1. Work Breakdown Structure (WBS)
Farrokh Alemi, Ph.D.
Lee Baliton
So you want to be a project manager? One of the first tasks in project management is to break a large complex project into several smaller inter-related components. This lecture helps you learn how to do so. This lecture is part of the course on project management organized by Professor Alemi and narrated by Lee Baliton.

2. Why break up? Improve work management
Understand resource and time constraints
Set milestones for progress
See alternative sequencing of components of work
When work is broken down into its components it is easier to understand what resources are needed and how to proceed. In addition, when work is broken down into its components then milestones can be set and work progress can be monitored. Finally, breaking work down allows us to recognize the sequence with which work must be done so that it is completed at the earliest possible time and under budget.

3. Definition of WBS Breaks the project scope Hierarchical tree structure
Inter-related
Discrete tasks
Hierarchical tree structure
A Work Breakdown Structure breaks the project scope into inter-related discrete tasks using a hierarchical tree structure.

4. Definition of WBS Breaks the project scope Hierarchical tree structure
Clear starts and ends
Breaks the project scope
Inter-related task
Discrete tasks
Hierarchical tree structure
A task is an activity that must be accomplished to complete the project. A discrete task has a clear start and end.

5. Four possible relationships
Definition of WBS
Four possible relationships
Breaks the project scope
Inter-related
Discrete tasks
Hierarchical tree structure
The dependencies among tasks are derived from their logical relationships that make something impossible if another task is not finished. Tasks may be related in many different ways.

6. Four possible relationships
Definition of WBS
Four possible relationships
Breaks the project scope
Inter-related
Discrete tasks
Hierarchical tree structure
Finish to Start: Start second task after first one is finished
A common relationship is that some tasks cannot occur until other tasks have finished. For example, we cannot train employees to use a software until they have access to it.

7. Four possible relationships
Definition of WBS
Four possible relationships
Breaks the project scope
Inter-related
Discrete tasks
Hierarchical tree structure
Finish to Start
Start to Start: Start second task same time as first one
Some tasks must start together. For example, payroll of one department should start at the same time as the payroll of another to make sure that no one feels left out.

8. Four possible relationships
Definition of WBS
Four possible relationships
Breaks the project scope
Inter-related
Discrete tasks
Hierarchical tree structure
Finish to Start
Start to Start
Finish to Finish: Start second task so both finish at same time
Some tasks must finish at the same time. For example, network connections at two ends of the network must finish at the same time to be effective.

9. Four possible relationships
Definition of WBS
Four possible relationships
Breaks the project scope
Inter-related
Discrete tasks
Hierarchical tree structure
Finish to Start
Start to Start
Finish to Finish
Start to Finish: Second task cannot finish before first one starts
In rare situations a task cannot finish before another starts. For example, an auxiliary medical record cannot be finished until a disaster procedure starts.

10. Lower level tasks inherit the relationships among higher level tasks
Definition of WBS
Lower level tasks inherit the relationships among higher level tasks
Breaks the project scope
Inter-related task
Discrete tasks
Hierarchical tree structure
By hierarchical we mean that lower level tasks inherit all the relationships in the higher level tasks. For example, if we say that training must occur after implementation of the software, then a component of training, e.g. detailing of physicians about the software, must also occur after the system has been implemented. This is not always the case.

11. Hierarchy of Activities
Level 1: The root of the tree is the project name A
The first level in a work breakdown is called the root of the tree and is usually the name of the project.

12. Hierarchy of Activities
EHR implementation A
We will demonstrate the work breakdown by reviewing the tasks for implementation of an electronic health record.

13. Hierarchy of Activities
EHR implementation
Level 2: Components of the entire project A B C D
The level 2 tasks are tasks that compromise the entire components of the project. If these tasks are done, then the project is done. An arrow from one task to another shows that the preceding task must be done before the subsequent task is started. The arrows in this diagram show that all of level 2 tasks must precede completion of the project.

14. Hierarchy of Activities
EHR implementation A
Purchase
system
Configure system
Train users B C D
In this simple project, three activities must be done. We need to purchase the system ,configure it and train the users before we can claim the project is done.

