When projects are first evaluated and selected, they
are largely defined by a vision of goals, strategies and deliverables.
But once the go-ahead is given, this vision must be quickly translated
into a series of tangible tasks and activities that can be timely executed
and completed by the project team. This is realized through the project WBS.

Within standardized project management practices, the specification
of project tasks and activities is referred to as a Work Breakdown Structure
(WBS). The WBS is an essential
project planning deliverable, serving
as the very foundation of the project plan. Depending on project needs
and technical capabilities, the WBS can be produced as a simple list,
as a detailed report, or in graphical format, but the goal of any effective
WBS is clear — to translate project goals, deliverables and processes
into a structured picture of tangible work components.

The WBS is a Project Planning Roadmap

A well run project is a work of art, created with a variety of
components, both strategic and tactical.  Tasks and activities
are two of the most important “tactical” components, forming the
basis of the project work effort.  Before the totality of the
work effort can be executed, related tasks and activities must be
arranged into an “actionable, orderly composition”.  That is
the WBS.  The WBS provides a roadmap for the project team, laying out the overall work effort required
in a logical sequence of time and responsibility.  Within any project environment, the WBS serves three
(3) primary goals:

1. It breaks the project “work effort” down into specific, manageable work components.
2. It communicates tasks, schedules and responsibilities in a structured
   format.
3. It provides a baseline for progress measurement and
   change control.

In this capacity, the WBS is a key project “process” deliverable,
used to facilitate project planning and the related
scheduling of all tasks and
activities.  There is no singular approach to WBS
preparation, nor is there one format to follow.  WBS detail and
complexity with vary
based on project needs, available technical tools and the level of
experience with the type of project at hand.  Regardless of
complexity and format, WBS preparation is simplified when a
standardized, structured approach is taken.  To facilitate the
process, it’s best to take a structured “building blocks” approach
(further explained below).

WBS QUICK VIEW….
When is the WBS created?  At the project definition stage.
Who is involved in WBS creation?  Contributing
stakeholders, led by the project manager.
What are the required
inputs?  Project scope, schedule, expected work effort and
resources.
Who must approve the WBS?  The project executive
and decision making stakeholders.
Does the WBS remain static? 
No.  It must be maintained as changes are approved.

Working with WBS “Building Blocks”

The “building blocks” approach to WBS development unfolds in four
(4) key steps as outlined below:

Step 1:  Create your “WBS” building plan (using the
questions listed below).

Step 2:  Select your WBS “building blocks” consisting of the
tasks and activities required to achieve and produce planned project results.

Step 3:  Arrange your building blocks into a structured framework of “project phases”.

Phase structures provide the
means of organizing project work into logical blocks of time and
purpose.  Phases can be sequential or can overlap to allow
certain work to occur concurrently.  For example, work relating
to the identification, analysis and approval of technical
requirements can be organized into a “requirements” phase.  
This requirements phase can occur at the same time as a “planning”
phase, but can also be a “checkpoint”
for a subsequent design phase (where all design work takes place).

Step 4:  Produce the WBS deliverable.

Your WBS building plan should begin as a sketch …. a rough outline
of the work required to complete your project. As you sit down to create
this sketch, you must be prepared to answer the following questions:

• What types of tasks and activities are required to achieve project
  results?
• How much time is required the completion of each task and activity?
• How will this work be structured and sequenced to ensure timely
  completion?
• Who will be responsible for each task and activity?

The WBS goes hand in hand with the project
Business Case and
Statement
of Work, which provide the “vision�?, authority and work effort scope
for any given project.  Careful attention should be paid to ensure
that the task oriented WBS is sufficiently aligned with these vision
and scope oriented deliverables.

Continue for more on this subject in our featured articles
Defining Scope for Action and Approval,
Performing the Project
Stakeholder Analysis

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