Project Management Work Breakdown Structure Part 1

Overview:

Just before we start on the particulars of the work breakdown structure we must invite the question, 'Why do we want to breakdown the work structure to begin with?' In other words, we requirement to grasp the advantages to a project.

Project control:

If we managed a project, from inception to completion, with zero thought of what is going on in between, at that point control is relinquished. In this position, a project will meet with limited success. That's why, dividing the project into small parts will help control. Precisely how you'll break it down is a different matter.

Milestones:

Dividing the project into small sections enables the formation of milestones. They are pivotal points in the project which admit a breathing space. The project team can then assess project deliverables at this point, ascertain any other concerns and take the necessary corrective actions. Typically, project management is achieved by exception, so everything should be fine unless an individual says otherwise. The milestone enables an opportunity to check progress.

Milestones enable acknowledgment of effective progress amongst the project team which helps to boost motivation.

Easier for people to manage:

Smaller work packages make it simpler to manage, ordinarily, because the duration period is a great deal briefer. Whenever this holds, review of resource demands, risks and costs is a lot more precise. Control of expenditure grows easier. Plans concerning the succeeding stage may be considered much more effectively too. This is because future decisions will be based on superior data from the last step.

List of all components:

The work breakdown structure is often just known as the WBS. Really, it is just a listing of all of the parts that require completing before the project is able to complete. That is all it is. Some people will get this confused with the project schedule. However, until the separate components are linked to each other, through timelines and dependencies, you will simply have a listing and no schedule. The list starts via the overall project aim and is gradually divided into smaller and smaller components. Only at that point are activity timeframes and dependencies thought about to create the project schedule.

By department:

It is typically the case, that each department will create their very own work breakdown structure and incorporate task timeframes and dependencies. When it is complete, it is then fitting to consider the result on activities present in additional departments. Once this is complete an initital draft of the overall schedule can be generated.

Work packages and PRINCE2:

PRINCE2 considers each distinct task slightly differently. Each activity will be called a work package and each task will create an outcome with criteria for its success. Until these are fulfilled the work package is never finished. This technique offers Team Managers a series of tolerances to operate by.

Work packages are covered in the component 'Controlling a Stage (CS)' and the sub-process 'Authorising Work Package (CS1)' with respect to PRINCE2 2005 and in the component 'Controlling a Stage' for PRINCE2 2009.


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