The Work Breakdown Structure (or WBS) is one of the few truly fundamental tools of Project Management. But how do you create one?

I am not going to start with activities - despite the fact that this is, linguistically, what the word ‘work’ implies. I will determine the activities by analyzing all of the deliverables we create.


Deliverables are products, capabilities, or results (for example, a thing, a process, or an event)

So, to create a WBS, we need to create a Hierarchical decomposition of ALL of the deliverables of the project. If it’s not on the WBS, it won’t get done.

I will be clear about my terminology, so you can apply a consistent process.
LEVEL 0
So, at the top, (Level 0) we will deliver the project - the end product.
LEVEL 1
Level 1 is the Key-Line. Decide on an organizing principle for your WBS. (major deliverables, phases, types of product or domains of work, team, …). These will form the Workstreams for your project.
LEVEL 2
Identify major deliverables that fall under each heading. Not all of them need to be end-deliverables.
An End Deliverable is a deliverable that is defined by the goal of the object.
LEVEL 3
The alternative is Interim Deliverables. These are deliverables that you do not want for themselves, but because you need them as part of the process of developing your end deliverables.
Interim deliverables and components for each deliverable that help you get to end deliverables are ‘sub-deliverables’
LEVEL 4
You can have multiple levels of sub-deliverables
Structure them logically.


Document Your WBS
Create a WBS Index. Number 1, 2, 3 across your Key Line. Then, number the major deliverables under 1 as 1.1, 1.2, 1.3 etc
You have a choice of formats:
• Hierarchical list
• Graphical hierarchy chart
• Table listed by WBS Element Index - can add descriptions, resources, estimates of time cost - creates WBS Dictionary


Final stage…
Present your WBS for sign-off. Your Completed WBS is now a full statement of the Scope of Your Project.


Good Practices
Make sure the labels you use represent clear statements of what the deliverable is
Then think about interim deliverables
Use MECE
ME Mutually Exclusive
CE Collectively Exhaustive


Turning your Product-based WBS into tasks and then, into a plan
Step 1: Work Packages
Break deliverables into work packages.
Step 2: Activities
Work packages consist of activities.
Step 3: Planning
Once you have a complete decomposition of your WBS into tasks, from these, you can:
• estimate durations,
• determine dependencies,
• apply resources,
• allocate responsibilities, and
• estimate costs


The Work Breakdown Structure is a fundamental Project Management tool. It is a:
• Scoping and scope management tool
• Planning tool - basis for defining activities and everything that flows from this
• Resource allocation and management tool
• Basis for detailed risk identification
• Governance tool
• Communication tool
• Reporting tool
• QM tool
• Basis for Integrating all other tools




Recommended Videos
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A while back, I asked Project Managers in a couple of forums what material things you need to have, to do your job as a Project Manager. They responded magnificently. I compiled their answers into a Kit list.
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