Work Breakdown Structure (WBS)

Development

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 Items Covered
What is a Breakdown Structure
Where does it fit in PM
Bottom Up Development
Top Down Development
Help and References
Additional Questions

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 WBS Introduction
Training Goal
To understand the process, it’s purpose and
benefits.
To learn enough about the process to begin
using it.
To know where you can access the process
and any of the supporting materials.

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 Applicability of Core Values to
Project Management

Integrity Responsibility

Stewardship

Respect
Professionalism

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 WBS Definition
A deliverable-oriented grouping of project elements
that organizes and defines the total scope of the
project work.

Work not in the WBS is not in scope of the project.

Each descending level represents an increasingly

detailed description of the project elements.

Often used to develop or confirm a common

understanding of project scope.

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 Where the WBS Fits

Strategic Initiate Close

Tactical Plan Control

Physical Execute

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 Where WBS Fits
Monitoring
Execute and Control
Level of Activity

Plan
Close
Initiate

Start Finish
Time
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 What does a WBS look like?
Hierarchy Diagram Format
Project 1 M A N A G E M E NT
1 . 1 I n i t ia t e
Manage Rqmts Design Build Deliver 1 . 2 P la n
1.3Execute
Plan Assess Engineer Construct Install 1.4 Control
Execute Determine Specify Test Train 1 . 5 C lo s e
2 R EQUIREMENTS
Control Analyze • Validate •
Integrate 2 .1 A s s e s s
Close Propose • • 2 . 2 D e t e r m in e
• • • • • 2 . 3 A n a ly z e
• • •
2 .4 P r o p o s e
• 2 .5 … . .
3 D ESIGN
1. Write First draft of policy. 3 . 1 E n g in e e r
List Format

2. Review with team/manager. 3 .2 S p e c if y

3. Make changes as needed. 3 .3 … .
3 .4 … . .
4. File notice w/Secretary of the State 4 B UILD
(SOS) 45 days before effective date. 4 .1 C o n s t r u c t
5. Formally review policy analysts and 4 .2 T e st
advocates. 4 . 3 V a l id a t e
6. Make changes as needed. 4 .4 I n t e g r a t e
5 D ELIVER
7. Update program manuals and forms
5 .1 I n s t a ll
to reflect changes. 5 . 2 T r a in
8. Submitted to the SOS by 5:00pm the 5 .3 … . .
day before it is to be effective. 5 .4 … . .

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 Breakdown Structures

WHAT? HOW? WHO?

PBS WBS OBS

Product Work Organizational

Breakdown Breakdown Breakdown
Structure Structure Structure

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 Example - PBS/What?
CAR

Frame Engine Interior Controls

Fenders Carburetor Front Steering
Roof Cylinders Seats Fuel
Hoods Piston Back Odometers
Doors Cam Seats Wipers
Windows • Radio Lights
• • • •
• • •

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 Example - WBS/How?
Project
Manage Requir Design Build Deliver
emnts
Plan Assess Engineer Construct Install
Execute Determine Specify Test Train
Control Analyze • Validate •
Close Propose • Integrate •
• • • • •
• • •
•

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 Example - OBS/Who?
Director

Mgr. Mgr. Mgr. Mgr.

Staff1 Staff1 Staff1 Staff1
Staff2 Staff2 Staff2 Staff2
Staff3 • Staff3 Staff3
Staff4 • • Staff4
• • Staff5
• • •
•

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 WBS Diagram
Project

Deliverable 1.0 Deliverable 2.0 Deliverable 3.0

Work Package 1.1 Work Package 2.1 Work Package 3.1

Work Package 1.2 Work Package 2.2 Work Package 3.2

Work Package 1.3 Work Package 2.3 Work Package 3.3

Work Package 2.4

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E-1
 Benefits of the WBS

Risk and
Contingency
Plans
Estimates
Schedule

WBS
Risk Control

Project
Control Change
Control
Activity List
Communication
Control

Progress
Project Plan Reports

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 Common Approaches

Top Down
Brainstorming all
work to be done
and then grouping Using a general-to-
into a hierarchy. specific structure
to progressively
detail the work.
Bottom Up
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BOTTOMS UP WBS MANAGEMENT
1. Create the “to-do”
list of work.

2. Organize the
“to-dos”.

3. Review and Adjust

with group.
NO
4. Correct
and
Complete?
Yes
WBS Complete
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 1.Create the to-do
list of work
⚫ Review/Discuss “WHAT” is to be delivered.
Bottom Up ⚫ Review no-limitations brainstorming.
⚫ Brainstorm list of work on a …..
⚫ End first meeting.
⚫ Compile list into tool that allows all
participants easy access.

