![\"Work](\"https:\/\/plaky.com\/learn\/wp-content\/uploads\/2022\/03\/Work-breakdown-structure-cover-1.png\")
<\/figure>\n<\/div>\n\n\n- \n
- The work breakdown structure hierarchically decomposes an entire project.<\/li>\n\n\n\n
- There are 2 types of WBS: deliverable- and phase-oriented WBS.<\/li>\n\n\n\n
- Each WBS usually has 4 levels: the project objective, tasks, subtasks, and work packages.<\/li>\n\n\n\n
- The structure should include 100% of the work needed to complete the project.<\/li>\n\n\n\n
- Creating a work breakdown structure helps identify risks and prevent project failure.<\/li>\n<\/ul>\n\n\n\n
What is a work breakdown structure (WBS)? <\/h2>\n\n\n\n
The work breakdown structure is a tool that breaks down a project into phases and deliverables using a hierarchical structure. <\/strong><\/p>\n\n\n\n
The WBS is usually depicted with a tree diagram, but it can also take the form of a list or a Gantt chart<\/a>.<\/p>\n\n\n\n
The main characteristic of the work breakdown structure is that it simplifies the project\u2019s complexity by fragmenting it into smaller logical units. The WBS also takes into account the project constraints<\/a> (scope, budget, and schedule).<\/p>\n\n\n\n
With a well-designed WBS, managers and project teams can easily decompose complex projects and achieve their goals more efficiently. It\u2019s also a great way to document any stakeholder requests in the planning phase.<\/p>\n\n\n\n
Some of the benefits of using a WBS are that it:<\/p>\n\n\n\n
- \n
- Eliminates uncertainty,<\/li>\n\n\n\n
- Makes it easier to develop a project schedule,<\/li>\n\n\n\n
- Sets clear benchmarks and milestones,<\/li>\n\n\n\n
- Helps identify dependencies<\/a>,<\/li>\n\n\n\n
- Helps identify project risks<\/a>,<\/li>\n\n\n\n
- Improves team organization and productivity (WBS helps team members understand exactly what lies ahead, when, and why),<\/li>\n\n\n\n
- Improves timeline and budget estimates<\/a>, and<\/li>\n\n\n\n
- Helps prevent project failure<\/a>.<\/li>\n<\/ul>\n\n\n\n
\n
\n\nFree project management software<\/h2>\n
Organize your projects and communicate with the entire team seamlessly in Plaky.<\/p>\n\n
\n Sign up<\/a>\n\n Download<\/a>\n <\/div>\n <\/div>\n\n\n\n \n ![\"Illustration\"](\"https:\/\/plaky.com\/learn\/wp-content\/themes\/cake-learn\/src\/images\/plaky\/banners\/default.png\")
\n <\/picture>\n <\/div>\n<\/div>\n <\/p>\n\n\n\nComponents of a WBS<\/h2>\n\n\n\n
The key elements of a work breakdown structure are:<\/p>\n\n\n\n
- \n
- WBS dictionary<\/strong> \u2014 a document that details all WBS items,<\/li>\n\n\n\n
- WBS levels <\/strong>\u2014 representing the WBS hierarchy where the higher levels are the major project goals while the lower levels are specific activities,<\/li>\n\n\n\n
- Work packages <\/strong>\u2014 the lowest WBS hierarchy levels, usually project tasks<\/a> or subtasks with their assignees and due dates,<\/li>\n\n\n\n
- Deliverables<\/strong> \u2014 outputs that result from project activities,<\/li>\n\n\n\n
- Phases<\/strong> \u2014 project lifecycle stages, and<\/li>\n\n\n\n
- Milestones<\/strong> \u2014 markers at certain points throughout the project that serve as progress checkpoints.<\/li>\n<\/ul>\n\n\n\n
WBS dictionary<\/h3>\n\n\n\n
Since the WBS doesn\u2019t contain additional information about the deliverables or tasks, project managers<\/a> can create the WBS dictionary<\/strong>. This document contains all the minute information about every item in the WBS, including:<\/p>\n\n\n\n
- \n
- Estimated duration,<\/li>\n\n\n\n
- Estimated cost,<\/li>\n\n\n\n
- Due date,<\/li>\n\n\n\n
- Acceptance criteria,<\/li>\n\n\n\n
- Dependencies, <\/li>\n\n\n\n
- Approvers, etc.<\/li>\n<\/ul>\n\n\n\n
However, not every project needs a full WBS, as Elizabeth Harrin<\/a>, APM Fellow, project manager, and author, says:<\/p>\n\n\n\n
\n\n![\"Elizabeth](\"https:\/\/plaky.com\/learn\/wp-content\/uploads\/2023\/10\/Elizabeth-Harrin.png\")
<\/figure>\n<\/div>\n\n\n\n\n\u201cA full WBS involves a lot of documentation, for example, the WBS dictionary. Sometimes, smaller projects don\u2019t warrant that level of rigor, and you can get away with doing a simpler, more straightforward exercise where you do break down the work, but you create a basic list instead of a complete WBS.\u201d<\/em><\/p>\n<\/div>\n<\/div>\n\n\n\n
