Documentos de Académico
Documentos de Profesional
Documentos de Cultura
Practice Standard
for Work
Breakdown Structures
Second Edition
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Contents
List of Figures ..................................................................................................................... vii
Preface t o the Second Edit ion ............................................................................................... ix
Chapter 1Int roduct ion to the Pract ice St andard for Work Breakdown St ructures
Second Edition ....................................................................................................1
1.1 Overview ............................................................................................................1
1.2 Concept .............................................................................................................1
1.3 Objectives ..........................................................................................................2
Chapter 2Defining the WBS ................................................................................................3
2.1 Overview ............................................................................................................3
2.2 Common Usage of Terms ....................................................................................3
2.3 Concept .............................................................................................................5
2.4 The 100% Rule ...................................................................................................8
2.5 WBS for Construction of a Bicycle ........................................................................8
2.6 Representations of the WBS .............................................................................11
2.7 Summary .........................................................................................................11
Chapter 3Importance of t he WBS .....................................................................................13
3.1 Overview ..........................................................................................................13
3.2 Integration with Project Management Processes .................................................14
3.3 Relationship to Other Tools ...............................................................................15
3.4 WBS Integration and Use by Other Standards .....................................................17
3.5 Summary .........................................................................................................18
Chapter 4Defining WBS Quality ........................................................................................19
4.1 Overview ..........................................................................................................19
4.2 WBS Quality Principle 1 .....................................................................................19
4.3 WBS Quality Principle 2 .....................................................................................22
4.4 Annotated Example of a High-Quality WBS ..........................................................22
4.5 Problem Diagnostic Checklist ............................................................................24
4.6 Summary .........................................................................................................25
Chapter 5Considerations While Creat ing a WBS ................................................................27
5.1 Overview ..........................................................................................................27
5.2 Preparing a WBS ..............................................................................................27
5.3 General Factors to Be Considered .....................................................................32
5.4 Essential Judgments .........................................................................................35
5.5 Evaluating WBS Quality .....................................................................................38
5.6 WBS Usage Continuum .....................................................................................39
5.7 WBS for Program and Portfolio Management ......................................................40
5.8 Summary .........................................................................................................40
Appendix AGuidelines for a Project Management Instit ut e Pract ice St andard ....................41
Appendix BEvolut ion of the Project Management Instit ute Pract ice Standard for
Work Breakdown St ruct ures ............................................................................43
Appendix CContributors and Reviewers of t he Pract ice Standard for Work Breakdown
St ruct uresSecond Edition ............................................................................47
Appendix DBicycle Work Breakdown Structure (WBS) Example .........................................51
Appendix EOil, Gas, and Pet rochemical (OGP) Work Breakdown Structure (WBS) Example 65
Appendix FEnvironment al Management Work Breakdown St ruct ure (WBS) Example ..........71
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ix
care to address th ese com m en ts, wh ile en surin g th at m aterial accu rately reflects th e
app lication of stan dard p ractice in th e in dustry. Through ou t th e stan dard, the reader
will fin d a d d ition al gu id an ce rega rd in g th e ch a ra cteristics th at m a ke u p a h igh quality WBS, as well as con siderably m ore discu ssion about th e u se of th e WBS in
real-life practical situ ation s. Addition ally, m an y of th e checklists, sets of question s,
an d section al exam p les have been extracted, reform atted, an d p laced in the ap p en dices as in dividual elem ents that can be used as job aids an d gu ides for develop in g
a WBS.
The Pra ctice Sta n da rd for Work Brea kdown Stru ctu resSecon d Edition p rovides
guidan ce in th e in itial generation , su bsequ en t developm en t, an d ap p lication of th e
WBS. The Pra ctice Sta n da rd for Work Brea kdown Stru ctu resSecon d Edition is n ot,
however, a textbook, an d it does n ot provide sp ecific h ow-to in struction s. The target
audien ce for th is stan dard in clu des p roject m an agers, p roject team m em bers, con tract
person n el, an d oth ers who p articip ate or have an in terest in an y asp ect of th e m an agem en t of projects or program s. In usin g th is practice stan dard, it m u st be recogn ized
that as projects vary, so can th e resu ltin g WBSs. There are, h owever, certain u n iversal
prin ciples that this p ractice stan dard addresses.
The Pra ctice Sta n da rd for Work Brea kdown Stru ctu resSecon d Edition is con sisten t
with the PMBOK Gu ideTh ird Edition . Th e Pra ctice Sta n da rd for Work Brea kdown
Stru ctu resSecon d Edition also in cludes in form ation derived from accepted project
m an agem en t in du stry sou rces. The Project Man agem en t In stitutes stan dards p rogram
will p eriodically u p date the Pra ctice Sta n da rd for Work Brea kdown Stru ctu res as p art
of the p lan n ed evolution of its stan dards. Your com m en ts are in vited.
The Pra ctice Sta n da rd for Work Brea kdown Stru cturesSecon d Edition is organ ized
as follows:
Ch ap ter 1
In troduction to
th e Work Breakdown Stru cture
Ch ap ter 2
Ch ap ter 3
Im p ortan ce of th e
WBS
Ch ap ter 4
Ch ap ter 5
Con siderations
while Creatin g a
WBS
App en dices
AD
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Ap p en dices
EP
Notes
Glossary
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Chapter 1
1.2 Concept
Th e WBS is u sed in projects as follows:
To defin e th e p rojects scop e of work in term s of deliverables an d to further decom p ose th ese d eliverab les in to co m p on en ts. Dep en d in g u p on th e d ecom p o sition
m ethod used, th e WBS can also defin e th e p rojects life cycle as well as th e deliverables ap propriate to the project, program , or portfolio. Th is project scop e decom p osition balan ces m an agem en ts n eed for con trol with rep resen tation of an app rop riate
level of detail in the WBS.
To provide th e p roject m an agem en t team with a fram ework on wh ich to base
project status an d progress reports.
To facilit a t e co m m u n ica t io n b e t we en t h e p ro je ct m a n a ge r a n d st a ke h o ld e rs
th rough ou t the life of the p roject. Th e WBS can be u sed to com m un icate in form ation
regardin g th e p roject scope. In com bin ation with addition al data, the WBS is the
fram ework for com m u n icatin g in form ation th at in clu des, bu t is n ot lim ited to,
schedule, risk, p erform an ce, dep en den cies, an d bu dget.
As a key in p ut to other project m an agem en t p rocesses and deliverables.
Th e WBS articu lates th e p roject scop e. It is con sidered as critical in p ut to oth er
project m an agem en t p rocesses an d deliverables su ch as activity defin ition s, p roject
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sch edu le n etwork diagram s, project an d program sch edules, p erform an ce rep orts, risk
an alysis an d respon se, control tools, or project organization . Moreover, although the
WBS is a key in p ut to th ese p roject m an agem en t p rocesses an d deliverables, the WBS
is n ot a substitute for an y of these on its own .
For the p urp oses of th is Pra ctice Sta n da rd for Work Brea kdown Stru ctu resSecon d
Edition , a project can be defin ed as focused in tern ally, extern ally, or both . Addition ally,
deliverables for th ese p rojects can take th e form of products, services, achievem en t
of sp ecific objectives, or attain m en t of goals.
In tern ally focused p rojects can produce deliverables as in p u ts to oth er project
phases, other in dividu als, or oth er organ ization s within the organ ization sponsorin g
the p roject. Extern ally focu sed projects typ ically p rodu ce deliverables for p eop le or
organ ization s ou tside th e organ ization , such as custom ers or p roject sp on sors. Man y
projects p roduce both in tern ally an d extern ally focu sed deliverables. Regardless of th e
focu s of th e p roject, a WBS sh ou ld be prep ared in all cases.
Developin g a WBS is an essen tial step durin g the in itial project p hases; as soon as
the basic scop e has been iden tified, the in itial WBS can be created with lim ited scope
in form ation . As addition al scope in form ation is develop ed or m ade available by m ore
com p lete an alysis of th e project work to be p erform ed, th e WBS can be u pdated
through th e form al chan ge con trol processes. This up datin g process is kn own as
p rogressive elaboration .
This practice stan dard provides in sigh t in to th e WBS, its develop m en t an d its ap plication . It is exp ected that use of the p rin ciples foun d in th is stan dard will en able the
user to p rep are a valuable, h igh -qu ality WBS an d p ut it to work in the course of
m an agin g a project, program , or p ortfolio.
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Chapter 2
Defining t he WBS
2.1 Overview
A p roject is m ade m ore m an ageable by breakin g it down in to in dividu al com pon en ts
th at togeth er are kn own as a Work Breakdown Structure or WBS. Su ch a structu re
defin es u n iqu e work elem en ts th at can be arran ged an d com pleted in the order defin ed
by th e network diagram : sequen tially, in p arallel, or in th e specific order n ecessary to
accom plish p roject outcom es. It facilitates oth er project m anagem en t processes su ch
as estim atin g, schedu lin g, resource allocation , risk an alysis, an d m easurem en t an d
con trol of th e p roject. Th e WBS represen ts a clear description of th e p rojects deliverables and scope th e wh at of th e p roject. It is n ot a descrip tion of a p rocess or
sch edule that defin es how or when the deliverables will be produced, bu t rather is
sp ecifically lim ited to describin g an d detailin g th e p rojects ou tcom e or scop e. As
stated in the PMBOK Gu ideThird Edition , Th e WBS organ izes an d defin es the
total scop e of the p roject. Th e WBS subdivides th e p roject work in to sm aller, m ore
m an ageable pieces of work, with each descen din g level of th e WBS represen tin g an
in creasin gly detailed defin ition of the project work. Th e plan n ed work con tain ed in
th e lowest level WBS com pon en ts, wh ich are called work packages, can be schedu led,
cost estim ated, m on itored, an d con trolled.
Th is chapter will p rovide m ore in form ation regardin g WBS term s, con cep ts, the
100% Rule, an d an exam p le of a good WBS in action . Th e rem ain in g section s of th is
ch ap ter in clude:
2.2 Com m on Usage of Term s
2.3 Con cep t
2.4 Th e 100% Ru le
2.5 WBS for Con stru ction of a Bicycle
2.6 Rep resen tation s of th e WBS
2.7 Su m m ary
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detailed defin ition of th e project work. . . . The followin g term s h elp clarify this diction ary defin ition :
Work. Sustain ed ph ysical or m en tal effort, exertion , or exercise of skill to overcom e
obstacles an d ach ieve an objective. Com m on ly u sed to refer to a specific activity,
du ty, fu n ction , or assign m en t often bein g a p art or ph ase of som e larger u n dertakin g;
som ethin g p rodu ced or accom plish ed by effort, exertion , or exercise of skill. In th is
con text, work refers to work products or deliverables th at are the resu lt of effort
an d n ot to the effort itself.
Breakdown . Division in to p arts or categories; separation in to sim pler substan ces;
decom p osition .
