Keep Your Projects within Scope with a WBS
 |
|
We’ve all seen them before; they are the diagrams that detail all the work that needs to be done on specific projects. Many call them time consuming while others call them valuable. Defined by the Project Management Institute as: “A deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives,” work breakdown structures (WBS) are designed to help projects run smoother and prevent scope creep. So why don’t many project managers fully utilize this great resource to its fullest potential? Here’s some no nonsense advice for creating and utilizing a work breakdown structure in all your projects. |
1. Define WBS Elements in terms of outcomes or results
The 100% rule of work breakdown structures states that the “WBS includes 100% of the work defined by the project scope and captures all deliverables in terms of the work to be completed. If you try to complete your WBS elements using action items there is a strong possibility that you either not list all deliverables or you will list too many and be outside the project scope. Further, defining elements in terms of results gives the project team some flexibility on how they are going to achieve their end outcomes.
2. Remember that the Work breakdown structure is not an exhaustive list of work but a comprehensive definition of the project scope
Only the work outlined in the work breakdown structure is applicable to the scope of the project. Utilize your WBS as a tool fight scope creep. If you’ve successfully and effectively written your project scope statement and then used that to create your WBS – you’ll have a good foundation to stay on track and finish your project within scope.
3. Create your WBS with Post It Notes
Post It notes gives the project team the ability to shift deliverables around till you have the perfect hierarchy of outcomes. Placing one deliverable per Post It note will help ensure all deliverables are specified, visually organize the project and save time when the team decides to rearrange the order.
Matthew Sheaff currently serves as the Director for the Center of Project Management at The American Strategic Management Institute. For questions and or comments, he can be reached directly at Sheaff@Managementweb.org.
