The work breakdown schedule (WBS) is the spine of your project plan. The most important function is to communicate clear performance expectations about the project. For executives, the work breakdown schedule communicates exactly what they’re going to get from the project. That is what the business result will be. The WBS entries, from the scope down to the smallest team member’s task, are measurable deliverables. Each clearly communicates a performance expectation with numbers so it is measurable. As an example, the scope of a customer service project might be, “Less than 5% of customers have to contact customer service a second time about the same problem.” That number is a measurable deliverable, it’s acceptance criterion. Specifically the project is successful if 5% or fewer customers have to call back about the same problem. When you communicate that expectation to the executives, they know what they’re going to get from the project. As importantly, they know what they’re not going to get. It clearly tells them that the result will not be perfection. They will still have 5% of the customers calling back about the same problem. Main Work Breakdown Structure Page
Work Breakdown Schedule: Trade-offs
The work breakdown schedule is how project managers control expectations. It communicates to executives that they cannot change the project’s scope without compensating adjustments, called trade-offs, to the project’s duration and/or cost. Dealing with those trade-offs is a key to managing the expectations of sponsors and other executives. Consistently successful project managers use those trade-offs during the initial planning of the project to communicate expectations about scope, time, cost and risk. However, the scope and major deliverables must be defined in measurable terms so that those trade-offs can be quantified. If the scope isn’t defined in this manner, the project will have overruns and dissatisfied sponsors and executives.
Work Breakdown Schedule: Deliverables
The work breakdown schedule also shows the executives how the project team is going to deliver that result. The project manager and sponsor decompose the overall scope deliverable into 4 to 7 high-level deliverables. They also define each of those with measured acceptance criteria. Those deliverables are the best way to communicate how the project team will deliver the results defined by the scope. It also gives executives unambiguous checkpoints to measure the progress of the project after work begins. The project manager will also decompose work breakdown schedule down to the level of individual assignments for the project team members.
Those lower level measured deliverables are the foundation for assigning work to the team members and tracking progress. You should define each task in the work breakdown schedule with a metric and link it to the scope through a network of deliverables. As I said above, you create that network by decomposing the scope into 4 – 7 high-level deliverables. You continue to decompose the high-level deliverables into smaller deliverables, down to the level of deliverables that an individual will be accountable for producing. A work breakdown schedule developed this way gives the project sponsor, stakeholders and the project manager objectively defined checkpoints against which to measure progress. That is a powerful tool for keeping the project on track and for communicating to everyone that you, the project manager, know what’s going on. Using this technique, you can avoid difficulties with defining and tracking team member assignments when the work breakdown schedule is merely a “to do” list.
Work Breakdown Schedule: Team Member Assignments and Estimates
If you do the work breakdown schedule correctly, every team member can look at it and know what a good job on their assignment is before they start work. The work breakdown schedule will also tell them how you will evaluate their deliverable when they finish producing it. Because your expectations are clear, a good work breakdown schedule is an excellent tool for developing accurate estimates with the project team members. That’s because they have less need to pad their estimates since the assignment is very clear. Team members pad their estimates because they are accustomed to receiving vague project assignments that change frequently. The usual process of making changes to their vague assignments doesn’t allow the team member to accurately estimate the required work and duration. So the team member prudently protects themselves by inflating the estimates they provide the project manager.
When the project manager develops a work breakdown schedule with measured deliverables, the problem of padding estimates largely goes away. That is particularly true if the project manager uses work packages and makes an agreement with the team members that when their assignment changes, the PM will reexamine their time and duration estimates. That sounds very simple but operating that way gives team members lots of confidence in the commitment process so the project manager gets better estimates from the team members. Additionally,the work breakdown schedule is the tool the project manager uses to identify the skill set of the people they should assign to each of the entries in the WBS.