Stru ctu re. Som eth in g arran ged in a defin ite pattern of organ ization .
These diction ary defin ition s im ply th at a WBS h as the followin g characteristics:
Su pp orts th e defin ition of all work requ ired to ach ieve an objective, tan gible result.
Is con stru cted to illu strate an d defin e the hierarchy of deliverables. This hierarch y
is organ ized in to paren t-ch ild relation sh ips.
Has an objective or tan gible result th at is referred to as a deliverable. In a sen se,
th e WBS can be thought of as a deliverable breakdown structure.
Addition ally, as n oted above, th e WBS is a deliverable-orien ted h ierarch ical decom position of th e work to be execu ted by the p roject team . It can thu s be defin ed in th e
followin g term s:
Deliverable. An y un iqu e an d verifiable p rodu ct, result, or cap ability to perform a
service th at m u st be p rodu ced to com p lete a process, p hase, or p roject. Often used
m ore n arrowly in referen ce to an extern al deliverable, which is a deliverable that
is su bject to ap proval by the project sp on sor or custom er.
Orien ted . Align ed or p osition ed with resp ect to a poin t or fram e of referen ce; focu sed
toward th e con cern s an d in terests of a sp ecific group .
Hierarch ical. Classified accordin g to variou s criteria in to successive levels or layers.
Decom position . A p lan n ing tech n ique th at subdivides th e p roject scop e an d project
deliverables in to sm aller, m ore m an ageable com p on en ts, u n til th e p roject work
associated with accom plish in g th e p roject scop e an d p rovidin g the deliverables
is defin ed in sufficien t detail to su pp ort executing, m on itorin g, an d con trollin g
th e work.
These defin ition s work togeth er to defin e th e overall role of the WBS, that is, to
provide a foun dation for the develop m en t of p roject sch edules, com m u n ication s, risk
m an agem en t p lan s, as well as oth er key p roject elem en ts.
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2.3 Concept
2.3.1 Overview
Th e WBS assists p roject leaders, participan ts, an d stakeh olders in the developm en t of
a clear vision of the en d p rodu cts or outcom es p roduced by the p roject. To be m ore
precise, th e WBS p rovides a clear vision of the work of th e project. The WBS divides
th e project scope in to hierarch ical, m an ageable, defin able packages of work that balan ce the con trol n eeds of m an agem en t with an app rop riate an d effective level of
detailed project data. Th e WBS provides th e fram ework for all deliverables across th e
project life cycle. Th e various levels of the WBS also p rovide su pp ort for focu sin g
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com m un ication with stakeh olders an d aid in clearly iden tifyin g accoun tability to a
level of detail n ecessary for effectively m an agin g an d con trollin g th e p roject.
The up per levels of th e WBS typically reflect the m ajor deliverable work areas of
the project or m ajor p hases in th e p rojects life cycle. Th ese levels also p rovide logical
su m m a ry p o in ts fo r a ssessin g team an d in d ivid u a l p erfo rm an ce, com m u n icatin g
accom plish m en ts, an d m easurin g cost an d schedule perform an ce with respect to
in dividu al deliverables as well as th e overall p roject.
The con ten t of th e u pp er levels can vary, depen din g up on the type of p roject an d
the in dustry in volved. To avoid con fusion an d rework, it is often pru den t to defin e
the levels of th e WBS p rior to its con struction . The lower WBS elem en ts p rovide
app rop riate focu s for p roject m an agem en t p rocesses su ch as scop e an d schedule
develop m en t, cost estim atin g an d resou rce allocation , an d risk assessm en t.
When ever work is logically stru ctu red, easily iden tifiable, an d clearly within th e
cap abilities of in dividu als, p roject stakeh olders can con fiden tly exp ect that objectives
associated with th e work can an d will be achieved. The u se of a WBS h elps en su re
that th e p roject m eets th ese criteria.
2.3.2 Deliverables
The un derlyin g con cep t of a delivera ble is the core of a WBS. The PMBOK Guide
Third Edition defin es a deliverable as:
An y u n iqu e an d verifiable p roduct, resu lt, or capability to perform a service that
m ust be p rodu ced to com p lete a process, p hase, or p roject. Often u sed m ore
n arrowly in referen ce to an extern al deliverable, which is a deliverable th at is
subject to ap proval by the p roject sp on sor or cu stom er.
The WBS provides the foun dation for in tegratin g the work p ackage an d in term ediate
deliverables with all oth er aspects of p roject in itiation , p lan n in g, execution , m on itorin g
an d con trollin g, an d closin g.
A deliverable-orien ted WBS p rovides m an y ben efits to th e p roject, in cludin g th e
followin g:
Better com m un ication to project spon sors, stakeholders, an d team m em bers
More accurate estim ation of tasks, risks, tim elin es, an d costs
In creased con fiden ce that 100% of the work is iden tified an d in cluded
A foun dation for the con trol p rocesses within the p roject.
The deliverable con cept an d deliverable orien tation of th e WBS are in tegral to
un derstan din g the p rop er defin ition an d u se of the WBS an d th e ben efits it p rovides
within th e larger con text of all p roject m an agem en t processes.
2.3.3 Design
A well-design ed WBS that p resen ts in form ation at the app rop riate level of detail an d
in form ats an d structu res m ean in gful to th ose perform in g th e work is an in valu able
tool in p roject m an agem en t. It provides a graph ical rep resen tation or textu al outlin e
of th e p roject scop e. Here are som e roles the WBS p lays in su pp ortin g clarity for
project defin ition :
Decom p oses (or disassem bles) th e overall project scope in to deliverables an d sup p orts the defin ition of the work effort required for effective m an agem en t
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Clearly an d com preh en sively defin es the scop e of th e p roject in term s of deliverables
th at the project participan ts an d stakeh olders can u n derstan d
Sup ports docum en tation of the accoun tability an d respon sibility for th e variou s
deliverables by havin g a direct relation ship am on g the WBS elem en ts related to th e
Organ ization al Breakdown Structure (OBS) iden tified throu gh the Resp on sibility
Assign m en t Matrix (RAM)
Provides a structure for organ izin g in form ation regardin g the p rojects p rogress,
periodic statu s, an d p rojected perform an ce for which a p roject m an ager is resp on sible
Sup ports trackin g of risks to assist the project m an ager in iden tifyin g an d im p lem en tin g resp on ses n ecessary to achieve desired ou tcom es.
2.3.4 Management
Th e WBS su pp orts effective p roject m an agem en t in several ways durin g th e life of a
project by:
Sep aratin g p roject deliverables in to com p on en t p arts to en sure th e p roject p lan
m atches th e app roved p roject scope an d will fulfill th e overall objectives of th e
project
Sup portin g th e decom position of project scop e in to sim pler com p on en ts, providin g
on e of the p rim ary m ethods for m an agin g com p lex p rojects
Providin g a fram ework for sp ecifyin g p erform an ce objectives
Providin g th e basis for in tegratin g an d assessin g schedule an d cost p erform an ce
Sup portin g th e p lan n in g an d assign m en t of resp on sibilities
Assistin g in determ in in g resou rce requirem en ts such as techn ical skills, exp erien ce
an d kn owledge
Facilitatin g the rep ortin g an d analysis of p roject p rogress an d status data, in cludin g
resource allocation s, cost estim ates, expen ditu res, an d p erform an ce.
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Figure 2-1 is a sam p le WBS design ed to captu re the scope of work requ ired to
con struct a cu stom bicycle. To keep the graph ic sim p le, this p articular WBS does n ot
differentiate am on g th e m an y types of bicycles that can be built from sim ilar WBS
con structs, for exam p le, a road bicycle, m ou n tain bicycle, racin g bicycle, or an y oth er
bicycle, bu t assu m es that detailed requirem en ts for a sp ecific typ e of bicycle would
be p rovided as furth er decom p osition s of th e illu strated WBS elem en ts.
Th is p articu lar exam p le was selected for its sim p licity to en able th e reader to focu s
on th e WBS itself, rather than th e m u ltitude of altern atives, op tion s, an d com p on en ts
required to defin e a com plex, u n iqu e, an d perh ap s esoteric product. The bicycle is a
fam iliar an d com m on p rodu ct, an exam p le th at easily suggests the processes required
to p rodu ce the en d result.
This illustration shows how concepts and guidance described in later chapters work
together to produce a com pleted bicycle that m eets the quality, tim eliness, features, and
functionality requirem ents of the project sponsor, which in this case is the purchaser.
Specifically, th is WBS illustrates the various levels of a WBS, the n u m berin g schem e,
n am in g con ven tion , relation sh ip of paren t an d child WBS elem en ts, an d the represen tation of each of these ch aracteristics an d p rin cip les workin g together to form a
com plete WBS. Th is illustration represen ts on e exam ple of the possible decom position
of th e testin g elem en ts. It is n ot in ten ded to be com preh ensive or defin itive.
Th e bicycle WBS h elps to com m u n icate an d rein force som e of th e con cep ts p resen ted. Th e an n otated illu stration (Figu re 2-2) im m ediately followin g sh ows th at all
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WBS elem en ts are n ot decom p osed to th e sam e extent. For exam ple, th is hypothetical
bicycle WBS does n ot decom pose each Level 2 WBS com p on en t further in to subelem en ts. While it can be h elpfu l to decom p ose th e en tire WBS to th e sam e level for
som e p rojects, th ere are no h ard an d fast ru les dictatin g th at each WBS elem en t is
decom p osed to the sam e level. Decom position is a use-related characteristic th at is
defin ed by th e con text of th e p roject the WBS is develop ed to su pp ort. Th is con cept
is p resen ted in detail in Chap ter 4, Section 4.2.
Addition ally, this exam ple com m un icates WBS concep ts th at reflect ap p lication in
a broad array of in du stries. The con stru ction of th e WBS can rem ain the sam e, such
as the relation ship of th e WBS elem en ts, th e decom p osition level, an d th e relation sh ip
to other WBS elem en ts. The con ten t can be m odified to reflect the ap plication of the
con cep t in altern ate term s for oth er in dustries, projects, or program s. This is illustrated
in the decom posed elem en ts th at are iden tified below the Level 2 WBS elem en t for
In tegra tion (1.6). In Figu re 2-2, elem en ts 1.6.4.11.6.4.3 are called Com pon ent Test,
Produ ct Test an d Cu stom er Test, resp ectively. In the n ext exam p le, Figu re 2-3, these
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2.7 Summary
In su m m ary, th e WBS:
Defin es th e h ierarchy of deliverables
Sup ports th e defin ition of all work requ ired to achieve an en d objective or deliverable(s)
Provides a grap hical represen tation or textu al ou tlin e of the p roject scop e
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Provides th e fram ework for all deliverables across th e p roject life cycle
Provides a vehicle for in tegratin g an d assessin g sch edule an d cost perform an ce
Facilitates assign m en t of resources
Facilitates th e rep ortin g an d an alysis of progress an d status data
Provides a fram ework for sp ecifyin g perform an ce objectives.
