Work Breakdown Structure (WBS) is a hierarchical breakdown of the total scope of work that the project team needs to do to achieve the project goals and produce the necessary outputs. It helps to organize and clarify the entire scope of the project by dividing it into smaller, more manageable parts or work packages. It is an essential tool in project management as it forms the basis for project planning, implementation, monitoring, and control activities, ensuring that all project tasks are identified and monitored.
How does a Work Breakdown Structure (WBS) facilitate better project planning?
Most significantly, a WBS shows 100% of the project, as in it shows every aspect, from the overall project top-level objectives, to the breakdown of tasks, to the team member responsible, to the budget allocated for each task. This allows the project manager to manage multiple workstreams and project teams and integrate them all together to achieve the project goal. Team members are also able to focus on their own tasks while also knowing how it fits into the larger project picture. One watch-out for project managers when creating a WBS is to be careful not to put too much detail, as that will distract from the utility of the WBS. How should managers strike this balance when creating WBS? Any tips?
A WBS facilitates better project planning because it requires the project manager and other team members to have a clear understanding of what must be undertaken to reach the intended project goal. Essentially it transitions the project from being a concept/idea to a real, detail-oriented plan. Team members get a clear visual of the project’s entire scope. Team members are able to visualize how setbacks in timely deliverable completions can impact the rest of the project. The team may become heavily involved in this process, enabling early team collaboration and engagement. Thus, it provides a good opportunity for a more smooth transition into project initiation of tasks.
