Work breakdown structure (WBS) in project management is a method for completing a

complex, multi-step project. It's a way to divide and conquer large projects to get things done
faster and more efficiently.
Characteristics of a work breakdown structure
The Project Management Institute (PMI) defines WBS as "a deliverable-oriented hierarchical
decomposition of the work to be executed by the project team to accomplish the project
objectives and create the required deliverables."
Each WBS level represents a new and increasingly detailed definition of work needed to
complete the project.
PMI's definition adds that a WBS structure must be constructed in a way that each new level
in the hierarchy includes all the work needed to complete its parent task. This means that
every parent task element must have more than one child task within it to consider the parent
task element complete.

Different types of work breakdown structures

Your work breakdown structure for each project can be different.
As a project manager, you may have to experiment to see which WBS works best for you and
your team. The goal is to show the hierarchy of your projects and make progress clear to
everyone involved — whether they are a team member or an external stakeholder.
Here are some work breakdown structure examples. You can use any of these to outline your
WBS.

1. WBS spreadsheet: You can structure your WBS efficiently in a spreadsheet, noting
the different phases, tasks, or deliverables in the columns and rows.

2. WBS flowchart: You can structure your WBS in a diagrammatic workflow. Most
WBS examples and templates you may find are flowcharts.

3. WBS list: You can structure your WBS as a simple list of tasks or deliverables and
subtasks. This is the most straightforward approach to make a WBS.

4. WBS Gantt chart: You can structure your WBS as a Gantt chart that represents both
a spreadsheet and a timeline. With a Gantt chart-structured WBS, you can link task
dependencies and show project milestones.

Why Use a WBS in Project Management?

Significant project management process groups and knowledge domains, like the following,
benefit from a well-designed work breakdown structure:
● Project scheduling, project budgeting, and project planning

● The management of risks, resources, tasks, and teams

A WBS in project management also aids in avoiding typical problems, including missed
deadlines, scope creep, and cost overruns.

Why is a WBS Helpful for Project Management?

For several reasons, the WBS in project management is a valuable tool. Initially, it divides the
Endeavour into digestible, bite-sized pieces, making it less intimidating.

Second, it offers a road map for the many people and teams engaged in the project. Many
projects require numeral teams to work simultaneously, and they must all work together and
communicate for the completion of the project. The many individuals and teams can
concentrate on their unique duties and deliverables while also understanding how their part
fits into the project by adopting a WBS.

Approaches to Develop WBS

● Guidelines: When organizations prepare guidelines to create the work breakdown

structures (WBSs)

● Analogy approach: This could be very helpful if you have a similar project, you could
tailor it to your project; for example, if you have an e-commerce website and have already
worked on a similar kind of project. That is simple to break down based on past
experience.

● Top-down approach: Top-down approach states that you need to take the biggest task or
module in the project and break it down. It requires more logic and structure, and
generally, it is a preferred method for creating WBS. This approach will identify the
solution first and then dissect the solution into smaller steps required to implement it.

● Bottom-up approach: This is very straightforward. Pick the specific task that can be easily
done and complete it. The bottom-up method is ideal for brainstorming a solution to a
problem.

● Mind-mapping technique: This is a very useful technique that most project specialists use
and it was especially created for project managers. In this approach, we need to write the
task in a non-linear, branching format and then create the WBS structure. There are many
mind-mapping tools available in the market. They enable users to write and draw pictures
of ideas in a non-linear format.
How to Create a Work Breakdown Structure

Creating a WBS is generally one of the first steps taken when starting a new project as it
provides a clear and concise framework for all subsequent project planning.

When creating a WBS there are a few important things to keep in mind:

1. Start with the big picture: Begin by breaking down the major deliverables of the project
into smaller, more manageable pieces.

2. Work from the top down: Once the major deliverables have been identified, start
decomposing them into smaller and smaller elements until you get to the level of detail
that is appropriate for your project.

