What Is a Work Breakdown Structure?

The work breakdown structure (WBS for short) and factorization are a principle, that is, a project is broken down according to certain principles, the project is broken down into tasks, the tasks are broken down into items of work, and then each item of work is assigned to everyone's daily In activities, until the decomposition can not continue. That is: Project Task Work Daily Activities. The work breakdown structure is oriented to deliverables and groups project elements. It summarizes and defines the entire scope of work of the project, and each lower level represents a more detailed definition of project work. WBS is always at the center of the planning process and is also an important basis for developing schedules, resource requirements, cost estimates, risk management plans, and procurement plans.

Work breakdown structure

Work Breakdown Structure (WBS): A grouping of project elements based on deliverables. It summarizes and defines the entire scope of the project. Each step down represents a more detailed definition of project work. Work breakdown structure (WBS) is the most important content in both project management practice and PMP exam. WBS is always at the center of the planning process and is also an important basis for developing schedules, resource requirements, cost estimates, risk management plans, and procurement plans. WBS is also controlling

WBS has four main uses: 1. WBS is a planning and design tool that describes ideas. It helps

WBS lowest level project

For WBS, a WBS dictionary (WBSDictionary) needs to be established to describe each working part. WBS dictionaries usually include work package descriptions, progress dates,

WBS decomposes the "deliverables" of the project from top to bottom into several elements that are easy to manage, so as to structure and define the scope of work of the project. WORK ITEM, WORK PACKAGE

There is no fixed method for formulating WBS, but generally the following principles can be referred to:

Ensure that the responsibility for completing each low-level work package is clearly assigned to a member, a group of members, or an organizational unit, and at the same time consider making it as easy as possible for a work item to be carried by a group of people with the same skills.

According to the 80-hour principle, the time span of the work package should not exceed 2 weeks, otherwise it will bring some difficulties to the project control; meanwhile, the granularity of the control should not be too fine, otherwise the enthusiasm of the project members will often be affected

Each phase of the project life cycle can be used as the first layer, and the deliverables of each phase can be used as the second layer. If the composition of some deliverables is complex, the constituent elements of the deliverables are placed on the third level.

When decomposing, consider that project management itself is also part of the scope of work, and can be treated as a separate item.

Common tasks that exist in various stages can be extracted, such as personnel training as an independent detail

Ensure that progress and cost estimates can be made.