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 Step 1 - TIPS
Sit down and participate as a peer.
Have someone else write on the board.
Encourage starting with a verb.
Bottom Up
Don’t correct or worry about wording.
Capture all phrases, thoughts.
Explanation not required.

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 Useful Brainstorming Verbs
Assessment
⚫ Review, Research, Collect, Analyze, Assess,
Determine, Identify
Bottom Up Requirements
⚫ Define, Describe, Design, Develop work activities,
Choose, Obtain, Prepare, Approve
Construction
⚫ Construct, Build, Write, Obtain, Create
Validation
⚫ Validate, Pilot, Check, Test
Implementation
⚫ Implement, Move, Train, Replace, Evaluate

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 2.Organize the “to-
do” list.
⚫ Back at a desk have someone organize
the list.
Bottom Up ⚫ Take very detailed, but related steps and
group them into tasks. Name the task.
⚫ Take related tasks and group them into
activities. Name the activity.
⚫ Group activities into phases.

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 Step 2 - TIPS
Do what appears easiest first.
Go back & adjust as you go through it.
Bottom Up Adjust the wording now, not intent.
Create a miscellaneous activity.
For the under-developed tasks or activities
leave space for adding later.

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 3.Review/adjust structure
with group
⚫ Tell the group what has been done.
Bottom Up
⚫ Go through structure, fix and confirm
groupings. Adjust names.

⚫ Add additional forgotten tasks or

activities.

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 Step 3 - TIPS
Constrain Level of Detail
Bottom Up Lowest level should be completed
in approximately 1-3 weeks.
Lowest level should contain a definition
that includes the detailed steps.

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 4. Verify Correctness
/Completeness
At the lowest level you should be able to:

Name all the work packages;

Bottom Up
⚫ e.g. scope definition document,
⚫ code specification #1,
⚫ painted exterior.
Indicate Dependencies.
Apply approximate duration.
Assign a resource role;
⚫ e.g. carpenter, tester.

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 4. Common
Obstacles
Discussing or setting requirements. Talking
about solutions rather than the work.
Bottom Up Wanting to sequence and assign resources too
early.
Level of detail issues.
Other issues.

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 1. Choose your
model.
Top Down WBS
2. Verify highest level Development
Deliverables/Phases.

3.
Can adequate Yes 5. Confirm lowest WBS Complete
ests. be made at level.
this level?

No
4. Review, Verify and
or modify the
next subsequent level.
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Top Down
1. Choose your model

Review various:
⚫ life cycle models,
⚫ similar project’s WBS, or
⚫ life cycle templates.
Choose a model closest to
your specific project.
Note* Various life
cycle templates and
examples from other
projects are
available on the PMO
web site.

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Top Down
2. Verify highest level phases/deliverables
Start at the top of a model
- Deliverables

⚫ Verify deliverables represent the major

phases of your project,
⚫ Verify purpose/need of each major deliverable or
phase,
⚫ Determine if a previous project completed
a major deliverable, e.g. Feasibility.
⚫ Choose to: eliminate or modify deliverable after
review of previous completed work

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Top Down 3. Can adequate estimates be made at this level?

“Yes” Decisions Guidelines

Can it be completed within a

2 – 3 week period?

Adequate may change over

the course of the project.
Note* This step’s question
means - different levels of Estimating a major work
decomposition are package that will be produced
appropriate for each
6 – 12 months out may not be
of the major possible.
deliverables/phases.

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 4. Review, verify and or modify the next
Top Down subsequent level.

Very, from the model, the next subsequent

level’s, more specific work detail.

Choose the appropriate work elements.

⚫ elements should be described in
tangible, verifiable results in order to
facilitate the project progress.
Repeat step 3 for each work element that you
have chosen necessary for the project.

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 5. Confirm lowest level
Top Down
Are the lower-level items If no, combine items,
both necessary and add to, delete, redefine.
sufficient?

Does the work item If no, revise or expand

description provide the descriptions
a scope?
Can the item be scheduled?
Budgeted? Assigned to a specific If no, the item must be
organizational unit (e.g., modified,split, redefined.
department, team, or person)?

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 Lesson Learned
Top Down
• Easy to start.
• No terminology issues.
• Requires more up front
• Higher participation. discussion.
• What do we do with this? • Terminology & structure
can get in the way.
• Decreases participation.

Bottom Up • Slower to start.

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 What’s Next?
Further decomposition into a WBS Dictionary
⚫ Briefly describe each item
⚫ Reference by number

⚫ List associated activities

⚫ List milestones

⚫ List other information needed

to facilitate work

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 Closing
The greatest benefit of developing
a work breakdown structure is
providing a common
understanding of all the work
required to deliver the product or
service.

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Any
Questions?

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