3. Keep it simple: A WBS should not be so detailed that it is impossible to understand or use.
The goal is to create a tool that will be helpful in planning and executing the project, not to
create a document that is so complicated it becomes useless.

4. Be consistent: Once you have decided on a format for your WBS, be sure to use that
format throughout the project. This will help to ensure that everyone involved in the
project is using the same terminology and understanding the work in the same way.

5. Make it flexible: A WBS should be flexible enough to accommodate changes that occur
during the course of the project. As the project progresses and more information becomes
available, the WBS can be updated to reflect the new understanding of the work.

Projects are divided into phases to make them more manageable. All are important,
especially project monitoring. Project monitoring and control is how a project manager
ensures the plan they’re implementing with the project team goes off without a hitch.

Project controlling involves a lot of steps to thoroughly monitor the project schedule,
resources and costs. There are project monitoring tools, of course, but like everything in
project management, there’s a process that we’ll explain.

What Is Project Monitoring and Control?

Before we get to the steps to monitor your project, let’s put the concept into context.
There are five phases in the project management process: initiation, planning, execution,
monitoring and controlling and closing. Project monitoring and controlling occur in
tandem with the execution phase in the project life cycle.

Project monitoring and control is a project management phase that’s dedicated to

measuring project performance and making sure that it adheres to what’s been set in the
project plan. Project managers will closely track the progress and performance of the
project, review project status, identify potential problems and implement corrective
actions when required to keep the project on schedule and within budget.

Why Is Project Monitoring and Controlling Important?

 Project monitoring and controlling are so important to project management that it’s one of
the five project management processes. As noted, project monitoring goes hand-in-hand
with project execution to ensure that as tasks are being completed they’re staying on
schedule and keeping to the project’s budget.

Besides keeping a project on schedule and avoiding overspending, project monitoring is

also a great way to manage risk and avoid scope creep. By tracking various metrics, a
project manager can identify risk earlier when it shows up in the project as an issue.
Earlier detection means earlier mitigation. The same is true with scope creep. When
changes are applied to the project, control procedures like change requests can help keep
them from negatively impacting the schedule.

To neglect project monitoring and control is to leave your project in the hands of fate.
Maybe it’ll all come together, maybe not. But that’s not what a project manager is
supposed to do. They not only plan the project and assign the team, but they’re also
responsible for making sure the team executes its tasks in accordance with the project
schedule without adding unnecessary costs.

To find problems in the project, you need project management software that can monitor
progress and performance as it unfolds. Project Manager is award-winning project
management software that gives you the tools you need to monitor and control projects in
real time. Project managers can get a high-level view of their project by toggling over to
the real-time dashboard. It automatically collects project data on metrics such as time,
cost, workload and more, which are displayed in easy-to-read graphs and charts. Unlike
lightweight software, there’s no time-consuming setup necessary. Our dashboard is ready
when you are. Get started with Project Manager today for free.

The project charter is a document that officially starts a project or a phase. It formally
authorizes the existence of the project and provides a reference source for the future. The
charter gives a direction and a sense of purpose to the management from start to end. As
Randy Tango, a business-driven project practitioner, mentioned in one of his articles: “Take
great pride and care in your project charter because this is where you sow the good seeds. It
will eventually take care of you.”

A project charter names the project manager and defines the authority of the project manager.
It gives the project manager the power to utilize organizational resources to accomplish
the project objectives.

Key Elements of Project Charter

A project charter is a document that outlines a project's scope, objectives, and stakeholders. It
is typically created at the beginning of a project and serves as a roadmap for the project team
to follow. Here are the key elements that should be included in a project charter:
1. Project title: The project's name should be clearly stated at the top of the document.

2. Project background: This section should explain why the project is necessary and how it
will benefit the organization.

3. Project scope: It should define the boundaries of the project and what is included and
excluded from the project.

4. Project objectives: It should be specific, measurable, achievable, relevant, and time-bound

(SMART).

5. Project timeline: It should include the start and end dates of the project and any key
milestones.

6. Project budget: It should outline the estimated project cost, including any resources
needed.

7. Project stakeholders: The project charter should identify all stakeholders, including project
sponsors, project team members, and external stakeholders.