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Chapter 3
Importance of t he WBS
3.1 Overview
A WBS can n ot alon e en su re p roject su ccess, but con sider that the WBS does the
followin g:
Defin es all th e work of th e project, an d on ly the work of th e project, th ereby clarifyin g
th e project scope
Reflects the in p ut from all team m em bers to en su re bu y-in
Provides the baselin e for su bsequ en t ch an ge con trol
Is a prim ary in pu t to other project m an agem en t processesfor exam ple, resou rce
plan n in g, cost estim atin g, sch edu le developm en t, an d risk iden tification
Provides the fram ework for p roject con trol, p erform an ce m on itorin g, an d the fou n dation for com m un ication with all stakeholders
En sures the work of th e p roject correlates ap p ropriately with th e Resp on sibility
Assign m en t Matrix (RAM) an d th e Organ ization al Breakdown Stru cture (OBS)
Is referen ced in other PMI stan dards, for exam p le, the PMBOK Gu ideTh ird
Edition an d Pra ctice Sta n da rd for Ea rn ed Va lu e Ma n a gem en t (EVM), as an essen tial
plan n in g deliverable su pp orting key project m an agem en t fu n ction s.
Experien ced p roject m an agers kn ow th at th ere are m an y thin gs th at can go wron g
in p rojects regardless of h ow su ccessful the p roject m an agers are in th e p lan n in g an d
execution of their work. Project failu res, however, can often be traced back to a p oorly
developed or n on existen t WBS.
A poorly con structed WBS can resu lt, am on g other th in gs, in th e followin g p roject
stum blin g blocks an d adverse project ou tcom es:
In com p lete p roject defin ition leadin g to on goin g p roject exten sion s
Un clear work assign m en ts, goals, objectives, or deliverables
Scope creep or u n m an ageable, frequ en tly ch an gin g scope
Bu dget overru n
Missed deadlin es on sch eduled deliverables, or tim elin e slip p age
Un usable n ew product or feature
Failure to deliver on som e elem en ts of project scop e.
Th e rem ain der of this chapter high lights in m ore detail the im p ortan t role th e WBS
plays in p roject an d p rogram m anagem en t p lan n in g:
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3.2
3.3
3.4
3.5
Process Group
Initiating
Planning
Executing
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Th e OBS can be a u seful tool for p roject m an agers in that it clearly dem on strates
the hierarchy of p eop le or group s, whereas th e WBS is strictly organ ized by
deliverables.
.6 WBS Diction ary:
Th e WBS diction ary is a key docum en t th at accom p an ies th e WBS an d carries
critical p roject in form ation . Th e WBS diction ary defin es, details, an d clarifies
the variou s elem en ts of th e WBS to en sure that each com p on en t of th e WBS is
accurately articu lated an d can be com m un icated to an yon e referen cin g the
WBS. The develop m en t of the WBS diction ary often un covers am bigu ity or other
errors in the WBS itself, an d results in revision s to the WBS. Th e WBS diction ary
con tain s in form ation a b ou t e ach elem en t o f th e WBS, in clu d in g a d eta iled
descrip tion of th e work, deliverables, activities, an d m ileston es associated with
each elem en t. Th e WBS diction ary m igh t also in clu de an in dication of the type
an d n um ber of resou rces required an d con tract con trol in form ation , such as
a ch arge n um ber or other sim ilar data. Often , a WBS diction ary will include
traceability m atrices lin kin g the WBS to other scop e con trol docu m en ts su ch
as statem en ts of work or requirem en ts docum en ts.
.7 Project Sch edu le Network Diagram :
Th e n etwork diagram is a sequen tial arran gem en t of th e work defin ed by th e
WBS, an d is essen tial to un coverin g p roject dep en den cies an d risks. The activities
within the WBS work packages are arran ged to sh ow p receden ce an d order.
Develop in g the n etwork diagram often un covers p roblem s in the WBS, such as
in com p lete decom position , the assign m en t of too m uch work in an elem en t,
or th e assign m en t of m ore th an on e person for an in dividual WBS elem ent, thu s
resultin g in n eeded revision s.
.8 Project Sch edu le:
Th e various elem en ts of th e WBS are used as startin g poin ts for defin ing th e
a ctivitie s in clu d e d in t h e p ro je ct sch e d u le . Im p lie d d e p e n d e n c ie s ca n b e
recorded in the WBS Diction ary, an d th e activities as described in the WBS
Diction ary are then in clu ded as detail in the schedu le.
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Th e activity list, WBS, an d WBS diction ary can be developed eith er sequen tially
or con curren tly, with th e WBS an d WBS diction ary bein g the basis for developm en t of the fin al activity list. Each work p ackage within the WBS is decom posed
in to the sch edu le activities required to produce th e work package deliverables.
Th is activity defin ition is often perform ed by the p roject team m em bers resp on sible for the work package.
Section 6.2 of th e PMBOK Gu ide (Activity Sequ en cin g) furth er states:
Activity sequ en cin g in volves iden tifyin g an d docu m en tin g the logical preceden ce relation ship s am on g schedu le activities. Schedu le activities can be logically sequen ced with proper preceden ce relation sh ips, as well as leads an d lags
to sup p ort later develop m en t of a realistic an d ach ievable sch edule.
Th is discussion briefly describes h ow m an y p roject m an agem en t tools are in terrelated, all based u p on th e fou n dation of th e WBS. The Work Breakdown Structu re plays
a p ivotal role in p roject an d p rogram m an agem en t in each of th e p rocess grou ps:
In itiating, Plan n in g, Execu tin g, Mon itorin g & Con trollin g an d Closin g for which it
en su res a con sisten t defin ition of th e scop e of the work to be un dertaken .
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predictable an d well un derstood, su ch stan dards can build u p on or leverage th e Pra ctice Sta n da rd for Work Brea kdown Stru ctu resSecon d Edition .
Other stan dards in corp orate the WBS (as defin ed by this practice stan dard) as th e
preferred tool to develop the scop e defin ition for their role. For exam ple, th e PMBOK
Gu ideThird Edition uses the Pra ctice Sta n da rd for Work Brea kdown Stru ctures
Secon d Edition to develop th e project scope, an d OPM3 iden tifies the WBS as a tool
that can be used to develop a p rogram WBS. These stan dards recogn ize the Pra ctice
Sta n d a rd for Work Brea kd own Stru ctu resSeco n d Ed itio n a s rep resen tin g go o d
practice.
The WBS is develop ed to defin e carefully what is in the p roject scope and, by
im p lication , what is ou t of scop e. Th e Pra ctice Sta n da rd for Sch edu lin g (cu rren tly in
developm en t) is based, in p art, on an assum p tion that a h igh-quality WBS h as been
develop ed u sin g good p ractice, correctly defin in g project scop e. When th e project
sch edu le is develop ed, each h igh-level (sum m ary) task m u st corresp on d to a WBS
elem en t. If an activity or task does n ot h ave a relation sh ip to a work p ackage within
the WBS, th en either th e WBS does n ot fully en com pass th e p roject scope, or th e
activity or task is u n n ecessary.
EVM is a m an agem en t m eth odology for in tegratin g scop e, schedu le, an d resources,
an d for objectively m easurin g project p erform an ce an d p rogress. Th e data used in
EVM are dep en den t u pon WBS elem en ts h avin g been developed u sin g good p ractice.
If WBS elem en ts are n ot well defin ed, are too large in scope, are too len gthy in duration ,
or are in som e other m an ner n ot ap propriately decom p osed or developed, it will be
difficu lt to m easure th e p rojects earn ed valu e. The Pra ctice Sta n da rd for Ea rn ed Va lu e
Ma n a gem en t relies u p on a h igh -qu ality WBS as a key in pu t.
The PMBOK Gu ideThird Edition , PMIs p roject m an agem en t stan dard, discu sses
project m an agem en t practice as a wh ole. A core elem en t of project m an agem en t is
scop e m an agem en t, an d the PMBOK Gu ide discu sses the ben efits of usin g the WBS
as a tech n iqu e to m an age an d con trol a projects scop e.
The Sta n da rd for Progra m Ma n a gem en t describes how collection s of related projects
are best m an aged. This stan dard assum es that the WBS for each relevan t project is
develop ed accordin g to good p ractice an d accurately describes th e scop e for the
project.
The Sta n da rd for Portfolio Ma n a gem en t describes how collection s of p rojects or
program s are best m an aged. Th is stan dard assu m es th at th e WBS for each relevan t
project/ p rogram is developed accordin g to good p ractice an d accurately describes th e
scop e for th e p roject.
PMIs OPM3 is an exam p le of a m atu rity m odel th at can be used to m easu re an d
detail an organ ization s m atu rity level, as well as provide a clear path to high er levels
of m atu rity. The WBS is im p ortan t to OPM3 , sin ce OPM3 relies on the ben efits of
processes aim ed at scope m an agem en t. Th is stan dard relies on the developm en t of
a quality WBS as a foun dation for effective project m an agem en t.
3.5 Summary
The WBS is an im portan t tool used in th e p lan n in g an d execution of a su ccessfu l
project. Man y p roject cost, schedule, an d quality failures can be traced directly to
flaws in th e developm en t of the p rojects WBS. It is less likely th at a p roject will be
su ccessful without the existen ce of a qu ality WBS. In con trast, develop in g an d app lyin g
a h igh quality WBS will significan tly in crease the likelih ood of su ccessfu l p roject com pletion . Ch ap ter 4 will provide in sigh t in to th e ch aracteristics an d com p on en ts th at
m ake u p a h igh-quality WBS.
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Chapter 4
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With resp ect to core characteristics, a WBS either has th em or it does n ot, an d, as
su ch, th ese characteristics rep resen t the m in im u m set of sp ecific attributes a WBS
m u st con tain . When evalu atin g or developin g a WBS, the absen ce or presen ce of th ese
core characteristics will dictate wh ether or n ot it is a quality WBS. A WBS with the
followin g core qu ality ch aracteristics can be said to have core quality:
Is a deliverable-orien ted group in g of p roject elem en ts
Defin es the scop e of th e p roject
Clarifies th e work an d com m un icates p roject scope to all stakeholders
Con tain s 100% of th e work defin ed by th e scope
Cap tu res in tern al, extern al, an d in terim deliverables in term s of work to be com p leted, in cludin g project m an agem en t
Is con stru cted so that each level of decom p osition con tain s 100% of the work in
th e p aren t level
Con tain s work p ackages th at clearly sup port th e iden tification of the tasks th at
m ust be p erform ed in order to deliver th e work package
Provides a grap h ical, textual, or tabu lar breakdown of th e p roject scop e
Con tain s elem en ts th at are defin ed u sin g n ou n s an d adjectivesn ot verbs
Arran ges all m ajor an d m in or deliverables in a h ierarchical structu re
Em p loys a codin g sch em e for each elem en t that clearly iden tifies its hierarch ical
n ature wh en viewed in an y form at such as a ch art or ou tlin e
Has at least two levels with at least on e level of decom p osition
Is created by th ose who will be perform in g the work
Is con stru cted with tech n ical in p ut from kn owledgeable subject m atter exp erts
(SMEs) an d oth er p roject stakeh olders, su ch as finan cial an d bu sin ess m an agers
Iteratively evolves alon g with the p rogressive elaboration of project scop e, u p to
th e p oin t the scop e h as been baselin ed
Is u pdated in accordan ce with project ch an ge con trol, thereby allowin g for contin u al
im p rovem en t, after the project scop e h as been baselin ed.
