Work Breakdown Structure
(WBS)
[Insert Project/Program Name]
Author: [Type the author name]
Last Updated: July 28, 2017
Work Breakdown Structure (WBS) – [Insert Project/Program Name]
Purpose of Work Breakdown Structure (WBS)
The WBS and associated dictionary is a tool to provide a view (outline or map) into the project/program and the work that needs to be done to execute the project/program. The
WBS is designed to break down a project/program into manageable pieces (work packages) that can be effectively estimated and owned by a single resource. It does not break
the project/program down to the task level. It is deliverables based, meaning the work packages result in some type of deliverable towards the project/program’s overall
objectives, costs and scope.
The Project/Program Manager and project/program team use the WBS to develop dependencies, the schedule, resource requirements, scope, and costs. As such, the WBS
provides the foundation for all project/program management work and should be a critical step in the process of project/program planning and baselining. The WBS is a
component of the scope baseline.
Work Breakdown Structure Participants and Approvers
Input into the WBS may come from many different sources including, but not limited to, Sponsor, senior leadership, project/program intake form and/or business case, charter,
analysis/research, subject matter experts within business unit(s), and interaction with other stakeholders. The facilitator is the Project Manager (or Program Manager) for the
project/program. The WBS should be reviewed by the Team, Sponsor, Business Analyst, and Owner for completeness and accurateness.
Instructions
The Project/Program Manager should facilitate a session with the appropriate stakeholders to map out the WBS for the project/program. In preparation for the session, the
Project/Program Manager may have looked at the WBS from similar projects/program and documentation for this project/program to have a high level idea of what type of work
and deliverables are required.
1.
2.
3.
4.
5.
6.
View one or two sample WBS diagrams, hints and tips, and facilitation videos if this is the first time facilitating the creation of a WBS
Sometimes it is easier if the Project/Program Manager starts with some the preliminary high level structure of the WBS and then uses the session to decompose those
levels
The WBS starts with the project/program as the top level deliverable and is further decomposed into sub-deliverables. Use numeric identifiers for each work package.
The decomposition process should stop when the smallest manageable components of the project/program work (work packages) are reached where cost and time can
easily be estimated. General rule of thumbs is to break it down to a level where a work package contains 8 to 80 hours of effort.
Review WBS with applicable stakeholders for accuracy and completeness
Upload to the Knowledge Base
Next Steps
Create budget, scope, and schedule baselines using the WBS. Maintain the WBS throughout the project.
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Work Breakdown Structure (WBS) – [Insert Project/Program Name]
Work Breakdown Structure
The structure below is filled in as a sample WBS. If you click within the area of the structure, you can modify the contents in the box that comes
up stating to ‘type text here’. Alternatively, you can link to your WBS if it is documented within a different tool.
Project
Name
2 Requirement
& Analysis
1 Initiation
1.1 Business Case
2.1 Gather Inssue/
Concern
2.2 Focus Group
3 Design
2.3 Determine and
document the
reuirements
6 Implementation
7 Post
Implementation
4.1 Technical
Specification
Document
5.1 Functional Unit
Testing
6.1 Communication
to the users
7.1 Conduct survey
of new system
4.2 Development &
unit testing
5.2 Quality check/
verification
6.2 User training &
documentation
7.1 Update file/
documents
5.3 Integration
Testing/ UAT
6.3 Initiate support
& maintenance
plan
7.3 Close project
2.1.1 Survey
Results
2.2.1 Selection of
focus group
3.2 Prototype
1.3 Project Charter
2.1.2 Analyze the
RT queue
2.2.2 Kick off
3.3 Finalize
functional design
1.4 Project
Management
Planning
2.1.3 analyze help
emails
2.2.3 Prototype
review
1.5 Project
Schedule
2.1.4 Presentation
2.2.4 Final review
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5 Test
3.1 Alternative
graphical design
1.2 Evaluation &
recommendations
2.1.5 Investigate
the other systems
4 Development
6.4 System
implementation/
Go-live
Work Breakdown Structure (WBS) – [Insert Project/Program Name]
WBS Dictionary
The WBS Dictionary provides detailed information about each work package of the WBS. It provides the team with the information they need to
produce quality deliverables that meet project requirements, project objectives, and organization standards. For each WBS work package, the
dictionary may include a brief definition of scope/completion criteria, a list of associated activities, complexity, effort, dependencies, owner, cost,
and other attributes. The chart below can be used to document the work packages. Columns can be added or removed if required, depending on
the project. The WBS dictionary and the WBS are important compontents of the scope baseline. Every work package outlined in the WBS and the
dictionary should be contributing towards a deliverable required to complete the project work according to objectives and scope.
WBS Id
WBS Name
1.0
1.1
Initiation
Business case
1.2
Evaluation &
Recommendation
1.3
Project Charter
1.4
Project
Management
Planning
Include
(Completion
Criteria)
Complexity
Estimated Effort
Dependency
Owner
Business case
documented
Case is fully
evaluated by
HRMS
management
team
Charter signed
written and
approved
Includes the
scope
management
plan, time
management
plan, Risk
Low
16hrs
None
Name
Low
8hrs
1.1
Name
Medium
16hrs
1.2
Name
High
70hrs
1.3, 2.3
Name
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Work Breakdown Structure (WBS) – [Insert Project/Program Name]
WBS Id
WBS Name
1.5
Project Schedule
2.0
Requirement &
Analysis
Gather
Issue/Concern
2.1
2.1.1
Survey result
2.1.2
Analyze the RT
queues
2.1.3
analyze help
emails
Include
(Completion
Criteria)
management
plan, HR Plan
Activities/Task
identified
dependencies
identified, dates
and resources
allocated.
Publish survey,
one on one
conversation,
presentations to
staff, collecting
feedback. All
issues and
concerns are
compiled.
Publish and
categorize survey
RT queues are
compiled and
categorized.
Emails
categorized and
compiled.
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Complexity
Estimated Effort
Dependency
Owner
Medium/ High
16hrs
1.4, 2.3, 3.0
Name
Medium
16hrs
None
Name
Medium
16hrs
None
Name
Medium
7hrs
None
Name
Work Breakdown Structure (WBS) – [Insert Project/Program Name]
WBS Id
WBS Name
2.1.4
Presentation
2.1.5
Investigate the
other systems
2.2
2.2.1
Focus Group
Selection of focus
group
2.2.2
Kick off
Include
(Completion
Criteria)
Feedbacks from
presentations are
compiled.
Look at how other
institutions have
delivered
functionality
Complexity
Estimated Effort
Dependency
Owner
Medium
7hrs
None
Name
Medium
4hrs
None
Name
Analyze
volunteers and
send targeted
emails to get
representative
sample of
managers and
employee
Introduce project
to focus group,
results to date
Medium
4hrs
2.1.1, 2.1.4
Name
Medium
12hrs
2.2.1
Name
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Work Breakdown Structure (WBS) – [Insert Project/Program Name]
Revision History
Change Made By
Date Change
Made
Details of Change
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Change
Reviewed/
Approved by
Date change
reviewed/ approved