8. Risks and assumptions: The project charter should identify any potential risks and
assumptions associated with the project.

9. Project management approach: It should outline the methodology and processes used to
manage the project.

10. Project deliverables: It should be clearly defined, including any reports, products, or
services that will be produced as a result of the project.

How to Create a Project Charter

Creating a project charter involves gathering information, defining project goals, and
communicating the details to stakeholders. Here are the steps to create a project charter:

1. Identify the project's purpose and goals: This is the first step in creating a project charter.
Clearly define the project goals and objectives and identify how they align with the
organization's overall strategy.

2. Identify stakeholders: Identify all stakeholders who will be affected by the project,
including project sponsors, team members, and external stakeholders. Engage with them
to understand their expectations, goals, and requirements.

3. Develop a project scope statement: Define the project's scope, including the boundaries
and deliverables of the project. Identify what is included and excluded from the project,
and ensure that the scope is aligned with the project goals and objectives.

4. Identify project risks: Identify any potential risks that may impact the project, and develop
a risk management plan to mitigate them. This may include identifying contingency plans
or alternative courses of action.

5. Develop a project timeline: Create a timeline that includes key milestones, deliverables,
and deadlines. Ensure that the timeline is realistic and achievable.
6. Develop a project budget: Estimate the project's cost, including all necessary resources
and materials. Develop a budget that aligns with the project goals and is acceptable to
stakeholders.

7. Develop a communication plan: Define how stakeholders will be informed about project
progress and how feedback will be received.

8. Document the project charter: Create a written document that includes all the above details
and any other relevant information. Share the document with stakeholders to ensure
agreement and understanding.

9. Change management is defined as the methods and manners in which a company

describes and implements change within both its internal and external processes. This
includes preparing and supporting employees, establishing the necessary steps for
change, and monitoring pre- and post-change activities to ensure successful
implementation.
10. Significant organizational change can be challenging. It often requires many levels of
cooperation and may involve different independent entities within an organization.
Developing a structured approach to change is critical to help ensure a beneficial
transition while mitigating disruption.
11. Changes usually fail for human reasons: the promoters of the change did not attend to
the healthy, real and predictable reactions of normal people to disturbance of their
routines. Effective communication is one of the most important success factors for
effective change management. All involved individuals must understand the progress
through the various stages and see results as the change cascades.

HOW TO IMPLEMENT CHANGE MANAGEMENT

1. Define the change.

2. Select the change management team.
3. Identify management sponsorship and secure commitment.
4. Develop implementation plan including metrics.
5. Implement the change—in stages, if possible.
6. Collect and analyse data.
7. Quantify gaps and understand resistance.
8. Modify the plan as needed and loop back to the implementation step.

The project management lifecycle is a step-by-step framework of best practices used

to monitor a project from its beginning to its end. It provides project managers with a
structured way to create, execute, and finish a project.

This project management process generally includes four phases: initiating, planning,
executing, and closing. Some may also include a fifth “monitoring and controlling”
phase between the executing and closing stages. Each step plays a crucial role in
making sure the project has the best chance of achieving its goals.

The project management lifecycle provides projects with structure and tools to ensure
they have the best chance of being successful. As a project manager, it is a process
you will want to know well.
 The Project Management Lifecycle: 4 Steps
1. Initiating

In the initiation phase, you will define the project. You will sort out the project goals, scope,
and resources of the project and what roles are needed on the team. Clarifying what
stakeholders expect out of the project, and what exactly the project is aiming to achieve (and
why) will give the project and team clear direction.

This is a crucial phase to the project’s success. Without clarity around what needs to be
achieved and why the project runs the risk of not accomplishing the end results and meeting
the expectations of stakeholders.