15. Hierarchy of Activities
EHR implementation A
Level 3: Each level 2 tasks is broken into its subcomponents
Purchase
system
Configure system
Train users B C D E F
Each of the level 2 tasks can be broken into additional subtasks.

16. Hierarchy of Activities
EHR implementation A
Purchase
system B C D
Train users
Configure system E F
Here the training task is done when we purchase training material and detail the employees. But wait, we cannot do the training until we have purchased the training material. The diagram as we have drawn is not correct.
Purchase
training
material
Detail
employees

17. Hierarchy of Activities
EHR implementation A
Purchase
system B C D
Train users
Configure system F
Detail
employees
The correct diagram moves purchasing the training material from level 3 to level 4. There are other errors in this diagram as well. Can you see them? E
Purchase
training
material

18. Hierarchy of Activities
EHR implementation A
Purchase
system B C D
Train users
Configure system F
Detail
employees
The correct diagram moves purchasing the training material from level 3 to level 4. There are other errors in this diagram as well. Can you see them? E
Purchase
training
material

19. Hierarchy of Activities
EHR implementation A B C D F
Detail
employees E
Train users
Purchase
training
material
Configure system
This is the revised hierarchy. Here Training is a level 2 task and has two components, purchase the material and detail employees. Training cannot occur until we have configured the system and configuration cannot occur until we have purchased the system.
Purchase
system

20. Approaches to Developing Work Breakdown
Guidelines
Analogy
Bottom up
Mind mapping
There are many approaches to developing work breakdown. Some organizations have developed guidelines of how work is to be subdivided into various components. Typically the guidelines suggest activities correspond to specific employee’s expertise and job descriptions.

21. Approaches to Developing Work Breakdown
Guidelines
Analogy
Bottom up
Mind mapping
Work breakdown can also follow norms of how others have done similar activities. Previous projects within and outside of the organization are reviewed and tasks listed in these projects are used as a starting point to organize the project’s work.

22. Approaches to Developing Work Breakdown
Guidelines
Analogy
Bottom up
Mind mapping
In the bottom up approach, work components are listed first before higher level organizing concepts are named. This has the advantage of making sure that tasks are grouped in such a manner that the relationships among the higher level concepts apply to all lower level tasks.

23. Hierarchy of Activities
EHR implementation A B C D F
Detail
employees E
Train users
Purchase
training
material
Configure system
Lets take a look at how we organized the work breakdown in the EHR implementation example. Here we are forcing the purchase of training to be delayed until the system is configured. This does not make sense. A more reasonable approach is not to group purchase of training materials as part of the tasks labeled “train users.”
Purchase
system

24. Hierarchy of Activities
EHR implementation
Purchase
system
Configure system A B C D
Train users F E
training
material
Detail
employees
In this drawing, the purchase of training has no precedents, it can start anytime it wishes. We do not have to wait till the system is configured before purchasing the training material. Note still that configuration is required for training and training material is required before detailing employees. None of these relationships have changed. We no longer lump “purchasing-training-material” and “detailing-of-employees” as components of training. Instead, “purchasing-training-material” is a stand alone task at a lower level. Now it can start before configuring the system and even before purchasing the system. These types of re-grouping of work breakdown is important because it allows setting relationships at higher levels that applies to every component within the group.

25. Approaches to Developing Work Breakdown
Guidelines
Analogy
Bottom up
Mind mapping
Finally, the fourth approach to breaking up work into its components is through mind mapping. In this approach visual tools are used to link various tasks in order of their requirements. Tasks are grouped and named so that a relationships among the higher order task apply to all members of the group. We start with the lowest level and continue combining tasks until all level 2 groupings emerge.

26. Task Mutually exclusive Exhaustive
Two criteria must be met in developing work components or tasks. The first is that when work is broken into several tasks, all tasks must be mutually exclusive, meaning they should have no overlap.

27. Task Mutually exclusive Exhaustive
EHR implementation
Purchase
system
Configure system A B C D
Train users
Purchase of systems and organizing training may not be mutually exclusive if the purchase includes training
For example, purchasing systems and training users may not be mutually exclusive if the purchase also includes delivery of training.