WBS levels<\/h3>\n\n\n\n
The work breakdown structure is a hierarchical decomposition of the project that usually consists of 3 or 4 levels. The top level refers to the project\u2019s goal, while the lower levels consist of phases or project deliverables<\/a>.<\/p>\n\n\n\n
Here\u2019s how Elizabeth Harrin explains WBS levels and related project decomposition:<\/p>\n\n\n\n
\n\n<\/figure>\n<\/div>\n\n\n\n\n\u201cA WBS starts at the top level with an overall goal for the project. You then create other levels that help you decompose the work to do into manageable chunks, starting with major deliverables and splitting them up into smaller deliverables.\u201d<\/em><\/em><\/p>\n<\/div>\n<\/div>\n\n\n\n
The naming conventions of the WBS levels sometimes differ from organization to organization.<\/p>\n\n\n\n
So, in this article, we\u2019ll rely on the hierarchy provided by the expert we talked to, Dr. Michael J. Shick<\/a>, PMP-certified assistant professor of project management.<\/p>\n\n\n\n
According to him, the WBS hierarchy usually comprises these 5 levels:<\/p>\n\n\n\n
Level 1: Project <\/strong>\u2014 the project objective that the project manager and the project team<\/a> want to create,<\/p>\n\n\n\n
Level 2: Tasks <\/strong>\u2014 the project\u2019s main deliverables or phases,<\/p>\n\n\n\n
Level 3: Subtasks<\/strong> \u2014 mid-sized tasks or deliverables that can still be further divided into smaller WBS units,<\/p>\n\n\n\n
Level 4: Work packages<\/strong> \u2014 the smallest units or deliverables in a WBS that can be assigned to an individual or team, also called terminal elements, and<\/p>\n\n\n\n
Level 5: Activities<\/strong> \u2014 optional or project-dependent part of a work breakdown structure.<\/p>\n\n\n
\n![\"Levels](\"https:\/\/plaky.com\/learn\/wp-content\/uploads\/2022\/03\/The-levels-of-a-work-breakdown-structure.png\")
The levels of a work breakdown structure<\/figcaption><\/figure>\n<\/div>\n\n\n As Dr. Michael J. Shick puts it:<\/p>\n\n\n\n
\n\n![\"Michael](\"https:\/\/plaky.com\/learn\/wp-content\/uploads\/2022\/04\/Michael-Shick.jpeg\")
<\/figure>\n<\/div>\n\n\n\n\n\u201cLevel 4 work packages are those items that can be completed and \u201cdelivered.\u201d This is the level where a project manager assigns individuals and resources. Further, work packages have start and end dates.\u201d<\/em><\/em><\/em><\/p>\n<\/div>\n<\/div>\n\n\n\n
That said, he also indicates that, depending on the project, your WBS can have the optional level 5 too.<\/p>\n\n\n\n
According to him, \u201clevel 5 is the actual activities to be performed by the project team members who are assigned.\u201d<\/em><\/p>\n\n\n\n
Elizabeth Harrin says the number of levels your WBS ends up with depends on how much structure you need:<\/p>\n\n\n\n
\n\n<\/figure>\n<\/div>\n\n\n\n\n\u201cI stop when the activity on the WBS feels like it would take about a week, or it falls within the responsibility of a single person to do. You don\u2019t want to create so many levels that your tasks are broken down into tiny pieces that take hardly any time because that is difficult to manage going forward. Ultimately, you need as many levels as it helps you structure the work and control the project.\u201d<\/em><\/em><\/em><\/p>\n<\/div>\n<\/div>\n\n\n\n
Types of work breakdown structures<\/h2>\n\n\n\n
There are 2 types of work breakdown structures in project management<\/a>:<\/p>\n\n\n\n
- \n
- Deliverable-oriented, and<\/li>\n\n\n\n
- Phase-oriented.<\/li>\n<\/ul>\n\n\n\n
Visually, the 2 WBS types can look the same. The main difference between them is whether you want to fragment the project by scope or schedule<\/strong>.<\/p>\n\n\n\n
There are no specific rules about using one type of WBS over the other. This entirely depends on the type of project, the organization, and the preferences of the project manager.<\/p>\n\n\n\n
#1 Deliverable-oriented WBS<\/h3>\n\n\n\n
A deliverable-oriented work breakdown structure divides the project scope into its main logical areas and then breaks down each area into deliverables.<\/strong><\/p>\n\n\n\n
