300:
best way to adhere to the 100% rule is to define WBS elements in terms of outcomes or results, not actions. This also ensures that the WBS is not overly prescriptive of methods, allowing for greater ingenuity and creative thinking on the part of the project participants. When a project provides professional services, a common technique is to capture all planned deliverables to create a deliverable-oriented WBS. Work breakdown structures that subdivide work by project phases (e.g. preliminary design phase, critical design phase) must ensure that phases are clearly separated by a deliverable also used in defining entry and
588:; and schedule. At the juncture of the WBS element and organization unit, control accounts and work packages are established, and performance is planned, measured, recorded, and controlled. A WBS can be expressed down to any level of interest. Three levels are the minimum recommended, with additional levels for and only for items of high cost or high risk, and two levels of detail at cases such as systems engineering or program management, with the standard showing examples of WBS with varying depth such as software development at points going to 5 levels or fire-control system to 7 levels.
38:
279:
decomposition, and evaluation of the WBS. The rule applies at all levels within the hierarchy: the sum of the work at the "child" level must equal 100% of the work represented by the "parent", and the WBS should not include any work that falls outside the actual scope of the project, that is, it cannot include more than 100% of the work... It is important to remember that the 100% rule also applies to the activity level. The work represented by the activities in each work package must add up to 100% of the work necessary to complete the work package.
116:
148:
actions needed to achieve them can be collected. A well-designed WBS makes it easy to assign each project activity to one and only one terminal element of the WBS. In addition to its function in cost accounting, the WBS also helps map requirements from one level of system specification to another, for example, a cross-reference matrix mapping functional requirements to high level or low-level design documents. The WBS may be displayed horizontally in
606:
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636:) to allow automatic rolling up of point values. Estimates of effort or cost can be developed through discussions among project team members. This collaborative technique builds greater insight into scope definitions, underlying assumptions, and consensus regarding the level of granularity required to manage the projects.
147:
The WBS is organized around the primary products of the project (or planned outcomes) instead of the work needed to produce the products (planned actions). Since the planned outcomes are the desired ends of the project, they form a relatively stable set of categories in which the costs of the planned
424:
It is common for work breakdown structure elements to be numbered sequentially to reveal the hierarchical structure. The purpose of the numbering is to provide a consistent approach to identifying and managing the WBS across like systems regardless of vendor or service. For example, 1.1.2 Propulsion
339:
One must decide when to stop dividing work into smaller elements. For most projects, a hierarchy of two to four levels will suffice. This will assist in determining the duration of activities necessary to produce a deliverable defined by the WBS. There are several heuristics or "rules of thumb" used
596:
The higher WBS structure should be consistent with whatever norms or template mandates exist within the organization or domain. For example, shipbuilding for the U.S. Navy must respect that the nautical terms and their hierarchy structure put into MIL-STD are embedded in Naval
Architecture and that
613:
The adjacent figure shows a work breakdown structure construction technique that demonstrates the 100% rule and the "progressive elaboration" technique. At WBS Level 1 it shows 100 units of work as the total scope of a project to design and build a custom bicycle. At WBS Level 2, the 100 units are
299:
If the work breakdown structure designer attempts to capture any action-oriented details in the WBS, the designer will likely include either too many actions or too few actions. Too many actions will exceed 100% of the parent's scope, and too few will fall short of 100% of the parent's scope. The
278:
The 100% rule states that the WBS includes 100% of the work defined by the project scope and captures all deliverables – internal, external, interim – in terms of the work to be completed, including project management. The 100% rule is one of the most important principles guiding the development,
131:
A work breakdown structure permits the summing of subordinate costs for tasks, materials, etc., into their successively higher level "parent" tasks, materials, etc. For each element of the work breakdown structure, a description of the task to be performed is generated. This technique (sometimes
291:: In addition to the 100% rule, there must be no overlap in scope definition between different elements of a work breakdown structure. This ambiguity could result in duplicated work or miscommunications about responsibility and authority. Such overlap could also confuse project cost accounting.
