In the context of the PRINCE2 7 Organizing practice, the Work Breakdown Structure (WBS) functions as a crucial bridge between product definition and resource management. While PRINCE2 advocates primarily for Product-Based Planning (using a Product Breakdown Structure or PBS to define *what* is deli…In the context of the PRINCE2 7 Organizing practice, the Work Breakdown Structure (WBS) functions as a crucial bridge between product definition and resource management. While PRINCE2 advocates primarily for Product-Based Planning (using a Product Breakdown Structure or PBS to define *what* is delivered), the WBS is utilized to define *how* those products are delivered by breaking them down into specific activities and tasks.
Once the hierarchy of products is established, the WBS decomposes the effort required to create, test, and approve these products into manageable work packages. Within the Organizing practice specifically, the WBS is essential for designing the project management team structure. By visualizing the specific tasks required, the Project Manager can identify the necessary skills, capabilities, and resources needed to execute the work. This informs the creation of Role Descriptions and the delegation of authority.
The WBS allows the Project Manager to group related activities into Work Packages, which are then assigned to Team Managers. This ensures clear accountability and reporting lines within the project organization. Effectively, the PBS defines the scope of the solution, while the WBS defines the scope of the work, ensuring that the organizational structure is aligned with the actual effort required. In PRINCE2 7, which accommodates Agile delivery methods, the WBS can also equate to the decomposition of features into user stories or tasks within a backlog, further aiding the organization of self-organizing teams.
Work Breakdown Structure (WBS) in PRINCE2 Practitioner v7
What is a Work Breakdown Structure? In the context of PRINCE2, a Work Breakdown Structure (WBS) is a hierarchical decomposition of the total scope of work to be carried out by the project team. While PRINCE2 emphasizes Product-Based Planning (focusing first on deliverables), the WBS is the technique used to translate those deliverables (products) into the specific activities and tasks required to create them. It sits within the Plans practice (and relates to the Organizing practice regarding team structures).
Why is it Important? The WBS is essential because a list of products alone does not tell you how long the project will take or who needs to do what. The WBS allows the Project Manager to: 1. Estimate accurately: You can only estimate time and cost effectively when products are broken down into activities. 2. Assign responsibility: Work packages and specific tasks can be assigned to Team Managers or members. 3. Identify dependencies: It highlights the sequence of work (logic) required to build the products.
How it Works in PRINCE2 The WBS is typically developed after the Product Breakdown Structure (PBS) and Product Flow Diagram. The process involves: 1. Input: Take the lowest level products defined in the Product Breakdown Structure. 2. Definition: Identify the activities required to create, review, and approve each product. 3. Quality Inclusion: Ensure that quality management activities (testing, inspecting, reviewing) are included as distinct work items. 4. Formatting: Structure these activities hierarchically to ensure no work is missed and no unnecessary work is added.
Exam Tips: Answering Questions on Work Breakdown Structure In the PRINCE2 Practitioner exam, you must be able to distinguish between planning tools. Use these tips to select the correct answers:
1. The Noun vs. Verb Rule: This is the most common discriminator. A Product Breakdown Structure consists of Nouns (e.g., 'Test Plan', 'Engine', 'Report'). A Work Breakdown Structure consists of Verbs (e.g., 'Write Test Plan', 'Assemble Engine', 'Review Report'). If an exam question asks which item belongs in a WBS, look for the action word.
2. Sequencing: Remember the order of Product-Based Planning. If a scenario suggests creating a WBS before defining the products, this is incorrect under PRINCE2 methodology. The products determine the work, not the other way around.
3. Scope differentiation: If a question asks about defining the deliverables of the project, the answer is the PBS. If the question asks about defining the effort or tasks required to deliver the scope, the answer is the WBS.
4. Management Products: Don't forget that creating management products (like the Risk Management Strategy) requires work. A complete WBS includes the activities to create both specialist products (the project's output) and management products (documentation).