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Th e WBS can serve as th e m echan ism for docum en tin g the accou n tability an d
respon sibility for th e variou s deliverables by h avin g a direct relation ship am on g
th e WBS elem en ts related to the Organ ization al Breakdown Structu re (OBS) iden tified through the Resp on sibility Assign m en t Matrix (RAM).
WBS elem en ts clearly iden tify accoun tability to th e level of detail requ ired for
m an agin g an d con trollin g the p roject.
Has a su ccin ct, clear, an d logically organ ized structu re to m eet p roject m an agem en t an d oversigh t requ irem en ts. Th e logic of the h ierarchical decom p osition of
a project can vary in resp on se to a variety of project an d organ ization al factors.
Th e WBS decom p osition level balan ces the project defin ition with data collectin g
an d reportin g requirem en ts.
WBS elem en ts a re com p a tib le with releva n t orga n izat io n a l a n d a cco u n tin g
stru ctu res.
4.4.1 Level 1
This level com prises th e full scope of work n ecessary to produce th e bicycle. It in clu des
all direct an d in direct work. Level 1 is th e overall p roduct, always a sin gle WBS elem en t.
In th is exam p le, th e top level is represen ted by both a n am e an d a WBS iden tifier to
differen tiate it from oth er WBSs in a program or p ortfolio of wh ich it is a m em ber.
This m ay n ot always be the case. If th e p roject stan ds alon e, th e top level or Level 1
iden tifier m ay n ot be requ ired. Wh en th e top level identifier is n ot in clu ded, n u m berin g
for the rem ain in g WBS levels will also chan ge accordin gly.
4.4.2 Level 2
This is th e first level of decom p osition . This level is the h igh -level breakdown of the
m ajor areas in the scope of work. It h olds th e basic com p on en ts of the produ ct, alon g
with in tegration an d p roject m an agem en t. Th e fra m e set is basically the parts you sit
on , steer with, an d to wh ich you attach wh eels an d oth er p arts. Th e cra n k set in cludes
the p edals, bearin gs, cran k arm s, an d sp rocket. The bra kin g system in clu des th e brake
pads an d related m ech an ism s for the wheels, cables, an d levers. The sh iftin g system
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4.4.3 Level 3
Th is level decom p oses each m ajor area from Level 2 in to its con stituen t parts. It is
im portan t to n ote th at the 100% Rule is always adh ered to in the develop m en t of a
WBS. Th is level would ten d to start targetin g sp ecific, tangible deliverables of th e
project effort. Here, in tegra tion is decom posed in to in terim deliverables based on th e
project life cycle chosen for this p roject. This level is n u m bered as #.#.#for exam p le,
rear wheel is 1.3.2.
4.4.4 Level 4
In the sam e m an n er, each exclusive area in Level 3 would be decom p osed furth er, if
ap plicable. Again , the com p lexity of the work will drive the depth an d n um ber of
levels of the WBS decom position . Note th at testin g is furth er decom p osed in to th ree
elem en ts: com pon en t test is pre-assem bly testin g; produ ct test is quality con trol an d
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pre-cu stom er test; an d cu stom er test is custom er delivery, fin al adju stm en ts, and custom er acceptan ce. Th is level is n um bered as #.#.#.#for exam p le, Product Test is
1.6.4.2.
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4.6 Summary
Th ere are several ch aracteristics th at n eed to be presen t to p roduce a qu ality WBS
deliverable. For a WBS to be con sidered as h igh qu ality, it should con form to its
origin al requ irem en ts an d be fit for use by the p roject. More sim ply stated, it sh ou ld
satisfy the p urp ose for which it was origin ally in ten ded.
In sum m ary, a high-quality WBS:
Is con stru cted in a con sisten t fash ion , varyin g on ly in its level of focus based up on
its in ten ded use
Satisfies th e n eeds of th e p roject
Con tain s all of th e key elem en ts n ecessary to rep resen t the fu ll scope of work
Is u sable by p roject m an agers with a broad base of exp erien ce to m an age th e varyin g
degrees of scope, budget, schedu le, an d risk
Avoids th e com m on p itfalls associated with WBS con struction .
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Chapter 5
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of the project. All n on -requ ired work an d deliverables sh ou ld be listed an d rem oved
so th e WBS represen ts on ly the projects scop e. The end result is a WBS that rep resen ts
the com plete list of deliverables for the p roject. A n um ber of authors h ave provided
useful guidan ce on p reparin g a WBS (Haugan , 2002; Pritch ard, 1998; Uyttewaal, 2005).
The WBS can assist the project m an ager an d stakeholders in com m u n icatin g a clear
vision of the en d p rodu ct(s) of the p roject, an d of th e overall p rocess by wh ich those
produ cts will be created. It h elps com m un icate th e work to be accom p lished as well
as th e in terim an d en d-p oin t deliverables to be com p leted. With this in m ind, th e
followin g list of qu estion s sh ould stim ulate thou gh t when develop in g a WBS to m an age
a p roject:
Is th e p roject charter defin ed an d issu ed?
Is th e p roject scop e statem en t defin ed an d issued?
Have th e project m an ager an d th e team form u lated a vision of th e fin al p rodu ct(s),
services, or results?
Have person n el who will do the work been assign ed to develop th e WBS?
What are the p rojects com p on en t parts?
How do th e pieces work togeth er?
What n eeds to be don e?
Have th e p rojects in tended bu sin ess objectives been defin ed? Wh at is required to
ach ieve th e bu sin ess valu e?
Has the en tire p roject been th ou ght th rou gh ? Have the high-level deliverables been
p rogressively decom p osed?
Have all deliverables, both in terim an d fin al, been iden tified? Wh at is to be p rovided?
What is requ ired?
Has the relation ship of each com p on en t to th e en d p rodu ct been defin ed? How
will this com p on en t con tribu te to the fin ish ed deliverables?
Has the process for p rodu ction of the deliverables been defin ed? Wh at m eth ods
will be em p loyed? What sp ecial p rocesses will be n eeded? What are the qu ality
requirem en ts? Wh at kin ds of in sp ection s n eed to be don e?
Have the activities th at are n eeded to sup port th e deliverables been iden tified,
in clu din g those th at directly or in directly facilitate their creation ?
H as tech n ica l in p u t fro m kn o wled gea b le Su b ject Ma t te r Exp erts (SMEs) b e en
obtain ed, an d is th at techn ical in p ut com m u n icated to an d validated by other key
SMEs assign ed to th e p roject?
Does the p roject require an y extern al sou rces to con tribute to the p roject an d h ave
th ey been iden tified?
Has all work associated with risk m an agem en t been iden tified? Have risks associated
with p roject assu m p tions been iden tified?
These though ts an d qu estion s are in ten ded to h elp th e p roject m an ager develop a
clear statem en t of wh at the p rodu ct(s) of th e p roject are. Th ey sh ou ld be iteratively
reviewed u n til all question s h ave been com p letely addressed an d all in form ation is
kn own to th e exten t p ossible. On ce com p leted, all of the work p ackages (i.e., the
lowest-level WBS elem en ts) sh ou ld together com prise th e com plete list of deliverables
for the p roject. Th ey depict the p rojects scop e.
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bottom -u p developm en t strategies. WBS tem plates, as well as corp orate guidelin es or
stan dards can be referen ced or cop ied for quick-startin g WBS develop m en t.
Th ere are m an y ben efits to u sing tools to develop a WBS. For exam p le, tools often
prom ote con sisten cy an d rep eatability in th e developm en t of a WBS, especially if it
is an enterprise produ ctivity tool. WBS tools can also prom ote an d en force the prin ciples of the organ ization s WBS guidelin es or stan dards, an d can sign ifican tly redu ce
th e develop m en t effort, sim plify th e WBS p rocess, an d even p rom ote reuse of WBS
elem en ts.
Som e of th e m ore popu lar m ethods em p loyed to create a WBS in clu de a top -down
ap proach, a bottom -u p ap p roach , the use of organ ization -specific WBS guidelin es or
stan dards, an d th e u se of WBS tem p lates. The ch oice of ap prop riate m ethod sh ou ld
be based on the sp ecific p roject objectives, requ irem en ts, assu m p tion s, an d con stra in ts. Tab le 5-1 h igh ligh t s som e a d va n ta ges a n d ch a lle n ges o f th e a fo re m e n tion ed m eth ods.
WBS Creat ion
Met hod
Advant ages
Challenges
Top-Down
Bottom-Up
WBS Standards
WBS Templates
.1 Top -Down
The followin g step s describe th e gen eral top -down process for develop in g a WBS:
Step 1. Iden tify th e fin al products of the p roject wh at m u st be delivered
to achieve p roject success. A th orough review of h igh-level p roject scop e
d o cu m en ts (su ch as St atem en t o f Work a n d Te ch n ica l Req u irem en t s) is
re co m m en d e d to e n su re co n sist en cy b e twe e n th e WBS a n d th e p ro je ct
requ irem en ts.
Step 2. Defin e th e projects m ajor deliverables, wh ich are often in terim deliverables n ecessary for the project, bu t wh ich in th em selves do n ot satisfy a
bu sin ess n eed (su ch as a design sp ecification ).
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Section 5.2 sh ou ld again be iteratively reviewed for th ese two m ethods. The use
of stan dards an d tem p lates in th e creation of WBSs help s p rom ote qu ality
assu ran ce through the app lication of successfully ap plied WBS good p ractices.
The use of WBS stan dards an d WBS tem plates differs from top -down an d
bottom -up m eth odology in th at top-down an d bottom -up are m ethods of creatin g n ew WBSs, while stan dards an d tem plates in volve th e reu se of existin g
WBS m aterials.
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A codin g sch em e is used for WBS elem en ts th at clearly represen ts the h ierarchical
structu re wh en viewed in text form at.
All legs of the WBS n eed n ot be to th e sam e depth . Som e areas of th e WBS will
n eed to show m ore detail than oth ers.
Th ere is n o n eed to h ave all work p ackages at the sam e level.
Th e WBS develop m en t process shou ld:
Be iterative
Be reviewed an d revised as th e rest of the project plan n in g p rocess progresses
Provide a veh icle for flexibility, p articu larly wh en th e scope of the project effort
m ight chan ge.
