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The work breakdown structure (WBS) for project management: What it is and how to use it

A work breakdown structure (WBS) visually organizes project deliverables into different levels based on dependencies. It’s essentially your project plan in a visual form, with your project objective at the top, then dependencies and sub-dependencies below. In this article, we describe the different parts of a work breakdown structure and how to create one for your next project—along with a detailed example to get you started.

A work breakdown structure (WBS) is a visual project breakdown. Beginning with the scope of work, the WBS shows the deliverables and how they connect back to the overarching project.

We’ll walk you through how to make a work breakdown structure, what to include, and show examples for how you can apply it in your own work.

What is the work breakdown structure in project management?

A work breakdown structure is a tool that helps you organize your project by hierarchy. With a WBS, you break down deliverables into sub-deliverables to visualize projects and outline key dependencies. Every work breakdown structure is made up of a few parts: 

A project baseline or scope statement, which includes a project plan , description, and name 

Project stakeholders

An organized project schedule

Project deliverables and supporting subtasks

Project managers use work breakdown structures to help teams to break down complex project scopes , visualize projects and dependency-related deliverables , and give team members a visual project overview as opposed to a list of to-dos. 

From there, you’ll organize your structure based on the hierarchical levels of sub-deliverables. Your project might also include phases based on the work needed and the overall project timeline .  

The 2 types of WBS

Deliverable-based work breakdown structure: This is a deliverable-oriented hierarchical decomposition of the work. If that's a mouthful, don't worry—essentially, this basically means that you’ll look at the overarching project scope and break your work down into deliverables that support it. This approach is best for shorter projects with a really clear outcome. For example, developing your annual revenue report.

Phase-based work breakdown structure: Here, you use project phases to create work packages that house groups of tasks. These task groups are then completed in stages. You’ll want to use a phase-based WBS for longer projects with less defined outcomes. For example, you want to boost retention by 20% over the next three years.

What are the 3 levels of work breakdown structure?

Levels of a work breakdown structure help separate tasks by dependencies. Since projects can differ so significantly, the levels of your work breakdown structure will too. While most projects do have some form of dependencies, it’s possible you’ll come across projects that don’t require sub-dependencies. 

There are three main levels of dependencies, though your structure could require more or fewer than that. Each level is connected to a parent task, with the work needed to complete the parent task organized into dependencies.  

Let’s take a look at the three highest level dependencies within a work breakdown structure. 

Level 1: The parent task

The first level of a work breakdown structure is the most simplified form of the project since it contains the parent task. This is usually the same as the project objective . 

Let’s say, for instance, that your project team is working on revamping your website design. The first level of your WBS might look something like this:

Launch new website design

As you can see, it’s simple and straightforward. Level one is the basic objective and the first step of your many project management phases . The work needed to complete this objective will come later in levels two and three. 

Level 2: Dependencies and tasks

From there, your breakdown structure will get a bit more complicated depending on the scope of the project. Level two of your WBS will include subtasks, otherwise known as dependencies, of the parent task. 

For example, let’s look at what tasks might be needed to launch a new website design. 

Host a creative brainstorming session

Revamp brand guidelines

Create messaging framework

Redesign your logo

Add new photography 

While slightly more granular than level one, level two is still a high-level overview of the dependencies needed to complete the project objective. 

Level 3: Subtasks

In the third level of the WBS, break these dependencies down even further into more manageable components called sub-dependencies. At this stage—the lowest level of the project lifecycle—you’re defining the most detailed tasks. These actionable tasks will simplify the path to completing all your required deliverables.

Continuing the above example, here are the level three tasks you could use for a new site design: 

Choose brand colors

Build a brand mood board

Assign UX designers

Build a mockup design

Review and approve mockups

Schedule a brand photoshoot

Resize and edit pictures

As you can see, the work needed to complete the project objective is becoming much more clear. You may even choose to add additional levels to your WBS, depending on how specific you want your visual to be. 

What’s included in a work breakdown structure?

A work breakdown structure is essentially a condensed project plan organized in a visual hierarchy. That means it contains everything that a successful project charter has, which includes WBS elements such as objectives, deliverables, timelines, and key stakeholders. 

To create your own breakdown structure, you first need to know what to put in one. Thankfully, we’ve got you covered. Let’s take a look at some of the key pieces to include in your work breakdown structure.

WBS dictionary

A work breakdown structure dictionary is a great place to start when building a new project structure. Because the visual nature of a good WBS doesn’t allow room for detailed explanations, the WBS dictionary describes each task in more detail. Creating a dictionary is an instrumental part of helping project team members more easily find necessary details of your tasks.

While created by you, it may be beneficial to enlist the help of team members from various departments. This will ensure the dictionary is as useful as possible and all items are explained correctly.

Some fields you should include in your dictionary are:

Task names: Keep this clear and simple, a few words at most.

Descriptions: Go into a little more detail but no more than a sentence or two.

Deliverables : Again, specificity is your friend here. Be clear about what, exactly, you’re expecting the team to complete.

Budget : your projected expenses, including how much you’ll spend, for what, and by when.

Milestones : Significant moments on the project timeline where a batch of tasks are completed.

Approvals: What tasks—if any—need approvals.

While there are multiple fields you can include, the main thing to consider is creating a resource where project team members can find information on the project work needed to complete various tasks.  

Task description

The task descriptions include both a task name and a brief description of the objectives. Since your WBS won’t have space for a full description, you can include additional details in your WBS dictionary.

The objective of the task description is for team members to easily recognize what the task is in the shortest way possible. So don’t get too caught up in the level of detail needed just yet.  

The assigned task owner is an important piece to include both for accountability reasons and for communication. The easier it is to find answers, the quicker the tasks will be finished. While project managers are often task owners, department heads, and managers may also be owners depending on the type of task.

There’s nothing worse than wasting time looking for project information. Assigning task owners can improve team productivity as project stakeholders will be able to quickly direct questions to the appropriate person.   

Task budget

While not always needed, projects that require large budgets should be tracked carefully. It’s helpful to assign specific task budget caps in order to easily track how close you are to your allocated budget. 

Not tracking your budget could result in spending more than anticipated, which can dig into your profit margin. So be sure to not only track your total budget but individual task costs as well. 

Completion date 

It shouldn’t be a shock to hear that tracking your target completion date is a rather important detail. That said, it’s important to be prepared for changes to your completion date. 

While it can be difficult to manage multiple projects that go over their allotted timeline, sometimes it’s inevitable. In order to properly track progress, you should break down each task in a timeline or other project management tool . This way you can catch timeline delays in real time and work to prevent deadline issues from stacking up and causing you to miss your original completion date. 

Task status

Along with timeline tracking, documenting task status is important for quick progress checks. This can be logged in a few different ways, but many teams use terms such as open, in progress, and complete. 

This will not only help track progress but give a high-level overview of team productivity. For example, if there’s a pattern of select teams unable to complete tasks there may be an underlying issue. That way you can work to solve team workload or communication issues before they become huge problems.  

How to create a work breakdown structure

Now comes the fun part. Since a work breakdown structure is in the form of a visual hierarchy, there are a number of ways to create yours. The best part is that you get to pick which method is right for you and your team. 

Common visual methods that teams use include timelines, Kanban boards , and calendars. Depending on the software you use, some features may look slightly different in each. Let’s dive into these three methods in order to provide a deeper understanding of how you can create a work breakdown structure in each. 

Timelines (or Gantt charts)

Timelines are great tools to visualize work in a fun and colorful way. They’re also great at providing the necessary functionality for a WBS. Here are some of the functions you get using a timeline, also known as a flowchart or Gantt chart :

Import traditional spreadsheets

Track progress

Adjust tasks

Connect tasks by dependencies

Adjust deadline shifts

Assign task owners

Store unscheduled tasks

Adjust color tracking

Section by levels

Filter and sort tasks

You can start your WBS in a number of ways, including by importing an existing spreadsheet or building it directly in timeline software . Timelines are different from Kanban boards and calendars due to the visual layout and adjustable functionality. It’s really up to your preference to determine which visual is right for your team. 

Kanban boards 

Kanban boards are similar to timelines but differ in the way they’re visually organized. Instead of being organized in a horizontal line, they’re designed to look like boards. Kanban software can help with the following to keep your projects on track:

Plot workflows

Communicate in one place

Plan product roadmaps

A Kanban board is another great option for building out your WBS, and it’s one of the most frequently used tools for day-to-day resource management needs. One of the best things about this tool is that you can see task details up front. This makes it a great option if you’re unable to create a WBS dictionary.

The best way to get started with this method is to start building your hierarchy within your Kanban board. 

The third option for creating a WBS of your own is by using team calendar software . While not as commonly used for breakdown structures as the previous options, they’re a great tool to visualize projects. They’re also especially helpful for switching between day, week, and month views for large projects.

Calendars are great tools for creating a WBS and they give you a different visual experience from the options above. To start your structure using a calendar, you can import an existing spreadsheet or start building a new project within your calendar software. 

Work breakdown structure example

Now that you know what goes into a WBS and how to build one using a variety of software tools, let’s look at a tangible WBS example. While your template will look slightly different depending on the method you use to create it, your WBS should include similar task hierarchies and levels. 

Here is an example work breakdown structure to get you started on your own.

Here is an example work breakdown structure from the above details to get you started on your own.

WBS name : Website design

Description : Revamp our old website design based on the new branding. 

Completion date : 9/15/21

Budget : $50,000

Revamp website design 

Revamp brand guidelines (Complete)

Create messaging framework (Complete)

Redesign logo (In progress)

Add new photography (Open)

1. Revamp brand guidelines 

Brand colors—Kat Mooney

Brand mood board—Kat Mooney

Design UX—Ray Brooks

2. Create messaging framework

Headline—Daniela Vargas

Mission statement—Daniela Vargas

Language guidelines—Daniela Vargas

3. Redesign logo

Sketch—Kabir Madan

Mockups—Kat Mooney

Final designs—Kat Mooney

4. Add new photography

Photoshoot—Kabir Madan

Photo edits —Kat Mooney

Final selections—Kabir Madan

Remember that your WBS will look different based on the size of the project, its complexity, the timeline, and your chosen software. Each of these details will shape the dependencies and visual hierarchy of your project. 

Make your work breakdown structure work for you

When it comes down to it, a work breakdown structure isn’t so hard to create. In fact, once you get the hang of it, you and your team can only benefit from adding a visual hierarchy or project tasks. Whether you’re a visual or verbal learner, there’s a work management tool out there for everyone. 

With Asana, you can easily switch between lists, timelines, boards, and calendars without missing a beat. Less time spent on work about work ? Yes, please. 

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Getting Started with Work Breakdown Structures (WBS)

By Kate Eby | November 8, 2016 (updated November 28, 2022)

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Have you encountered work breakdown structures and wondered how they can help in your project management efforts? A work breakdown structure (WBS) is a visual tool for defining and tracking a project deliverable and all the small components needed to create it. With a work breakdown structure, you can stay focused on what you need to accomplish as you move toward the project deadline.

This article will help you understand what a work breakdown structure is and what it is not, the advantages of using a work breakdown structure, and how to create one. You’ll also learn from leading experts on how to use this powerful and essential product management tool with confidence.

What Is a Work Breakdown Structure in Project Management?

The Project Management Body of Knowledge , an internationally recognized collection of processes and knowledge areas accepted as best practice for the project management profession, defines the work breakdown structure as a "hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables." With a WBS, you begin with the desired outcome or product, which you then break down or decompose into the smaller deliverables or tasks needed to create it.

In a WBS, the deliverable can be an object, a service, or an activity. By focusing on deliverables rather than methods — the what, not the how — a work breakdown structure helps eliminate unnecessary work to get the intended result. A well-thought-out WBS aids in scheduling, estimating costs, and determining risk. It is usually a visual chart or diagram that spells out a project's timeline and process while capturing each task, subtask, and deliverable that will be created and executed throughout. It’s often rendered as an outline, like a table of contents, but can be organized using tabs or other visual organizational systems.

Rod Baxter, co-founder of Value Generation Partners and author of the Project Management for Success Handbook , calls the WBS “a necessary element to the product management lifecycle. It takes skill and practice to create, but it is essential to help you meet release dates and become efficient.”

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History of WBS: A Timeline and a Look into the Future

In 1957, the U.S. Navy’s Fleet Ballistic Missile (Polaris) Program was behind schedule and needed help resolving the delay. 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) .

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 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. Even civilian contractors working with the DOD must use the appropriate work breakdown structure template.

In 1987, the Project Management Institute, through PMBOK, established work breakdown structures as standard practice for a range of nonmilitary applications. The term “work breakdown structure” was introduced in 1993 for applications in corporate and other organizational projects.

In June 1999, the PMI Standards Program issued a project charter to develop the Work Breakdown Structure (WBS) Practice Standard. 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).

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. Those risks aren’t sustainable over time, so using WBS when possible is always preferred.

As 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. 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.

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.

What Are the Uses and Purposes of Work Breakdown Structures?

Although often skipped in the planning process, a work breakdown structure or dictionary is a powerful tool for finishing projects efficiently and on time. Here are some of the advantages and benefits of creating a WBS:

• Provides a visual representation of all parts of a project
• Offers an ongoing view for management and team members into how the entire project is progressing
• Defines specific and measurable outcomes
• Breaks the work into manageable chunks
• Provides a way to make successful experiences repeatable
• Sets a foundation for estimating costs and allocating human and other resources
• Ensures no overlap and no gaps in responsibility or resources
• Minimizes the chance of adding items outside the scope of work or forgetting a critical deliverable

In addition, organizations have found other benefits in using work breakdown structures. These benefits can be realized through a specific project, but may also help improve the processes and culture of your whole organization. They include:

• By taking into account each project’s WBS, the organization can quickly calculate the budget for whole departments.
• Teams can determine project schedule and budget quickly.
• As the project progresses, teams can track specific sections of the work breakdown structure to determine project cost performance and flag issues and problem areas in the organization.

A well-crafted work breakdown structure can keep your team humming along like a well-oiled machine with these benefits:

• Improves productivity
• Helps project managers predict results based on various scenarios
• Helps with project organization
• Assists in describing the project scope to stakeholders
• Helps to distribute responsibilities
• Allows correct estimation of costs, risks, and time
• Increases communication
• Enables more creativity and brainstorming
• Focuses on end goals
• Organizes details
• Potentially prevents problems
• Addresses scheduling issues
• Helps manage risks
• Allocates tasks
• Gives teams flexibility
• Eliminates confusion
• Gives every team member clear task descriptions
• Helps write and support the statement of work
• Provides foundation for clear status report on project, since each work package is a measurable unit

The Visual Advantage of Work Breakdown Structures

The work breakdown structure chart or dictionary easily displays project details and status. To present your work, you have a few options. The classic WBS view is the tree structure diagram, but you can also use numbered lists or tables. An outline is one of the easiest ways to represent a work breakdown structure. Listed below are other types of formats that are useful for different types of projects.

During the project, the elements in the work breakdown structure can be color-coded to indicate work status: for example, on-target could be noted in green, late would be in red, at-risk shows up as yellow, and completed is signified by blue. Color coding can help you identify schedule risks at a glance.

What Are the Key Components of a Work Breakdown Structure?

