Work Breakdown Structure

Project Management Practices

Rev E, June 2003

U.S. Department of Energy

Office of Management, Budget and Evaluation

Work Breakdown

Structure

Initiated by: Office of Engineering and Construction Management

WORK BREAKDOWN STRUCTURE

A project work breakdown structure (WBS) is a deliverable or product-oriented grouping of

project work elements shown in graphical display to organize and subdivide the total work

scope of a project.

The WBS is a particularly important project tool. Considerable thought and planning should

be given to its development and implementation so that subsequent changes are minimized.

Major revisions to a WBS require both substantial effort and resources, due to its application

to a wide array of project activities. Project WBSs, which are driven by the scope of a

project, should not be confused with other uses of WBS-like systems. MIL-HDBK-881 is

the accepted standard on WBS.

1.0

WBS DEVELOPMENT

A WBS is the cornerstone of effective project planning, execution, controlling, statusing,

and reporting. All the work contained within the WBS is to be identified, estimated,

scheduled, and budgeted. The WBS is the structure and code that integrates and relates all

project work (scope, schedule, and cost). Therefore, the WBS contains the project¡¯s scope

baseline necessary to achieve the technical objectives of the work described. The WBS is

used as a management tool throughout the life cycle of a project to identify, assign, and

track its total work scope. When initial project funding is received, the Project Director (PD)

develops a WBS that identifies necessary funds according to the schedule and needs of the

tasks in the WBS elements. The WBS is generally a multi-level framework that organizes

and graphically displays elements representing work to be accomplished in logical

relationships. The PD is to structure the project work into WBS elements (work packages)

that are:

?

Definable¡ªcan be described and easily understood by project participants.

?

Manageable¡ªa meaningful unit of work where specific responsibility and authority can

be assigned to a responsible individual.

?

Estimateable¡ªduration can be estimated in time required to complete, and cost can be

estimated in resources required to complete.

?

Independent¡ªminimum interface with or dependence on other ongoing elements (i.e.,

assignable to a single control account, and clearly distinguishable from other work

packages).

?

Integratable¡ªintegrates with other project work elements and with higher level cost

estimates and schedules to include the entire project.

PROJECT MANAGEMENT PRACTICES

Work Breakdown Structure (Rev E, June 2003)

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?

Measurable¡ªcan be used to measure progress; has start and completion dates and

measurable interim milestones.

?

Adaptable¡ªsufficiently flexible so the addition/elimination of work scope can be

readily accommodated in the WBS framework.

Relationships among WBS elements and detailed descriptions of each element are presented

in the WBS dictionary accompanying the hierarchical diagram. The WBS dictionary is a key

project definition tool that defines in-depth the scope for each work element; documents

assumptions about the work, including deliverables, milestones/key performance

parameters, and quantities (if applicable); lists required resources and processes to

accomplish the work; identifies a completion schedule, including measurable milestones;

and provides links to key technical design or engineering documents.

Within DOE, there are typically two types or levels of WBSs that are developed to

correspond to different needs:

?

The Project Summary WBS. This WBS summarizes an entire project and usually consists

of three levels of project and work definition. This WBS may serve as a starting point for

contractors to develop their own contract-specific WBS. The Project Summary WBS is

the responsibility of the integrated project team A typical project summary WBS is

shown in Figure 1.

?

The Contractor WBS. This WBS is developed by individual project contractors, based on

the scope of the contract work. The contractor is generally responsible for extending the

Project Summary WBS elements to create the Contractor WBS, for DOE evaluation.

The Contractor WBS is built based on the scope and deliverables that are in the

contract¡ªnot force-fit to the Project Summary WBS. The Contractor WBS should

provide the basis for all management activities between the contractor and DOE; ensure

agreement on scope, schedule, and cost; and serve as the basis for contractor

accountability and reporting. A contractor WBS is shown in Figure 2.

? The WBS hierarchical methodology includes all project phases, critical decision

points, and other activities required. However, a project WBS is to be deliverableoriented. Even though various organizational functions and project deliverables are

involved, they should be related to the individual breakdowns, not aligned with a

given organization. The following elements are not included in a WBS:

PROJECT MANAGEMENT PRACTICES

Work Breakdown Structure (Rev E, June 2003)

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1.0 FPR PROJECT

1.1 Fuel Processing Facility

1.2 Liquid Effluent Treatment & Disposal

1.2.1 Construction

1.1.1 Conceptual Design

1.1.5 Project Administration

1.2.2 Government Furnished Material

1.1.1.1 Conceptual Design

1.1.1.2 Criteria Development & Conceptual Design Reviews

1.1.2 Design

1.1.2.1 Definitive Design

1.1.2.2 CADD Consultant

1.1.2.3 Engineering Support During Construction

1.1.3 Government Furnished Equipment

1.1.3.1

1.1.3.2

1.1.3.3

1.1.3.4

Construction Preparation

Building

Process & Service Systems & Equipment

Construction Inspection

Construction Management

Construction Services

Constructability Reviews

Project Control

Records Management

Support Services

Engineering

Independent Construction Cost Estimate

1.2.3 Construction Inspection

1.2.4 Project Administration

1.2.5 Design

1.1.6 Systems Development

1.1.6.1

1.1.6.2

1.1.6.3

1.1.6.4

Construction Preparation

Building

Process & Service Systems & Equipment

Quality Assurance

1.1.4 Construction

1.1.4.1

1.1.4.2

1.1.4.3

1.1.4.4

1.1.4.5

1.1.4.6

1.1.4.7

1.1.5.1

1.1.5.2

1.1.5.3

1.1.5.4

1.1.5.5

Process Development

Design Support

Plant Liaison

Computer/Control System Development

1.1.7 Startup

1.1.7.1

1.1.7.2

1.1.7.3

1.1.7.4

1.1.7.5

1.1.7.6

1.1.7.7

1.1.7.8

SO Test Preparation

SO Test Performance

Manuals

Integrated Testing

Cold Run

SO Test Resources

Deleted

Preventative Maintenance

1.1.8 Safety/Environmental

1.1.8.1

1.1.8.2

1.1.8.3

1.1.8.4

1.1.8.5

1.1.8.6

1.1.8.7

Environmental Assessment

PSD Document

Safety Analysis Report

Probabilistic Risk Assessment

Document Coordination

RAM Study

Hazardous Waste

Figure 1. Project Work Breakdown Structure

PROJECT MANAGEMENT PRACTICES

Work Breakdown Structure (Rev E, June 2003)

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