A well-m an aged p roject, however, will in corporate a rigorous chan ge con trol process
to docum en t an d m an age scop e chan ges. Wh en work scope ch an ges do take place,
th e WBS m ust be up dated. An y chan ge in the WBS requ ires an associated chan ge in
related p roject m an agem en t tools, such as th e WBS Diction ary, n etwork diagram ,
an d schedu le.
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Sh ort-duration projects can len d them selves to decom position to a high degree
(exten sive level) of detail at th e ou tset, wh ile projects of lon ger du ration an d high er
com p lexity can preclude decom p osition of all deliverables un til m ore is kn own about
the p roject. Again , this m ean s that on an y given project, som e portion s of the WBS
can h ave differen t levels of decom p osition . This is esp ecially true when doin g rollin g
wave p lan n in g, wh ere the plan is detailed on ly for the im m ediately up com in g work,
an d work far in the future is defin ed at a h igh level un til later in th e p roject life cycle.
When proceedin g to su ccessive levels of in creasing detail, the 100% rule m ust still
app ly. Th is ru le states th at th e ch ildren n odes of a paren tal n ode m ust m ake u p 100%
of the work of th at p aren tal n ode. Addition ally, n ot all legs of the WBS m ust be
sym m etrical in term s of th e n um ber of levels develop ed. Th ere is n o n eed to decom pose
all legs of th e WBS if the need is on ly p resen t in on e area.
Sh ou ld th e WBS be decom p osed fu rth er? Th e followin g question s p rovide gu idan ce
for determ in in g the n eed for fu rth er decom position of the WBS. If the an swer to an y
of these qu estion s is yes, then fu rther decom position sh ou ld be con sidered. The greater
the n u m ber of p ositive answers, the stron ger th e ju stification for fu rth er division of
som e or all of the WBS.
.1 Scop e an d Work Package Detail
Are clear, objective criteria m issin g for m easu rin g th e p rogress for th e WBS
elem en t?
Does the WBS elem en t con tain m ore th an on e deliverable?
Do p rerequisites differ am on g in tern al deliverables with in the WBS elem en t?
Can a p ortion of the work to be p erform ed with in th e WBS elem en t be scheduled as a u n it?
Are th ere a ccep tan ce criteria a p p lica b le b efo re co m p letion of th e en tire
WBS elem en t?
Is th e WBS elem en t clearly an d com pletely un derstood to th e satisfaction
of th e project m an ager, p roject team m em bers, an d oth er stakeh olders
in cludin g th e custom er?
Are th ere relation sh ips between in tern al WBS elem en t deliverables an d other
extern al WBS elem en ts?
Is th ere a stakeholder in terested in an alyzin g statu s an d p erform an ce of on ly
a p ortion of the work covered by the WBS elem en t?
Can progress of the work be assessed as n eeded?
.2 Resou rces an d Risks
Can the work elem en t be assign ed to a sin gle accou n table in dividu al? While
th ere m igh t be a variety of resou rces assign ed to a given WBS elem en t, th ere
sh ou ld u ltim a tely b e on ly o n e in d ivid u a l accou n ta b le for d elivery o f th e
work p ackage.
Are there sp ecific risks that requ ire focu sed atten tion to a p ortion of th e
WBS elem en t?
Can action able risks be iden tified for each WBS elem en t?
.3 Costs an d Tim in g
Are th ere sign ifican t tim e gaps in th e execution of th e work p rocesses intern al
to th e WBS elem en t?
Is there a n eed to im prove th e accu racy of th e cost an d duration estim ates
of th e WBS elem en t?
Is th ere a n eed to sep arately defin e th e cost of work processes or deliverables
in tern al to the WBS elem en t?
Is there a n eed to precisely kn ow an d report the tim in g of deliverables intern al
to th e WBS elem en t?
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5.8 Summary
This ch ap ter has shown that th ere are m an y ways in wh ich a WBS can be created. It
can be developed as an en tirely n ew docu m en t, can reuse com pon en ts from existin g
WBSs, can be based on a tem plate, or can follow p redefin ed WBS stan dards. Regardless
of th e m ethod used to con struct it, th e WBS evolves through an iterative con sideration
of the projects scop e, in clu din g th e p rojects pu rpose an d objectives (both busin ess
an d tech n ical), fu n ction al an d perform an ce design criteria, tech n ical p erform an ce
requ irem en ts, an d oth er techn ical attributes.
This ch ap ter h as presen ted several gu idelin es an d ch ecklists to assist in the p reparation of a WBS. All other Project Man agem en t Kn owledge Areas (su ch as Project Tim e
Man agem en t, Project Cost Man agem en t, an d Project Qu ality Man agem en t) are highly
dep en den t u pon the resultin g WBS. In th e en d, a h igh -qu ality WBS p rovides a stron g
fou n dation up on which to build a su ccessfu l p roject.
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Appendix A
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Each p ractice stan dard project will assess th e n eed to align with or referen ce oth er
p ractice stan dards.
Each p ractice stan dard will be con sisten t with th e PMBOK Gu ideTh ird Edition .
Ea ch p ractice stan d a rd is in ten d ed to b e m ore p rescrip tive t h a n t h e PMBOK
Gu ideTh ird Edition .
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Appendix B
Evolution of t he Project
Management Inst itute Practice
St andard for Work Breakdown
St ructures
B.1 Init ial Development: 19992001
Du rin g the develop m en t an d subsequen t p ublication by th e Project Man agem en t
In stitute (PMI ) of A Gu ide to the Project Ma n a gem en t Body of Kn owledge (PMBOK
Gu ide), it was recogn ized that p roject m an agem en t practitioners an d oth er stakeh olders would be aided by m ore in -dep th treatm en t of th e listed in pu ts, tools an d tech n iqu es, an d outp uts. Con sequen tly, in early 1998, PMI asked for volu n teers to develop
th e first su ch practice stan dard, specifically on the Work Breakdown Stru ctu re (WBS).
A volu nteer team was assem bled an d durin g the year worked throu gh a n u m ber of
drafts an d revision cycles.
In early 1999, PMI Project Man agem en t Stan dards Program Team reviewed the
draft and recom m en ded the com pletion of th e Pra ctice Sta n da rd. In late sp rin g 1999,
Kim Colen so was ap p roved as th e n ew project m an ager for th e Pra ctice Sta n da rd. He
was tasked to form a n ew team to m ake m in or m odification s to th e curren t draft, an d
add exam ple WBSs. The p lan was to p ublish the Pra ctice Sta n da rd for Work Brea kdown
Stru ctu res in an Exp osure Draft to th e PMI m em bership an d other affected parties by
th e sum m er of 2000, an d a fin al docum en t would be pu blish ed as a PMI Stan dard
in 2001.
A team was assem bled du rin g the su m m er an d fall of 1999 th rough solicitation of
participation from the PMI Sp ecific In terest Group s an d other volu n teer sou rces.
Du rin g th is p eriod, a con troversy develop ed within the p roject team as to wh ether or
n ot an activity was or sh ou ld be part of th e WBS. Through fu rth er discu ssion am on g
th e p roject team an d am on g th e PMI Project Man agem en t Stan dards Program Mem ber
Advisory Group , th e issue was resolved, an d an article describin g th e ou tcom e was
pu blished in the PM Network in Ap ril 2000 (see Referen ces).
Th e p roject team im p lem en ted a form al ch an ge-con trol p rocedure to gu ide an d
con trol th e evolution of th e practice stan dard. This p rocedure requ ired all p rop osed
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chan ges to be docu m en ted an d app roved by the project team . As a resu lt of th is
process, the followin g events occu rred:
The team judged th e stru cture of th e sp ecific workin g draft su pp lied by the PMI
Pro je ct Ma n a gem en t St a n d a rd s Pro gram Te am to b e u n sa tisfa cto ry. With th e
app roval of th e PMI Project Man agem en t Stan dards Program Team , that draft
was replaced with the earlier Novem ber 1998 draft, to which all fu rth er chan ges
were ap p lied.
Ove r fo rty fo rm a l ch a n ge re q u ests were su b m itted an d a p p ro ved b y t h e tea m
between October 1999 an d Ap ril 2000. An other six were disap p roved, as the argum en ts were deem ed u np ersu asive.
Twelve WBS exam p les were ap proved an d in corporated as Ap p en dices D throu gh
N of this p ractice stan dard.
The revised draft was su bm itted to th e PMI Project Man agem en t Stan dards Program
Team in May 2000 for consideration as th e exposure draft to be circu lated am on g
PMI m em bersh ip an d other affected p arties. Followin g ap proval by the PMI Project
Man agem en t Stan dards Program Team , th e p roposed exposu re draft was subm itted
for form al review to six other kn owledge exp erts. The team evaluated the com m en ts
from th ese six reviewers and the PMI Project Man agem en t Stan dards Program Team .
A fin al draft was th en subm itted to th e PMI Project Man agem en t Stan dards Program
Team an d ap proved for the exp osu re draft.
The exp osu re draft was su bm itted for p ublic review on 29 Sep tem ber 2000, with
an exposu re closure on 30 Novem ber 2000. Du rin g th is period, 488 com m en ts were
received. All com m en ts that th e p roject team accepted for the curren t version h ave
been in corp orated.
When we look at th e PMBOK Gu ideTh ird Edition , it is a rem arkable ach ievem en t.
It h as gon e through an evolu tion ary process for fou rteen years. Each edition h as
im p roved u pon th e p revious version . After several edition s, th e resu lt is an extrem ely
refin ed an d p owerful docum en t. Th e sam e will be tru e for th e Pra ctice Sta n dard for
Work Brea kdown Stru ctu res. It h as gon e th rough its in itial develop m en t. Now it is
ready to begin its jou rn ey through th e refin em en t p rocess.
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Provide n ew m aterial with in the p ractice stan dard to clearly explain differen ces
between p oorly an d well-con structed work breakdown structures
En sure the ap p en dices reflect the gu idan ce provided in th e p ractice stan dard an d
provide a greater n um ber of varied exam p les
Provide a breakdown (WBS exam p le) of th e project m an agem en t work defin ed by
th e PMBOK Gu ideThird Edition
Add tem plates (WBS exam p les) that can be extracted an d m odified by p ractition ers
who p u rch ase the practice standard
Provide a detailed p ersp ective of the historic evolu tion of th e con cep ts relatin g to
work breakdown structu res
Syn chron ize th e WBS p ractice stan dard with th e latest release of the PMBOK
Gu ideTh ird Edition
Lim it th e con ten t to WBS-related top ics on ly, rem ovin g con ten t related to schedulin g, Earn ed Value Man agem ent an d other n on -WBS item s.