Here\u2019s what a deliverable-based WBS would look like for a website building project:<\/p>\n\n\n
\n![\"Deliverable-oriented](\"https:\/\/plaky.com\/learn\/wp-content\/uploads\/2022\/03\/Deliverable-oriented-WBS-1.png\")
Deliverable-oriented WBS<\/figcaption><\/figure>\n<\/div>\n\n\n #2 Phase-oriented WBS<\/h3>\n\n\n\n
The phase-oriented work breakdown structure lists the phases of the project\u2019s lifecycle and the <\/strong>activities<\/strong><\/a> that comprise those phases.<\/strong><\/p>\n\n\n\n
This type of WBS is a good choice for projects that involve sequential, stage-like phases, such as those in product development<\/a>.<\/p>\n\n\n
\n![\"Phase-oriented](\"https:\/\/plaky.com\/learn\/wp-content\/uploads\/2022\/03\/Phase-oriented-WBS-1.png\")
Phase-oriented WBS<\/figcaption><\/figure>\n<\/div>\n\n\n In the example above, level 2 highlights the main project phases<\/a> (initiation, design, code, test, and closing phase).<\/p>\n\n\n\n
These phases are then decomposed into specific tasks you have to complete to achieve your project goals.<\/p>\n\n\n\n
\n\ud83d\udca1 Plaky Pro Tip<\/strong><\/p>\n\n\n\n
Managing a project means inevitably encountering both internal and external risks. Learn how to manage risks successfully with our guide:<\/p>\n\n\n\n
- \n
- Project Risk Management \u2014 An 8-Step Process to Success<\/a><\/li>\n<\/ul>\n<\/div><\/div>\n\n\n\n
How to create a work breakdown structure<\/h2>\n\n\n\n
Creating a work breakdown structure is an essential part of the planning process. The basic framework includes the following steps:<\/p>\n\n\n\n
- \n
- Define the project scope and objectives<\/a>,<\/li>\n\n\n\n
- Define the level 1 elements<\/a>,<\/li>\n\n\n\n
- Decompose the deliverables<\/a>,<\/li>\n\n\n\n
- Define the work packages<\/a>, and<\/li>\n\n\n\n
- Review, refine, and document the WBS<\/a>.<\/li>\n<\/ol>\n\n\n\n
Let\u2019s go through each step in more detail.<\/p>\n\n\n\n
#1 Define the project scope and objectives<\/h3>\n\n\n\n
To determine the key project objectives, you must first define the scope of the project and thoroughly understand:<\/p>\n\n\n\n
- \n
- The project\u2019s intended direction, <\/li>\n\n\n\n
- Project goals, and <\/li>\n\n\n\n
- Project stakeholders<\/a> and their responsibilities. <\/li>\n<\/ul>\n\n\n\n
In regard to the creation of the WBS, Dr. Michael J. Shick highlights the importance of involving the whole team:<\/p>\n\n\n\n
\n\n<\/figure>\n<\/div>\n\n\n\n\n\u201cThe project team, functional leads, and project manager should be involved with developing the WBS. This ensures the benefits of the diversity of thought are maximized, and all work is identified.\u201d<\/em><\/em><\/em><\/em><\/p>\n<\/div>\n<\/div>\n\n\n\n
The project team, stakeholders, deliverables, and scope should be documented in the project charter<\/a>.<\/p>\n\n\n\n
\n\ud83d\udca1 Plaky Pro Tip<\/strong><\/p>\n\n\n\n
While the project charter lays out the whole project in broad strokes, the project management plan goes into the details of all the project phases. Learn more in our guide:<\/p>\n\n\n\n
- \n
- What Is a Project Management Plan? (+ Free Templates)<\/a><\/li>\n<\/ul>\n<\/div><\/div>\n\n\n\n
#2 Define the level 1 elements<\/h3>\n\n\n\n
Once you understand the scope, you can move on to identifying the project\u2019s main deliverables.<\/p>\n\n\n\n
According to Dr. Michael J. Shick, this step requires you to \u201ccreate a list of all the major outcomes (i.e., product\/service to be delivered) agreed upon with the customer\/client.\u201d<\/em><\/p>\n\n\n\n
As soon as you and your team are clear on the main deliverables, you can start decomposing them into smaller units.<\/p>\n\n\n\n
\n\ud83d\udca1 Plaky Pro Tip<\/strong><\/p>\n\n\n\n
Need some tips on how to collect all the necessary information on your project\u2019s objectives? Check out this guide:<\/p>\n\n\n\n
- \n
- 15 Best Requirements Gathering Techniques: Explained<\/a><\/li>\n<\/ul>\n<\/div><\/div>\n\n\n\n
#3 Decompose the deliverables<\/h3>\n\n\n\n
Once you have the main deliverables, begin breaking them down into smaller, more manageable, independent sections.<\/p>\n\n\n\n
