Revision of WBS Structure from Thu, 2009-02-05 13:58
The WBS provides a structured framework for estimating, budgeting, scheduling, measuring, and reporting the status and performance of the project in an integrated manner, thus making progress reporting meaningful. The structure also facilitates delegation of authority to lower level managers, which allows the project manager to manage the overall project while ensuring that the details also receive the appropriate level of attention.
When properly developed, the WBS and corresponding WBS dictionary help ensure that the project scope is accounted for and assigned to a responsible individual. A properly created WBS also serves as a summary-level checklist for general activities that must be completed to meet contractual requirements. As such, it is a helpful tool to create the project schedule and EV metrics, although these will eventually be developed at a lower level of detail.
The WBS provides a roadmap to plan the project. A poorly designed roadmap inevitably causes problems. The project team must understand that a well-designed WBS:
- Reflects the way work will be performed, including the subcontracting strategy
- Provides information and structure to report progress and financial status to the client
- Helps focus management on critical aspects of the project (i.e., it is risk-based)
- Does not create an unusual administrative burden (i.e., it is practical)
- Aligns with the job cost structure in PRISM (i.e., unique PRISM WBS numbers for the lowest level of the WBS)