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Writing the Work Breakdown Structure
July 5, 2007 | Author: PM Hut | Filed under: Project Plan Development
Writing the Work Breakdown Structure
By Lisa Sieverts
The WBS is a mythic document in Project Management. Every text reminds us that the WBS is the foundation of the project plan. But what the heck is it? Perhaps appropriately, I’ve found a lot of mythology on this topic. So let’s talk about what it is and how to build it.
I should begin by saying that experts differ. I belong to the school of “Effective Work Breakdown Structures” as outlined by Gregory Haugen in his book of the same name. Thus, we are believers in the deliverable-oriented work breakdown structure.
Simply put, the WBS is an outline of all the major deliverables that will be produced as part of your project. The key is that we are talking about the nouns, the (mostly) tangible objects that will be created through project work. Those items about which we can say, “once we have all of these things, the project is complete.”
Most people have trouble with this concept at first. We have often been trained to think in terms of the activities, that is, the verbs, rather than the deliverables or nouns.
There are several ways to create the WBS. If you’re finding that you are focused on those verbs, then do a sticky note exercise. Write one activity each on a bunch of stickies. Then find a nice blank wall and arrange those verbs so that you can see which deliverable should result from each set of activities. This is a bottom-up approach.
Another approach is to begin at the top. Think about the largest categories of deliverables. Usually these consist of things like:
- Research
- Design
- Construction
- Documentation
- Test
- Project Management
Then decompose those major deliverables into one or two smaller categories. Thus, under Design, we may have both Database Design and Website Design. The goal is to keep the WBS fairly high level. I don’t like to see WBS documents which are longer than one or two pages (which is related to another topic: keep your projects small and manageable).
However, you do need to make sure that 100% of the project-related work is represented on the WBS. For example, say you forgot to list Documentation as a deliverable but you know that there will be documentation work that must be done. In that situation, the WBS would not be an accurate reflection of the work and all the future prject management documents would underestimate the resource needs of that part of the project.
Lisa Sieverts is certified as a Project Management Professional (PMP) by the Project Management Institute (PMI), a global leader in the development of standards for the practice of project management. Before she founded Facilitated Change, she worked for Hewlett-Packard in California and Idaho for 12 years as a systems administrator and project manager. Lisa also teaches at the graduate level and is an experienced meeting facilitator and workshop leader. She holds an MBA from the University of California at Los Angeles (UCLA). Lisa’s website is http://www.lisasieverts.com/. Her professional blog can be found at http://project-tips.com/.
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