case,
the code is1.1.
Level 1
Level 2 
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WBS: Structure
 Now the WBS for the housing project is complete, right? Actually, no, the
WBS is not complete. At this pointyou determinethat you want to divide
the work into the majorelements needed to build a house. You choose to
divide Level 3 into six elements: concrete, framing, plumbing, electrical,
interior and roofing. You realize that these are both major deliverables
and milestones for managing the project. They also enable you to get to
your goal of managing the project bytask.
 Notice the WBS codes at level 3. Each is unique to the project and starts
with the WBS code from the level above (11.11.1.1). Now lets look and
see if another level isneeded.
Level 1
Level 2 
Level 3 
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19. WBS: Structure
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The ACME WBS is taking shape, but it does not quite define the project at a level
that shows needed tasks for completion. To do this, one more level needs to be
included.
Level 4 of the WBS will enable us to manage the
project as desired. All of our contractors fit
into specific elements at level 4, and so do all
specific departments. As with theprevious
Levels, note the WBS codes that have been
assigned to the tasks and their relationship to
the previousLevel.
Level 3 
Level 4 
 Level 1
 Level 2
oject bytask.
WBS: Structure
 What do you think? Is the WBS complete? Does it enable themanager
to manage at the tasklevel?
 After a review to make sure that only approved scope is included, our
WBS is complete. It does include the necessary components to manage
thepr
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20. Work Breakdown Structure (WBS) Tree
 Graphical structure of WBS is an easy way to
identify project components & relationships
of thosecomponents;
 can be displayed in another Treeformat.
 Both formats areacceptable.
 Graphical format is at times easier to
understand, but can take up considerable
space in areport.
 Tree is not as easy to understand but is more
easily incorporated into a reportformat.
 WBS codesand the structureof the Levels in
the Tree format mirrorgraphical format.
 Content has not changed;only the way
content is presented haschanged.
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1 ACME HousingCorporation
1. New HomeConstruction
1. Concrete
1. PourFoundation
2. InstallPatio
3. Pour Stairway
2. Framing
1. Frame ExteriorWalls
2. Frame InteriorWalls
3. Install RoofingTrusses
3. Plumbing
1. Install WaterLines
2. Install GasLines
3. Install B/KFixtures
4. Electrical
1. InstallWiring
2. Install Outlets/Switches
3. InstallFixtures
5. Interior
1. InstallDrywall
2. InstallCarpets
3. InstallPainting
6. Roofing
1. InstallFelt
2. InstallShingles
3. InstallVents
Project Planning Activity
 Create a work
breakdown
structure foryour
project
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21. WBS Dictionary
 A companiondocumentto WBS
 May have detailed content of components
contained ina WBS, includingwork packages &
controlaccounts
 For each WBS component, the WBS dictionary
includesacodeof account identifier, a statementof
work, responsible organization, and a list of
schedulemilestones
 Can includea list of associated scheduleactivities,
resources required, and an estimate of cost
 Each WBS component is cross-referenced, as
appropriate, to other WBScomponents
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