Work breakdown structure

The work breakdown structure (WBS) ( engl. work breakdown structure; abbreviated WBS) is the result of an outline of the project plan and controllable elements. A project is divided in the context of structuring into subtasks and work packages. Subtasks are elements which have to be further divided, work packages are items that are located on the lowest level and will not be further subdivided. Creating a project structure plan is based on current knowledge of project management one of the central tasks of project planning. The PSP is the basis for the appointment and scheduling, the Ressourceneinplanung and cost planning. In addition, the findings from the PSP are included in the risk management. Because he can be regarded as a basic planning for a project, the PSP is often referred to as "plan of plans ".

Outline principles

The most important design goal for a work breakdown structure is the complete and unique collection of all relevant activities of a project. To achieve this goal, starting from the top level, the project itself, a uniform for each level organizational principle in the preparation of each next level - Orientation - applied. The permissible according to DIN standards 69900 et seq orientations are:

The world's most widely used project management standard, the PMBOK recommends exclusively to the project structuring after delivery object, what object orientation is tantamount. The later developed standard ICB, which is thus used by the European IPMA, the German GPM and also by the German Standards Committee fails to due to the possibility of three orientation forms for practice much greater scope.

Mixed forms of orientation method are possible in so far can be created as different levels according to different orientations. In order to achieve the design goal is, however, strongly recommended for the practice to apply for a layer only one orientation method.

Creation

Three methods have been established for the preparation of project structure plans:

  • Naming the project
  • Selection of the appropriate orientation for the second level method
  • Decomposition of the overall project into sub-projects or sub-tasks
  • List of tasks or structural elements of the second level
  • Choosing the most appropriate method for each orientation member of the second plane
  • Further decomposition, pending work packages

This method is often chosen when you already have experience with similar projects or the contents of the project are to be planned well known.

  • Collection of actions to perform tasks in the project
  • Analysis of the relations with the question of what is a part of which
  • Structure and composition of a tree structure
  • Verification of the integrity and uniqueness of all tasks

Suitable this procedure for projects with a high degree of innovation is.

This will ensure that no objects have been forgotten and no tasks occur repeatedly, the following rules should be observed:

  • Uniqueness: The structural elements of a level should be content differ completely from each other.
  • Completeness: The sum of the content elements that belong to a parent element must match the content of the parent element.

Achieving the design goal of completeness and uniqueness is encouraged, if care is taken in the formation of the work packages on approximately the same level of detail.

Representation

For the representation of project structure plans, the tree has been proven and enforced in practice. These can be created horizontally or vertically. There is also a text structure possible, which is the work breakdown structure using outline levels and indentation. The main goal is clarity representation, project structure plans should be created and shown that a competent person can understand the object of observation without any trouble.

Advantages and limitations

The advantages offered by a work breakdown structure are immense. As a " hard factors " carry weight that with the PSP, the project is fully covered, clarity about to be paid work there, an approximation is performed on the cost situation are known resource requirements, etc. But also " Soft factors " play an important role. Then bring the penetration of the project for the planning stakeholders ( project managers, project planners, core team ) clarifying issues and misunderstandings, agree on project objectives and the internalization of the project.

From disadvantages of work breakdown structure can not speak, but rather limits. So is especially noticeable in functional and object-oriented way that the running idea for the project events remains virtually ignored. But this is also not the intention for a PSP, such issues should be addressed in later planning steps.

Example

Construction of a garage

In the following example, the top level is time- oriented, because the process is the focus. The second level is functional as the Contractors be regarded as functional units, in this case. For the presentation of a vertical tree structure is used.

Further use

The results of the project structure planning continue to be used in the following planning steps:

  • Appointment and scheduling: In general, the work packages of the WBS are the basis for operations that are used in the network analysis, Gantt charts, to -do lists or similar tools.
  • Ressourceneinplanung: Because of the work packages can be determined what resources are needed, in combination with the appointment and scheduling, when they are needed.
  • Cost Planning: In combination with the resource planning costs and timing of the costs incurred can be scheduled.
  • Risk Planning: From the work packages results can be obtained on technical, personnel and operational risks that must be included in the risk register.

Standard work breakdown structures

Since in principle projects are one-off or Erstvorhaben, one can assume also for work breakdown structures that each PSP is unique. Taking into account certain sectors or certain types of projects, however, it is found that repeat content of plans. Especially in companies that handle orders in project form ( software industry, construction, engineering, etc.), which can be determined. Standard Structure plans provide the opportunity to save significant planning work, as such a plan has to be adapted only to the existing task. If a default PSP interpreted as the maximum solution, it can be used simultaneously as a checklist. This ensures that no major tasks are forgotten.

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