Make sure you don\u2019t duplicate entries in this step. Remember to also consult the experts in your team to ensure the WBS covers 100% of the project work and that there are no overlaps.<\/p>\n\n\n\n
#4 Define the work packages<\/h3>\n\n\n\n
Now you can distribute the work you have so meticulously broken down into bite-sized management units. <\/p>\n\n\n\n
According to Dr. Michael J. Shick, in this step, you \u201cidentify the actual work to be performed and assign personnel, schedule (i.e., dates), cost estimates, and performance measurements.\u201d<\/em><\/p>\n\n\n\n
\n\ud83d\udca1 Plaky Pro Tip<\/strong><\/p>\n\n\n\n
To help keep your cost estimates in check, you may want to consider using a cost forecasting method called estimate at completion (EAC). Read more about it here:<\/p>\n\n\n\n
- \n
- Estimate at Completion (EAC): Definition, Formula, and Examples<\/a><\/li>\n<\/ul>\n<\/div><\/div>\n\n\n\n
#5 Review, refine, and document your WBS<\/h3>\n\n\n\n
Once you finish the WBS, you should review it to identify any gaps that might have slipped under your radar. But that\u2019s not the end of the process \u2014 you should refine your WBS throughout the project too.<\/p>\n\n\n\n
According to Eric Risner<\/a>, PMI Agile Certified Practitioner and Scrum Master, it\u2019s not in the nature of a WBS to be fixed:<\/p>\n\n\n\n
\n\n![\"Eric](\"https:\/\/plaky.com\/learn\/wp-content\/uploads\/2022\/03\/Eric-Risner.png\")
<\/figure>\n<\/div>\n\n\n\n\n\u201cThe business landscape is rapidly changing, [and] so are individual projects. Stakeholders may update their expectations, budgets can be raised or lowered throughout the project lifespan, and other outside factors can impact a <\/em>project\u2019s timeline<\/em><\/a> and priority. Because of this, I always recommend that project managers not treat their work breakdown structure as immovable. PMI research shows that project managers must be increasingly agile, even if they are using a Waterfall or predictive way of working.\u201d<\/em><\/em><\/em><\/em><\/em><\/p>\n<\/div>\n<\/div>\n\n\n\n
Finally, you should also write an exhaustive document (the WBS dictionary) that thoroughly explains each item listed in the WBS. This document should, apart from explaining the work, contain information about:<\/p>\n\n\n\n
- \n
- Required project resources<\/a>,<\/li>\n\n\n\n
- Milestones<\/a>, <\/li>\n\n\n\n
- Assigned team members, etc.<\/li>\n<\/ul>\n\n\n\n
In this step, Dr. Michael J. Shick highlights project assumptions<\/a> and constraints in particular, saying that \u201cany key assumptions and constraints related to the WBS should be identified and articulated.\u201d<\/em><\/p>\n\n\n\n
\n\ud83d\udca1 Plaky Pro Tip<\/strong><\/p>\n\n\n\n
If you\u2019re a fan of Excel, you\u2019ll love the fact that you can also create your WBS in it. We\u2019ve prepared some templates to help you in the process. Find them here:<\/p>\n\n\n\n
- \n
- Top 16 Automated Project Management Excel Templates<\/a><\/li>\n<\/ul>\n<\/div><\/div>\n\n\n\n
Work breakdown structure example<\/h2>\n\n\n\n
Let\u2019s illustrate the process of making a work breakdown structure with an example. <\/p>\n\n\n\n
We\u2019ll take a team building event and turn it into a phase-oriented project that involves planning and executing.<\/p>\n\n\n\n
- Milestones<\/a>, <\/li>\n\n\n\n
- Required project resources<\/a>,<\/li>\n\n\n\n
- Estimate at Completion (EAC): Definition, Formula, and Examples<\/a><\/li>\n<\/ul>\n<\/div><\/div>\n\n\n\n
- 15 Best Requirements Gathering Techniques: Explained<\/a><\/li>\n<\/ul>\n<\/div><\/div>\n\n\n\n
- What Is a Project Management Plan? (+ Free Templates)<\/a><\/li>\n<\/ul>\n<\/div><\/div>\n\n\n\n
- Define the level 1 elements<\/a>,<\/li>\n\n\n\n
- Define the project scope and objectives<\/a>,<\/li>\n\n\n\n
- Project Risk Management \u2014 An 8-Step Process to Success<\/a><\/li>\n<\/ul>\n<\/div><\/div>\n\n\n\n
- WBS levels <\/strong>\u2014 representing the WBS hierarchy where the higher levels are the major project goals while the lower levels are specific activities,<\/li>\n\n\n\n
- Helps identify project risks<\/a>,<\/li>\n\n\n\n
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