A reliable, useful work breakdown structure or dictionary should gather the critical elements of a project, along with its timeline, cost, and resources. The most helpful WBS plans contain these components:

• Identification of which organization, department, or individual is responsible for each specific work piece
• The scheduled start and end dates
• Required resources
• Estimated cost of the project
• Charge numbers
• Contract details, requirements, and milestones
• Protocol for quality control, requirements, and standards
• Technical information and resources needed to achieve desired results

At a higher level, the WBS can also serve directional and organizational roles. A thorough WBS plan can act to:

• Help human resources manage team assignments
• Manage the schedule and determine the project timeline
• Manage and measure the quality
• Anticipate enterprise environmental factors
• Identify organizational process assets
• Track version history
• Establish dependencies
• Track the overall progress of a project

Who Uses Work Breakdown Structures?

Business project managers use work breakdown structures to ensure an organized, visible view of their projects and their components. These teams can also benefit from using work breakdown structures:

• Client-Facing Groups : Account directors rely on work breakdown structures to demonstrate progress (or roadblocks) to their clients. A WBS creates a “north star” for a project’s deliverables and milestones, which in turn becomes a useful tool to show clients how things are going.
• Creative Groups : Everyone knows that designers, writers, content strategists, and other creatives need help in focusing their creativity. A work breakdown structure creates helpful guardrails to keep the ideas flowing in relevant, project-centric ways.
• Remote and Internal Projects Groups : The visibility of a WBS helps everyone involved, even tangentially, in understanding who’s doing what and when.
• Technical Groups : Technical teams can use a WBS as a roadmap for their development tasks. These teams often already are operating with visual “swimlane” or other architectural types of project management milestones.

In addition to agency and corporate settings, other fields rely on work breakdown structures:

• Commercial Project Planners : A WBS can capture all the moving pieces of a large commercial project — not just the main company’s projects and team members’ tasks, but those of vendors and subcontractors. It can also capture dependencies for getting necessary permits, tracking progress with governmental approvals, and more.
• Event Planners : A WBS breaks down a complex event into tasks and subtasks, and assigning them helps keeps multiple teams moving forward on tight deadlines.
• Residential and Construction Project Managers : In addition to the tasks and team members involved in a regular commercial project, construction project managers can use a WBS to track stages in utility work, zoning approvals, environmental approvals, and more.
• Scope Planning Managers : When an agency takes on a new client, the resource planners and directors need to have at least a rough view of the project timeline and resources needed before assigning a budget and scope to the project.
• Software Developers : Software developers often already break down their projects into phases or stages. A WBS that includes other organizational members helps developers stay on top of the most important deliverables first, while giving visibility to the rest of the team.
• System Engineers : System engineers are charged with owning the big picture of their setups and keeping them running and updated for optimal performance. A WBS gives them an organic document that captures the smallest details that map to bigger systems operations. Knowing they have that information at their fingertips can ease their minds by letting them focus on the larger operational questions.

Within an organization that already has a project plan or work breakdown plan in place over the long term, work breakdown structures are helpful for a predecessor on a project to see how the project has progressed during their absence. For successors on a project, the WBS helps them see both what worked and what did not in the project’s earlier days and to track dependencies and their outcomes. In short, anyone in an oversight role who needs to plan for the division of labor on a project can benefit from using a work breakdown structure.

What Is a Project Breakdown?

Sometimes the terms “work breakdown structure” and "project breakdown structure” are used interchangeably. In fact, work breakdown structures are most commonly applied as a tool to manage projects, from beginning through closeout. But work breakdown structures can theoretically help manage subprojects, subtasks, vendor contributions, and other collections of related tasks that aren’t specifically related to the management of an entire project. Thus, a project breakdown is a work breakdown that maps completely to a single project.

Essential Parts of a Work Breakdown Structure or Dictionary

What’s included in a work breakdown structure? The following are features created in the WBS process, as well as related terms.

• Terminal Elements (aka work packages) : Terminal elements, usually referred to as work packages, are the lowest parts in a WBS, beyond which a deliverable cannot be decomposed further. Work packages should be independent of other tasks, and they should not be duplicated elsewhere in the project. You can also think of work packages as the smallest manageable task that can be executed by an individual or team. Break down the task any further, and you run the risk of micromanaging team members. Generally, work packages should provide assignments that can be completed by a team or team member within a reporting period. If you hold weekly status meetings, then the work must be completed within one week. Another way to determine effort is through the 8/80 rule, which states a subtask should not take less than 8 or more than 80 hours to complete. An effective work package defines the work, duration, and costs for the tasks required for each deliverable. Work packages should not exceed 10 days in duration. Work packages are independent of each other in the work stream, and they should be unique and not duplicated across the project.
• WBS Coding : Work breakdown structure elements are usually numbered in decimal sequence from top to bottom. For example, an item labeled “1.1.1.3” can be found on the fourth level of the hierarchy. With such numbering, it’s easier to identify the level of the task that the element represents when referring to it outside of the context of the WBS chart.
• WBS Dictionary : The WBS dictionary (see below) describes in detail each component or task in the WBS hierarchy. It can even link to documents that further define and support the element. The WBS dictionary supports the principle of mutual exclusivity of work — in other words, no overlap, because each deliverable and subdeliverable is so well defined that little duplication of work or responsibility is possible.
• Level of Effort : A level of effort (LOE) component of a project is an activity that supports the main functions of the project. This could include the administrative work of answering and routing clients’ phone calls.
• Result-Oriented Tree : This is a model that demonstrates desired outcomes as they flow out of project steps outlined in a WBS.
• Contract Work Breakdown Structure : This captures all the types of contract and vendor work to be done on the project.
• Project Summary Breakdown Structure : This outlines the summary of the project and subprojects so that other deliverables may map to it.
• Statement of Work : The statement of work (SOW) is the signed agreement that outlines exactly what the company will deliver to the client, including milestones, and the budget each party agreed to.
• Project Schedule : This is the schedule of all components of a project, whether they deliver sequentially or overlap. It includes milestones and deliverables, as well as the cost of resources in each component.
• Basis of Estimate : A basis of estimate (BOE) is a tool developed by project managers, executives, and financial leaders that takes into account the costs of labor and resources that may be needed in a project. Using the BOE, a company can estimate what it will cost to create and deliver a project to a client.
• Resource Breakdown Structure : This visually lists the hierarchy of resources needed and used throughout a project, including when they enter and exit the project, and spells out their roles.
• Risk Breakdown Structure : A good plan includes taking note of dependencies and risks. These include risks that can occur if the team is delayed or that lie outside the team’s control, such as natural disasters.
• Organization Breakdown Structure : The organization breakdown structure (OBS) is also known as an organizational chart. It lists project leads and spells out who is assisting whom and in what roles.

Work Breakdown Structure Formats and Guidelines

Several types of formats apply to work breakdown structure documents. They include:

• Chart Format : Emphasizes the visual view of the project.
• Hierarchical Structure : Brings the most important elements of a project to the top for greater visibility.
• Outline Structure : Presents a time frame, dependencies, or components of bigger elements of a project.
• Tabular View : Allows team members to easily navigate to the sections that are most relevant to them.

Not every project will require the same kind of format. That can and should be tailored to the type of project and the types of team members who need to access it.

Work Breakdown Structure in Project Management

Once the project scope is available, the WBS should be the first deliverable. With the WBS defined, it’s then possible to scope out other resources, including human resources, particular skill sets, material resources (such as equipment and space), and facilities. The team can then create the baseline schedule, draw up task lists, and provide assignments.

As you manage similar projects, the work breakdown structure gets easier and can become the basis for improved delivery management. For unique projects where you and the team have no previous experience, the work breakdown structure can aid the team to define exactly what deliverables and tasks are needed for the final product.

A work breakdown structure cannot be developed in isolation. Rarely can one person know everything required to complete a project, least of all a project manager, who may not be a subject matter expert. Creating the WBS is a team effort.

Misconceptions About Work Breakdown Structures

A WBS does not specify how or when tasks will be done. It’s not a plan or a schedule. It is not a list of all activities or responsibilities, nor is it a typical organization chart. Team leaders sometimes attempt to list all the tasks required for a project within the WBS. This could result in missed tasks, causing projects to run late.

Nor is the WBS a scratch document that may or may not be used for the project. It is an important part of your project management documents. You should note any changes to the planned deliverables in the WBS, which should be subject to your company’s change control process.

Best Practices and Design Principles for Work Breakdown Structures

Drawing a work breakdown structure can be straightforward. But the following tips are design principles to help you achieve the best results.

Focus on deliverables, not methods . In other words, plan outcomes — not actions. Think about the what , not the how . The key purpose of a work breakdown structure is to define the main deliverable in terms of the small components that form it. If the deliverable is not a product, then it must provide a specific and measurable outcome. For example, if you’re creating a WBS for a professional service, define the products or outcomes from that service.

When you focus on a specific deliverable, no matter at what level of the breakdown, the team or individual responsible knows exactly what is expected and what a good job looks like. You are less prone to add items that are outside of the project scope, which can be the case when creating a list of tasks. When team members focus on a deliverable, rather than checking off to-do list items, they’re encouraged to use their initiative and problem-solving skills to foster innovation.

No overlap (aka mutual exclusivity) . Make no tasks in your WBS overlap in scope definition. This could have two possible results: It would duplicate your team’s efforts and create confusion around responsibility, effort, and accounting. A WBS dictionary that describes each component in detail can help void mutual exclusivity.

Follow the 100 percent rule . To eliminate work that doesn’t contribute to the deliverable, ensure that the sum of all resources in WBS, whether time, money, or another element, adds up to 100 percent. In other words, the elements in level two total 100 percent, and the level three and lower elements roll up into the level two percentage. Your finished project should never total more or less than 100 percent.

Look at the level of detail . Generally, work packages should provide work that can be completed by a team or team member within a reporting period. If status meetings are weekly, then the work must be completed within one week. Another way to determine effort is through the 8/80 rule (noted above).

Here are other factors to consider in determining the level of detail in elements:

• If your team is less experienced and needs more oversight, make work packages smaller and shorter.
• If you have a deliverable that might take longer to complete or cost more than was budgeted, break the project into smaller deliverables with shorter work time. With a more frequent reporting and review time, you can surface problems and resolve them sooner.

Finally, consider these other important principles as you move forward:

• Make assignments at the beginning of a project, but allow for new assignments to be created if needed over the course of a project.
• Ensure every deliverable is consistent to norms.
• Don’t worry if your structure is not completely symmetrical or balanced; many tasks and deliverables will offer more details than others.
• Ensure that tasks are not listed sequentially.

If some deliverables are not known, you can enter as much information as you know currently, then update the document as you learn more details.

Creating the Work Breakdown Structure

The first step to creating a work breakdown structure is to bring the team together. Whether your team is all working onsite or remotely, it is essential for the members to participate in identifying the subdeliverables. Rod Baxter says, “You don’t create a work breakdown structure without someone on your team who is a subject matter expert (SME). You need people on the team that really know what’s going on.” SMEs can help list all the tasks required in a WBS and identify overlapping responsibilities or gaps in the completed chart.

You will also need to assemble these key documents to begin development of the WBS: the project charter, the project problem statement or scope definition, all applicable contract and agreement documentation, and the existing project management practice processes at your organization.

An effective work breakdown structure should contain each of the following elements or components:

• A project vision statement
• Defined project phases that depend on the project size
• A list of tasks with deliverables

Dr. Larry Bennett, a Civil Engineer, Project Manager, and author of four books, sees at least two advantages when a work breakdown structure is created by the team: “There’s a potential for large amounts of input from varied viewpoints, and the ownership that results from participation.”  

Your tools for capturing information can be as simple as a stack of 5-by-3 cards or a pad of sticky notes that you use to write down the deliverables and related parts. Then you can arrange them on a whiteboard, cork board, or even a wall. Virtual teams can perform a similar activity through collaborative whiteboarding software.

To begin creating a WBS, define level one, the main deliverable of the project. Then add as much detail as possible to level two before moving to smaller chunks of work in level three and beyond, if needed. Always try to define what’s required in the previous level in as much detail as possible before moving to the next levels.

How to Create a WBS: The High-Level View

Before diving deep into the details of the work breakdown structure, it’s important to begin honing it at a high level. Take these important preliminary steps first:

• Determine and describe the project statement
• Highlight all the necessary phases of the project
• Create and list the deliverables (as well as how success will be measured)
• Divide the deliverables into manageable tasks
• Assign every section and ensure each owner is empowered to deliver

Tools for Creating a WBS and Linkable Information

Although you can capture your WBS with index cards or pen and paper, electronic templates and tools make it easier to record, edit, and disseminate the chart to team members, then save it with document control settings so that updates are recorded through the change control process.

Templates simplify the job. Your team or company may already have a template. If not, you can create your own WBS or download one of the templates from the web and customize it. Look for these useful features in a template:

• WBS coding field
• Component label field
• Company logo block
• Space for the team name
• Section for the project manager’s name

The following information typically could be linked to each element in a WBS so that it’s even more useful, dynamic, and shareable to the team:

• WBS Number : This is the outline or index number assigned to each component or step in the process. For instance under the section you title “1,” tasks and deliverables that follow under that section or phase of a project would be named “1.1,” 1.2,” and so forth.
• Title of Each Element : This is the agreed-upon short name of each milestone or deliverable that is organized into and spelled out in the WBS.
• Definition : A short, catchy label is not useful if it’s unclear to your stakeholders, so it’s important to spell out — as briefly as possible — what each name means. For instance, you may need to clarify what “Project Closeout” means. Does it mean that final invoices are paid? That the final project, with supplemental detail, is delivered? If there is any chance anyone might be unclear on what any of the titles mean or if you tweak those for each WBS, spell it out.
• Stakeholder Names and Roles : List of the names of each stakeholder and designate his or her role (participant, accountable, keep in the loop, sign-off required, and so on).
• Activities and Tasks : Spell out the steps required to complete each milestone and to whom they are assigned, especially if these include contributors outside of your core team.
• Definition of “Done” :  Describe the requirements for completion of each task and milestone. How should it look, what should it contain, who should see it, and where does it go next?
• Deliverable Format : Describe what it will look like — for example, a Word document about 10 pages in length provided electronically, or a PDF or UX template delivered by email or as a shared document.
• Dependencies or Risks : Capture all the risks and dependencies that could affect the delivery of each milestone. These could be internal risks (a client seeking more rounds of review, for example) or external (a power outage that affects the delivery of certain components).
• Estimated Budget : This should take into account all the asks involved, the cost of staffing, hardware and software resources, and other factors.
• Project Phase or Lifecycle : This is optional, but it can be useful for longer or more complex projects. For certain deliverables, a phase or lifecycle can be built out in detail that is not needed for other components or milestones in the project.

Tips and Best Practices for Creating the Most Useful WBS

While work breakdown structures are and should be flexible and tailored to each project, these tips will help project managers and organizations create the most useful WBS:

• Organize a brainstorming session among the various departments involved with the project.
• If desired, allow project teams to use low-tech tools like a whiteboard, note cards, or sticky notes to identify major deliverables, subdeliverables, and specific work packages.
• Take advantage of tools that support mind mapping and brainstorming.
• Adopt a standard structure for providing descriptive information for each WBS element in the WBS dictionary to ensure consistency.
• Tailor the amount of detail. The level of detail provided should be less for WBS elements that are higher in the hierarchy and more detailed for lower-level elements.
• Ensure frequent reviews. Because the WBS is an organic document, revisit its contents frequently and adjust accordingly to assure proper project performance and delivery.
• Make sure to capture documentation and review cycles, and the time they take, as well as training at the beginning of the project and testing at the end.
• Note the project management deliverables, including the production of a project plan. Delineate the deliverables that the customer or an external party must meet or deliver. Check the project approach outlined in the project charter for any activities that need to be included in the WBS.

