A project’s success is largely dependent on its management. Work breakdown structure is key for a successful project. Work breakdown structure is the division of a project into subtasks and its easy solution. The tasks are decomposed hierarchically into subtasks in a wbs.
The project manager will develop a breakdown of work. Project manager divides work into high-level category or tasks, leading to further sub division. Work breakdown structure is created by dividing the high-level task of a project into sub-functions based on requirements. One main function may have 10 sub-functions, while another main function could have 20. There are no rules for categorizing and dividing a project.
WBS allows for the delivery of a service, a product or an activity. WBS concentrates on deliverables and not methods. The wbs can help the team eliminate the unnecessary things in order to reach the desired goal. WBS is available in many formats, including tree structure, list, table, and outline. The perception of the project team will determine how it is displayed.
There are many benefits to using a work breakdown. One of them is that it can help organize a whole project. Work breakdown structure can be used to estimate budget and time. WBS includes a budget estimate for each of the main functions. In the same way, tasks must be scheduled to finish the project on schedule. Each task’s budget and duration are tracked before the project starts. Wrong Estimations are recorded by analyzing the problems in previous projects to improve WBS.
WBS helps to identify potential risks. WBS can help in assigning project tasks to people accurately. It allows for a better balance of workloads among team members.
WBS is a way to describe the scope of a project in an easy manner. It is important that stakeholders are able to grasp the project’s internal structure. WBS aids in identifying the control points and milestones.
The 100% Rule states that the work breakdown structure must include 100% of the tasks required to achieve the project’s objectives and scope. This rule applies to all levels of the hierarchy. This rule is based on the total number of tasks done in each activity.
Mutually Exclusive Element: The scope of each WBS element should not overlap. Otherwise, ambiguity will be created. This will result in duplicate deliverables and lead to a wrong estimate of budget.
Plan Outcomes – Not Activities. WBS must be outcome-oriented. It is important to follow this rule.
Level of Detail: The first “8-hour rule” states that activities on the lowest possible level should take no more than eighty hours. The 2nd thumb guide explains that activities shouldn’t last longer than one reporting cycle. The third rule is “if this makes sense”. It states that common sense should be used when creating a good timetable.
Coding scheme: When creating WBS it is important to number each activity in accordance with its hierarchy. This will allow WBS to map activities into the WBS dictionary. Hierarchical structure is the focus of this section.