With these item s as an outlin e for th e desired ou tcom e an d the an alysis described
above as the startin g p oin t, th e u pdate team began fram in g the secon d edition of the
practice stan dard. By u sin g an iterative developm en t p rocess, in tern al team com m en t
review cycles, as well as SME (Subject Matter Exp ert) reviews an d in terviews, the team
developed th e latest up dates to the p ractice stan dard con ten t. Th e team addition ally
worked closely with PMIs stan dards organ ization to design th e app rop riate con text
for p u blication of th e n ew stan dard reflectin g latest tech n ology an d the n eeds of the
project m an agem en t com m un ity at large.
As a result, th e up dated stan dard, Pra ctice Sta n da rd for Work Brea kdown Stru ctu resSecon d Edition , n ow con tain s th e followin g ch an ges an d im provem en ts:
Material in each of th e origin al ch ap ters h as been rewritten for clarity
A n ew chapter on WBS Qu ality was added
Th e origin al ap pen dices were revised to reflect cu rren t p ractice an d qu ality attribu tes
Ap p en dices have been added to illum in ate various m ethods for rep resen tin g th e
WBS
A CD-ROM is in cluded with th e p ractice stan dard an d will con tain th e body of th e
practice stan dard, the ap p en dices, an d th e white p ap er
All of the exam ples fou n d in the app en dices will be extractable from the CD-Rom
as tem p lates for use in WBS developm en t
Most im p ortan tly, th e u pdate team worked to en sure synchron ization am on g the
latest release of th e Practice Stan dard for Work Breakdown Structu res, the PMBOK
Gu ideTh ird Edition , th e curren t Earn ed Valu e Man agem ent Practice Stan dard, an d
th e latest release of PMIs Lexicon for Project Man agem en t, while at the sam e tim e
partn erin g with th e Practice Stan dard for Sch edu lin g Team an d an ticip atin g the release
of a n ew Practice Stan dard for Sch edulin g.
To supp ort th e n eeds of project m an agers in todays environ m en t, th is u p dated
practice stan dard provides th e reader with n ew guidan ce regardin g WBS con struction
an d qu ality attribu tes. Beyon d this, th e u pdate to th e p ractice stan dard will be pu blished as a h ardcop y docu m en t an d will in clu de a CD-ROM to p rovide th e reader
with the ability to scan an d search the en tire docu m en t for sp ecific words or con ten t.
Th e CD-ROM will also carry cop ies of each of th e app en dices fou n d in the practice
stan dard. Th e electron ic version s of the app en dices will be presen ted as tem p lates
th at can be, extracted, cop ied an d m odified by p roject m an agers for use in th eir own
projects an d p rogram s.
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We believe the latest release of th e Pra ctice Sta n da rd for Work Brea kdown Stru ctu res
reflects the ou tstan din g ach ievem en t of th e team that created the first edition an d
con tin ues the tradition of exten din g an d en h an cin g th e docu m en t wh ile setting the
stage for th e con tin ued evolu tion of th e practice stan dard.
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Appendix C
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in g, Qu ality, Com m u n ication s an d Research sub-team s. Th e u p date projects sign ifican t con tributors offered depth of kn owledge an d insight as Subject Matter Experts
(SME) in th eir fields of practice. In addition to the m em bers of the Project Core Team ,
the followin g in dividu als provided sign ifican t su p port, in p ut or con cepts:
Thom as L. Barn ett, PMP
An drea Macias
Tom Malicki
Lin da H. Nelm s, PMP
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Michael Morton
Pia Nielsen Wagn er
David Oleski
Ram esh Palan iyan di, Msc, ISP
Kath ryn H. Perito, MBA, PMP
Elen a Pop ova
Deep esh Rastogi
Jen n ifer Read, PMP
Jam es Clayton Redm on d
Don ald G. Ritch ie, MBA, PMP
Vin ay R. Shah, PMP, P.En g.
Tim othy Sheridan , PMP
Patricia Sm ith
Joh n E. Spaeth, PMP
Elfreda Strydom
Nagla Tom a
Margaret Tu m m in ia
Eduardo Newton O. Viera
Kevin R. Wegryn , PMP, CPM
Mari William s
Doug Win ters, PMP, SSBB
Kashif Zu bair
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Appendix D
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Level
WBS
Code
Element Name
Bicycle WBS
1.1
Frame Set
1.1.1
Frame
1.1.2
Handlebar
1.1.3
Fork
1.1.4
Seat
1.2
Crank Set
1.3
Wheels
1.3.1
Front Wheel
1.3.2
Rear Wheel
1.4
Braking System
1.5
Shifting System
1.6
Integration
1.6.1
Concept
1.6.2
Design
1.6.3
Assembly
1.6.4
Testing
1.6.4.1
Component Test
1.6.4.2
Product Test
1.6.4.3
Customer Test
1.7
Project Management
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situ ation s where it m ay be difficu lt to u se a m ore graph ical form at, such as text
docu m en t with lim ited form attin g capability.
Level 1
Level 2
Level 3
Level 4
1 Bicycle WBS
1.1 Frame Set
1.1.1
1.1.2
1.1.3
1.1.4
Frame
Handlebar
Fork
Seat
Concept
Design
Assembly
Testing
1.6.4.1 Component Test
1.6.4.1 Product Test
1.6.4.1 Customer Test
1.1.3 Fork
1.1.4 Seat
1.6.3 Assembly
1.6.4 Testing
--------------------------------------------------1.6.4.1 Component Test
1.6.4.2 Product Test
1.6.4.3 Customer Test
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An in creasin gly p opu lar form at is the Cen tra lized Tree Stru ctu re. Th is typ e of form at
is p roduced by software that is used for facilitatin g developm en t of th e WBS through
real tim e grou p in teraction s. Below are two exam p les of the cen tralized tree structure WBS.
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Level
WBS
Code
Element
Name
Definition
Cost
Control
Number
Responsible
Organization
1.1
Frame Set
1.1.1
Frame
1.1.2
Handlebar
1.1.3
Fork
1.1.4
Seat
1.2
Crank Set
1.3
Wheels
1.3.1
Front Wheel
1.3.2
Rear Wheel
1.4
Braking
System
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Level
WBS
Code
Element
Name
Definit ion
Cost
Cont rol
Number
Responsible
Organizat ion
1.5
Shifting
System
1.6
Integration
1.6.1
Concept
Customer
1.6.2
Design
Engineering Dept.
1.6.3
Assembly
Manufacturing Shop
1.6.4
Testing
Quality Control
Organization
1.6.4.1
Component
Test
Quality Control
Organization
1.6.4.2
Product Test
Quality Control
Organization
1.6.4.3
Customer
Test
Customer
1.7
Project
Management
Project Management
Organization
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I.F.1
I.F.2
I.F.3
I.F.4
Con cept
Design
Assem bly
Testin g
I.F.4.1 Com pon en t Test
I.F.4.2 Produ ct Test
I.F.4.3 Cu stom er Test
I.G Project Ma n a gem en t
Th e WBS exam p les in this ap p en dix are illu strative on ly an d are in ten ded to p rovide gu idan ce to the
read er. No claim of com p leten ess is m ade. All exam p les reflect th e qu ality p rin ciples exp ressed in th is
Practice Stan d ard. As exp ressed in the PMBOK Gu ideTh ird Edition the p roject m an agem en t team is
resp on sible for d eterm in in g wh at is ap p ropriate for an y given p roject (Project Man agem en t In stitute 2004).
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1.2.4.3.6.1
1.2.4.3.6.2
1.2.4.3.6.3
1.2.4.3.6.4
1.2.4.3.6.5
1.2.4.3.6.6
1.2.4.4
1.2.4.5
1.2.4.6
1.2.4.7
Area Classification s
Electrical Sym bol Legen d
Electrical On e-Lin e Drawin gs
Sch em atics/ Schedule/ Plan s
Bu ildin gs an d Equip m en t Layou ts
Electrical Arrangem en t an d Cable Tray
Rou tin g
1.2.4.3.6.7 Electrical In stallation Details
1.2.4.3.6.8 Oth er AFC Drawin gs
1.2.4.3.7 Data Books, Equ ipm en t Man uals, En gin eerin g an d
Design Rep ort
In stru m en t En gin eerin g & Draftin g
1.2.4.4.1 Instru m en t En gin eerin g & Design
1.2.4.4.2 Fire & Safety En gin eerin g & Design
1.2.4.4.3 Relief System s Sizin g Calculation s
1.2.4.4.4 Instru m en t Sp ecification , Data Sheets, an d Requ est
for Quotation s
1.2.4.4.5 Instru m en t In dex
1.2.4.4.6 Ven dor Data Reviews
Weigh t, Material Takeoffs, Bill of Materials
AFC Drawin gs for:
1.2.4.6.1 SAFE Ch arts/ PSFDs
1.2.4.6.2 Con trol Pan els
1.2.4.6.3 PLC System
1.2.4.6.4 Tubin g Tray Routin g
1.2.4.6.5 Loop Diagram s
1.2.4.6.6 Instru m en t In stallation Details
1.2.4.6.7 Fire an d Safety
1.2.4.6.8 Pressu re Relief System s
1.2.4.6.9 Oth er AFC Drawin gs
Da t a Bo o ks, Eq u ip m e n t Ma n u a ls, En gin e erin g a n d Design
Rep orts
1.3 Procurem en t
1.3.1 Gen eral
1.3.1.1 Procurem en t Procedures
1.3.1.2 Exp editin g an d In spection Procedures
1.3.2 Jacket
1.3.2.1 Own er Fu rnish ed Equ ipm en t (OFE)
1.3.2.2 Con tractor Furn ished Reim bu rsable Equip m en t (CFRE)
1.3.2.3 All Other Con tractor Sup p lied Equip m en t
1.3.2.4 Bu lk MaterialsCon tractor Su pp lied
1.3.2.4.1 Stru ctu ral
1.3.2.4.2 An odes
1.3.3 Pilin g
1.3.3.1 Bu lk MaterialsCon tractor Su pp lied
1.3.3.1.1 Stru ctu ral
1.3.4 Top sides
1.3.4.1 Own er Fu rnish ed Equ ipm en t (OFE)
1.3.4.1.1 Rotatin g Equip m en t
1.3.4.1.2 Pressu re Vessels
1.3.4.1.3 Electrical Gen eration
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Th is WBS exam p le is illu strative on ly an d is in ten ded to p rovide gu idan ce to th e reader. No claim of
com p leten ess is m ad e for an y sp ecific p roject, th e exam p le m ay be com p lete or in com p lete. All exam p les
reflect the qu ality p rin cip les expressed in th is Practice Stan dard. As exp ressed in th e PMBOK Gu ide
Th ird Edition th e p roject m an agem en t team is resp on sible for determ in in g wh at is ap p rop riate for an y
given p roject (Project Man agem en t In stitu te 2004).