The Characteristics of an Effective Work Breakdown Structure

An effective work breakdown structure cannot be slapped together overnight or by one person. To be truly effective, a WBS should:

• Spell out everything related to creating and delivering the project, including all deliverables and milestones.
• Be created by the project manager and others directly involved in the project and not, for example, handed to a project manager “from above” or from a client. This way, those who will be held accountable spell out what they will be doing, and they can buy in completely to what and how it will be delivered.
• Express all the information visually , so that the concepts are easily grasped and organized.
• Be a living document; dependencies and risks can affect timeline and/or scope, so the WBS needs to be treated as an organic guide, that operates as the “true north” of the project, while being adapted and modified as needed
• Be adaptable to any format or platform, so that team members can quickly access and act upon it, wherever they are, on any device

Download Work Breakdown Structure Dictionary Template

The WBS Dictionary: Key Terms and Steps to Keep You Moving Forward

The WBS structure, or dictionary, is a fluid document, but will always include certain information. Here are the elements of a thorough, reliable WBS dictionary. Note that the elements that roll under each phase can be moved or adjusted as desired. Here is one example, involving the development of software, but notice that the project is not simply about the phases of software creation and testing.

• The Title of the Project
• Development of project charter A - Deliverable: Submit the project charter B - Project sponsor reviews project charter C - Project charter is signed and approved
• Planning A - Create the preliminary scope statement B - Determine the project team C - Project team kickoff meeting
• The project plan A - Develop the project plan B - Submit the project plan C - Milestone: Project plan approval
• Execution A - Project kickoff meeting B - Verify and validate user requirements C - Design the system D - Procure hardware and software E - Install development system
• Testing phase A - Install live system B - Do user training
• Project management A - Project status meetings B - Update project management plan C - Risk management
• Audit procurement
• Document lessons learned
• Update files and records
• Gain format acceptance
• Archive files and all documentation

Additional dictionary items:

• Completion Date : The date when the WBS deliverable was handed off.
• Deliverable Status : This can be applied to individual deliverables or milestones within the project, or it can reflect the overall project deliverable status.
• Dependencies and Risks : Describe the dependencies that impact deliverable completion.
• Estimated Date to Completion : Date when you think it is reasonable for the work to be complete.
• Issue Log : List of problems that are currently impacting the deliverable (reactive engagement).
• Percent Complete to Date : The amount of deliverable completion expressed as a percentage on a particular date — for example, 20 percent as of Dec. 14, 2020.
• Progress Comments : A memo field that allows one to keep a daily/weekly log of progress.
• Responsible Person : This person is charged with completing the deliverable. This may not necessarily be the person or team doing the work, but could be a functional manager.
• Risk Log : List of possible elements or factors that could negatively impact the deliverable and planning alternatives (proactive engagement).
• Start Date : Specify when the project starts, which may be the date a scope of work is signed, and includes other “start dates,” like the creation of a project charter, formal work kickoff, etc.

How to Create a WBS in Microsoft Project

• In Microsoft Project, add the name of the main deliverable in the Task Name field.
• Add the list of subdeliverables in the Task Name field. To indent the subdeliverables, use the Project forward arrow key.
• Continue adding and indenting list items until you reach the work package level.
• Microsoft Project automatically adds the WBS codes, based on the outline structure of each task/activity. However, you can create specific codes by clicking the Project tab, choosing WBS from the menu bar, and clicking Define Code .

Master Project Management Work Breakdown Structures: Expert Tips

With the sensibility required to avoid to-do lists and keep work packages manageable, measurable, and deliverable-oriented, how does a new program manager or new work breakdown structure user gain competence?

Michelle Watkins , a solutions consultant for Smartsheet, has over 20 years’ experience in project management. “Start with templates,” she suggests. “Something with a baseline, and make your adjustments from there.”

Rod Baxter says, “You just keep practicing.” According to Baxter, a good project manager needs training and skill in risk management, communications management, and work breakdown structure. Project managers can gain confidence through mentoring newbies as they work their way through the ranks from such positions as project analyst to associate program manager.

Dr. Bennett echoes this notion that practice is the key to mastering work breakdown structures.

“How does one develop confidence in any new endeavor?” he asks. “There are no magic formulae. But confidence is built through a combination of study, getting close to those who are using the method successfully, watching, asking questions, doing it oneself, soliciting feedback, learning from that feedback, and doing it again.”

Bennett says the best way to learn is probably from finding out where and how the WBS was used to create a good result. This type of information probably isn’t in scholarly publications. “Look for ‘real world’ practitioners who discuss their experience at professional meetings,” he says.

Improve Work Breakdown Structures with Smartsheet for Project Management

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The Smartsheet platform makes it easy to plan, capture, manage, and report on work from anywhere, helping your team be more effective and get more done. Report on key metrics and get real-time visibility into work as it happens with roll-up reports, dashboards, and automated workflows built to keep your team connected and informed. 

When teams have clarity into the work getting done, there’s no telling how much more they can accomplish in the same amount of time.  Try Smartsheet for free, today.

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Work Breakdown Structure (WBS): The Complete Guide

Written by samantha ferguson.

Last updated on 11th April 2024

Work Breakdown Structure (or WBS, as it’s sometimes known) is about dividing a project into smaller, more digestible chunks, making it easier to plan, execute, and monitor. 

In this guide, we’ll cover everything you need to know about work breakdown structures: what they are, how to create them, and how to use them effectively in your project planning. 

We’ll also provide some templates and examples to get you started. So let’s dive in!

What is a work breakdown structure?

A work breakdown structure is a planning tool used by project managers to break down the work of a project into smaller, more manageable ‘pieces’ in order to make it easier to track progress – as well as identify potential issues. 

As an organisational tool, WBS helps to assign roles for each task and subtask and define who’s responsible for what. 

Typically created from the project scope , a WBS lets teams map out all tasks that need to be completed from beginning to end, starting with the larger activities and breaking them down into more granular detail until every element of the project has been accounted for. 

With its flexibility and scalability, this popular planning tool can easily be modified along the way to adjust for changes or environmental factors that arise during the lifetime of a project.

The benefits of using a WBS

So, we’ve established that a work breakdown structure is an incredibly useful tool for project managers. What are the actual benefits of working in this way?

1. Improved project planning

A WBS breaks down complex projects into smaller, more manageable tasks, making it easier to plan and schedule the work that needs to be completed. 

By identifying all the stuff that needs to be done, you can create a more accurate project plan, including timelines, milestones, and deliverables – keeping your entire project running smoothly and optimising chances of success.

2. Better resource allocation

With a detailed WBS, you can identify the specific resources needed for each task, including people, equipment, time and materials. 

This lets you allocate resources more efficiently and effectively – ensuring that everyone and everything is being used to their fullest potential.

3. Greater project control

A work breakdown structure provides a clear and comprehensive overview of the project, allowing you to monitor progress, identify potential issues, and make necessary adjustments as issues arise.

By breaking the project down into smaller pieces, you can track progress more easily and keep everyone on the same page.

4. Enhanced communication

A WBS can serve as a valuable communication tool, since it lets you share project information with team members, stakeholders, and other relevant parties. 

By presenting the project in a clear, structured format, you can facilitate communication and ensure that everyone understands what needs to be done and when. 

People can grasp not only their own role in the bigger picture of your project, but also understand what others are working on.

5. Improved risk management

With a work breakdown structure, you can identify potential risks and develop strategies to mitigate them. 

By breaking the project down into smaller pieces, you can identify areas where risks are more likely to occur and take steps to address them before they become major issues.

The different types of work breakdown structure

Further underlining the flexibility of this way of working, there are a variety of different types of WBS to be used and adapted depending on the needs of your project.

1. Deliverable-oriented WBS

This type of WBS focuses on the end deliverables of the project and breaks them down into smaller, more manageable tasks. Each task is assigned to a specific team or individual responsible for completing it. 

WORKS BEST FOR: Projects with clearly defined outcomes.

2. Phase-oriented WBS

This type of WBS breaks down the project into phases, with each phase representing a major milestone or objective. Each phase is further broken down into smaller tasks, allowing for better project management and monitoring.

WORKS BEST FOR: Projects with distinct stages. 

Each phase would then be given its own set of tasks and assigned to specific people.

3. Organisational-oriented WBS

This type of WBS is based on the organisational structure of the project team. Tasks are grouped according to the team or department responsible for completing them, making it easier to allocate resources and track progress.

WORKS BEST FOR: Projects with multiple departments or stakeholders involved.

4. Activity-oriented WBS

This type of WBS breaks down the project into specific activities or tasks that need to be completed, regardless of the end deliverable. Each activity is assigned to a specific team or individual responsible for completing it.

WORKS BEST FOR: Projects with many interdependent tasks. 

5. Hybrid WBS

This type of WBS combines two or more of the above types, depending on the needs of the project. For example, a hybrid WBS may include a phase-oriented WBS for overall project management, with an activity-oriented WBS for specific tasks or deliverables.

WORKS BEST FOR: Projects where you have a ‘mix’ of any or all of the other types of WBS and need to use a highly customised WBS to suit the needs of the project team.

A hybrid WBS would be necessary in this project because it would allow for both deliverable-based and phase-based management, as well as departmental management.

This would provide a more comprehensive and flexible structure for managing the project, ensuring that all deliverables are completed on time and within budget while also allowing for more efficient departmental coordination and resource allocation.

In essence a hybrid WBS offers the best of both worlds – a high-level overview of the project’s phases and deliverables, as well as a more detailed breakdown of the tasks and responsibilities within each department. 

How to Create a WBS

Developing a WBS isn’t difficult – all it takes is understanding the basics of project management and following a few steps. 

1. Identify the major deliverables

The first step is to identify the major deliverables or outcomes that the project aims to achieve. These are usually the key objectives or milestones of the project.

2. Break down deliverables into sub-deliverables

Once the major deliverables have been identified, break them down into smaller, more manageable sub-deliverables. This step involves breaking down the major objectives into smaller, more specific tasks that need to be completed to achieve them.

3. Continue breaking down until you reach manageable tasks

Continue breaking down the sub-deliverables into smaller and more manageable tasks until you have reached a level of detail that is sufficient for project planning and management. This level of detail will depend on the complexity and size of the project.

4. Organise the tasks

Organise the tasks into a hierarchical structure that shows the relationship between the different tasks. This structure will help in project planning and tracking progress.

5. Assign resources and estimate time

Assign resources and estimate the time required to complete each task. This will help in determining the project schedule and budget.

6. Review and refine

Review and refine the WBS to ensure that it accurately reflects the scope of the project and that all necessary tasks have been included.

7. Use the WBS as a reference

Once the WBS has been created, use it as a reference tool throughout the project to ensure that all tasks are completed as planned and that the project stays on track.

Work Breakdown Structure: A Summary

To recap, creating a work breakdown structure (WBS) is a critical step in planning and managing a project. 

By breaking down a project into smaller, manageable deliverables, the project team can organise their work, allocate resources effectively, and track progress more easily. 

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How to Create a Work Breakdown Structure in 6 Steps

A Work Breakdown Structure (WBS) helps you to break down projects of any size into manageable tasks. It can integrate scope, cost, and deliverables into a single tool.

Yet, with many agencies, proper project planning is often overlooked.

Whether you handle complex or simple projects, this guide will teach you how to create a WBS to deliver more profitable and timely projects.

What is a Work Breakdown Structure?

A Work Breakdown Structure is a hierarchical outline of the tasks required to complete a project. The WBS “breaks down” the structure of a project into manageable deliverables or phases.

It helps organize, visualize, and manage projects more efficiently. It serves as a framework for detailed cost estimation and control and an overall project schedule guide.

Types of Work Breakdown Structures

The two main types of WBS are:

• Deliverable-based 
• Phase-based

Deliverable-based Work Breakdown Structures show the relationship between project deliverables (blog posts, animations, and software) and the project’s scope (the work needed).

Here’s an example of a part deliverable-based WBS for a marketing campaign.

Phase-based Work Breakdown Structures organize the project work and required deliverables by the typical phases your project goes through.

Here’s an example of a phase-based WBS for a marketing campaign.

This WBS describes each step taken to complete the work within each phase.

It’s entirely up to you what type of WBS you use. But we’ll look at how each can be created below.

How to create a Work Breakdown Structure

Here’s how to create a simple WBS in 6 steps

1. Collect project requirements

2. Establish the significant project phases/deliverables

3. Break down each project phase into smaller tasks

4. Assign a time estimate to each task

5. Double-check that your tasks are unique

6. Share the final WBS with your team and gather feedback

1. collect the project requirements .

Gathering project requirements can be tricky. It’s more than asking a couple of questions — it’s a nuanced skill. 

Try the following methods below and see how they fit into your process. You’ll find what methods work best for you in time, so start experimenting with your team and see how it goes.

Here’s a summary of our top methods for collecting project requirements.

We recommend checking out our guide on gathering project requirements to learn more about becoming a pro on this step.

2. Establish the significant project phases or deliverables

The next step is to decide if you want to take a deliverable or phase-based approach. This is entirely your call and will depend on how you work.

Once you’ve decided how to approach it, you can begin documenting each phase using a WBS template.

3. Break each project phase or deliverable into smaller tasks

This step involves identifying the critical factors in completing a phase/deliverable and breaking them down into manageable components. 

These will be the tasks you need to be done to get each phase or deliverable over the line.

Each phase may fit into your weekly sprints if you work using agile methodologies and want to take a phased approach.

Check out this video below to learn more about using a phased sprint approach.

Being precise at this stage is critical here. Remember, items must be mutually exclusive and come together to make up 100% of your project.

Give your WBS document to your team and get them to fill each phase out. More often than not, agency projects involve different people from different departments. So rely on their knowledge and experience here.

This can be done during the phase above. Your team can use their knowledge and experience here. You can also use a WBS from similar past projects to speed this up.

Alternatively, using Toggl Track , you can view past project data within the project dashboard to better understand what tasks , time, and costs went into each task.

5. Double-check that your tasks are unique 

Double-check your tasks are unique to ensure you’re as efficient as possible.

You need your tasks to be:

• Independent of other tasks and not duplicated elsewhere in the WBS
• Broken down as far as possible without going too far

Yes, it’s possible to go too far. Breaking down a task until it’s manageable is what you’re aiming to do — but break it down too far , and you end up micromanaging your team.

For example, it is enough to specify “keyword research” as a task. But adding ‘Select 5 competitors and add them into ‘X’ SEO tool for analysis’ is going a little too deep.

Try and apply the 8/80 rule here if you’re stuck on how far to break down each phase or deliverable.

This rule states that a task shouldn’t take less than 8 hours or more than 80 hours to complete. When in doubt, apply the “if it makes sense” rule and use your best judgment.

This rule can also help you chunk work into days if that’s how you prefer to work.

