This document discusses the work breakdown structure (WBS) and its importance in project management. It defines the WBS and explains that it is used to break down project deliverables and work into smaller, more manageable components in a hierarchical structure. It emphasizes that the WBS is central to project planning, budgeting, scheduling, and monitoring progress. The WBS dictionary is also described as an auxiliary document that provides details for each WBS component, such as quality requirements, time estimates, and resources.

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Reserved
16
4. Work Breakdown Structure (WBS)

2. 4.1 The central role of the WBS
4.2 Developing a usable WBS
4.3 Using the WBS to clarify product constraints
and activities
4.4 Using the WBS to facilitate project
development
© Mohamed Khalifa, 2010 All Rights
Reserved
17
4. Work Breakdown Structure (WBS)

3. • Definition:
– A work breakdown structure is a logical of project deliverables
arranged in a hierarchical structure.
– A WBS defines the total scope of work required to complete the
project.
– The deliverables and their component sub-deliverables are represented
on the WBS in levels of descending order.
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Project
Phase 1
Deliverable
1.1
Deliverable
1.2
Phase 2
Deliverable
2.1
Work Package
2.2.1
Work Package
2.2.2
Deliverable
2.2
Deliverable
2.3
Phase 3 Phase 4
Organization of Work in a WBS
In WBS, major components of
work can be grouped by:
Major project deliverables.
Life cycle phases.
Organizational or functional
responsibility.
Geographical location.
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4. The central role of the WBS

4. Create WBS is the process of dividing project deliverables and
project work into smaller, more manageable components.
19© Mohamed Khalifa, 2010 All Rights Reserved
4.2 Developing a usable WBS

5. WBS:
It will organize deliverables and work packages into a manageable
hierarchy. It should not be confused with other kinds of breakdown
structure like: Bill Of Material (BOM) or Resource Breakdown Structure
(RBS).
WBS Dictionary:
– An auxiliary document containing details about each element in the
WBS process, It may includes:
• Code of accounts identification. * Quality requirements
• Milestones * Time estimates
• Contract information * Resources estimates
• Cost * Information for measuring performance
20© Mohamed Khalifa, 2010 All Rights Reserved
4.2 Developing a usable WBS

6. 4.2 Developing a usable WBS

7. 4.2 Developing a usable WBS
WBS Dictionary

8. 1. Neglecting to create a WBS Dictionary
2. Expecting More than 100% from your WBS
3. Why bother with Formal Change Control?
4. Skipping the Buy-In Process
5. Too Many Tasks
4.2 Developing a usable WBS

9. • Activity :
– Is an element of project work that requires action to produce a deliverable.
24© Mohamed Khalifa, 2010 All Rights Reserved
4.3 Using the WBS to clarify product
constraints and activities

10. • Activities share some common characteristics like :
– Has an expected duration.
– Consumes budget and/or human resources.
– Is named in verb-noun format. Example (Revising a user manual –
Digging footers).
• The 8/80 rule :
– The 8/80 rule refers to a guide line suggesting that activities should
require more than 8 and fewer than 80 hours of effort to complete.
4.3 Using the WBS to clarify product
constraints and activities

11. 26
Define activities is the process of identifying the specific actions to be
performed to produce the project deliverables.
© Mohamed Khalifa, 2010 All Rights Reserved
4.3 Using the WBS to clarify product
constraints and activities

12. 27
Activity List:
A definitive list of activities that are
necessary to complete in order to
produce deliverables.
Milestone list:
Helps prioritize activities during scheduling.
© Mohamed Khalifa, 2010 All Rights
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4.3 Using the WBS to clarify product
constraints and activities

13. © Mohamed Khalifa, 2010 All Rights Reserved
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WORK PACKAGE/ACTIVITY DESCRIPTION
Project Name/Number: Prepared by: Date:
Customer/End User Group: Contact Name: Project Type (S/M/L):
Please complete a form for each WorkPackage item in the Project. See Work Package
List for a full listing of the project Work Packages. Note that some fields will be
completed after scheduling is completed.
WORK PACKAGE LEADER INFORMATION
Name Organization, phone number, email
WORK PACKAGE FUNCTIONAL MANAGER INFORMATION
Name Organization, phone number, email
WBS Component Name and Number:
Description:
Deliverable(s) and Acceptance Criteria:
Assumptions:
Dependencies (Predecessor and successor
tasks):
Inputs:
Outputs:
Resource Requirements (Type of
resource(s)):
Responsible org. units and Responsibility
(RASCI):
Staff Assigned:
Effort Estimate (Number of resource hours
per type of resource):
Estimated Cost:
Estimated Duration:
Start date: End date:
Remarks:
Current effort estimate to completion
Actual Duration:
Actual Start date: Actual End date:
Actual Effort:
4.3 Using the WBS to clarify product
constraints and activities
Activity attributes :
Information describing the different
activities (Such as responsible team
members, manpower required, and
so on).

14. 4.4 Using the WBS to facilitate project
development
– Planning
– Budgeting
– Estimating
– Scheduling
– Performance measurement
– Communication
– Change management
– Coordination
– Control
– Risk management
© Mohamed Khalifa, 2010 All Rights Reserved 29