28. Task Mutually exclusive Exhaustive
When breaking work into its components, every effort should be made to list all tasks needed to complete the entire project. The root node and Level 2 tasks define 100% of the project scope. Failure to list key level 2 tasks will lead to disruption in completion of the project and delays as one has to plan again for the missed activities.

29. Breadth .vs. Depth Focus on breadth Let details emerge
Progressive elaboration
Creativity
Of course, you do not want to list everything. In creating a work breakdown, the project manager has a choice of making tasks cover the breadth of different activities or to develop one task with a great deal more detail. Our advice is to focus on breadth as including a comprehensive set of activities is important.

30. Breadth .vs. Depth Focus on breadth Let details emerge
Progressive elaboration
Creativity
Depth will follow through progressive elaboration or it can be left to the creativity of other project team members. In fact, getting into too much depth in project planning is not only cumbersome but also counter productive as it takes away the initiatives of various project members.

31. Numbering Convention EHR implementation A Train (detail) users D
Purchase
system
Configure system A B C D
Train (detail) users
Purchase
training
material E
It is convenient to number a task by its level. For, example, purchasing training material is numbered as “1 point 1 point 2.”

32. Numbering Convention EHR implementation A Train (detail) users D
Purchase
system
Configure system A B C D
Train (detail) users
Purchase
training
material E
The number before each point indicate the sequence of the node in the corresponding level. The first 1 in “1 point 1 point 2” means that at level 1, we start with the first node.

33. Numbering Convention EHR implementation A Train (detail) users D
Purchase
system
Configure system A B C D
Train (detail) users
Purchase
training
material E
The second 1 in “1 point 1 point 2” means that at level 2 we start with first node too.

34. Numbering Convention EHR implementation A Train (detail) users D
Purchase
system
Configure system A B C D
Train (detail) users
Purchase
training
material E
The 2 in the last digit of “1 point 1 point 2” means that at level 3 we start with the 2nd node. This convention allows us to number nodes in work breakdown in a way that suggest the structure.

35. Work Breakdown Is Not … We need to clarify some common mistakes …
We need to clarify some common mistakes in the definition and use of work breakdown.

36. A Task Is …
Not a goal
A goal is not a task or activity. Goals typically do not have a start or end. Our goal might be to increase access to care or reduce medication errors but these are not the activities we should engage in to accomplish this goal.

37. A Task Is … Not a goal Not a process
A task is not a process. Continuous quality improvement is a process. Plan, Do, check and Act cycles are a set of tasks within this process. It is ok to use PDCA as four tasks but it is not ok to use continuous quality improvement as a task.

38. Work Breakdown Is … Not an exhaustive list of work
A work breakdown structure is not an exhaustive list of work. Not all tasks are included and level of details is limited to what is necessary for the assignment of the work. In this sense, work breakdown structures are comprehensive classification of project scope.

39. Work Breakdown Is … Not an exhaustive list of work Not a chronology
A Work Breakdown structure is not a chronological listing. Analysis of work breakdown leads to a schedule and a chronology of activities and not vice versa. To start with chronology is to put the cart before wheel. It is counter productive and may lead to plans that do not cover all project components.

40. Work Breakdown Is … Not an exhaustive list of work Not a chronology
Not an organization structure
A work breakdown is not an organization’s structure. It does not show formal relationships between supervisors and subordinates. It is not organized based on who reports to whom.

41. Work Breakdown Is … Not an exhaustive list of work Not a chronology
Not an organization structure
Not to be changed often
A work breakdown structure should not be updated often unless there is a change in scope of work and unless the procedures for managing change in scope are followed. A small change in work breakdown can have a large impact on the project’s success.

42. Good Work Breakdowns Easy to understand
Corresponds to job descriptions
Not too detailed
Preserve the most important relationships among the tasks
Does not add to length of project
Spend your time creating a good work breakdown that is easy to understand, that corresponds well with job descriptions within your organization, that is not too detailed to prevent creative solutions to the problem and that preserve the most important relationships among the tasks. Try to rethink the implications of different ways of breaking up the task so that you do not inadvertently add to the length of the project.

43. Think Carefully through Work Breakdown Structure
Take Home Message
Think Carefully through Work Breakdown Structure
The take home lesson is to think through your work breakdown before you proceed to create a schedule. Re-thinking a work breakdown is far easier than re-doing a project