The work breakdown structure, or WBS, is the heart of every project. Within this the project is structured and broken down into subprojects and work packages. In addition, it also contains information regarding responsibilities and all controlling data for the relevant parameters in project management: costs, schedules and results.
The WBS structures the project hierarchically in the form of an organisation chart. At the highest level is the project. One level beneath this, there are the subprojects or subtasks, beneath these the work packages.
Breakdown orientation of WBS
There are various options for breaking down the WBS: the most commonly encountered breakdown is the function-oriented breakdown. However, there are also numerous other breakdown options, such as the object or phase-oriented breakdown. In addition, hybrid forms are also possible.
Function-oriented breakdown
In the function-oriented breakdown the project is broken down analogue to the corporate functions. This means that there is a subproject for production, one for purchasing, one for sales etc.. This form of breakdown is often advantageous because it is familiar to all participants and the reporting structure in the respective line organisation, if arranged for, is relatively uncomplicated, as line superiors and the respectively responsible project team members already know each other well and a disciplinary subordination relationship often already exists, or at least existed prior to the project.
Object-oriented breakdown
This form of breakdown is useful where a number of similar objects are affected by the project in a similar manner: for example, in the course of a festival where performances by artists and musicians are to be organised on ten or more stages it is worthwhile considering each stage as a subproject, the construction, sound and lighting equipment of which need to be organised independently. Although a function-oriented breakdown would also be possible here, the controlling effort and complexity would increase considerably.
Phase-oriented breakdown
The third commonly-found breakdown form is the phase-oriented breakdown. This is practical, for example, in development projects in which various phases are passed through before the final product is complete.
Hybrid forms of breakdown
In addition to the forms of breakdown presented here, hybrid forms are also possible. In the case of the aforementioned festival with ten different stages, for example, it would be conceivable for the entire “preparation and implementation of a festival” project to be broken down in a primarily function-oriented form, i.e. with purchasing, marketing etc. each with their own subprojects, with a supplementary “stage management” subproject broken down in object-oriented form.
Subproject “Project Management”
What all breakdown forms have in common, however, is the subproject “Project Management”. All project management activities are portrayed and evaluated here. This means, for example, the organisation and implementation of the kick-off workshop, risk management, the preparation and implementation of project team meetings, the drafting of the final report. This subproject lies fundamentally in the responsibility of the project managers.
Creation of the WBS
The WBS is generally created by the entire team in the scope of the kick-off workshop. As a prerequisite, the objectives of the project should be clarified in accordance with the SMART criteria and supported by all participants. Moreover, it also makes sense to define key milestones and project phases.
In the next stage the project team discusses what activities are necessary in order to achieve the project objective under the stated conditions. In this respect a moderator is useful, using a neutral position to ensure that the more reserved project team members are also heard. All activities that arise from this brainstorming are noted on prompt cards and presented where they are clearly visible to the team. Following this, all activities are allocated to the subprojects that remain to be defined. At this time it is important to define subprojects and the work packages. The individual work stages within the work packages are discussed and developed at a later stage.
Following the conclusion of brainstorming and the discussion the project team should ask the control question, namely whether, with the exclusive processing of the defined work packages, the previously defined objective can realistically be achieved. If activities are missing, they should be added now.