Ask your team for a final review of the WBS and fill in gaps where needed. You want you and your team to take the time to build and review the WBS. 

It may feel like a pain to start. But it can be the foundation to create a much more accurate estimate for a proposal and all projects moving forward.

Tips when creating a Work Breakdown Structure

A list of critical elements to consider when creating your WBS.

A hierarchical structure

The 100% rule, mutually exclusive elements, outcome-oriented elements.

Think of this as your checklist to success. ✅

Work Breakdown Structures should be hierarchical. A hierarchical structure displays information from the highest to the lowest level.

Every task has a relationship with the one above it. The hierarchy shows the progress of time and which tasks depend on other tasks.

Add WBS coding each time. This coding means numbering individual tasks in decimal sequence from top to bottom for easy identification.

Every Work Breakdown Structure follows the 100% rule. A WBS accounts for 100% of the project and every task needed.

If it contributes one percent to the final product, it should be in the WBS.

The idea is to ensure that nothing gets left out to ensure your project estimates are as accurate as possible. This level of specificity means that you eliminate the risk of missing anything.

This breakdown in tasks will also help you to create your project timeline and schedule.

Each WBS element should be mutually exclusive. 

For example, if one task is “Review animation” and one is “Check animation for quality,” two people could do the same job.

You have to be more specific than this. So in this example, you would label the first task “First animation review” and the second task “Final quality check”.

This will help eliminate work overlap, reduce miscommunication, reduce confusion, and avoid duplicate work.

Your Work Breakdown Structure should focus on the outcomes rather than the activities.

• Describing elements with nouns over verbs
• Focusing on what an activity accomplishes—and write that

For example, the task is ‘Design first draft of logo’ and the outcome-oriented version is ‘First draft of the logo.’

Purpose of a Work Breakdown Structure

Some of the biggest causes of project failure are inadequate requirements gathering (35%) and inadequate vision or goal (29%). And both can be avoided by using a WBS.

Agencies tend not to dive into the technicalities of project management, which makes sense. After all, the project management body of knowledge is stupidly vast. 

The latest PMBOK® Guide has 368 pages. 

But that’s not to say there isn’t an opportunity to uncover something that will drastically improve how your approach your project work.

I’ve worked at an agency myself. So I get it. The hunt for client work is 24/7.

But most often than not, agencies will wait until AFTER a contract has been signed before fully scoping out a project. 💀

Creating a WBS during the project discovery phase will help you to get a handle on the scope, cost and deliverables needed.

Benefits of creating a Work Breakdown Structure

Let’s look at some benefits of using a WBS during the project discovery phase.

1. Increases the accuracy of project estimates

All tasks will have been accounted for, with costs associated with each. 

2. Acts as a roadmap for your project plan and team

Provides team members with an understanding of where their pieces fit into the overall project management plan, indicating their work’s impact on the project.

3. It helps to prevent scope creep

It visualizes the impact when deliverables/tasks are falling behind. Helping you manage the project workload better. Preventing work from slipping through the cracks.

4. Help to build your project schedule and timeline

It facilitates the quick development of a schedule by allocating time estimates to each task. Helping you create a solid project timeline.

5. Improves resource allocation

It will help determine the resources you need for the project based on the tasks required. These include the competence requirements, the number of staff, skill set, etc.

6. It helps to establish a predictable workflow

It provides a proven and repeatable approach to scoping projects. Helping to establish a process you and your team are familiar with.

7. Identify potential bottlenecks

You may realize you need to work with external contractors once you fully understand what it will take to finish the project. Helping with any bottlenecks that may hold the project up.

Does every project need a Work Breakdown Structure?

Every project manager has some idea of what they are doing, how long they think things will take, and how much they think it will cost.

But imagine if all your projects were less stressful, more profitable, and ran like clockwork. 

I’m not saying a WBS is the silver bullet here. But no matter how simple, it can contribute to helping you to run projects that little bit better.

One tool to rule them all

Knowing how to create a WBS is a fantastic tool stashed in the mind of a well-prepared project manager.  It can integrate scope, cost, and deliverables into one.

Follow our step-by-step process alongside our WBS template, and you’ll be on the right path to smoother-running projects.

Here are a few helpful resources to take your project management skills to the next level.

• How To Write A Compelling Marketing Proposal In 9 Steps
• How To Create A Marketing Project Plan: A Step-by-Step Guide
• Project Estimation Techniques: A PM’s Handbook
• Project Cost Estimating: How to Nail Your Estimates
• How to Create and Manage a Winning Project Budget

Sean is a Content Marketer at Toggl. He's been involved in SEO and Content Marketing since 2017. Before working for Toggl, Sean ran SEO at a digital marketing agency—so he's all too familiar with time tracking and project management.

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What is a Work Breakdown Structure? and How To Create a WBS?

When it comes to planning a project, the work breakdown structure is one of the first things a project manager has to work on.

In this guide, we will explain what is a work breakdown structure (WBS) , how to create one and give you access to WBS templates for several scenarios. You can edit and export them as SVGs and images or share them with colleagues for collaboration.

1) What is a Work Breakdown Structure? 2) Benefits of Using Work Breakdown Structures in Project Management 3) Components of a Work Breakdown Structure 4) Rules You Need to Stick by When Designing a WBS 5) How to Create a Work Breakdown Structure 6) Common Mistakes to Avoid when Creating a Work Breakdown Structure 7) Work Breakdown Structure Templates

What is a Work Breakdown Structure?

A work breakdown structure is a popular project management tool. It’s a diagram that helps break down large projects into smaller and more manageable parts which contain the project deliverables or outcomes that it will complete.

It’s a deliverables-oriented breaking down of a project that divides project deliverables into sub-deliverables and work packages which define the work, duration and costs for the tasks that need to be carried out.

It has a hierarchical structure. Usually, it’s better to have three levels of decomposition in a WBS. In the case of a more complex project, you may add a fourth and a fifth level.

Benefits of Using Work Breakdown Structures in Project Management

• Visualizes the scope of the project, making it easier to do the planning
• Makes it easier to assign responsibilities accurately to the project team
• Helps with identifying the project milestones and control points
• Helps with estimating the time and cost for the project and allocate resources
• Visualizes important parts of a project and helps identify areas of risk
• Helps set clear timelines for the project and ensure that no work is duplicated or overlooked

Components of a Work Breakdown Structure

Following are the elements of a work breakdown structure and the common terms that you may come across when creating one.

Work packages: These are the lowest parts in a work breakdown structure. They define the work, duration, and costs for the tasks that need to be carried out to complete the deliverables. They shouldn’t be dependent on other work packages and should not exceed more than 10 days to complete.

Deliverables: Outcomes of the activities or the products or measurable outcomes you’ll have created at the end of each milestone.

Rules You Need to Stick by When Designing a WBS

Following are the principles you need to adhere to when designing a work breakdown structure.

The 100% rule: This rule helps the manager to ensure that all project efforts are captured and nothing unrelated is included in the structure. According to it the sum of the “child” tasks (on any level) must equal to 100% of the parent tasks.

All deliverables and sub-deliverables must be mutually exclusive, which means they shouldn’t appear twice within the work breakdown structure. This helps avoid miscommunication and duplication of tasks.

The 8/80 rule: According to this rule, the work packages or the work required to create the deliverables should not take less than eight hours and more than eighty hours.

The work breakdown structure must be focused on outcomes or deliverables and not the activities you need to complete to get there. Focus on the what and not the how.

How to Create a Work Breakdown Structure

Following we have listed the steps you need to take to create a work breakdown structure from scratch.

Step 1: Get your team together to identify the deliverables and sub-deliverables of the project. This would include the project managers and the subject matter experts.

Step 2: Gather the necessary documents such as the project charter , project scope statement, and project scope management plan.

Step 3: Identify the key deliverables of the project. These should come at the second level of your WBS. Key deliverables will be essential to the completion of the project and they will be carried out by independent teams – meaning the same team won’t be working on completing another deliverable.

Step 4: With the help of the subject matter experts, break the key deliverables into smaller parts of work (work packages) or in other words identify the work that is necessary to complete each deliverable.

Step 5: Create a WBS dictionary which is a document that includes the definition and the scope of the different elements in your work breakdown structure. The WBS dictionary would include information such as work package name and ID, name of the person it is assigned to, due date, estimated cost, etc. This will help the team understand work packages better.

Step 6. You can create a WBS using different formats like text-based work breakdown structures, tabular structures, or more visual ones like flowcharts. Once it is complete, share it with the team.  A Creately work breakdown structure can be quickly shared with the rest of your team with a secure share link – once shared, you can collaborate on it in real-time.

Common Mistakes to Avoid when Creating a Work Breakdown Structure

Lack of detail : A common mistake is not breaking down the project into enough detail. Teams may create broad categories or tasks that are too large, which can lead to confusion and misunderstandings.

Overcomplicating the structure : While it’s important to have a detailed WBS, overcomplicating the structure can also be a mistake. This can happen when the team creates too many levels of subtasks or uses too many technical terms that not everyone on the team understands.

Not involving the right stakeholders : The WBS should be created by the project team, but it’s important to involve the right stakeholders in the process. This includes those who will be responsible for executing the tasks and those who will be impacted by the project.

Failing to account for dependencies : Teams need to identify the dependencies between tasks and ensure that they are reflected in the WBS. This can include tasks that can’t be started until another task is completed or tasks that need to be completed in a specific order.

Neglecting to update the WBS : A WBS is a living document that needs to be updated regularly to reflect changes in the project. Neglecting to update the WBS can lead to confusion and delays.

Work Breakdown Structure Templates

Work breakdown structure for construction.

Work Breakdown Structure for Project Management

Work Breakdown Structure Template

Work Breakdown Structure Example

Tabular Work Breakdown Structure Example

Any Comments on Our Guide to Work Breakdown Structures

Creating a work breakdown structure can be a daunting task. Follow the steps in this guide and make use of the templates to simplify your WBS process.

Got anything to share? Do let us know your thoughts in the comment section below.

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FAQs on Work Breakdown Structures

Creating a WBS requires input from a wide range of stakeholders, including project managers, team members, and subject matter experts and it’s crucial to involve them to ensure that the WBS accurately reflects the project’s scope and requirements.

Begin with the project’s major deliverables and work your way down to smaller components. This will help ensure that all work is accounted for and that the WBS is complete.

Use simple, straightforward language that is easy for all stakeholders to understand. Avoid technical jargon or complex terminology that may confuse team members.

Break down work into small, manageable tasks that can be easily tracked and completed. This will help prevent tasks from being overlooked or forgotten.

Ensure that all tasks required to complete the project are included in the WBS.

Use a hierarchical structure that clearly defines the relationship between the project’s major deliverables and the tasks required to complete them.

While it’s important to have a detailed WBS, overcomplicating the structure can make it difficult to understand and manage. Keep the structure simple and straightforward.

Regularly review and update the WBS to ensure that it accurately reflects the project’s scope and progress.

There are two main types of Work Breakdown Structures (WBS):

• Deliverable-based WBS : This type of WBS is organized around the project’s deliverables or outcomes. The project is broken down into a hierarchy of deliverables, each of which is broken down into sub-deliverables and work packages. This type of WBS is useful for projects that have well-defined deliverables or milestones, such as software development or construction projects.
• Phase-based WBS : This type of WBS is organized around the project’s phases or stages. The project is broken down into a hierarchy of phases, each of which is broken down into sub-phases and work packages. This type of WBS is useful for projects that have distinct phases, such as research or consulting projects.

Project planning: Use the WBS to plan the project’s scope, milestones, and deliverables. The WBS will help you identify all the work that needs to be done and ensure that nothing is overlooked.

Resource allocation: Use the WBS to allocate resources to the project’s tasks and subtasks. This will help ensure that resources are used effectively and efficiently.

Project tracking: Use the WBS to track the project’s progress and ensure that it stays on track. The WBS will help you identify any delays or issues and take corrective action as needed.

Budgeting: Use the WBS to estimate and track the project’s costs. The WBS will help you identify all the costs associated with the project and ensure that the project stays within budget.

Reporting: Use the WBS to report on the project’s progress to stakeholders. The WBS will help you communicate the project’s status, milestones, and deliverables in a clear and concise manner.

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Amanda Athuraliya is the communication specialist/content writer at Creately, online diagramming and collaboration tool. She is an avid reader, a budding writer and a passionate researcher who loves to write about all kinds of topics.

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Defining a work breakdown structure in project management

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When you embark on a complicated project, you need a work breakdown structure (WBS) to help you maintain a clear path through the project's landscape. It acts as your project's guiding light, breaking it down into manageable segments. It ensures you don't miss essential details and allows you to assign tasks and monitor progress with precision. 

Simply put, a well-structured WBS is your key to unraveling project complexity and steering it toward success. It can improve project planning and management by providing a clear overview, helping overlook the project, and making it easier to assign responsibilities and track progress.

This guide will discuss a breakdown structure in further detail, including the components of a work breakdown structure, the various types, and how to create one for your project planning.

What is a work breakdown structure?

At its core, a WBS in project management is a hierarchical (or tree-like) decomposition of a project into smaller components.

It takes a project’s vast and often overwhelming scope and breaks it down into smaller, more manageable components. Each level of the structure goes into more detail, making it easier to understand and handle the project.

Purpose of a work breakdown structure

A WBS in project management provides a clear framework for project planning, execution, and control. It aids in cost estimation, task scheduling, and resource allocation. Most importantly, it keeps the project on track by organizing it into smaller, well-defined components.

Key components of a work breakdown structure

Each component of a WBS serves a specific role and conveys a different level of detail. The highest level defines the big picture, while the lowest level specifies every detail.

• Deliverables : These focus on the big picture and represent the project's ultimate outcome or results.
• Work packages : These are the smallest work units within the WBS, are the project’s building blocks, and have specific deliverables assigned to them.
• Tasks and subtasks : These represent a detailed breakdown of the activities or steps within a work package, allowing for precise planning and execution.

Types of work breakdown structures

Your project's specific needs and team preferences are pivotal in determining the most suitable WBS representation. For instance, projects with fixed timeframes and stringent deadlines might opt for a calendar-based representation to meet milestones promptly. The way your team operates and communicates also impacts the choice. If your team is more comfortable with visual boards and enjoys a hands-on approach to task management, a Kanban board can align well with their preferences. These are the types of WBS structures you can choose from to suit the project’s requirements and your team's preferences:

Gantt Chart

A Gantt chart is a bar chart that represents task timelines and dependencies. It provides a clear visual representation of the project schedule, showing when each task begins and ends.

Kanban boards are flexible visual tools that help teams manage and prioritize workflows. They display tasks as cards on a board, organized into columns based on their status. A Kanban board is ideal for an Agile development environment.

Pro tip: Learn more about what a Kanban board is for in this comprehensive project management guide .

A calendar-based representation helps track deadlines, milestones, and resource availability. It is most effective for projects with fixed timeframes and deadlines because it shows when each project phase should start and end.

How to create a work breakdown structure

Every WBS should follow similar steps to keep a project organized and on track.