249:
The common elements identified in MIL-STD-881F, Appendix K are: Integration, assembly, test, and checkout; Systems engineering; Program management; System test and evaluation; Data; Peculiar support equipment; Common support equipment; Operational/Site activation; Contractor
Logistics Support;
200:, and the aerospace industry published a document for the PERT/COST system, which described the WBS approach. This guide was endorsed by the Secretary of Defense for adoption by all services. In 1968, the DoD issued "Work Breakdown Structures for Defense Materiel Items" (MIL-STD-881), a
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The three largest elements of WBS Level 2 are further subdivided at Level 3. The two largest elements at Level 3 each represent only 17% of the total scope of the project. These larger elements could be further subdivided using the
207:
The document has been revised several times. As of May 2023, the most recent revision is F, released 13 May 2022. The version history and current revision of the standard are posted on the
Defense Logistics Agency (DLA) ASSIST web
358:
The last heuristic is the "if it makes sense" rule. Applying this rule of thumb, one can apply "common sense" when creating the duration of a single activity or group of activities necessary to produce a deliverable defined by the
108:. In a project or contract, the WBS is developed by starting with the end objective and successively subdividing it into manageable components in terms of size, duration, and responsibility (e.g., systems, subsystems, components,
429:. A coding scheme also helps WBS elements to be recognized in any written context, such as progress tracking, scheduling, or billing, and allows for mapping to the WBS Dictionary. It is a preferred practice that the
123:
The work breakdown structure provides a common framework for the natural development of the overall planning and control of a contract and is the basis for dividing work into definable increments from which the
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matching Navy offices and procedures have been built to match this naval architecture structure, so any significant change of WBS element numbering or naming in the hierarchy would be unacceptable.
261:(PMBOK) Guide provides an overview of the WBS concept, while the "Practice Standard for Work Breakdown Structures" is comparable to the DoD standard but is intended for more general application.
355:
should be longer than a single reporting period. Thus if the project team is reporting progress monthly, then no single activity or series of activities should be longer than one month long.
250:
Industrial facilities; Initial spares and repair parts. The standard also includes additional common elements unique to Space
Systems, Launch Vehicle Systems, and Strategic Missile Systems.
92:
WBS is a hierarchical and incremental decomposition of the project into deliverables (from major ones such as phases to the smallest ones, sometimes known as work packages). It is a
65:-oriented breakdown of a project into smaller components. A work breakdown structure is a key project management element that organizes the team's work into manageable sections. The
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625:
This is an example of the product-based approach (which might be end-product or deliverable or work-based), as compared to phased approach (which might be gated stages in a formal
416:, the WBS dictionary is defined as a "document that provides detailed deliverable, activity, and scheduling information about each component in the work breakdown structure."
169:
and amount of information will increase, and initial estimates of items such as project scope description, planning, budget, etc. will become more accurate. It also helps the
404:
If the WBS element names are ambiguous, a WBS dictionary can help clarify the distinctions between WBS elements. The WBS Dictionary describes each component of the WBS with
193:
missile program. While the term "work breakdown structure" was not used, this first implementation of PERT did organize the tasks into product-oriented categories.
614:
divided into seven elements. The number of units allocated to each element of work can be based on effort or cost; it is not an estimate of task duration.
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340:
when determining the appropriate duration of an activity or group of activities necessary to produce a specific deliverable defined by the WBS.
1319:
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Fleming, Quentin W., Joel M. Koppelman "Earned Value
Project Management" CROSSTALK: The Journal of Defense Software Engineering July 1998, p 20
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211:
It includes WBS definitions for specific defense materiel commodity systems and addresses WBS elements that are common to all systems.
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17:
182:
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The development of the WBS normally occurs at the start of a project and precedes detailed project and task planning. Through
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564:, a terminal element, is one that is not further subdivided. In a Work Breakdown Structure such elements (activity or
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1329:
Building Your
Project Work Breakdown Structure -- Visualizing Your Objectives, Deliverables, Activities and Schedule"
1262:
1242:
1224:
1146:
657:
425:(in the example below) identifies this item as a Level 3 WBS element, since there are three numbers separated by two
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An important design principle for work breakdown structures is called the 100% rule. It has been defined as follows:
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For new product development projects, the most common technique to ensure an outcome-oriented WBS is to use a
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629:), or forced events (e.g. quarterly updates or a fiscal year rebudgeting), or a skills/roles based approach.
