How to Create a Work Breakdown Structure: A WBS Masterclass

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
Carefully curated video recommendations for you:

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.
Note that the links are affiliated.

#Project #ProjectManagement #WBS

[Onlinepmcourses]

My video explaining what a Work Breakdown Structure is, has been one of my most popular. But loads of you have asked: 'How do I create a WBS, Mike?' So, it's high time I gave an answer!

[wheelspins]

Recently I started learning Project Management and accidentally bumped on to your channel while searching for a detailed explanation of WBS! This short clip cleared the doubts I had and certainly I’ll be watching more content!

[emwhite]

Mike your videos are the most comprehensive easy to understand videos on YT that I have come across that really helps me with my study and professional development. Thank you for sharing your valuable knowledge in a way that really works . I did not realise what a fundamental tool the WBS is, that forms the basis of so many other project management artifacts.

[Amazingu]

Great idea to put the WBS Dictionary. I often add the key risks to WBS too at later stage when doing risk planning and associate them to the risk register number.

[robertrackers]

I, personally, have Project Management as the first item on the Key Line level. That is where the entire Project Management process begins, and it prevents it from possibly omitted. It also reminds Stakeholders that you aren’t working on the process just because you love that which you do.
Thanks again for your great delivery of great content. As always, Best Regards!

[gulshanbanas]

Thanks Mike, your entire PM series is fantastic. Really appreciate your knowledge sharing and clarity of your delivery 👍

[mariacitygirl]

I am so happy I found your channel 🙂 You are so good at teaching this. Four minutes in, I paused the video, checked out your channel, and subscribed.

[janetjandrositz]

I am a proposal manager on a large government response team. One of our team members is responsible for the WBS. We have a meeting to discuss this topic later today. Thank you for breaking down the WBS so succinctly and clearly. Prior to listening to your video, I would not have had much to contribute. Now I believe I will be able to do just that. Thank you again.

[beebless]

Greetings,
I have been wanting to ask you to make a refresher video for this... I have my notes, but it's always great to hear someone with good delivery to explain. Thanks.

[johnboy]

Hi Mike. Very well described regarding the levels. Thankyou for your time and efforts. John

[janishani]

A massive thank you, Sir.
I'd also like to sincerely congratulate you for you are your own hero 🙃 I can somehow (not knowing how) feel it.
Bravo on you, Sir, very well done! 👏🏽👏🏽👏🏽👏🏽👏🏽🤩👌🏽✨

[yimernone]

thank you for ur generous and so educative talk

[yohanesliong]

Very informative and helpful. Thank you!

[gpindepinde]

Clear organized👌 presentation with clear and sound examples. Thank you Sir👏

[sandhugurman]

Hi,  

This is an amazing video explaining the work breakdown structure which is an important part of project management and ensuring that the work is going as per the plan and without any risk involved. The approach explained in the video is great and can even be learned by beginners.

Great video, thanks!

[everythingisfake]

On the MECE principle, regarding collectively exhaustive does that mean I as the PM need to know exactly how everything is going to be completed? Say if I am a construction PM, do I need to know everything the plumber needs to do in order to complete his work package? For example, i know the house needs toilets, baths and sink installed and running, but I don’t know how the plumber will do it technically, I just have the deliverable I want to see. Is there such a thing as delegating it to the plumber so they complete the the work to industry standard that we can confirm during inspection and handover? I dont think its common for a plumber to add to a project managers wbs themselves, maybe the pm has a phonecall with them and maps it out?

[urmomshuse]

This type of video needs an example - bringing it out of the abstract

[flashtheoriginal]

Superb stuff. Really informative. Thank you Mike. I have subscribed

[kaypowell]

While there are templates, I'm looking for a recommendation for teaching the software to measure crashing, delays, and other changes to the WBS. Which software platform do you recommend? Up until last year, we used Microsoft Project. Is that what you recommend?

[bengarick]

I'd be interested in your view on Product vs Deliverables. Currently working as a PMO Manager in IT, I often see Charters/PIDs with deliverables being 'Validation plan', 'Testing Plan'. I have tried to distinguish the difference with the PMs (rightly or wrongly) that the deliverables are the, as you say, Tangible thing or things that are or makeup what is handed over to the business. I use the term Products as the things the project (PM) Produces to provide assurance over the process or deliverables within the project.