Some steps in the initiation phase include:

● Communicating with stakeholders to understand the purpose and desired outcomes of the
project
● Identifying the scope of the project
● Determining SMART goals (specific, measurable, achievable, relevant, and time-bound)
● Clarifying resources like budget and time constraints
● Confirming team size and roles required
● Determining how often and which stakeholders will be involved throughout the project
● Compiling a project proposal and project charter

Tools and documents used in the initiation phase can include:

● Project proposal: The project proposal defines a project and outlines key dates,
requirements, and goals.
● Project charter: This is a definitive document that describes the project and main details
necessary to reach its goals. This can include potential risks, benefits, constraints, and key
stakeholders.

2. Planning

In the planning phase, you will determine the steps to actually achieve the project goals—the
“how” of completing a project.

You will establish budgets, timelines, milestones, source materials, and necessary documents.
This step also involves calculating and predicting risk, establishing change processes in place,
and outlining communication protocols. If the initiation phase is assembling your troops, the
planning phase is deciding what to do with them.

The planning phase can include the following steps:

● Deciding on milestones that lead up to goal completion
● Developing a schedule for tasks and milestones, including time estimates and potential time
buffers
● Establishing change processes
● Determining how and how often to communicate with team members and stakeholders
● Creating and signing documents such as non-disclosure agreements (NDAs) or requests for
proposal (RFPs)
● Assessing and managing risk by creating a risk register
● Holding a kick-off meeting to start a project

Tools you might use in a planning phase include:

● Gantt chart: A horizontal bar chart in which members can see what tasks must be completed
in which order and how long each task is expected to take
● Risk register: A chart that lists risks associated with the project, along with their probability,
potential impact, risk level, and mitigation plans
3. Execute and complete tasks

Executing a project means putting your plan into action and keeping the team on track.
Generally, this means tracking and measuring progress, managing quality, mitigating risk,
managing the budget, and using data to inform your decisions.

Specific steps might include:

● Using tools like GANTT or burndown charts to track progress on tasks
● Responding to risks when they manifest
● Recording costs
● Keeping team members motivated and on task
● Keeping stakeholders informed of progress
● Incorporating changes via change requests

Some tools you might use include:

● Change requests: These are documents used to propose changes to a project’s scope or goals
● Burndown chart: This chart breaks down tasks on a granular level and visualises the amount
of time remaining
4. Close projects

In the closing phase of the project management lifecycle, you will conclude project activities,
turn the finished product or service over to its new owners and assess the things that went
well and did not go so well. It will also be a time to celebrate your hard work.

Steps in the closing phase can include:

● Conducting retrospectives and take notes of changes you can implement in the future
● Communicating to stakeholders at the end of the project and providing an impact report
● Communicating with the new owners of a project
● Creating a project closeout report
● Celebrating the end of the project and your successes

Tools used in the closing phase include:

● Impact report: This report compiles a series of metrics that showcase how your project
made a difference and is presented to your stakeholders.
● Project closeout report: A project closeout report provides a summary of your project’s
accomplishments, and provides key learnings for future project managers to reference.
 What is project closure?

The project lifecycle consists of five groups:

● Initiating process group

● Planning process group

● Executing process group

● Monitoring and controlling process group

● Closing process group

The closing phase of project management is the final phase of the project lifecycle. This is
the stage where all deliverables are finalized and formally transferred, and all documentation
is signed off, approved, and archived.
The project closure process ensures that:
● All work has been completed according to the project plan and scope.

● All project management processes have been executed.

● You have received final sign-off and approval from all parties.

The project management closure process also gives the team the opportunity to review and
evaluate the project’s performance to ensure future projects’ success.