A project manager can use the following five steps to create a WBS for a mobile app project:  

• Identify project deliverables . Clarify the project scope and boundaries by listing the tangible outcomes or results the project aims to achieve. For a mobile app, deliverables could include a fully functional app with specific features, user documentation, and a marketing plan.
• Break down deliverables into work packages . After identifying the high-level deliverables, break them down into smaller, more manageable components. For a mobile app, components of the fully functional app might include user authentication, in-app navigation, and user interface design. Break down all deliverables in this way.
• Define task relationships . Within each work package, establish relationships between tasks. Some tasks depend on others, meaning they cannot start until a preceding task is complete. For a mobile app, finalizing  the user interface design might be necessary before implementing in-app navigation.
• Assign resources and durations . Allocate the necessary resources to each task or work package and estimate the time required for its completion. For a mobile app, this might involve assigning developers, designers, and testers to specific tasks while estimating the work hours needed for each task.
• Review and refine . Creating a WBS is iterative. Review and refine the WBS as the project progresses to adapt to changing project requirements, address unforeseen challenges, and ensure the WBS accurately reflects the project's scope and tasks.

Work breakdown structure templates

Creating a WBS from scratch can be time-consuming. Streamline the process with templates. Not only can templates save you time, but they can also give you peace of mind that you haven't skipped any important steps.

Jira Software includes templates designed for creating a WBS—including a preconfigured Kanban template . For a smooth experience, the Atlassian Marketplace offers a work breakdown structure story board app that seamlessly syncs with Jira Software.

These templates provide a well-defined, customizable framework that takes the guesswork out of your project planning.

Creating a work breakdown structure with Jira Software

Jira Software is a popular project management tool that can create every component of an effective WBS. 

You can define and customize workflows that match your team’s unique processes, ensuring that your WBS aligns precisely with your project's requirements. You can also visualize and track your team's tasks, statuses, and progress with Agile boards ( Kanban or Scrum). 

Create, assign, and track tasks or issues throughout their entire life cycle with Jira’s issue-tracking capabilities. Jira Software’s real-time collaboration capabilities let your team communicate and share up-to-the-minute updates. 

Finally, Jira's integration ecosystem lets you connect and synchronize work across different platforms, ensuring your WBS remains a central hub for all project-related information and tasks. Use Jira’s robust reporting and analytics features to track your project’s progress, team performance, and workload distribution. These insights empower you to make data-driven decisions and continually optimize your WBS. 

With Jira Software, you have a comprehensive toolkit to create, manage, and maintain an efficient WBS. Its versatile features and customizable options make it an indispensable tool for project managers and teams.

Work breakdown structure: Frequently asked questions

What is the importance of a wbs in project management.

A WBS clarifies the project’s scope, and breaking the project into manageable components helps prevent scope creep. A WBS establishes a solid foundation for accurate project estimation and efficient resource allocation.

What are some challenges in creating a WBS?

One key challenge when creating a WBS is defining the right level of detail for the project—too much or too little can hinder effective management. Another common challenge is handling changing requirements. To address these challenges, involve stakeholders in the planning process and adapt as needed.

How does a WBS contribute to project scope management?

A WBS contributes to project scope management by identifying deliverables, managing change, and keeping the project focused on its intended outcomes.

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What is a work breakdown structure?

Table of Contents

A work breakdown structure (WBS) is a project management tool used to visually represent all the tasks associated with a project in a hierarchical structure. The main purpose of a WBS is to break down project deliverables. It gives project managers a solid foundation on which to create the project schedule and identify the best way to reach the project goals.

A WBS is especially helpful for teams managing large projects, as it divides the project into smaller and more manageable components. This makes it easier to visualize all the project elements.

As a result, project managers can find the most efficient way to complete the project. They can identify the critical tasks, effectively allocate resources, and even create a phased schedule of activities to streamline project completion.

Why is a WBS important in a project?

Let’s take a look at some reasons why a work breakdown structure is helpful in project management.

It helps manage complex work

It can be hard to track all the tasks and activities in a complex project. There are often conflicting deadlines, cross-functional teams working together, and various tasks happening simultaneously.

This is where a work breakdown structure can help.

A WBS allows you to break down a complex project in a simple way. You can easily see all the tasks involved in the project and how they contribute to the project deliverables. As a result, you can manage large projects more effectively and execute tasks more efficiently.

It helps enhance cross-functional collaboration

A WBS outlines all your project tasks in a single location. Everyone working on the project can see what the project involves, who’s responsible for each task, and when the tasks are due.

This is a great way to boost collaboration among cross-functional teams, as the entire project team can visualize all the tasks no matter what department they’re from. For instance, if anyone has any questions or concerns about a part of the project, they can simply take a look at the WBS to see who they should contact.

It helps improve resource allocation

Resource allocation is a key element of project success. Without it, you might not have the time, budget, or capacity to complete the project as planned.

With a WBS, you can allocate your resources efficiently because you have total clarity of all the project work. You can estimate costs, create timelines , and review capacity all in one location. This means you can effectively plan and structure your project, giving you a better chance of project success.

What are the 3 levels of a work breakdown structure?

A WBS breaks tasks down into different levels based on their hierarchy in the project. These levels allow project managers to categorize the work and visualize all the project tasks.

The upper levels tend to reflect the major deliverable work areas of the project, while the lower levels provide detail and focus for the project. Although most work breakdown structures have three levels, you can use as few or as many as you need.

We’ll use software development to show you how levels work in a WBS. In this example scenario, the software team is developing a new chatbot for their website.

The top level of the WBS outlines the project’s title. In this example, the top level is “developing new software for customer chatbots,” All the other project elements sit underneath this title.

You can also add information about the project scope to support the title. While this is not a necessity, it can help provide context. For example, you could outline the project goal, the final deliverable, any customer expectations, and so on.

The second level of a WBS sits under the title. It outlines the main phases of the project by breaking down the different categories of work.

When developing a new chatbot for customers, categories might include the following:

Fetching a response

API integrations

CRM integrations

Front-end system

Level two ensures that the project team covers all the necessary work areas to deliver the final deliverable.

Level three

The lowest level breaks the key areas of work down into smaller and more manageable tasks. Under the “user flow” category, the WBS could include the following individual tasks:

Understanding customer needs

Creating a conversation diagram

Writing conversation scenarios

Creating a chatbot voice to reflect your brand

Testing your conversation flow

Project teams can also use our User Flow Template to better understand how to implement user flow into new chatbot software.

This is a very simplified example of how the different levels within a work breakdown structure work. The exact structure varies from project to project, depending on the project size, your project objective, and your deliverables.

For instance, if you have a more complex project with multiple outputs, your project might have additional levels. It’s up to you to identify the best structure for your WBS based on the project you’re planning.

Creating a work breakdown structure

Now that we know what a WBS is and why it’s important, let’s outline some key steps for creating a WBS of your own.

1. Start with the project title

First, you need to add your project title to the work breakdown structure. This isn’t a difficult or time-consuming task, but it’s an important element of the WBS. It shows your project team what the project is about and what you hope to achieve.

You can also add some supporting information to provide context for the diagram. For example, if your project title is “launch new product,” you might also add information about who the product is for and why you’re creating it.

2. Add your deliverables

A WBS always works backward from your deliverables. You define what you want to achieve, then use the WBS to identify the tasks, activities, and resources you need to get there.

This means you need to create clearly defined project deliverables. To do this, ask yourself the following questions:

What do you want your project to achieve?

How will you define the project’s success?

Are you delivering internal or external deliverables?

How does the project align with company KPIs?

After answering these questions, you should have a clear idea of what your project deliverables should be. You can then add these deliverables to the WBS, where they’ll sit underneath the title as the next step down in the hierarchy.

3. Split your deliverables into separate components

Now that you have your key deliverables in place, it’s time to categorize them into separate work areas. These areas help organize the project and make it easier to identify the specific tasks required to complete it.

Let’s use an example to demonstrate how this categorization works.

Imagine that your project deliverable involves creating a new product to meet customer needs. To achieve this deliverable, you’d break it down into the following areas of work:

Market research

Competitive analysis

Concept development

Product planning

Product prototyping

These top-level components outline the areas of work that need to be completed to achieve this deliverable. From there, you can add specific tasks within each of these key areas — which leads us nicely to the next step.

4. Identify tasks within each key component

Each avenue of a WBS has a series of tasks to help you achieve the project deliverables. These tasks sit within each area of work, allowing you to continually categorize your work and better organize your project.

Let’s say that one of your areas of work is “market research,” Under this subheading, your WBS would outline the following tasks:

Create a market research plan

Perform market research

Collect the relevant data

Analyze the data

Identify how the data can inform product development

5. Pinpoint dependencies

Dependencies outline the relationships between tasks. They usually become obvious once you start looking for them. However, it can take more work to find them in a large or complex project.

This is where a WBS is helpful. The structure of a WBS allows you to look through everything at once, making it easier to spot the tasks that depend on each other.

To find dependencies in your WBS, you need to understand the four different types. These types are as follows:

Finish-to-start. Task A must be completed before Task B begins.

Finish-to-finish. Task A must be completed before Task B can be finished.

Start-to-start . Task A must start before Task B can start.

Start-to-finish. Task A must start before Task B can be finished.

For example, let’s say that Task A involves performing market research about customer preferences for product development. Task B, which involves designing the new product, can’t start until Task A is complete.

This means that Task B is dependent on Task A — an example of a finish-to-start dependency.

When you’ve identified your dependencies, you might want to add all these tasks to a separate diagram to keep track of them. Miro’s PERT Diagram Template can guide you through this process.

A program evaluation and review technique (PERT) diagram allows you to visualize all the dependencies in your project. It also helps you spot potential bottlenecks ahead of time, meaning that you can put preventative measures in place.

You can also use a PERT diagram to identify the critical path, which outlines the longest string of tasks that must be performed to complete the project.

6. Assign tasks

You can now assign tasks to the project participants. This shows your team members what they’ll need to do and when they’ll need to do it (when the project goes live).

When assigning tasks, it’s important to consider capacity. If teams don’t have the capacity to complete the work, you may need to rearrange tasks or allocate additional resources.

For example, let’s say that the WBS requires the marketing team to create an ad campaign. They currently have three team members to do this work, but it’s a big undertaking. To get the project delivered on time, you may need to hire a new employee for the marketing team.

If you’re using Miro to manage your WBS, you can use cards to assign tasks to team members.

7. Share the WBS with the relevant stakeholders

When all the tasks, activities, and deliverables are in the WBS, you can share the WBS with any relevant stakeholders. These individuals could be any high-level management or external stakeholders who need to approve the WBS before you can move forward.

You can also share the WBS with the project team so they can see what the project involves and the part they play in it. When everyone is happy with the WBS, you can use it as a foundation for other important project elements, such as creating the project schedule, performing a risk assessment , outlining the project budget, and allocating resources.

Use Miro to create your next project work breakdown structure

A work breakdown structure is an efficient way to visualize your entire project. It defines your project outputs, shows the hierarchical outline of the project tasks, and puts you in a good position to create a successful project schedule.

Use Miro’s free Work Breakdown Structure Template to create and update your own WBS in a matter of clicks.

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What is a Work Breakdown Structure (WBS)?

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A work breakdown structure (WBS) is a project management technique that organizes complex projects into manageable tasks, using a visual and hierarchical format to enhance efficiency. It helps to define the scope of work, allocate resources effectively, and track progress towards each milestone and deliverable. By utilizing a WBS, project managers can ensure that all necessary tasks are identified and completed in a timely manner, ultimately driving project success.

To complete a project, it is essential to have a clear understanding of the milestones, deliverables, and tasks that need to be accomplished. These components of project management are the building blocks of a successful execution. Without a comprehensive plan in place, monitoring progress and ensuring timely completion becomes a challenge. This is where a work breakdown structure becomes crucial. 

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Key Considerations When Creating a Work Breakdown Structure

Project details.

Before creating a WBS, it is important to have a comprehensive understanding of the project. This entails knowing the project objectives, scope, and requirements so the project manager can accurately identify and define the deliverables that need to be included.

A WBS is typically delivery-oriented, meaning it focuses on the final outcomes or products that need to be delivered to meet the project’s objectives. It shows three levels of information:

• Level 1: Project title of final deliverable (parent task/project objective)
• Level 2: Major dependencies of the final deliverable
• Level 3: Tasks to complete the major deliverables

For example, imagine that you work for a press agency and you’re tasked to organize a press conference for your client’s product launch. Here are some deliverables you might need to provide:

Work Breakdown Structure Types

There are two main types of WBS: deliverable-based and phase-based. The choice between these two types depends on the nature of the industry and project at hand. 

In a deliverable-based WBS, the focus is on breaking down the project into smaller, manageable deliverables. This approach is useful when the project involves creating specific outcomes or products.

A phase-based WBS, on the other hand, divides the project into different phases or stages. This type of structure is more suitable for projects that involve processes that follow a linear approach.

The image above illustrates how the press conference WBS would look like if it were phase-based. Instead of the major deliverables at level 1, they’re replaced by the phases of the project . Level 2 is composed of the deliverables that need to be submitted per phase.

Work Breakdown Structure Formats

Several formats can be used to effectively organize and present the information when creating a work breakdown structure. 

One commonly used format and the simplest to do is the outline structure. It represents deliverable hierarchies through indents and numbering. If your level 2 deliverable is numbered as 1, then the level 3 deliverables under it will be labeled 1.1, 1.2, 1.3,and so on. Here’s an example:

Another format is the tabular structure, which presents the information in a table format. The leftmost column will contain the major deliverables. The succeeding columns after that will house the next deliverable levels.

The hierarchical WBS is also shown in a tabular form. The difference lies in how the information is organized.

Finally, the tree structure, which is similar to the outline format but visually represents the relationships between tasks using branches and nodes.

Choosing the right format for your WBS depends on the complexity and nature of your project, your personal preference, and the needs of your team.

How to Create a Work Breakdown Structure

Define project and boundaries.

In creating a work breakdown structure, first you must define the project and its boundaries. This requires going through the necessary documents and connecting with relevant stakeholders to gain a clear understanding of the project objectives and key expectations. By doing so, you can establish a solid foundation for the WBS, ensuring that all tasks and deliverables are aligned with the overall project goals.

For example, if you’re going to organize a press conference, you’ll need to understand what it is for, how many attendees you’re targeting, what type of publications you need to invite, your client’s budget, and what materials your client is willing to provide for the press.

Identify Elements and Deliverables

Once you have a clear understanding of the objectives of your project, it is time to identify the deliverables that need to be submitted in order to achieve those objectives. These deliverables are the tangible outcomes or results that will be produced as part of the project. They can be documents, reports, prototypes, or similar items that contribute to the successful completion of the project. 

In the case of press conferences, deliverables could include a media list, a media kit, a program flow, and a report for the results.

Identifying these deliverables is an important step in developing a work breakdown structure, as it helps to define the specific tasks and activities that need to be carried out. By clearly identifying the deliverables, you can ensure that all necessary components are included in your WBS and that you are able to meet the project’s objectives effectively.

Gather Stakeholders and Team Members

The next step is to gather all relevant stakeholders who are involved in the project. This includes individuals or groups who have a vested interest in the project’s success and those who will be directly impacted by its outcomes. 

By involving these stakeholders from the beginning, their input and expertise can be leveraged to ensure that the project is aligned with their needs and expectations. It would also be good to request for their approval for the outlined deliverables. This step ensures that all parties involved are in agreement and provides a formal endorsement of the project plan.