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WBS Code
WBS Element
1.1
1.1.1
Phase 1 Charter
1.1.2
1.1.3
Research
1.1.3.1
1.1.3.1.1
Document Search
1.1.3.1.2
1.1.3.1.3
Benchmarking
1.1.3.1.4
1.1.3.2
1.1.3.2.1
Interviews
1.1.3.2.2
Surveys
1.1.3.2.3
Statistical Analysis
1.1.3.2.4
1.1.4
1.1.4.1
1.1.4.2
Gap Analysis
1.1.4.3
1.1.4.3.1
Brainstorming
1.1.4.3.2
Statistical Analysis
1.1.4.3.3
1.1.5
1.1.5.1
1.1.5.1.1
Draft Charter
1.1.5.1.2
Estimated Cost
1.1.5.2
1.1.5.2.1
1.1.5.2.2
1.1.5.3
1.1.5.3.1
1.1.5.3.2
1.2
Recommendation 2
Draft Charter
Estimated Cost
Recommendation 3
Draft Charter
Estimated Cost
Phase 2: Implementation of Approved Recommendation
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organ ization as p art of a collaborative p rogram , the project m an ager m ight organ ize
the WBS to sh ow the deliverables for each organ ization in separate bran ch es.
The Level 2 WBS elem en ts are n ot all decom p osed to the sam e level of detail. In
part this reflects th e n eed to provide m ore detail for som e but n ot others. In practice,
the level of detail wou ld also reflect the am oun t of in form ation available for certain
deliverables. Thu s, the sp ecific clin ical trials to be con du cted in Ph ase 3 are n ot usually
kn own u n til after Phase 2 has been com p leted. Thus, early in develop m en t, these
m ight be described with a sin gle h igh -level WBS elem en t called Ph ase 3 Clin ical Trial
Program , while th e Ph ase 1 trials would be described in m uch m ore detail. It is
recom m en ded that th e p roject m an ager develop the WBS to a level of detail that is
app rop riate to en able m an agem en t of th e specific project.
1 WBS for New Com p ou nd Develop m en t Project
1.1 Project In itiation
1.1.1 Decision to Develop Bu sin ess Case
1.1.2 Bu sin ess Case
1.1.3 Project In itiation Decision
1.2 Marketin g/ Sales Sup port
1.2.1 Market Research Program
1.2.2 Bran din g Program
1.2.3 Pricin g Program
1.2.4 Sales Develop m en t Program
1.2.5 Oth er Marketin g/ Sales Su pp ort
1.3 Regulatory Sup p ort
1.3.1 IND Su bm ission
1.3.1.1 Pre-IND Meetin g
1.3.1.2 IND Prep aration
1.3.1.2.1 Preclin ical Package
1.3.1.2.2 Clin ical Package
1.3.1.2.3 Clin ical Pharm acology Package
1.3.1.2.4 CM&C Package
1.3.1.3 IND Subm ission
1.3.2 En d of Ph ase 2 Meetin g
1.3.2.1 Pre-Meetin g Package
1.3.2.2 En d of Ph ase 2 Meetin g
1.3.3 BLA/ NDA Subm ission
1.3.3.1 Pre-BLA/ NDA Meetin g
1.3.3.2 BLA/ NDA Prep aration
1.3.3.2.1 Preclin ical Package
1.3.3.2.2 Clin ical Package
1.3.3.2.3 Clin ical Pharm acology Package
1.3.3.2.4 CM&C Package
1.3.3.3 BLA/ NDA Su bm ission
1.3.3.4 Advisory Com m ittee Meetin g
1.3.3.5 FDA review su pp ort
1.3.3.6 Pre-Ap proval In spection
1.3.3.7 Ap proval
1.3.4 Post-ap proval Regu latory Su pp ort Program
1.3.4.1 An nual Reports
1.3.4.2 Adverse Even t Rep ortin g
1.3.4.3 Post-m arket Com m itm en t Adm in istration
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Th is WBS exam p le is illu strative on ly an d is in ten ded to p rovide gu idan ce to th e reader. No claim of
com p leten ess is m ad e for an y sp ecific p roject, th e exam p le m ay be com p lete or in com p lete. All exam p les
reflect the qu ality p rin cip les expressed in th is Practice Stan dard. As exp ressed in th e PMBOK Gu ide
Th ird Edition th e p roject m an agem en t team is resp on sible for determ in in g wh at is ap p rop riate for an y
given p roject (Project Man agem en t In stitu te 2004).
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Appendix I
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Th is WBS exam ple is illu strative on ly an d is in ten ded to p rovid e gu idan ce to th e rea der. No claim of
com p leten ess is m ade for an y sp ecific p roject, th e exam p le m ay b e com p lete or in com p lete. All exam p les
reflect the quality p rin cip les expressed in th is Practice Stan d ard. As expressed in th e PMBOK Gu ide
Th ird Edition the p roject m an agem en t team is resp on sib le for determ in in g wh at is app rop riate for an y
given p roject (Project Man agem en t In stitu te 2004).
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1.3.2
1.3.3
1.3.4
1.3.5
1.4
1.5
1.6
1.7
Note: PMI Project Man agem en t Stan dards Op en Workin g Session volu n teers at
PMIs 99 Sem in ars & Sym posiu m origin ally created this WBS exam p le. It h as been
su bsequ en tly been up dated as part of the develop m en t of th is release of th e Practice Stan dard.
Th is WBS exam p le is illu strative on ly an d is in ten ded to p rovide gu idan ce to th e reader. No claim of
com p leten ess is m ad e for an y sp ecific p roject, th e exam p le m ay be com p lete or in com p lete. All exam p les
reflect the qu ality p rin cip les expressed in th is Practice Stan dard. As exp ressed in th e PMBOK Gu ide
Th ird Edition th e p roject m an agem en t team is resp on sible for determ in in g wh at is ap p rop riate for an y
given p roject (Project Man agem en t In stitu te 2004).
86
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Appendix K
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88
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Note: PMI Project Man agem en t Stan dards Op en Workin g Session volu n teers at
PMIs 99 Sem in ars & Sym posiu m origin ally created this WBS exam p le. It h as been
su bsequ en tly been up dated as part of the develop m en t of th is release of th e Practice Stan dard.
Th is WBS exam p le is illu strative on ly an d is in ten ded to p rovide gu id an ce to th e reader. No claim of
com p leten ess is m ade for an y sp ecific p roject, th e exa m ple m ay be com p lete or in com p lete. All exa m p les
reflect th e qu ality p rin cip les expressed in th is Practice Stan dard. As exp ressed in the PMBOK Gu ide
Th ird Edition th e p roject m an agem en t team is resp on sible for determ in in g wh at is ap p rop riate for an y
given p roject (Project Man agem en t In stitute 2004).
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Appendix L
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1.5
1.6
1.7
1.8
The in form ation sh own in th e above ou tlin e form at can be disp layed in m an y
oth er views. For exam p le, a top -down tree structu re is frequen tly used. This view is
dep icted below.
92
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Note: PMI Project Man agem en t Stan dards Open Working Session volun teers at
PMIs 99 Sem in ars & Sym p osiu m origin ally created th is WBS exam p le. It has been
subsequen tly been up dated as p art of th e develop m en t of th is release of th e Practice Stan dard.
Th is WBS exam ple is illu strative on ly an d is in ten ded to p rovid e gu idan ce to th e rea der. No claim of
com p leten ess is m ade for an y sp ecific p roject, th e exam p le m ay b e com p lete or in com p lete. All exam p les
reflect the quality p rin cip les expressed in th is Practice Stan d ard. As expressed in th e PMBOK Gu ide
Th ird Edition the p roject m an agem en t team is resp on sib le for determ in in g wh at is app rop riate for an y
given p roject (Project Man agem en t In stitu te 2004).
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Appendix M
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1.3
1.4
1.5
1.6
1.7
Main Tu rn Aroun d
Com m ission in g
Post-Turn Arou n d
En gin eerin g
Project Man agem en t
Th is WBS exam p le is illu strative on ly an d is in ten ded to p rovide gu idan ce to th e reader. No claim of
com p leten ess is m ad e for an y sp ecific p roject, th e exam p le m ay be com p lete or in com p lete. All exam p les
reflect the qu ality p rin cip les expressed in th is Practice Stan dard. As exp ressed in th e PMBOK Gu ide
Th ird Edition th e p roject m an agem en t team is resp on sible for determ in in g wh at is ap p rop riate for an y
given p roject (Project Man agem en t In stitu te 2004).
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Appendix N
Government Design-Bid-Build
WBS Example
Government Design-Bid-Build Project WBS
Th is is an exam p le of a WBS for a Govern m en t Design -Bid-Build Con struction p roject,
dep icted from th e govern m en ts poin t of view.
Th is is a very h igh level WBS and wou ld be decom posed to a greater level of detail
in sp ecific cases. Becau se th is is a Design -Bid-Build Project, each ph ase is treated
alm ost as a sep arate p roject because each m ay be p lan n ed and executed by a differen t
organ ization . For this reason it m akes sen se to in clu de certain service deliverable WBS
elem en ts sep arately with in each ph ase, e.g., Project Man agem en t. Th ese are m odu lar
WBS Elem en ts.
1 WBS for Govern m en t-sp on sored Design -Bid-Bu ild Project
1.1 Ph ase 1: Prosp ectu s
1.1.1 Project Man agem ent Plan s for Phase 1
1.1.1.1 Scope Man agem en t Plan
1.1.1.2 Cost an d Sch edu le Man agem en t Plan
1.1.1.3 Quality Man agem en t Plan
1.1.1.4 Hu m an Resou rces Man agem en t Plan
1.1.1.5 Com m un ication Man agem en t Plan
1.1.1.6 Risk Man agem en t Plan
1.1.1.7 Procurem en t Man agem en t Plan
1.1.2 Description of Cu stom er Needs
1.1.3 Prelim in ary Plan s of Altern atives
1.1.4 Estim ates for Alternatives
1.1.5 Cost/ Ben efit An alysis
1.1.6 Rep ort
1.2 Ph ase 2: Selected Altern ative (m ay be com bin ed with Phase 1, depen din g on
the requirem en ts set by the legislative bran ch )
1.2.1 Project Man agem ent Plan s for Phase 2 (seven p lan s, as for Ph ase 1)
1.2.2 En viron m en tal Studies
1.2.2.1 Biological
1.2.2.2 Arch aeological
1.2.2.3 Air Quality
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1.2.3
1.2.4
1.2.5
1.2.6
1.3 Phase
1.3.1
1.3.2
1.3.3
1.3.4
1.3.5
1.3.6
1.3.7
1.3.8
1.4 Phase
1.4.1
1.4.2
1.4.3
1.4.4
1.4.5
1.4.6
1.5 Phase
1.5.1
1.5.2
1.5.3
1.5.4
1.5.5
Th is WBS exam p le is illu strative on ly an d is in ten ded to p rovide gu idan ce to th e reader. No claim of
com p leten ess is m ad e for an y sp ecific p roject, th e exam p le m ay be com p lete or in com p lete. All exam p les
reflect the qu ality p rin cip les expressed in th is Practice Stan dard. As exp ressed in th e PMBOK Gu ide
Th ird Edition th e p roject m an agem en t team is resp on sible for determ in in g wh at is ap p rop riate for an y
given p roject (Project Man agem en t In stitu te 2004).
