Book Description
Work breakdown structures (WBS) are a fundamental building block of practicing project management. This tool helps project managers initiate and implement the planning process in conjunction with the many other essential project management processes, such as estimating, scheduling, and controlling. And yet, despite the benefits derived from an effective WBS, research suggests that project managers often dedicate little effort into developing and maintaining this tool and that some professionals even misunderstand the purpose of a WBS, believing it is only a representation of the project's schedule in an outline form. This paper puts forward an easy-to-understand approach for developing and implementing a WBS. In doing so, it opens by discussing PMI's Practice Standard for Work Breakdown Structures, 2nd Edition (PS-WBS) and then examines the shortcomings of the three WBS types: the process-oriented WBS, the action-oriented WBS, and the deliverable-oriented WBS. It then identifies the factors defining an effective WBS and recognizes the information needed for developing such a WBS as a tool that is managed in accordance with change management processes. The paper concludes by stating that project managers can only develop an effective WBS after they understand the attributes and characteristics comprising an effective WBS.