Add Additional Details

Once your work breakdown structure elements and deliverables have been approved, you can proceed with adding more details to ensure a smooth and successful project execution. This involves assigning specific tasks to individuals, setting due dates for completion, and determining the budgetary requirements, among others. 

Including these additional details helps you effectively communicate expectations to your team and stakeholders, ensuring that everyone is on the same page and working towards a common goal. 

Furthermore, seeking another round of approval from your stakeholders or simply communicating progress can provide reassurance and validation that your plans are aligned with their expectations. Going through this process minimizes any potential risks or misunderstandings and increases the likelihood of project success.

Create the WBS Dictionary

After your work breakdown structure is approved, you can start creating a WBS dictionary. The WBS dictionary provides detailed information about each element in the WBS, including its description, deliverables, responsible parties, and other relevant information.

This document acts as a reference guide for the project team and stakeholders to ensure that everyone has a clear understanding of the scope and objectives of each work package. It also helps in managing the project by providing a baseline for measuring progress and tracking dependencies between different elements of the WBS. By creating a comprehensive WBS dictionary, you can enhance communication, improve project planning, and facilitate effective project execution.

When to Use a Work Breakdown Structure

A work breakdown structure provides a structured framework for organizing and planning tasks. However, it is important to recognize that it is not always necessary.

One scenario where a WBS becomes essential is when the project scope is not clearly defined. In such cases, a WBS can help push the team to identify and define the scope, ensuring that all necessary tasks are accounted for. Additionally, complex projects with multiple deliverables and dependencies can greatly benefit from a WBS, as it offers a visual representation that aids in aligning and focusing the team’s efforts.

For small and straightforward projects, however, a WBS can be an unnecessary burden. These types of projects usually have a clear and concise scope from the start, so it is easy to directly assign tasks even without a detailed breakdown structure.

Similarly, repetitive and routinary projects may not require a WBS as well. In these cases, it is more efficient to rely on standard operating procedures (SOPs) that contain step-by-step instructions for completing the tasks. SOPs help streamline processes and minimize unnecessary documentation, saving time and resources.

• Pushes identification of deliverables for thorough project planning
• Facilitates focus for team members and improves productivity
• Establishes relationships between deliverables
• Needs to be supported by other tools for maximum effectivity
• Could encourage micromanagement

Frequently Asked Questions

Why is a wbs important in project management.

A work breakdown structure (WBS) is a valuable tool in project management as it helps break down complex projects into manageable tasks. It provides a visual representation of the project scope, allowing the project team to understand the work required and the relationships between different tasks. 

The use of a WBS is particularly beneficial when the project is large and involves multiple stakeholders, as it helps to ensure that everyone is on the same page.

What’s the difference between a WBS and a project schedule or project plan?

While a WBS focuses on the breakdown of work, a project schedule or project plan focuses on the timing and sequencing of that work. A WBS is a hierarchical decomposition of the project deliverables, breaking them down into smaller, more manageable components. It helps in organizing and understanding the scope of work required for the project. 

A project schedule is a timeline that outlines the sequence and duration of activities required to complete the project. It includes specific start and end dates for each task and helps in planning and tracking progress.

Can a WBS be used in different types of projects?

Yes. It is a valuable tool that can be used in a variety of projects, regardless of their type. It provides a clear and structured view of the project, allowing for better planning, resource allocation, and tracking of progress. 

Whether it is a construction project, software development, or marketing campaign, a WBS can be adopted and applied to suit the specific needs and requirements of each project.

Best Project Management Software for Creating a Work Breakdown Structure

ClickUp stands out among other tools when it comes to creating work breakdown structures due to its extensive range of data viewing options. With ClickUp, users can choose from various views to organize and analyze their data effectively.

The doc view allows you to create an outline-type WBS, making it easy to structure and outline tasks and subtasks. The regular list view provides a table that allows you to add more information and elements. For those who prefer visual representations, the whiteboard view proves useful as it allows users to create diagrams for different types of WBS trees. Additionally, ClickUp offers a Gantt chart and other available views to cater to the diverse preferences of teams.

Miro is a software that excels in providing a team whiteboard, making it ideal for creating tree-like work breakdown structure formats. This tool  stands out as the top choice for teams looking for a highly visual approach to designing their WBS. Its core feature lies in its ability to cater to this specific format , allowing teams to easily map out and organize their project tasks in a visually appealing manner.

monday.com is a versatile project management tool that offers a high level of customization to meet the unique needs of different projects. Its structure, which resembles a spreadsheet, provides a familiar and intuitive interface for users.

One of the standout features of monday.com is its easy controls for task hierarchies. This means that users can easily organize and structure their tasks into subtasks, allowing for efficient project planning and execution. This feature also enables users to create a WBS effortlessly , which is a crucial component of project management.

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How to create a work breakdown structure and why you should

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Rules to create a work breakdown structure

• Include 100% of the work necessary to complete the goal.
• Don't account for any amount of work twice.
• Focus on outcomes, not actions.
• A work package should take no less than 8 hours and no more than 80 hours of effort.
• Include about three levels of detail.
• Assign each work package to a specific team or individual.

It’s your first dive into the world of project management and everyone around you seems to be speaking a different language. Worse than anything, your co-workers hurl acronyms left and right, and there’s not enough time for you to look one up before a new one is casually tossed onto the field—QCD, PMBOK, ACWP, QFD, RBS, SOW, SWOT, FPIF, and WBS.

Mercifully, the deluge stops. But now you are left to ponder over your list. You start at the bottom and think to yourself, “What does WBS stand for?" 

In project management, WBS stands for work breakdown structure. This is a foundational tool that will help you to plan, manage, and evaluate large projects, so let’s learn a little bit more.

What is a work breakdown structure?

A work breakdown structure is a diagram that shows the connections between the objectives, measurable milestones, and deliverables (also referred to as work packages or tasks). The main reason for a work breakdown structure is to make a project more manageable and quantifiable by breaking up the work into smaller tasks.

Why use a WBS in project management?

There are a number of reasons why breaking down a large project is beneficial. It helps you to:

• Estimate the cost of a project.
• Establish dependencies.
• Determine a project timeline and develop a schedule.
• Write a statement of work (or SOW, one of your other acronyms).
• Assign responsibilities and clarify roles (use our roles and responsibilities template to outline duties).
• Track the progress of a project.
• Identify risk.

All of these benefits essentially arise from working with chunks of a project that you can accurately visualize rather than trying to digest and interpret a mysterious and overwhelming task in one fell swoop.

How to create a work breakdown structure

• Define the scope and objectives.  Record the overarching objective you are trying to accomplish. This objective could be anything from developing a new software feature to building a missile. Document these details in your project charter. This will be your guiding reference.
• Break it down into key phases and deliverables. Depending on the nature of your project, start dividing by project phases, specific large deliverables, or sub-tasks. Divide the overarching project into smaller and smaller pieces, but stop before you get to the point of listing out every action that must be taken. Remember to focus on concrete deliverables rather than actions.
• Organize deliverables into work packages. Break down each deliverable into all the tasks and sub-tasks required to complete them. Organize the tasks into work packages. Work packages are the lowest level of the breakdown and should define the work, duration, and costs for each task, as well task owners. Each work package should provide assignments that can be completed within a reporting period. 

Tips for making a work breakdown structure

As you make a work breakdown structure, use the following rules for best results:

• The 100% rule. The work represented by your WBS must include 100% of the work necessary to complete the overarching goal without including any extraneous or unrelated work. Also,  child tasks on any level must account for all of the work necessary to complete the parent task.
• Mutually exclusive. Do not include a sub-task twice or account for any amount of work twice. Doing so would violate the 100% rule and will result in miscalculations as you try to determine the resources necessary to complete a project.
• Outcomes, not actions. Remember to focus on deliverables and outcomes rather than actions. For example, if you were building a bike, a deliverable might be “the braking system” while actions would include “calibrate the brake pads.”
• The 8/80 rule. There are several ways to decide when a work package is small enough without being too small. This rule is one of the most common suggestions—a work package should take no less than eight hours of effort, but no more than 80. Other rules suggest no more than ten days (which is the same as 80 hours if you work full time) or no more than a standard reporting period. In other words, if you report on your work every month, a work package should take no more than a month to complete. When in doubt, apply the “if it makes sense” rule and use your best judgment.
• Three levels. Generally speaking, a WBS should include about three levels of detail. Some branches of the WBS will be more subdivided than others, but if most branches have about three levels, the scope of your project and the level of detail in your WBS are about right.
• Make assignments. Every work package should be assigned to a specific team or individual. If you have made your WBS well, there will be no work overlap so responsibilities will be clear.

Work breakdown structure example

As you are thinking about how to make a work breakdown structure, let’s look at an example. This is a work breakdown structure for building a house.

Notice how the rules of building a WBS are applied in this example. First, the house building project is subdivided into three large sections: foundation, exterior, and interior. Those sections are further subdivided into one or two more levels for a maximum of three levels. The effort needed to build a house has been allocated across all of the work packages for a total of 100% effort. There is no duplication of work represented in this diagram. To further enhance this diagram, you could add the budget for each work package and assign a team.

Work breakdown structure formats

When creating a work breakdown structure, you can choose from several different format options, such as a hierarchical table, an outline or numbered list, a tabular view, or a tree diagram. The example above uses a tree format, which is the most visual option. It structures the WBS like an org chart and shows the hierarchy of tasks, providing space for additional information about each work package.

Outline structure

A text outline is the simplest WBS format. It is easy to put together and shows the hierarchy of tasks. However, it is difficult to add additional information about budget, duration, and assignment using this format.

                    Build a House

                         1 Foundation

                              1.1 Excavate

                                   1.1.1 Dig

                                   1.1.2 Level

                              1.2 Frame

                              1.3 Concrete

                                   1.3.1 Pour

                                   1.3.2 Cure

                         2 Exterior

                         3 Interior

Hierarchical structure

This format is less visually intuitive but shows the hierarchy of tasks. Because it is a table, this format fits easily onto a page.

Tabular view

A tabular view is a more visually intuitive way to show hierarchy using a table.

WBS dictionary

What is a WBS dictionary? A WBS dictionary is formatted like the hierarchical structure, but it includes a brief description of each work package. When documenting a project, a WBS dictionary is often included in addition to a visualization of the WBS. It helps to clarify the scope of each task so that all team members understand their responsibilities.

Work breakdown structure template

To get you started, here are a number of work breakdown structure templates you can use. Simply click to open the template, and then customize the information, layout, and design.

Work breakdown structure chart

How to make a work breakdown structure in Microsoft Office

Work breakdown structures and WBS dictionaries are often included as part of a larger set of documentation or data analysis made using Microsoft Office. The best way to put a WBS into Word or Excel is to use Lucidchart and its free integrations with MS Office. Build your diagram in a software optimized for diagrams, and leave the words and data crunching to Microsoft. Just follow the steps below:

1.  Register for a free account with Lucidchart.

2. To make a work breakdown structure in Excel, install the free Lucidchart add-in for Excel .

3. Install the free Lucidchart add-in for Word to create a WBS in Word.

Get started with our work breakdown structure software.

About Lucidchart

Lucidchart, a cloud-based intelligent diagramming application, is a core component of Lucid Software's Visual Collaboration Suite. This intuitive, cloud-based solution empowers teams to collaborate in real-time to build flowcharts, mockups, UML diagrams, customer journey maps, and more. Lucidchart propels teams forward to build the future faster. Lucid is proud to serve top businesses around the world, including customers such as Google, GE, and NBC Universal, and 99% of the Fortune 500. Lucid partners with industry leaders, including Google, Atlassian, and Microsoft. Since its founding, Lucid has received numerous awards for its products, business, and workplace culture. For more information, visit lucidchart.com.

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Work Breakdown Structure (WBS): A Helpful Illustrated Guide

What is a work breakdown structure?

Why we use work breakdown structures — an example

Benefits of creating a WBS

What’s the difference between a wbs and a project schedule.

How to create a WBS

Step 1: clarify the project scope.

What is project scope? Scope is what a project is supposed to deliver, create or change.

Step 2: Record the main deliverables

Step 3: Break work packages further down (and repeat)

How detailed should your WBS be?

• Do you feel confident enough to create a detailed project plan with clear action steps? If the answer is no, you need to break up the WBS further.
• What’s the estimated effort of the lowest level elements?  Suppose you have a deliverable called electrical wiring  at the lowest level. This includes ALL electrical wiring work in the vessel. In total, let’s say 150 person days of work. That’s huge and almost a project of its own! In this case it’s better to break work further down. For example: electrical wiring ground level, 1st level, 2nd level, sky deck etc. This way you get work packages that you can assign to someone in your team.

Is your WBS good enough?

A good wbs must be complete.

A good WBS must be specific

How to make sure your WBS is 100% complete

• Learn from similar projects:  Review similar projects and take a look at their WBS or project plan. You can easily find this information on Google. The insights you gain from this analysis are really valuable.
• Involve your team: The people who are going to do the work usually know best what things have to be taken care of. Have your team give you feedback on your WBS.

What tool should you use for creating a WBS?

• Excel and Powerpoint

Creating a work breakdown structure in Excel

Your WBS is ready. What comes next?

What else do you want to know?

Do you have a question.

Have a question about this article? Need some assistance with this topic (or anything else)?  Send it in and I’ll get back to you soon. 

Hi! I’m Adrian, founder of Tactical Project Manager and Ex-Project Manager with over ten years of experience in project management. Led large-scale IT implementations and business projects. I started Tactical Project Manager to offer you a straightforward and pragmatic approach to project management, enabling you to lead any project with confidence.

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Work Breakdown Structure (WBS): Definition, Examples & Templates

Fahad Usmani, PMP

October 6, 2022

Work Breakdown Structure (WBS) is an important project management document that helps you clarify the scope of work and assist in project planning. 

It is one of three components of the scope baseline . The other two elements of the scope baseline are the scope statement and WBS Dictionary .

If you are into project management, a better understanding of the Work Breakdown Structure will help you develop a robust plan and project network diagram, and you will be able to complete the project with less hassle.

Work Breakdown Structure

Definition: As per the PMBOK Guide, a Work Breakdown Structure is a “deliverable oriented hierarchical decomposition of the work to be executed by the project team.”

A Work Breakdown Structure is a visual, hierarchical breakdown of a project into smaller components.

It is the basis of your project planning and helps you identify all project components to find the project cost and develop the schedule accurately. It integrates project scope, schedule, and cost baseline and ensures that all project plans are aligned.

A Work Breakdown Structure can have two to three levels; however, complex projects can have more levels as required.

Types of Work Breakdown Structure

The following two types of WBS are most popular in project management :

• Deliverable-Based WBS
• Phase-Based WBS

Deliverable-Based Work Breakdown Structure

A deliverable-based WBS breaks down the project based on deliverables, such as products, services, or results. 

An example of a deliverable-based WBS is given below:

Phase-Based Work Breakdown Structure

Many times, you break projects into phases for better management. In such cases, the Work Breakdown Structure will be based on phases.

Here, the final deliverable stays at the top, and the lower level shows five project management phases: initiation, planning, execution, monitor and control, and closure.

An example of phase-based WBS is given below:

Apart from these two types of WBS, you may also find the following uncommon WBS:

Noun Oriented WBS: This is also known as product breakdown structure and breaks up the project in terms of a product component. 