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Appendix O
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1.5 Test
1.5.1 System Test Plan
1.5.2 System Test Cases
1.5.3 System Test Resu lts
1.5.4 Accep tan ce Test Plan
1.5.5 Accep tan ce Test Cases
1.5.6 Accep tan ce Test Resu lts
1.5.7 Ap p roved User Docu m en tation
1.6 Go Live
1.7 Su pp ort
1.7.1 Train in g
1.7.2 En d User Sup port
1.7.3 Produ ct Su pport
Th is WBS exam p le is illu strative on ly an d is in ten ded to p rovide gu idan ce to th e reader. No claim of
com p leten ess is m ad e for an y sp ecific p roject, th e exam p le m ay be com p lete or in com p lete. All exam p les
reflect the qu ality p rin cip les expressed in th is Practice Stan dard. As exp ressed in th e PMBOK Gu ide
Th ird Edition th e p roject m an agem en t team is resp on sible for determ in in g wh at is ap p rop riate for an y
given p roject (Project Man agem en t In stitu te 2004).
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Appendix P
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101
Th is WBS exam p le is illu strative on ly an d is in ten ded to p rovide gu idan ce to th e reader. No claim of
com p leten ess is m ad e for an y sp ecific p roject, th e exam p le m ay be com p lete or in com p lete. All exam p les
reflect the qu ality p rin cip les expressed in th is Practice Stan dard. As exp ressed in th e PMBOK Gu ide
Th ird Edition th e p roject m an agem en t team is resp on sible for determ in in g wh at is ap p rop riate for an y
given p roject (Project Man agem en t In stitu te 2004).
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Glossary
Man y of th e words defin ed here have broader, an d in som e cases, differen t diction ary
defin ition s.
Th e defin ition s use the following con ven tion s:
Term s used as p art of th e defin ition s an d th at are defin ed in the glossary are sh own
in italics.
Wh en th e sam e glossary term ap p ears m ore th an on ce in a given defin ition , on ly
the first occurren ce is italicized.
In so m e ca ses, a sin gle glossa ry te rm co n sists o f m u lt ip le wo rd s (e .g., risk
resp on se p lan n in g).
Wh en syn on ym s are in cluded, n o defin ition is given an d the reader is directed to
th e preferred term (i.e., see preferred term ).
Related term s that are n ot syn onym s are cross-referen ced at the en d of th e defin ition
(i.e., see also related term ).
Activity. A com p on en t of work p erform ed du rin g the course of a p roject.
Ap p ortion ed Effort (AE). Effort ap plied to p roject work that is n ot readily divisible
in to discrete efforts for that work, bu t which is related in direct p rop ortion
to m easurable discrete work efforts. Con trast with discrete effort.
Con trol Accou n t (CA). A m an agem en t con trol poin t wh ere scope, budget (resou rce
p lan s), actu al cost, an d sch edule are in tegrated an d com p ared to earn ed
value for p erform an ce m easu rem en t. Con trol accoun ts are p laced at selected
m an agem en t p oin ts (sp ecific com p on en ts at selected levels) of th e work brea kdown stru ctu re. Each con trol accou n t m ay in clude one or m ore work p ackages,
bu t each work package m ay be associated with on ly on e con trol accoun t.
Each con trol accoun t is associated with a specific sin gle organ ization al com p on en t in th e organ ization al breakdown stru cture (OBS). Previously called a cost
accou n t. See also work package.
Cu stom er. Th e p erson or organization that will u se the p rojects p rodu ct or service
or resu lt. (See also u ser).
Decom p osition . A p lan n in g tech n iqu e th at su bdivides th e project scope an d project
delivera bles in to sm aller, m ore m an ageable com pon en ts, un til th e p roject
work associated with accom plishin g th e p roject scope an d providin g th e deliverables is defin ed in sufficien t detail to su pp ort executin g, m on itorin g, an d
con trollin g the work.
Deliverable. An y un ique an d verifiable produ ct, resu lt, or cap ability to p erform a
service th at m ust be produced to com plete a p rocess, ph ase, or project. Often
u sed m ore n arrowly in referen ce to an extern al deliverable, wh ich is a deliverable th at is su bject to app roval by th e p roject spon sor or cu stom er.
Level of Effort (LOE). Sup port-type activity (e.g., seller or cu stom er liaison , p roject
cost a ccou n tin g, p roject m an agem en t, etc.) wh ich does n ot p rodu ce defin itive
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en d products. It is gen erally ch aracterized by a un iform rate of work perform an ce over a period of tim e determ in ed by th e activities sup ported.
Organ ization al Breakdown Stru ctu re (OBS). A hierarch ically organ ized depiction
of the project organ ization arran ged so as to relate the work packages to the
p erform in g organ ization al u n its.
Ph ase. See project pha se.
Portfolio. A collection of projects or progra m s and other work th at are grou ped
together to facilitate effective m an agem en t of that work to m eet strategic
busin ess objectives. Th e projects or p rogram s of th e p ortfolio m ay n ot n ecessarily be in terdepen den t or directly related.
Portfolio Man agem en t. Th e cen tralized m an agem en t of on e or m ore p ortfolios,
wh ich in clu des iden tifyin g, p rioritizin g, authorizin g, m an agin g, an d con trollin g projects, progra m s, an d oth er related work, to ach ieve specific strategic
busin ess objectives.
Produ ct Scope. Th e featu res an d fun ction s th at ch aracterize a p rodu ct, service,
or result.
Program . A group of related projects m an aged in a coordin ated way to obtain
ben efits an d con trol n ot available from m an agin g them in dividually. Program s
m ay in clu de elem en ts of related work ou tside of th e scop e of the discrete
p rojects in the program .
Program Man agem en t. Th e cen tralized coordin ated m an agem en t of a progra m to
ach ieve the p rogram s strategic objectives an d ben efits.
Progressive Elaboration . Con tin u ou sly im p rovin g an d detailin g a p lan as m ore
detailed an d specific in form ation an d m ore accurate estim ates becom e available as the project p rogresses, an d th ereby produ cin g m ore accu rate an d
com p lete p lan s that result from th e su ccessive iteration s of th e plan n in g
process.
Project. A tem p orary en deavor un dertaken to create a u n iqu e product, service,
or result.
Project Ph ase. A collection of logically related project activities, usually culm in atin g
in the com p letion of a m ajor deliverable. Project ph ases (also called phases)
are m ain ly com pleted sequ en tially, but can overlap in som e project situation s.
Phases can be subdivided in to subp hases and th en com p on en ts; th is hierarch y, if th e p roject or p ortion s of the p roject are divided in to p hases, is con tain ed in th e work brea kdown stru ctu re. A p roject ph ase is a com p on en t of a
project life cycle. A p roject p hase is n ot a p roject m an agem en t p rocess group .
Project Scop e. Th e work that m ust be p erform ed to deliver a p rodu ct, service, or
result with th e specified featu res an d fun ction s.
Resou rce Breakdown Stru ctu re (RBS). A h ierarch ical structure of resou rces by
resou rce category an d resource type used in resource levelin g sch edu les an d
to develop resou rce-lim ited schedules, an d which m ay be u sed to iden tify
an d an alyze project h um an resource assign m en ts.
Respon sibility Assign m en t Matrix (RAM). Astructure th at relates th e p roject orga n iza tion a l brea kdown stru ctu re to the work brea kdown stru ctu re to help en sure
that each com p on en t of the projects scope of work is assign ed to a resp on sible
person / team .
Risk. An un certain even t or con dition th at, if it occurs, has a p ositive or n egative
effect on a projects objectives.
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Index by Keyword
Activity ....................................................................................... 1, 4-5, 8, 14, 16-18, 43, 107
Apportioned Effort (AE) ......................................................................................................107
Cont rol Account (CA) ........................................................................................................107
Cust omer ...................................... 4-6, 10, 22, 24, 36, 52-53, 60-61, 63, 91-92, 97, 107, 109
Decomposition .................. 1, 3-4, 7-10, 16, 20, 22-23, 25, 35-38, 54-55, 65, 72, 88, 107, 109
Deliverable ...................3-6, 13, 15, 20-21, 24-25, 30-32, 35-38, 65, 81, 95, 97, 105, 107-109
Level of Effort (LOE) .......................................................................................................5, 107
Organizational Breakdown St ructure (OBS) ........................................5, 7, 13, 15, 22, 107-108
Phase .......................................................................... 4, 6, 24, 73-79, 87-88, 97-98, 107-108
Port folio .............................................................................................1-2, 15, 22, 27, 40, 108
Port folio Management ......................................................................18, 27, 40, 103, 105, 108
Product Scope ......................................................................................................91, 108-109
Program ..................................... x, 1-2, 15, 18, 22, 27, 37, 40, 43-44, 49, 62, 77-80, 99, 108
Program Management .................................................................13, 17-18, 80, 103, 105, 108
Progressive Elaborat ion ...........................................................................................2, 20, 108
Project ................ ix-xi, 1-25, 27-45, 47-55, 60-61, 63, 65, 69, 71-78, 80-81, 83, 85-88, 90-93,
95-105, 107-109
Project Phase ....................................................................................................................108
Project Scope ......................................... 1, 4-8, 11, 13-15, 18, 20-21, 24, 27-30, 33, 107-109
Resource Breakdown Structure (RBS) ..........................................................................15, 108
Responsibilit y Assignment Matrix (RAM) ...........................................................7, 13, 22, 108
Risk ....................................................... 1-4, 6, 13-14, 21, 25, 28, 33-35, 38-39, 97, 107-108
Scope ...................... 1-3, 5-9, 13-18, 20-22, 25, 28, 31, 33, 35-40, 51, 60, 85-86, 97, 107-109
Scope Change ...................................................................................................................109
St akeholder ................................................................................................14, 35-36, 87, 109
St andard .... ix-x, 1-2, 4, 8, 10, 13, 17-19, 27, 29-30, 41-49, 51, 61, 63, 69, 72, 76-77, 80, 83,
86, 90-91, 93, 95-96, 98-100, 102-105, 109
St atement of Work (SOW) .................................................................................................109
Task ..........................................................................................................5, 18, 86, 101, 109
User .............................................................................................2, 88, 91, 99-100, 107, 109
Work Breakdown St ructure (WBS) .... ix, 1, 5, 27, 43, 51, 65, 71, 73, 77, 81, 85, 87, 101, 109
Work Breakdown St ructure Component ..........................................................................5, 109
Work Breakdown St ructure Dictionary ................................................................................109
Work Breakdown St ructure Element ...................................................................................109
Work Package .................................................. 5-6, 8, 15, 17-18, 20-21, 30, 32, 36, 107, 109
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