Ensures no overlap and no gaps in responsibility or resources. Sets a foundation for estimating costs and allocating human and other resources. Provides a way to make successful experiences repeatable. Defines specific and measurable outcomes. Offers an ongoing view for management and team members into how the entire project is progressing. Provides a visual representation of all parts of a project. Here are some of the advantages and benefits of creating a WBS: Good resources on WBS include “The ABC Basics of the WBS” by Paul Burek and “The Intelligent Structure of Work Breakdowns Is a Precursor to Effective Project Management,” Homer & Gunn, 1995.Īlthough often skipped in the planning process, a work breakdown structure or dictionary is a powerful tool for finishing projects efficiently and on time. Other variables on the horizon include globalization, currency fluctuations, political changes, and regulations - so a strong project needs advance planning to navigate these potential dependencies. Those risks aren’t sustainable over time, so using WBS when possible is always preferred.Īs businesses amass and need to parse more data within every project as well as to anticipate how data will affect a project after it’s launched, it’s clear that the WBS and attentive planning will continue to be critical elements. Many organizations skip the step of creating a WBS plan, or dictionary, in the interests of nimbleness and agility - or because they are being asked to “build the plane while flying it.” While it’s possible to deliver a project without proper planning and visibility, it will likely take a toll on the team members and, potentially, the ultimately quality of the deliverables. 
According to the PMI, the Planning Process Group begins with three essential steps: scope planning (3.2.2.2), scope definition (3.2.2.3), and work breakdown structure development (3.2.2.4). In June 1999, the PMI Standards Program issued a project charter to develop the Work Breakdown Structure (WBS) Practice Standard. The term “work breakdown structure” was introduced in 1993 for applications in corporate and other organizational projects. In 1987, the Project Management Institute, through PMBOK, established work breakdown structures as standard practice for a range of nonmilitary applications. Even civilian contractors working with the DOD must use the appropriate work breakdown structure template. The Work Breakdown Structures for Defense Materiel Items (MIL-STD-881) established work breakdown structures as a standard across the DOD, with templates published for specific military applications, such as aircraft or ships. With PERT as a model, the Department of Defense (DOD) and NASA published the first description of the work breakdown structure process in 1962, but the first reference by name didn’t come until 1968. The team developed a formula to determine tasks and estimate effort needed for a project based on outcome, which became known as PERT (program evaluation and review technique). Navy’s Fleet Ballistic Missile (Polaris) Program was behind schedule and needed help resolving the delay.
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