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)
1
?
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)
2
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)
3
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