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5: Project Scope Management
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3 Create Work Breakdown Structure (WBS) Process
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What is a WBS The PMI answer is, it is a deliverables-oriented decomposition of the work to be performed on the project In plain English, the WBS is a tool that helps the project team document the work (activities/tasks) needed to build or develop the identified and approved deliverables of the project The Create WBS process is located in the Planning process group and works best at the beginning of the project
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The WBS is a useful tool, and PMI views it as an important part of project planning and management Therefore, you can expect a number of questions on the PMP exam regarding the WBS
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Here are some key points to remember about the WBS:
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It should be used on every project (and can be reused on similar projects) It identifies all the work of the project (PMI feels that if the work is not in the WBS, it is not part of the project; therefore, you should view the WBS as the foundation of the project) It shows the hierarchy of the project (groupings or categories) It is deliverables oriented (should be aligned and focused on project deliverables) It forces you and the team to look at all aspects of the project It should not show dependencies (that comes later in the Project Time Management processes)
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Creating the WBS
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Creating a WBS is the act of subdividing (decomposing) the project into manageable chunks (or categories) of work, often called work packages, to accomplish the defined and approved project deliverables This is why the WBS is referred to as a deliverablesoriented hierarchical decomposition of the work to be performed on the project It should be focused on and created around the project deliverables
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The WBS Work Package The work package is considered to be the lowest level managed by the PM in the WBS A work package may contain multiple activities The benefit for the PM to manage at the work package level as opposed to the activity level is that they can better manage the summary work as packages It requires less of the PM s time to manage at the work package level because many projects end up with hundreds if not thousands of activities If you manage at the activity level, you are too deeply involved
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in the details to effectively manage the overall project You also need to give the team members some credit and allow them to manage at the activity level and report status at the work package level At the work package level, it is also easier to schedule the work, assign owners, perform cost estimates, make duration estimates, and control the deliverables and phases throughout the life cycle of the project Because the WBS is developed around deliverables, milestones, and progress, reporting is much simpler as well The WBS can be created and shown in a number of different ways:
Using major deliverables of the project as the first level of decomposition Using project phases as the first level of decomposition, with product and project deliverables shown in subsequent (second and third) levels of the WBS As a listed WBS using a numbering system to show the relationship and hierarchy, as opposed to using a diagram view (which looks much like an organization chart) As a fishbone diagram, in the five process groups, as an outline, or other method
Example of a WBS and Work Packages
Figure 5-1 shows a high-level WBS with several work packages Each work package can then be expanded later on by adding one or more activities Activities should be managed by the project team member assigned to a particular work package, and the project manager should focus on the status at the work package level (see Figure 5-2)
Plan Concert Event Obtain Event Contract Develop Marketing / Sales Plan Build Ticket Manifest Detailed Event Budget/Staffing Show Settlement Final Billing Event Show Advancement Verify Production Requirements Initiate Conversion / Changeover Project Set Up Show Catering Create Event Data Sheet Event Labor Scheduling Begin Event Staffing Arrange First Responder Staffing Assign and Manage Staff Clean Up and Close Event
Figure 5-1
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