MN4151 Project Management

LECTURE 6
SCOPE BASELINE - WBS
By
Dr. Nisha Palagolla
14th March 2025

[email protected]
 MN4151 Project Management

LEARNING OUTCOMES
On successful completion of this lesson, the learner will be able to:

LO1: Explain and define the concept Work Breakdown Structure

(WBS alternatively PBS) and its use in project management.

LO2: Describe the general rules, different bases, templates, and

approaches for WBS.

LO3: Describe the need of Granularity in developing WBS and

the importance WBS dictionary and RACI chart.

LO4: Discuss the determinants of task size for WBS and the
integration of WBS and OBS.
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LO5: Develop WBS for typical engineering projects.
RECAP - WORK BREAKDOWN STRUCTURE (WBS)?

A hierarchical
structure that maps
project tasks &
deliverables.
A hierarchical
decomposition of
the work to be
executed by the
project team.

A systematic way
of showing all the
work that will be
needed in a 3

project.
WBS – GENERAL RULE

➢ Generally, there are four WBS levels.

➢ In a WBS structure, every level should include all the work

required to complete its parent task.

1. The top layer/title level: project aims, final deliverables,

and timelines.
2. Control accounts: core project’s phases and deliverables.
3. Work packages: task groups that lead to the control
account levels (collection of activities).
4. Activities: Individual tasks needed to complete the work4
packages.
WBS – BASIC TEMPLATE

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WBS – BASIC TEMPLATE

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WBS – EXAMPLE (DESIGN & BUILD PROJECTS)
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.

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PBS – EXAMPLE (PROCESS ORIENTED PROJECTS)
The exact WBS is difficult to apply to less tangible process-oriented projects,
in which the final outcome is a product of a series of steps or phases.

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PBS – EXAMPLE (PROCESS ORIENTED PROJECTS)
The exact WBS is difficult to apply to less tangible process-oriented projects,
in which the final outcome is a product of a series of steps or phases.

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 BASES TO WBS

➢ There are multiple ways to develop a WBS:

✓ Deliverable-based
✓ Phase-based/ Process-oriented
✓ Functional-oriented
✓ Activity-based
✓ Time-phased

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Different methods of WBS can be combined as needed.

DELIVERABLE-BASED WBS - EXAMPLE

➢ A deliverable-based work breakdown structure (WBS) is a

hierarchical tree structure that organizes a project's work and
deliverables.

➢ It shows the connection between the work to be done and the

project's deliverables.

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PHASE-BASED WBS - EXAMPLE

➢ A project management methodology that divides projects into

phases.

➢ Each phase is typically broken down into smaller tasks, which

are then further broken down into simpler tasks.

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 FUNCTIONAL ORIENTED WBS - EXAMPLE

➢ A functional work
breakdown structure
(WBS) organizes tasks
by functional areas,
such as marketing,
sales, or engineering.

➢ It's a useful structure

when multiple
departments
contribute to a
project.
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ACTIVITY BASED WBS - EXAMPLE

➢ An activity-based work breakdown structure (WBS) is a list of

activities that are required to complete a project.

➢ A project can be divided into sub projects, sub tasks, and

work packages.

➢ It's a detailed breakdown of the work that needs to be done

to achieve the project's deliverables.

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WBS TEMPLATES/ FORMATS – (1)

Organization Chart Format

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WBS TEMPLATES/ FORMATS - 2

Indented – Outline Format

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WBS TEMPLATES/ FORMATS - 3

Combined Organization Chart and Indented – Outline Format

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WBS TEMPLATES/ FORMATS - 4

Bubble-Chart Format

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APPROACHES FOR DEVELOPING WBS

➢ Top-Down Planning Approach

✓ The process of taking a goal such as budget or due date and
decomposing the elements of the goal into smaller chunks.
✓ Tends to focus on results and deliverables.
✓ Starts with a “big picture” understanding of the goals and
objectives of the project.
✓ Aligns work to the top-level vision.
✓ Assists the project team in verifying that requirements have
been met (validates the work scope).

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APPROACHES FOR DEVELOPING WBS

➢ Bottom-Up Planning Approach

✓ This approach is based on the premise that numerous time-
consuming and resource-consuming activities are needed to
yield a given result or deliverable.
✓ Starts with an analysis of the product requirements
specifications in SOW.
✓ The team would identify all the required work and develop
estimates of time and duration for each of the individual
work packages.
✓ The team then would assemble the individual estimates and
role them up to the project level to determine the project’s
estimated cost and duration. 20
CONVERTING RBS INTO WBS

➢ Identifying Requirements

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WBS - GRANULARITY

➢ Granularity is the level of detail in a WBS.

➢ Deciding how much detail/granularity to include in your WBS

can be challenging, as you need to balance:
✓ Clarity
✓ Completeness
✓ Manageability

➢ Granularity is important for effective project management

because it helps to:
✓ Improve planning and organization
✓ Enhance communication and clarity
✓ Allocate resources efficiently
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SPLITTING TASKS BY EXTRA GRANULARITY

Option 1

Option 2

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WBS – DETERMINANTS OF TASK SIZE

The size of task depends on the control needs

of the project team.
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WBS DICTIONARY

➢ A WBS dictionary is a document that lists all WBS components.

➢ It defines, details, and clarifies the various elements of the WBS.
➢ It makes it easier for stakeholders and project participants to
comprehend the vocabulary of the WBS.

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RACI CHART
What is it?

➢ A RACI chart in project management is a tool used to clearly

define roles and responsibilities within a team by identifying who
is:
✓ Responsible
✓ Accountable For each task or deliverable
✓ Consulted within a project
✓ Informed

➢ Creating a visual representation helps to minimize confusion and

ensure accountability across the team.

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RACI CHART
Example: Software development project

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RACI CHART

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INTEGRATING WBS & OBS

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REFERENCES & IMAGE SOURCES
✓ Chris Croft, “Project Management Quick Start Guide: The Simplified Beginner’s Guide to Precise
Planning, Strategic Resource Management, and Delivering World Class Results 1st Edition”,
ClydeBank Media LLC, 2023.
✓ Dennis Lock, “Project Management”, 10th Edition, Routledge, 2020.
✓ Elizabeth Harrin, “Project Management in the Real World”, British Infomatics Society Limited, 2011.
✓ Eric S. Norman, Shelly A. Brotherton, and Robert T. Fried, “Work Breakdown Structures” John Wiley
& Sons, Inc., 2008.
✓ Harold Kerzner, “Project Management: A Systems Approach to Planning, Scheduling, and
Controlling 13th Edition”, Wiley, 2022.
✓ Kalpesh Ashar, “Project Management Essentials You Always Wanted to Know 5th Edition”, Vibrant
Publishers, 2022.
✓ Larson, E.W., Gray, C.F., “Project Management: The Managerial Process”, 7th Edition, McGraw Hill.
✓ Milton D. Rosenau and Gregory D. Githens, “Successful Project Management”, Fourth Edition, John
Wiley & Sons, Inc., 2005.
✓ Project Management Institute, “A Guide to the Project Management Body of Knowledge (PMBOK
Guide) and the Standard for Project Management 7th Edition”, Project Management Institute,
Newtown Square, Pennsylvania, 2021.
✓ Robert K. Wysocki, “Effective Project Management: Traditional, Agile, Extreme, Hybrid 8th Edition”,
2019.
✓ Rory Burke, “Project Management: Planning and Control Techniques”, 5th Edition, Wiley, 2013.
✓ Stanley, E. Portny, PMP, et al., “Project Management All-in-One for Dummies”, John Wiley and Sons
Inc., Hoboken, New Jersey, 2020. 30
Q&A
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