Importance of closing a project

At first glance, it might seem like completing the first four phases of the project lifecycle
would be all you need to do to tie up your project and call it good.
However, without a formal closing process, you risk letting crucial details fall through the
cracks, which can result in confusion, a never-ending project, dissatisfied clients, and even
liability issues.
Project closure helps avoid:
● Repeating mistakes on future projects and objectives

● Having final products or deliverables without dedicated support and resources

● Failing to identify the team or individuals who will own and maintain the solution
following final delivery

● Creating liability issues resulting from incomplete payments, contracts, or deliverables

Following a clear project closure plan helps you properly transition your solution to the client
or end-user. This process ensures the final stakeholders have the information, resources, and
training to successfully manage and use the end product.
The project closure process also ensures the project is formally completed and is no longer
considered a project, allowing you to hand the reins over to the correct team in charge of
managing and maintaining the project’s outputs.
By officially closing a project, you minimize risks, increase client satisfaction, and ensure all
parties are on the same page. In other words, project closure is a process you can’t afford to
skip.

7 steps to closing a project

The closing phase of project management involves several steps. Work through the following
checklist to ensure your project is successfully completed.

1. Formally transfer all deliverables

The first step to closing out your project is to finalize and transfer the project deliverables to
the client. Go through your project plan to identify all deliverables and make sure they have
been fully completed and handed off.

2. Confirm project completion

Next, confirm the project is complete. It’s not enough to declare a project done yourself. Each
person involved needs to agree on the project’s completion before you can formally close it
out and move on.
If you skip this step, you may continue to receive (and be charged for) change requests by the
client.
To confirm the project’s completion, obtain approvals for the project deliverables (i.e., all
stakeholders must agree that you delivered on all parts of the project plan) with official
sign-offs from the project stakeholders.
Be sure to document this step so you have proof that the project close was formally signed
off.

3. Review all contracts and documentation

Once you have completed the project hand-off and received approvals from the clients, you
can begin closing out your contracts.
Review all the project documentation to ensure all parties have been paid for the work and
there are no outstanding invoices.

4. Release resources

Formally release resources from the project, including suppliers, contractors, team members,
and any other partners. Notify them of the end of the project, confirm any final payments or
obligations, and officially release them so they are free to work on other projects.
 5. Conduct a post-mortem

A post-mortem or project review is one of the most valuable steps of the project closure
process. This is a time to review the successes, failures, and challenges of the project and
identify opportunities for improvement going forward.
As you begin your post-mortem, conduct a performance review of the project. In other words,
calculate the project’s performance in terms of cost, schedule, and quality.
Consider these questions:
● Did you stay on budget?

● Did the team members involved manage their time wisely?

● Were there issues with the quality or compromises along the way?

● How closely did the project meet the customer's needs?

Next, conduct a survey or hold a meeting with the project management team to get feedback
on how the project went. These individual answers will help paint a more comprehensive
picture of the project’s performance. Have your team consider the following questions:
● What went well?

● What were the challenges or failures?

● How well did the team communicate?

● Did the team follow the outlined processes and plan?

● Was the client satisfied with the results?

● What would you change or improve for future projects?

With the project performance and feedback in mind, you can then identify lessons learned
and opportunities for the future.
Pro tip: Visuals can help you better analyse team performance as well as any roadblocks
along the way, so you can execute projects better and faster in the future.
Keep in mind that the goal of a post-mortem is not to assign blame for any mistakes. Instead,
it is a learning opportunity for everyone to improve on future projects. Document your
project review with the performance measurement, feedback, and improvement plan.

6. Archive documentation

Once you’ve completed your project post-mortem, you can finalize all documentation
(contracts, project plans, scope outline, costs, schedule, etc.) and index them in the company
archives for later reference.
Be sure to keep clear notes on the project’s performance and improvement opportunities so
you can easily reference and implement them on similar projects in the
future. Documentation is not only important as a resource for future reference but also
provides a clear paper trail for the processes, decisions, and actions taken during the project,
which may be required by legal, HR, or future leadership.

7. Celebrate

Finally, don’t forget to celebrate! The end of a project is a big accomplishment and represents
the culmination of many hours of hard work and dedication from a team of contributors.
An end-of-project party is a great way to acknowledge your team’s hard work and increase
morale. Plus, a happy team is more likely to work with you in the future so you can build on
your past successes and become a more effective unit going forward.
Once the paperwork is filed, and the reviews are over, kick back and take time to celebrate
the successful close together—you’ve earned it!