Work Breakdown Structure (WBS)

Work Breakdown Structure (WBS) is often found in a project or work plan for a project. WBS itself is a list of activities or targets from the scope of a project that is organized using multiple levels and hierarchies made with project management tools. In the process, WBS has an orderly level of work that can facilitate efficient project implementation in each hierarchy in detail, so that the project can run well. WBS itself can be made with two approaches, namely based on the objectives and timeline of project work. WBS itself was originally developed in the US in 1975 when the US Navy was initiating the Fleet Ballistic Missile (Polaris) program as a result-based project work method which became known as the Program Evaluation and Review Technique (PERT). From 1987 to 1999, the Program Management Institute (PMI) began to develop a standard structure for non-military domains. This modernization process gave rise to the name “Work Breakdown Structure” in 1993 as a work breakdown structure for companies and other civil projects. Having a level of detail in the WBS can certainly facilitate the project management process to develop schedules, cost estimates, resource allocation, and risk assessments. These low-level components or elements of the WBS are generally the milestones for the project as well as resource management for the next-level details. Not only that, the WBS has many benefits such as: facilitating project delivery because there is a grouping of detailed elements for a project with a goal and time orientation, the implementation process is more relevant, allows for clarification of work and communication processes between project scopes to all stakeholders in the project, allows for an evaluation of every tiered detail in the project work process which can minimize defects or errors, facilitate the understanding of project actors, and allow project managers to get time and cost allocations more effectively and efficiently. WBS has two types that can be utilized according to their needs. The types of WBS are Deliverable-Based WBS and Phase-Based WBS. Deliverable-Based WBS is used to make the work process in the project appear more transparent, making it easier to monitor. Meanwhile, Phase-Based WBS aims to describe each phase in detail, so that project managers can easily suggest strategies to overcome the risk of failure.

In making the WBS chart and project work structure, several components must be fulfilled and integrated efficiently, such as:

1. Job Description, which specifically includes determining the project scope, project objectives, and the process of managing work team members. This means the job description for each work team with the relevance of their respective expertise. The existence of a standard and coherent job description can support work efficiency because there is no excessive burden on a team and can also avoid work outside the main tasks of a project work team.
2. Task Status, which is a continuation of the task description on the project work team and is generally managed by a project manager who aims to track tasks or the progress of the project details work process. Task status can also make it easier for the project manager to coordinate the team in working on project details with a certain urgency needed when work between teams is very dependent and can facilitate communication between teams to prevent obstacles and overlapping.
3. Project Deliverables, which are project outputs such as project plans, project reports, and meeting minutes. Where this project deliverable can also be called from the results of a project on a paper-based basis. The documents in the project are the main aspects of the project deliverable which are the subject of delivery to stakeholders. The existence of a project deliverable component in the WBS can allow for an evaluation of the progress and completion of the project in general. This document can also include things like signed contracts, expense reports, and project reports, as well as work process comparisons and project plan estimates.
4. Cost is the main foundation of the running of a project. Cost is a measure of the suitability or relevance of cost expenditures with the cost design at the time of project planning so that it can determine whether a project is smooth, one of which can result in errors in managing finances.
5. Work Packages, which are job details or project work elements in the WBS that must be done hierarchically. This work package will be divided or assigned to several teams or departments in the process. The project manager will then estimate the number of team members, costs, and duration of work on each of these work packages. Therefore, the work package is the main aspect listed in the WBS as a component.

In the process of making WBS, we need references that must be met, such as: determining the project work cycle (including initiation, planning, implementation, monitoring, and closing), determining sub-tasks, explaining tasks, and working teams for each main task, making links or series. dependencies between tasks (work packages) so that project work can be done simultaneously without delay, determination of resources (raw and human) and costs for project details, making estimates of the time or date of start and end of project work, and use of software in making WBS integrative.

References:

• https://sis.binus.ac.id/2017/05/05/13035/
• https://www.workbreakdownstructure.com/
• https://www.projectmanager.com/guides/work-breakdown-structure
• https://www.forbes.com/advisor/business/what-is-work-breakdown-structure/
• https://www.smartsheet.com/getting-started-work-breakdown-structures-wbs