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is the "lowest level of the work breakdown structure for which cost and duration are estimated and managed."
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A WBS provides the necessary framework for detailed cost estimation and control while providing guidance for
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Haugan, Gregory T., The Work
Breakdown Structure in Government Contracting, Management Concepts, 2003
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or other contract descriptive include the same section terms and hierarchical structure as the WBS.
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1494:
1343:(Note: This new book is essentially a facilitator's guide for planning a project based on the WBS.)
1071:
MIL-STD-881C, Work
Breakdown Structures for Defense Materiel Items, 3 October 2011 Appendix A, ¶A.3
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The first is the "80-hour rule" which means that no single activity or group of activities at the
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41:
Example from MIL-HDBK-881, which illustrates the first three levels of a typical aircraft system
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MIL-STD-881C, Work
Breakdown Structures for Defense Materiel Items, 3 October 2011, ¶Appendix E
733:"Glossary of Defense Acquisition Acronyms and Terms: Contract Work Breakdown Structure (CWBS)"
37:
1733:
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128:
can be developed and technical, schedule, cost, and labor hour reporting can be established.
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Project
Management Institute Practice Standard for Work Breakdown Structures, Second Edition
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MIL-STD-881C, Work Breakdown Structures for Defense Materiel Items, 3 October 2011, ¶Fig.3-1
1107:
MIL-STD-881C, Work Breakdown Structures for Defense Materiel Items, 3 October 2011, ¶Fig.3-6
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MIL-STD-881C, Work Breakdown Structures for Defense Materiel Items, 3 October 2011, ¶2.2.4.2
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112:, subtasks, and work packages) which include all steps necessary to achieve the objective.
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MIL-STD-881C, Work Breakdown Structures for Defense Materiel Items, 3 October 2011, ¶1.4.1
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MIL-STD-881C, Work Breakdown Structures for Defense Materiel Items, 3 October 2011, ¶3.1.4
8:
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MIL-STD-881C, Work Breakdown Structures for Defense Materiel Items, 3 October 2011, ¶4.3
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may use a similar technique as the WBS, which is to use a feature breakdown structure.
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96:, which shows a subdivision of effort required to achieve an objective, for example, a
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189:(DoD). PERT was introduced by the U.S. Navy in 1957 to support the development of its
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Effective Work Breakdown Structures (The Project Management Essential Library Series)
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defines the work-breakdown structure as a "hierarchical decomposition of the total
257:(PMI) documented expanding these techniques across non-defense organizations. The
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Project Management: A Systems Approach to Planning, Scheduling, and Controlling
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873:(Sixth Eition ed.). Project Management Institute, Inc. 2017. p. 715.
759:
Project Management: A Systems Approach to Planning, Scheduling, and Controlling
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149:
93:
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The WBS construction technique employing the 100% rule during WBS construction
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1249:(Note: The Second Edition is an extensive re-write of the Practice Standard.)
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to accomplish the project objectives and create the required deliverables."
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Defense Acquisition University ACQ101 Summary for Work Breakdown Structures
692:
351:
The second rule of thumb is that no activity or group of activities at the
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how to create work breakdown structure WBS using standard Division of work
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Standard for Application and Management of the Systems Engineering Process
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633:
565:
119:
Example of work breakdown structure applied in a NASA reporting structure
62:
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forms a unique package of work that can be outsourced or contracted out.
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can be completed in accordance with one of the heuristics defined above;
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A deliverable-orientated breakdown of a project into smaller components.
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NASA Work Breakdown Structure Handbook, NASA/SP-2010-3404, January 2010
348:
to produce a single deliverable should be more than 80 hours of effort.
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152:
form or vertically as a tree structure (like an organization chart).
1298:. Project Management Institute (7th ed.). Newtown Square, PA.
