The work breakdown structure (WBS) is often one of the most overlooked artifacts in any project but it's also the most important for project success. The schedule, budget, resource requirements, risks, and communication plan all are derived from the WBS. Many project failures--over-budget, poor quality, incorrect functionality, delayed schedule--can be traced back to a poor WBS. Failure to plan is planning to fail. How does your organization stack up?
The Work Breakdown Structure: Lack Of A Good One Already Sets Your Project Up For Failure
1. The Work Breakdown Structure -
Lack of a Good One Sets Your
Project Up For Failure
Ed Kozak
the trained eye, all too often the finished
The Work Breakdown Structure, or version of a WBS isn’t worth the time,
effort, or cost spent to put it together in
WBS as it’s more commonly referred to,
is one of the most valuable instruments the first place. Many a project manager
that a project team can have, yet who has been given a WBS prepared by
paradoxically, it’s often the most someone else has had no choice but to
overlooked or poorly-constructed draft a new one from the very beginning.
document in a project’s file. The WBS This very simple rule should be followed
is the backbone of any project. It when creating a WBS, if you’re going to
contains information from which many do one (and as a project manager you
important project tools are derived. For always should be the one drafting it)
example, we derive the network diagram make sure it’s complete and properly put
from the WBS and that enables us to together so it doesn’t have to be re-
generate our project schedule. We must drafted from scratch. The four steps in
rely on the WBS when developing our this paper along with some rules of
resource loading and constructing our thumb will help you create the strongest
resource allocation matrix. We use the backbone for your project possible.
WBS when performing a bottom-up
estimation of the project budget and it’s Any WBS should be viewed as a
used as an input for our risk roadmap, a set of directions that a
management plan. Hence, the omission reasonably competent person at your
of a task from our WBS—whether from company could follow to manage the
a complete misstep in identifying a piece lifecycle of the project from its
of the work to be performed or worse, initialization to its completion. It should
and unfortunately more common, be descriptive, not vague; it should list
because one of the authors of the WBS out the steps down to the smallest level
took some short-cuts—can impact for another project manager (who may
schedule, cost, resource planning, and be very competent but not have the same
risk management. Unfortunately, many technical level of expertise as the
people who create work breakdown drafter) to follow. If six steps are
schedules, such as department managers, needed to complete a task then all six
project managers, or the people that they must be listed and not two or three.
delegate this duty to, do far worse than Anyone who assumes that “everyone
make simple mistakes of omission. To knows what steps are required to