The document discusses the work breakdown structure (WBS) which is a hierarchical decomposition of the total scope of work to be carried out by a project team to accomplish project objectives. It defines the WBS and provides examples. Key points covered include that the WBS defines 100% of the work, follows quality principles like being deliverable-oriented, and provides important benefits such as facilitating communication and defining the project scope.

1. WBSWork Breakdown Structure

2. Defining
the WBS
1

3. 1.1. Definition
WhatHow & When
The WBS represents a
clear description of the
project’s deliverables and
scope.
The WBS is not a schedule or
description of a process that
defines how or when the
deliverables will be produced.

4. 1.1. Definition
The WBS is a hierarchical decomposition of the total scope of work to be
carried out by the project team to accomplish the project objectives and
create the required deliverables. Each descending level of the WBS represents
an increasingly detailed definition of the project work (until the work
packages).
Deliverable
Any unique and verifiable product, result, or capability to perform a
service that must be produce to complete a process, phase, or project.
The lowest level WBS elements.Work Package

5. 1.2. An example of a WBS
1. Bike
1.1. Frame Set
1.1.1. Frame
1.1.2. Handlebar
1.1.3. Fork
1.1.4. Seat
1.2. Crank Set
1.2.1. Pedals
1.2.2. Bearings
1.2.3. Crank Arms
1.2.4. Sprocket
1.3.Wheels
1.3.1. Front Wheel
1.3.2. Rear Wheel
1.4. Braking
System
1.5. Shifting
System
1.5.1. Front Shift
Mechanism
1.5.2. Rear Shift
Mechanism
1.5.3. Shift
Mechanism Cables
1.5.4. Shift
Mechanism Levers
1.6. Integration
1.6.1. Concept
1.6.2. Design
1.6.3.Assembly
1.6.4.Testing
1.7. Project
Management
Level 1
Level 2
Level 3

6. 1.3. Representations of the WBS
The WBS can be represented in a variety of ways including graphical, textual,
or tabular views.
Outline view Tabular view
Graphical view
Organizational Chart
(see 1.2.An example of a WBS)

7. Creating
a WBS
2

8. 2.1. The 100% Rule
The 100% Rule states that the WBS includes 100% of the work defined by the
project scope and captures all deliverables (internal, external, and interim) in
terms of work to be completed, including project management.
100% Rule
Each level of decomposition contains
100% of the work in the parent level.
Parent level
Level of decomposition

9. 2.2. The WBS Quality Principles
Deliverable-oriented and
contains 100% of the work
Core
Characteristics
Use-related
Characteristics
Contains elements that are
defined using noun and
adjectives, not verbs
Employs a coding scheme
for each element that
clearly identifies its
hierarchical nature
Has at least two levels with
at least one level of
decomposition
A level of detail sufficient
for managing the work
Each work package of the
WBS should contain only
one deliverable
All significant reporting
mechanisms, such as
review meetings, monthly
reports and test reports are
included
Project activities are not listed,
as these are components of the
project schedule

10. 2.2. The WBS Quality Principles
1. Bike
1.1. Frame
Set
1.2. Crank Set 1.3.Wheels
1.3.1. Front
Wheel
1.3.2. Rear
Wheel
1.4. Braking
System
1.5. Shifting
System
1.6.
Integration
1.7. Project
Management
Has at least two levels with at least one level of decomposition :
Level 1
Level 2
Level of decomposition

11. 1. Bike
1.1. Frame Set
1.1.1. Frame
1.1.1.1. Top
tube
1.1.1.2. Down
tube
1.1.1.3. Head
tube
1.1.1.4. Seat
tube
1.1.1.5. Chain
stays
1.1.1.6. Seat
stays
1.1.2. Handlebar
1.1.2.1.
Handlebar
clamp bolts
1.1.2.2. Headset
adjustment bolt
1.1.2.3. Steerer
clamp bolts
1.1.3. Fork
1.1.3.1. Fork
steerer
1.1.3.2. Fork
crown
1.1.3.3. Fork
blade
1.1.4. Seat
1.2. Crank Set
1.2.1. Pedals
1.2.1.1. LeD-side
pedal
1.2.1.2. Right-
side pedal
1.2.2. Bearings
1.2.2.1.
AdjusIng nut
1.2.2.2.
AdjusIng nut
set bolt
1.2.2.3. LeD-side
crank arm
1.2.2.4. Crank
arm fixing bolt
1.2.2.5. Crank
arm cap
1.2.3. Crank Arms 1.2.4. Sprocket
1.3.Wheels
1.3.1. Front Wheel
1.3.2. Rear Wheel
1.4. Braking
System
1.4.1. Brake
pads
1.4.2. Brake
mechanism for
the wheels
1.4.3. Brake
systems cables
1.4.4. Brake
systems levers
1.5. Shifting
System
1.5.1. Front Shift
Mechanism
1.5.2. Rear Shift
Mechanism
1.5.3. Shift
Mechanism Cables
1.5.4. Shift
Mechanism Levers
1.6. Integration
1.6.1. Concept 1.6.2. Design
1.6.2.1. Frame
design
1.6.2.2. Pedals
design
1.6.2.3. Wheels
design
1.6.3.Assembly 1.6.4.Testing
1.6.4.1.
Component test
1.6.4.2. Product
test
1.6.4.3.
Customer test
1.7. Project
Management
1.7.1. Weekly
report
1.7.2. Change
control
2.2. The WBS Quality Principles
A level of detail sufficient for managing the work :
Excessive WBS levels can require unrealistic
levels of maintenance and reporting

12. Importance
of the WBS
3

13. 3.1. Five reasons to use the WBS
The WBS facilitates the
process of formally accepting
completed deliverables
The WBS provides a framework
on which to base project status
and progress reports
The WBS defines all the
work of the project, and
only the work of the project,
thereby clarifying the scope
The WBS facilitates communication between
project leaders, stakeholders, and both
internal and external participants, such as
team members and subcontractors
The WBS defines the project’s scope
of work in terms of deliverables and
to further decompose these
deliverables into components
Importance
of the WBS

14. 2.1. The 100% Rule
The WBS defines all the work of the project, and only the work of the
project, thereby clarifying the scope :
It’s not the
same scope

15. 3.1. Five reasons to use the WBS
1. Bike
1.1. Frame
Set
1.2. Crank Set 1.3.Wheels
1.3.1. Front
Wheel
1.3.2. Rear
Wheel
1.4. Braking
System
1.5. Shifting
System
1.6.
Integration
1.7. Project
Management
The WBS facilitates communication between project leaders,
stakeholders, and both internal and external participants, such as
team members and subcontractors :
Internal
External
Critical
Completed

16. WBSWork Breakdown Structure
Project Management Institute. 2006. Practice Standard for Work Breakdown Structure (WBS) – Second Edition (Reaffirmed). Newtown Square, PA: PMI.
Project Management Institute. 2013.A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. Newtown Square, PA: PMI.