Verb Oriented WBS: This task-oriented WBS defines deliverables in terms of actions taken to develop the deliverable. 

Time Phased WBS: This WBS structure is used for projects with a longer duration. Here, you break the project into phases and adopt a rolling wave approach that helps develop plans for the near-term phase in detail.

A few other less common WBS are:

• Geographical Type
• Cost Breakdown
• Profit Center Type

Elements of Work Breakdown Structure

A WBS consists of the following:

• Work Packages
• Planning Packages
• Control Accounts

Work Packages: These are the lowest level elements of each branch of the WBS. Work packages include details about the deliverable’s owner, the durations, milestones, resources, risks, etc. 

Planning Packages: A planning package is different from a work package. After the project management plan is approved, its scope is defined, and the Planning Packages provide the complete scope. With these details, planning packages turn into work packages.

Control Accounts: Control Accounts let you collect, analyze, and report data for elements inside the Work Breakdown Structure to aid in reporting and monitoring.

All WBS elements must have the following four items:

• The scope of work, including deliverables.
• The starting and ending dates and the duration.
• The budget.
• The name of the person responsible.

How to Develop a Work Breakdown Structure

A Work Breakdown Structure includes the complete project work. Developing a WBS is an iterative process; you repeat it when new information is available or the scope changes. 

The following are key steps required in developing the Work Breakdown Structure:

#1. Collect All Information and Data

You must understand the scope of work and project stakeholders’ requirements. This is a vital step; here, you will refer to the project charter, contract documents , project plan, etc.

Ensure you collect all project data and information because your WBS will be incomplete if you miss any information.

#2. Define the Type of WBS, Levels, and Elements

After clarifying the scope of work, decide the type of WBS you will create and then identify the major deliverables of your project.

Define the WBS levels. WBS has two or three levels, but larger projects can have more levels depending on the requirements. 

Ensure you capture 100% of the scope; each level must cover the complete scope of work.

#3. Decompose the WBS Elements

Determine the work package which is the lowest in the hierarchy of your WBS. The work package must be definable, independent, estimable, manageable, integratable, and measurable. Use nouns or adjectives to describe each work package.

Decide if the WBS will be deliverable-based or phase-based.

Decompose the project scope into a level 1 deliverable. Ensure all WBS elements are unique. Afterward, decompose the level 1 elements into level 2 and level 3, ensuring all sub-elements are unique and have a unique identifier.

Stop when you think you cannot go any further. The elements in the lowest level of the WBS are known as work packages.

Now you have your Work Breakdown Structure.

There should not be an overlap in the scope of two different WBS elements at the same level. If there is some ambiguity in names, you must clarify this in the WBS Dictionary. 

#4. Create WBS Dictionary

A WBS is incomplete without a WBS Dictionary.

You should create a WBS dictionary along with the WBS as it outlines and defines the scope of each WBS element. It helps you understand the project team and the work package better. 

A WBS dictionary can have the following details: work package name, risk , assumptions and constraints , work package ID, work package description, name of the assigned team member,  estimated cost, duration, due date, etc. 

#5. Develop Project Schedule

You will break down work packages into activities and develop schedules to develop your project schedule. The schedule can be based on a Gantt chart or network diagrams , such as the critical path method , PERT , or critical chain method .

100% Rule in WBS

This is the most important WBS principle and says WBS must include 100% of the project work and capture all internal, external, and interim deliverables. This rule applies to all levels of WBS, meaning the sum of the work at the lower level must equal 100% of the work represented by the upper level.

This rule applies to an activity level as well. The work represented by activities in a work package must be equal to the work represented by the work package. 

Uses of Work Breakdown Structure

A WBS breaks down the project scope into manageable components to make it easier to plan, manage, and deliver.

WBS is very helpful in project management. It is a planning tool and clarifies the scope of work. It helps you find project costs, develop schedules, and monitor and control project work.

Importance of Work Breakdown Structure

WBS has great importance in project management. It clarifies the scope of work; you can easily identify all project activities, see the dependencies among the project tasks , avoid duplicate work, determine task duration, and calculate the budget for each work package.

A sound Work Breakdown Structure helps you avoid many issues, such as scope creep, gold plating , cost overrun, and schedule delays.

A WBS provides you with complete control over your project. 

Advantages of Work Breakdown Structure

WBS has many benefits in project management: 

• WBS is the basis of your scheduled cost estimation. You will know all project deliverables and project management dependencies.
• Since all work packages in WBS are independent, you can assign each work package to different team members. This increases responsibility and accountability.
• You will avoid duplication of tasks and scope creep as it clarifies the scope of work. There will be fewer disputes, and workflow will be smooth.

Disadvantages of Work Breakdown Structure

Though WBS has many advantages, it also has some disadvantages.

• Some people may find it difficult to develop a hierarchical-based Work Breakdown Structure, which is an additional task for them. 
• Developing WBS requires experience and time. If team members are not experienced and skillful, the WBS may ignore some scope of work.
• To develop a WBS, you must have a complete and detailed scope of work. In many cases, you don’t have these details at the beginning of the project, so developing the WBS is not easy.
• If WBS is not well controlled for larger projects, the scope of work can be duplicated.
• After developing the project schedule, the emphasis shifts to schedule, and WBS is often not updated.

Work Breakdown Structure Best Practices

• Ensure that each level of WBS represents 100% of the scope of work. This rule is known as the 100% rule. All work at the child level must be equal to 100% of the work at the parent level.
• Ensure that all elements in WBS are mutually exclusive. No two elements should share any scope of work.
• Don’t go too deep. Usually, two to three decomposition levels are enough, and for larger projects, it can be more than that. However, if you go deeper, it will be complex and confusing. 

Work Breakdown Structure Example

A WBS can be in any form. It is not necessarily just in chart form; it can be in graphical, Excel, and tabular view. You can select the WBS based on your project requirements.

Some examples of Work Breakdown Structure are given below.

WBS Flowchart: This is the most common WBS example. Here you draw a hierarchical chart of WBS.

WBS Excel Sheet: Here, you design your WBS in a spreadsheet using columns and rows.

WBS Gantt Chart: This is another commonly used WBS structure. 

WBS List: Here, you make a list of your WBS element in a Word file. This WBS structure is easy to create.

Characteristics of a Work Breakdown Structure

A WBS has the following characteristics:

• It is a delivery or phase-based hierarchical structure of the complete scope of work.
• It contains 100% of the scope of work.
• It communicates the scope of work to project stakeholders.
• It can be graphical, tabular, or in a list form.
• It has at least two levels of detail.
• It is a numbering system used to identify elements and work packages.

Work Breakdown Structure Vs Project Schedule

Many beginners confuse WBS with project schedules. Note that both are different and serve different purposes.

A Work Breakdown Structure clarifies the scope and provides you with the “what” part of the project. You will know exactly what you need to complete to finish the project. 

On the other hand, the project schedule will provide you with detailed activities you need to carry out to complete the project. You can see all activities, their duration, milestones, critical path, etc.

WBS is the basis of the project schedule as it provides work packages. In these work packages, you find project activities, resources, duration, and relationships. Build a network diagram, and then develop the project schedule.

A Work Breakdown Structure is one of the first documents you create after making the project charter. After creating the WBS, you develop your project schedule.

WBS helps develop schedules; it provides all work required to complete the project in an orderly format. 

You can visualize the project work, estimate cost and duration, and assign resources. You can see the interdependencies among the project tasks.

This topic is important from a PMP exam point of view.

I am Mohammad Fahad Usmani, B.E. PMP, PMI-RMP. I have been blogging on project management topics since 2011. To date, thousands of professionals have passed the PMP exam using my resources.

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Planning the Analysis Phase: using a Work Breakdown Structure (WBS) and a WBS Dictionary

The purpose of this article is to show how a business analyst can use a Work Breakdown Structure (WBS) for planning the analysis phase of a project; note, this is a follow-up article to my previous publication in Modern Analyst entitled: The Initial Conversation with Your Project Manager .

The WBS is a hierarchical structure used to decompose all the tasks associated with a project. These tasks are the basis for developing a project schedule, e.g., Precedent Diagram, PERT Chart and/or Ghant Chart. In addition, project managers use an Organizational Breakdown Structure (OBS) along with the WBS to map an organization’s resources with the tasks and to setup control accounts for the project. However, this article is limited to the WBS use by the BA in the context of planning the analysis phase.

Some History

The Work Breakdown Structure (WBS) originated with the United States Defense Department in 1957 and continues to be a Department of Defense (DoD) standard to this day. If you want a project contract with the US Government, a WBS is a most likely a requirement. Thirty years later, the Project Management Institute (PMI) adopted the WBS for planning all types of projects (public and private).

  The Work Breakdown Structure

 The WBS is a hierarchical graphic method for decomposing project tasks (parent-child tree branches) into small work packages of 40-80 hours of work. It has several design and guideline principles: 

• Decompositions consist of at least 2 parent-child tasks. A decomposition with only one child is really the same as the parent.

Figure 1. Do Not Decompose a Parent Task into one Child

• Parent-child tasks do not have to be in sequence; the objective is to capture all the tasks – 100% rule. 
• The lowest level parent-child tasks for each branch are work packages. These work packages are the basis for the schedule. 
• Parent-child tasks are action oriented using an “action verb-optional qualifier-noun” format.

Figure 2. WBS Decomposition Process  

• Risks are derived from task assumptions, constraints, and possible resistance to build a risk register 
• Cost(labor and expenses) plus contingencies to develop a budget 
• Duration (estimated work time to complete a task) plus contingencies to develop a schedule; note a schedule considers when resources are available to work tasks. 
• Resources (types and number)needed to complete the task to develop a schedule 

Below is a partial generic WBS (Figure 3) for the top-level tasks of an analysis phase of a software project. Note that I started the reference scheme with the number 2.1; this was subjective. Most people would have used the number 1.1.If you are interested in a completed generic WBS see references[1].

Figure 3.Partial Generic WBS for a Software Project Analysis Phase

In planning the analysis phase of a project, the business analyst develops a Requirements Work Plan (RWP). The plan contains a schedule, cost, and resources needed to conduct the analysis. To help produce this document, the BA can utilize a Work Breakdown Structure (WBS). Just as the project manager develops the project plan, the BA uses a WBS. However, instead of covering all the project tasks, the BA covers only the analysis tasks; see Figure1.After the BA team develops the WBS and WBS Dictionary, the BA team constructs the analysis schedule which the project manager typically incorporates into the project plan. To facilitate this incorporation, use the same project schedule software as the project manager.

Figure 4 depicts the stages of developing the RWP. Note that the RWP includes an analysis risk register, budget, a proposed schedule, and resources needed for the analysis phase. The WBS and WBS dictionary are the basis for all this information.

The BA presents the RWP to the project manager and sponsor for approval. The main topic being the time and money required for the analysis phase. If the project manager and sponsor approve less/more time, money, and/or resources, the BA adjusts the analysis risk register and schedule accordingly. With approval, the project manager allocates the needed resources. The BA then adjusts the proposed schedule based on resource availability and proceeds with the planned analysis.

Mark is the President of Monteleone Consulting, LLC and author of the book, The 20 Minute Business Analyst: a collection of short articles, humorous stories, and quick reference cards for the busy analyst. He can be contacted via – www.baquickref.com .

1. http://monteleonepmp.com or http://www.baquickref.com/

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What Is a Work Plan? How to Make a Work Plan In 7 Steps

Before you can accomplish your project goals, you need to plan how to reach them. A work plan creates a clear path project teams can follow to reach their desired goals and objectives. Along that path will be resources, constraints and other work management elements that need to be described in your work plan.

What Is a Work Plan?

As its name suggests, a work plan is an action plan that helps project teams achieve their goals. Work plans factor in key project planning elements such as tasks, milestones, deliverables, resources, budgetary requirements and a timeline to weave it all together.

The work plan won’t be written and initiated by a single person and it should be submitted to board members and stakeholders for approval. Once approved, you can continue building out the rest of your work plan.

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Work Plan Template

Use this free Work Plan Template for Word to manage your projects better.

Why Do You Need a Work Plan?

As we mentioned, your work plan acts as your roadmap for the entire project execution. Not only will it keep you and your team organized, but it’ll ensure that you get buy-in from key stakeholders, related departments, relevant accountability/risk leaders and more.

Additionally, it helps manage expectations on both the stakeholder level as well as on the managerial and team member level—everyone that starts off on the right foot has a better chance of landing on the right foot, too.

Work plans guide project teams in a similar way project plans do. However, there’s a big difference between these two important project management documents .

Work Plan vs. Project Plan

Work plans are not as comprehensive as project plans , which have a wider scope and involve more components. The main difference between them is that project plans are created from a high-level view and address every aspect of project management. On the other hand, work plans focus on helping project teams achieve smaller objectives.

If you build your work plan in project management software like ProjectManager , then it’s easy to continue to iterate on your plan and make improvements over time. You can use robust project planning tools such as Gantt charts, kanban boards, project dashboards and much more. Get started today for free.

How to Make a Work Plan in 7 Steps

While work plans might take many forms, here are some simple work planning steps you can follow to make one.

1. Set Goals & Objectives

Before anything, it’s important to write down the goals and objectives that’ll be achieved through your work plan. These will describe the purpose of your plan. It’s important to use SMART goals : create goals that are specific, measurable, achievable, relevant and time-related. This should help you start your plan off on the right foot.

Your goals might sound like your purpose, but they’re more specific in that they’re more long-term oriented — i.e., your team learned more about the process of launching a bug fix or how to respond more directly to customer or market feedback.

Similarly, your project objectives should be measurable. For example, the objective of this project after launch is to create an increase of xx% of active monthly subscribers, or a certain dollar amount in revenue generated.

2. Define the Scope of Your Work Plan

Once you’ve identified your work plan goals, you should use a work breakdown structure (WBS) to identify all the tasks that must be executed to achieve them, which is your project scope. By breaking down your project scope, you can start assembling a team, estimating costs, creating a budget and drafting a project schedule.

3. Estimate What Resources Are Needed

When you break down your project scope using a WBS, you can better estimate what resources are needed for each task in your work plan. Make sure to include different types of project resources, such as human resources, raw materials, machinery, subcontractors or anything else that you might need for the execution of your work plan.

4. Assign Roles & Responsibilities

Now, assemble a project team and clearly define the roles and responsibilities of each member. Communicate with them and make sure they understand what their job is and how they can collaborate with each other.

5. Estimate Costs & Create a Budget

Once you have a clear idea of what resources are needed for your work plan, it’s time to estimate their costs and create a budget . To do so, simply establish a measurement unit for your labor, materials and other resources to then assign a price to them.

6. Create a Project Schedule

There are different tools and techniques you can use to create a project schedule for your work plan. In fact, most project managers use Gantt charts, project calendars, kanban boards

7. List Any Risks, Constraints and Assumptions

Remember that your work plan is the action plan that’ll guide your project, so the more details you have about constraints and potential risks, the better your team will perform their tasks to produce deliverables and achieve the goals and objectives.

Maybe some of your team members take a few sick days during this period of time; maybe unexpected tasks have to be executed; maybe some of your tools crash that requires more money pulled from the budget. Whatever your project constraints may be, factor in anything that might feel like a risk that can lead to a full-blown constraint, which may affect the completion of deliverables or even the goals and objectives of your project.

