The WBS Dictionary defines, details, and clarifies the various elements of the WBS. In addition, the resource breakdown structure (RBS) describes the project’s resource organization and can be used in conjunction with the WBS to define work package assignments. The high-level elements in the WBS should match, word-for-word, the nouns used to describe the outcomes of the project in the scope statement. For example, the WBS utilizes the project charter as its starting point. There are many project management tools and techniques that use the WBS or its components as input (PMI, 2004, pp. Typical examples of the contribution that the WBS makes to other processes are described and elaborated in the Practice Standard for Work Breakdown Structures–Second Edition (PMI, 2006). The WBS is a foundational building block to initiating, planning, executing, and monitoring and controlling processes that are used to manage projects as they are described in the PMBOK® Guide-Third Edition (PMI, 2004). A poorly constructed WBS can result in adverse project outcomes including ongoing, repeated project re-plans and extensions, unclear work assignments, scope creep or unmanageable, frequently changing scope, budget overrun, missed deadlines, and unusable new products or delivered features. Component or full-project failures, when they do occur, can often be traced to a poorly developed or nonexistent WBS. The Importance of the Work Breakdown StructureĮxperienced project managers know that many things can go wrong in projects, regardless of how successfully the work is planned and executed.
The following discussion will examine the current trends and practice regarding work breakdown structures. Specifically, the Planning Process Group begins with three essential steps: scope planning (3.2.2.2), scope definition (3.2.2.3) and work breakdown structure development (3.2.2.4) (PMI, 2004). Moreover, the more clearly the scope of the project is articulated before the actual work begins, the more likely the success of the project: “… the intelligent structure of work breakdowns is a precursor to effective project management” (Homer & Gunn, 1995, p. Project success may be attributed specifically to use of a WBS (Halli, 1993).Īs an essential element of the Planning Process Group outlined in A Guide to the Project Management Body of Knowledge (PMBOK® Guide)-Third Edition (Project Management Institute, 2004), everyday practice is revealing with increasing regularity that creation of a WBS to define the scope of the project will help ensure delivery of the project’s objectives and outcomes. Today, project managers are more frequently finding high value in the creation of work breakdown structures (WBS) as they begin the process of project management.
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