What is a Work Breakdown Structure? - Project Management

In this video, we are going to discuss what a WBS is, how you can create a WBS, and why a WBS is useful in a project. This will include discussions on the outline format, chart format, work packages, WBS dictionary, and examples where using a WBS will come in handy.
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PMBook defines the work breakdown structure (WBS) as a "deliverable oriented hierarchical decomposition of the work to be executed by the project team." The WBS is essentially the framework that maps out all aspects of the project scope. It can be a crucial tool in managing deliverables of a project such as activity definition, schedule network diagrams, scheduling, performance reporting, risk analysis, controls and organization.
The WBS can be represented in a variety of ways. Two of the most popular are the outline format and chart format. Either way it is shown, the WBS represents a hierarchal structure in which the very top level includes 100% of the project scope. In the example above, Building 1 may be 70% of the scope, which means Building 2 is 30%. Expanding from Building 1, the Design Phase may be 15%, which means the Construction Phase will be 55% of the total project scope. Anything within the scope of the project that will have a cost should be included in your WBS. If any part of the WBS element can be broken down into further divisions, you should break it down.
Each level is a deconstruction of the project into its own manageable compartments. For each level you will develop your own numbering/lettering system to keep everything in order. Some companies already have a standard in place that you must use. If that’s not the case, you can assign any sort of logic with your system, but it should remain consistent throughout the entire project. Developing your own standard is beneficial in that it can be used on future projects with similar scope. The team will also have a better understanding of building the WBS, so the cost control person doesn’t have to spend time making a bunch of adjustments
The lowest level compartments of the WBS are called the work packages. You don’t want the work packages to be too detailed, or not detailed enough. In order to do this, it’s important to realize the WBS’ focus is on work deliverables. It should not be broken down into phases, organizations (that is for the OBS), or a general list of tasks. There’s a reason it’s called the work breakdown structure, and not a time breakdown structure.
Depending on the project, the last level (or work package) doesn’t always have to be a specific task. The last levels should all be mutually exclusive from each other, and be detailed enough to be a work package you can schedule, budget, and hand off to the team leader. This is a manageable level that can be assigned to an engineer or project team member who can manage that whole scope, drawings, and specifications. It is important to delegate someone to these work products so that there is better accountability. That person is responsible for creating that specific plan and making sure it is followed through.
Another tip for deconstructing the WBS is to not separate the tasks by discipline until more of the breakdown is established. By focusing first on the discipline, you run the risk of having unexpected omission of scope. This usually happens because you are separating the team into their own separate ‘boxes’. When the discipline leads are only focused on their own work, they miss the opportunity to communicate with the project team on certain tasks and responsibilities that could be shared. If you are separating by discipline you are focusing on how it can be assigned to the OBS, instead of focusing on the scope and breakdown first. It shouldn’t be about the type of work this person can do, but rather what needs to be delivered to satisfy the requirements on a project.
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[@johnboy5736]

Hi Guys. Very good I enjoyed the simplicity of the video. Thanks for your time and efforts. John