Free Work Plan Template

Our work plan template can help you document the steps explained above. Be sure to constantly monitor your template and update it as changes occur in your planning process. Or, if you’re looking for more dynamic project planning tools, you can use Gantt charts.

A work plan template can help you organize your thoughts, but in order to create your action plan and execute it, you’ll need dynamic project management software to help you throughout the planning, execution and monitoring phases.

Work Plan Example

Here’s a basic example to better illustrate how a work plan works. Let’s imagine you’re a business owner who wants to increase your production output by 25 percent by acquiring new machinery and hiring more production employees. While this project doesn’t involve producing tangible deliverables , you’ll still need a work plan.

Goals & Objectives It’s important to define one primary goal and then some smaller, more specific objectives needed for the completion of that goal.

Main Work Plan Goal Increase production output by 25 percent.

Work Plan Objectives

• Improve the company’s production capacity by acquiring new machinery
• Fill skill gaps in the production planning team
• Make sure machinery is well-maintained

Scope of the Work Plan Now, you should list individual activities that must be completed in order to achieve your goal and objectives. Here’s a simple breakdown of activities.

• Inspect the production line
• Perform preventive maintenance
• Optimize plant layout
• Acquire new machinery
• Assess the current team
• Hire new personnel

Resources/Roles & Responsibilities In this case, you’ll need a production manager, HR manager and maintenance team. They’re responsible for executing the tasks listed above.

Work Plan Budget Your budget should cover both the labor costs as well as the cost of the new equipment. Your labor costs will be the salaries of the production manager, HR manager and maintenance team. Make sure you estimate your project costs accurately before creating a budget.

Work Plan Schedule Define a timeframe for the analysis of your production line, the procurement of new machinery, preventive maintenance and hiring.

Risk, Assumptions & Constraints Think about any risks, assumptions or constraints that might affect your work plan. The best place to start is the triple constraint of time, budget and resources.

Creating a Work Plan With Project Management Software

To learn more about how project management tools such as Gantt charts , kanban boards and project dashboards can help you make the perfect work plan, watch the short video below. We’ll quickly show you all the ways that project planning software can improve your planning, execution and reporting—so you can make that work plan with confidence.

ProjectManager Can Help You With Your Work Plan

Getting every detail of a work plan sorted is no easy task—from managing your team to managing your stakeholders. It requires a delicate balance of understanding your project timeline, the tasks that make up the project scope, potential risks , balancing a budget and allocating resources. Not to mention, you’ll have to do this while keeping the customers’ ultimate needs and the project goals and objectives in mind.

With ProjectManager , our online Gantt charts let you schedule your entire project timeline, assign tasks, create dependencies and oversee tracking. Additionally, we have team collaboration features that allow your staff and managers to comment on tasks, attach necessary files, and interact with each other no matter where they’re located.

ProjectManager also features resource management tools that let you balance the hours worked across your team. This helps ensure that your time, tools and resources are balanced no matter what.

Related Work Management Content

• What Is Work Management? Creating a Work Management System
• Best Work Management Software of 2024 for Remote Teams
• What is a Statement of Work? Definition & Examples
• Work Breakdown Structure (WBS)

Creating a work plan and don’t know where to start? We’ve got you covered. With ProjectManager , you’ll get access to online software that helps you to better track your work plan from milestone to milestone. Start your free 30-day trial with ProjectManager  today.

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How to create a cost breakdown structure (with examples).

May 9, 2024

‘How much will this project cost me?’

This is probably one of the most common but important questions that any client or internal stakeholder will ask you. And if the estimate you provide is not accurate or even close to realistic, it can put the project at risk. 

Of course, a cost estimate can’t always be accurate to the last dollar, but imagine quoting X for a project, only to realize you will require 2X the budget when the project actually begins.

Not a situation you want to find yourself in.

This is where a Cost Breakdown Structure (CBS) can help you get a clear picture of your project finances. It breaks down all the anticipated costs into manageable categories, giving you a clear picture of where your money goes. This empowers you to make informed budgeting decisions and manage project costs efficiently.

Plus, it will also help you track your project for potential cost overruns early on, helping you deliver the project on time and within the stipulated budget.

But what exactly is a CBS, and how does it differ from a work breakdown structure (WBS)?  We’ll explore these questions and more in this guide.

Why is cost breakdown structure important?

Difference between cost breakdown structure and work breakdown structure, 1. work breakdown structure, 2. identify costs involved in each activity, 3. understand cost opportunity, step 1: know all the activities and resource requirements, step 2: identify cost categories, step 3: estimate the cost of work, step 4: build a contingency plan for your cbs, step 5: sense check, cost breakdown structure analysis: a critical tool, implementing cbs with clickup, ace your project budget plan with clickup, frequently asked questions (faq).

What is a Cost Breakdown Structure in Project Management?

Project management involves managing multiple aspects of a project, including the scope, time, and cost. While keeping your project on track and meeting deadlines is crucial, staying within budget is equally important. This is where a cost breakdown structure (CBS) becomes an essential tool.

CBS is a document that details all the costs that will be incurred in a particular project. Each line or row in the CBS stands for a cost item associated with the project. It breaks down these costs into clearly defined categories, providing a detailed roadmap for your project finances.

In any project management lifecycle , the most critical part is ensuring that the project is delivered on time and within the stipulated budget. If either goes awry, there can be complications to the project’s overall success. With cost breakdown structures added to your project management strategy, you can:

• Improve budgeting and cost estimation by identifying all potential elements of the cost structure upfront. This allows you to avoid unpleasant surprises down the road and minimize the risk of expenses growing beyond a specific limit
• Plan your project more accurately , as you can identify potential project cost risks and activities early on, ensuring you can develop mitigation strategies or minimize the impact of these risks
• Clearly communicate the expectations of a project to all stakeholders, including clients, sponsors, and team members. This ensures transparency and ensures everyone is aligned on the project’s goal

Cost breakdown structure can seem a lot like work breakdown structure (WBS) since we list all the activities and stakeholders involved in both. However, while CBS focuses on cost control or managing project expenses, WBS is about understanding all the activities needed to deliver a successful project. 

Some of the subtle differences include:

Breaking Down the Cost Breakdown Structure

The cost breakdown structure is created using multiple components, including:

The foundation of your CBS is your WBS. This document outlines the project deliverables and tasks that make up your project. Think of it as a blueprint of what needs to be done.

For any CBS, there are four main cost categories to consider:

• Labor costs: Salaries, wages, and benefits of team members assigned to the task. Think of it as the cost of human effort
• Material costs: The raw materials, supplies, and equipment needed to complete the task. This could be anything from printer ink to lumber, depending on your project
• Equipment costs: Rentals or purchases of specialized equipment required for the task
• Indirect costs : These are factors other than the direct costs that can add up to your project budget. These include office rent, utilities, insurance, administrative costs, and more

CBS plan doesn’t just help with cost planning; it also helps you to understand potential courses of action. For example, if you have to create a website for a client.

If the cost of hiring external resources is much higher than expected, you can make proactive decisions like completing some tasks in-house. This helps minimize overall project costs and helps you take control over the project’s quality. 

How to Create a Cost Breakdown Structure

Now that you understand the power of a CBS, let’s delve into the practical steps involved in creating one. You can create detailed cost breakdown structures using project management software or a tool that helps you analyze or monitor all the activities and resources involved in a certain project. To create a detailed and accurate CBS, you can follow the steps below:

The first step to successful project planning and cost estimation is knowing the activities and resources needed for your project. This typically involves:

• Project scope document: This document outlines the project goals, deliverables, and timelines. It serves as the foundation for both your WBS and your CBS
• Work breakdown structure (WBS): A well-defined WBS is essential for your CBS. It provides the framework for identifying cost elements associated with each project task
• Cost estimation tools: Various cost estimation tools are available, ranging from simple spreadsheets to more sophisticated software. Choose a method that best suits your project’s complexity and budget

The next step is estimating the required cost for each task, activity, or resource. These tasks can be divided into multiple aspects depending on their impact and work area, such as:

• Labor costs: Salaries, wages, and benefits of team members assigned to the tasks.
• Material costs: Raw materials, supplies, and equipment needed to complete the tasks.
• Equipment costs: Rentals or purchases of specialized equipment required for the tasks
• Office rent and utilities
• Administrative costs
• Software subscriptions

By considering both direct and indirect costs, you minimize the risks of any unknown task or cost factor being added to your budget. 

Once you have factored in all the cost factors that will impact your budget, it is time to start estimating the cost of completing a particular action item . For example, if you want to conduct X task, how much time do your team members take to complete it? How many resources will they need to complete it? These answers allow you to factor in the overall budget needed to complete X task.

Once you have done this for all the tasks in your project, it can be used to provide a final cost for the project. This is a crucial process, especially when estimating the budget for large-scale projects like construction projects. 

By closely tracking the tasks and resources required for a particular project and other impacts using construction management software , you can ensure that your projects get completed within the defined timeline and budget. 

Even after meticulous planning, unforeseen events can add to your project costs. For example, if you have to purchase materials from a supplier and they are out of stock, you may need to procure them from another source. The cost for these can be higher, or you may even have to pay extra to the same supplier if the materials you need are low on stock. 

To mitigate these risks, include a contingency margin in your CBS. This is a buffer allocated for unexpected expenses that might arise during the project. The size of your contingency margin will depend on the inherent risk factors associated with your project.

To jump-start your planning, use the ClickUp Contingency Plan Template and keep your business safe and secure.

This template offers you both list and board views, helping you draw your Contingency Plan and use it effectively for your projects. It helps you create a clear roadmap for unexpected events by:

• Analyzing potential risks and their impact on your operations
• Identifying necessary resources and personnel
• Testing alternative scenarios to ensure the best-case outcomes

The last step in creating a cost breakdown structure is thoroughly reviewing your plan. Look for any inconsistencies or missing information. Share your CBS with key stakeholders for input and finalize the document after incorporating their feedback.

For any project, delays are often costly. For example, if we were a construction firm, a small delay in procuring resources could mean stalling of work, and this would end up increasing the expenditure of the overall project. This is why using CBS analysis is crucial for organizations. 

With regular cost breakdown structure analysis, you can ensure that your project financials and timelines are constantly monitored, helping eliminate cost risks . This also helps with:

• Proactive cost management, as you can identify cost overruns early on and take corrective actions, such as adjusting resource allocation or negotiating with suppliers, to stay within budget
• Improving project control and management, as you can monitor aspects of WBS when analyzing your CBS documentation
• Identifying potential risks , including cost or resource planning, enabling you to minimize their impact on your overall project

When conducting a CBS analysis, make sure you look for standard impacts to your project, such as:

• Cost variances: Track any deviations between budgeted costs and actual costs incurred. Analyze the reasons for these variances and take corrective actions as needed.
• Project milestones: Conduct a CBS analysis at key project milestones to assess financial performance and identify areas for course correction. Use Milestones in ClickUp to visualize your goals at a glance and ensure you are well on track to achieve them.
• Project scope changes: Any changes to the project scope can impact costs.  Analyze your CBS to understand the financial implications of scope changes and ensure they are aligned with the overall budget.

To get the most accurate estimate for your project, you need to be able to break down all the tasks, including all the resources, actual costs, logistics costs, and every activity involved. For most companies, this often proves to be difficult as all their activities and teams work in silos and on different platforms.

This is where an end-to-end project management software like ClickUp can help make things much more streamlined and efficient. 

ClickUp goes beyond basic task management, offering a robust suite of features that perfectly complement your CBS needs. With it, you can:

• Break down project deliverables into manageable tasks and subtasks, creating a clear visual roadmap. This enables you to better estimate the project budget based on the activities and resources involved
• Track associated costs by assigning estimated costs to each task, categorize expenses, and track actual costs incurred. This provides a centralized location for managing all project finances
• Visualize cost breakdowns by category, track budget variances, and gain valuable insights into project financials
• Share your CBS document with team members, assign tasks with cost estimates, and keep everyone informed on project finances through real-time updates

With ClickUp Project Management , you get advanced features that can help you:

• Plan and prioritize all your project details with ease, helping your entire team get a clear understanding of the scope, allocation, and activities
• Leverage ClickUp Brain , an AI-based project management assistant, to simplify your day-to-day work.  It can automatically generate action items and subtasks, summarize comment threads, create data tables, find relevant details within ClickUp and connected apps, and create and share automated progress updates. Use it as your AI project manager
• Gain consensus faster and kickstart projects with clarity using a single platform to collaborate on your project vision, estimate costs, and deliver projects faster and on budget

It also provides ready-to-use, fully customizable estimation templates to help you get started with CBS and WBS project estimations instantly. For instance, the ClickUp Project Budget with WBS Template makes cost tracking easy and simple by breaking your project into tasks.

Using this template, you can simplify project budgeting activities as it allows you to:

• Map out activities and cost estimates
• Organize all your project data in one place
• Track your spending continuously so you do not go over budget

It includes a detailed work breakdown structure (WBS), including:

• Custom Statuses: To mark task status as Cancelled, Done, In Progress, On Hold, and To Do
• Custom Fields: To categorize and add attributes to manage your tasks and easily visualize your project activities and budget
• Custom Views: To visualize your information in multiple views for project tracking and management
• Project Management: Improve project budget and WBS tracking with time-tracking capabilities, tags, dependency warnings, emails, and more

These templates provide a pre-defined structure for your WBS, cost estimation fields, and budget tracking functionalities without having to do all the tasks manually or start from scratch.

So here’s the ultimate guide to help you ace project planning and estimate project budgets. It provides a clear and comprehensive picture of your project finances, empowering you to make informed budgeting decisions, identify potential cost risks proactively, and ultimately deliver projects on time and within budget.

With ClickUp, you can make your entire project management process much more effective and track budgets and tasks on the same platform.

Whether it’s project managers or your finance or commercial department, they can all work together, plan projects, and collaborate as required. Or, as Michael Scott would say, it’s a triple WIN.

The all-in-one project management software lets you manage workflows, documents, real-time dashboards, and more, helping your team move faster, work smarter, and save time.

Ready to take control of your project costs? Sign up for ClickUp today and experience the benefits of a streamlined and collaborative CBS approach!

1. What is included in a cost breakdown structure?

A cost breakdown structure (CBS) includes all the costs incurred in a certain project. This includes four main cost categories:

• Labor costs : The money spent on the people who will execute the project
• Material costs : Any materials that the business buys, including raw materials, parts and components, manufacturing supplies, insurance, and freight
• Equipment costs: The actual equipment
• Overhead costs or indirect costs: Expenses not directly allocated to a specific cost, such as office space, utilities, benefits, and taxes

2. What is the cost breakdown method?

The cost breakdown method refers to the process of creating a cost breakdown structure. This involves identifying all project activities from the Work Breakdown Structure (WBS), assigning costs to each activity, and summing them up to get the total project budget.

3. What is the difference between a cost breakdown structure and a work breakdown structure (WBS)?

A Work Breakdown Structure (WBS) outlines the project deliverables by breaking them down into smaller, more manageable tasks. A CBS focuses on the financial aspects of the project, assigning costs to each element of the WBS. Together, they provide a comprehensive view of project scope and finances.

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