WORK BREAKDOWN
STRUCTURE (WBS)
BY: DR. RITU BIBYAN KHOSLA
INTRODUCTION
Defined as “a deliverable-oriented hierarchical decomposition of the work to be executed by the project team to
accomplish the project objectives and create the required deliverables. It organizes and defines the total scope of the
project. Each descending level represents an increasingly detailed definition of the project work. The WBS is
decomposed into work packages. Some commonly used terms used with WBS project management include:
• Acceptance criteria: Standards to be met to achieve customer or other stakeholder requirements
• Budget: Expenses associated with the project, which can be broken down by deliverables or phases
• Deliverables: The product, service or results created at various stages of the project. For instance, in a website design
project, a deliverable-based WBS would be structured around deliverables such as URL, layout and written content
• Milestones: Critical stages of the project identified in the WBS
• Phases: The various stages of a project. For instance, in a website design project, a phase-based WBS would be
structured around things like discovery, design and launch, rather than specific deliverables
• WBS: Work breakdown structure
INTRODUCTION
A work breakdown structure is a planning tool used by project managers to break down the work
of a project into smaller, more manageable ‘pieces’ in order to make it easier to track progress – as
well as identify potential issues.
As an organizational tool, WBS helps to assign roles for each task and subtask and define who’s
responsible for what.
Typically created from the project scope, a WBS lets teams map out all tasks that need to be
completed from beginning to end, starting with the larger activities and breaking them down into
more granular detail until every element of the project has been accounted for.
With its flexibility and scalability, this popular planning tool can easily be modified along the way
to adjust for changes or environmental factors that arise during the lifetime of a project.
BENEFITS OF USING A WBS
Improved project planning
A WBS breaks down complex projects into smaller, more manageable tasks, making it easier to plan and schedule the work
that needs to be completed.
By identifying all the stuff that needs to be done, you can create a more accurate project plan, including timelines,
milestones, and deliverables – keeping your entire project running smoothly and optimizing chances of success.
Better resource allocation
With a detailed WBS, you can identify the specific resources needed for each task, including people, equipment, time and
materials.
This lets you allocate resources more efficiently and effectively – ensuring that everyone and everything is being used to
their fullest potential.
Greater project control
A work breakdown structure provides a clear and comprehensive overview of the project, allowing you to monitor progress,
identify potential issues, and make necessary adjustments as issues arise.
You can track progress more easily and keep everyone on the same page.
BENEFITS OF USING A WBS
Enhanced communication
A WBS can serve as a valuable communication tool, since it lets you share project information with team members, stakeholders,
and other relevant parties.
By presenting the project in a clear, structured format, you can facilitate communication and ensure that everyone understands
what needs to be done and when.
People can grasp not only their own role in the bigger picture of your project, but also understand what others are working on.
Improved risk management
With a work breakdown structure, you can identify potential risks and develop strategies to mitigate them.
By breaking the project down into smaller pieces, you can identify areas where risks are more likely to occur and take steps to
address them before they become major issues.
KEY COMPONENTS OF A WORK BREAKDOWN STRUCTURE
• Phases: Phases represent the major stages of the project life cycle. Each phase groups relevant activities and tasks.
• Tasks: Tasks are individual activities within each phase of a project.
• Subtasks: Each task splits into subtasks, allowing for precise planning and execution.
• Deliverables: Deliverables are tangible or intangible outputs resulting from the completion of tasks.
• Sub-deliverables: Sub-deliverables are smaller outputs that contribute to completing larger deliverables.
• Work packages: Work packages are the smallest units of work in a WBS. They are detailed tasks or groups of tasks with
specific deliverables.
• Dependencies: Dependencies indicate the relationships between tasks. They display which tasks to complete before
others can begin.
• Estimates: Estimates approximate the resources, time, and costs required, helping with budgeting and scheduling.
• Milestones: Milestones mark the completion of key phases, deliverables, or other important project goals.
The WBS organizes the project into manageable components by breaking the scope into detailed, smaller parts. Clearly
defined components make assigning responsibilities, estimating costs, scheduling timelines, and monitoring project
progress easier.
How to Create a WBS
1. Identify the major deliverables
The first step is to identify the major deliverables or outcomes that the project aims to achieve. These are usually the key objectives or
milestones of the project.
2. Break down deliverables into sub-deliverables
Once the major deliverables have been identified, break them down into smaller, more manageable sub-deliverables. This step involves
breaking down the major objectives into smaller, more specific tasks that need to be completed to achieve them.
3. Continue breaking down until you reach manageable tasks
Continue breaking down the sub-deliverables into smaller and more manageable tasks until you have reached a level of detail that is
sufficient for project planning and management. This level of detail will depend on the complexity and size of the project.
4. Organize the tasks
Organize the tasks into a hierarchical structure that shows the relationship between the different tasks. This structure will help in project
planning and tracking progress.
5. Assign resources and estimate time
Assign resources and estimate the time required to complete each task. This will help in determining the project schedule and budget.
6. Review and refine
Review and refine the WBS to ensure that it accurately reflects the scope of the project and that all necessary tasks have been included.
7. Use the WBS as a reference
Once the WBS has been created, use it as a reference tool throughout the project to ensure that all tasks are completed
Different types of work
breakdown structure
Deliverable-oriented WBS
This type of WBS focuses on the end
deliverables of the project and breaks
them down into smaller, more
manageable tasks. Each task is
assigned to a specific team or individual
responsible for completing it.
WORKS BEST FOR: Projects with
clearly defined outcomes.
EXAMPLE
PHASE-ORIENTED WBS
This type of WBS breaks down
the project into phases, with
each phase representing a
major milestone or objective.
Each phase is further broken
down into smaller tasks,
allowing for better project
management and monitoring.
WORKS BEST FOR: Projects with
distinct stages.
Each phase would then be given its
own set of tasks and assigned to
specific people.
EXAMPLE
ORGANIZATIONAL-ORIENTED WBS
This type of WBS is based
on the organizational
structure of the project
team. Tasks are grouped
according to the team or
department responsible for
completing them, making it
easier to allocate resources
and track progress.
WORKS BEST FOR: Projects
with multiple departments
or stakeholders involved.
EXAMPLE
ACTIVITY-ORIENTED WBS
This type of WBS breaks
down the project into
specific activities or
tasks that need to be
completed, regardless
of the end deliverable.
Each activity is
assigned to a specific
team or individual
responsible for
completing it.
WORKS BEST
FOR: Projects with many
interdependent tasks.
EXAMPLE
HYBRID WBS
This type of WBS combines two or more of the above types, depending on the needs of the
project. For example, a hybrid WBS may include a phase-oriented WBS for overall project
management, with an activity-oriented WBS for specific tasks or deliverables.
WORKS BEST FOR: Projects where you have a ‘mix’ of any or all of the other types of WBS
and need to use a highly customised WBS to suit the needs of the project team.
A hybrid WBS would be necessary in this project because it would allow for both deliverable-based and phase-based
management, as well as departmental management.
This would provide a more comprehensive and flexible structure for managing the project, ensuring that all deliverables
are completed on time and within budget while also allowing for more efficient departmental coordination and resource
allocation.
In essence a hybrid WBS offers the best of both worlds – a high-level overview of the project’s phases and deliverables,
as well as a more detailed breakdown of the tasks and responsibilities within each department .