800:
Earned Value Management Tutorial Module 2: Work Breakdown Structure
105:
964:
Study of Methods for Evaluation of the PERT/Cost Management System
857:"How To Use Work Breakdown Structure As A Project Management Tool"
605:
1611:
1296:
A guide to the project management body of knowledge (PMBOK guide)
141:
101:
1217:
Nuts and Bolts Series 1: How to Build a Work Breakdown Structure
1026:
Practice Standard for Work Breakdown Structures (Second Edition)
1601:
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804:
Office of Science, Tools & Resources for Project Management
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204:
requiring the use of work breakdown structures across the DoD.
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The concept of work breakdown structure was developed with the
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By Gregory T. Haugan, Published by Management Concepts, 2001,
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Haugan, Gregory T., Effective Work Breakdown Structures, pp7-8
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786:
1642:
197:
1053:, PMBOK-Work Breakdown Structures. Accessed 16. June 2013.
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1.1.1.1 Airframe Integration, Assembly, Test, and Checkout
408:, deliverables, activities, scope, and sometimes dates,
214:
Defense Materiel Item categories from MIL-STD-881F are:
568:), also known as work packages, are the items that are
952:
DOD and NASA Guide, PERT/COST System Design, June 1962
386:
makes no sense practically to break down any further;
379:
A work package at the activity level is a task that:
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The Project Managers Guide to Microsoft Project 2019
311:
920:"Community Guide of the PMI-ACP Adaptive Planning"
842:Institute of Electrical and Electronics Engineers
1850:
898:(Ninth ed.). RMC publications. p. 88.
632:WBS design can be supported by software (e.g. a
481:1.1.1.6 Other Airframe Components 1..n (Specify)
436:A practical example of the WBS coding scheme is
1271:
871:A guide to project management body of knowledge
753:
392:produces a deliverable which is measurable; and
383:can be realistically and confidently estimated;
283:
30:For other uses of "breakdown structures", see
1450:
1410:EverySpec.Com copies of MIL-HDBK-881 versions
323:
294:
820:NASA (2001). NASA NPR 9501.2D. May 23, 2001.
806:, science.energy.gov. Accessed 27. Dec 2011.
245:Information Systems/Defense Business Systems
173:to make the project plan with more details.
304:(e.g., an approved preliminary or critical
136:) is used to define and organize the total
1457:
1443:
1318:: CS1 maint: location missing publisher (
1170:, Berkeley, CA: Apress, pp. 119–148,
722:Defense Acquisition University Press, 2001
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1500:Earth systems engineering and management
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829:Electronic Industries Alliance Standard
816:
814:
812:
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36:
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1164:"Developing a Work Breakdown Structure"
183:Program Evaluation and Review Technique
14:
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1425:How to Make a Work Breakdown Structure
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1252:
1237:. Project Management Institute. 2006.
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747:
591:
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1294:Project Management Institute (2021).
1141:. Naval Institute Press. p. 98.
809:
352:
345:
893:
831:Systems Engineering Capability Model
704:
550:1.11 Initial Spares and Repair Parts
264:
259:Project Management Body of Knowledge
67:Project Management Body of Knowledge
1253:Haugan, Gregory T. (October 2001).
1215:Pritchard, Carl L. (October 1999).
1006:Effective Work Breakdown Structures
789:, §Glossary Section 3. Definitions.
647:Common Arrangement of Work Sections
555:
412:, costs, quality. According to the
187:United States Department of Defense
24:
1208:
1138:Introduction to Naval Architecture
792:
334:
25:
1880:
1535:Sociocultural Systems Engineering
1386:
1327:Miller, Dennis P. (August 2008).
787:Project Management Institute 2021
712:Systems Engineering Fundamentals.
658:List of project management topics
399:
353:lowest level of detail of the WBS
346:lowest level of detail of the WBS
312:Product breakdown structure (PBS)
73:of work to be carried out by the
1392:
735:. Defense Acquisition University
419:
329:Feature-driven software projects
1415:ASSIST entry for MIL-HDBK-881C
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540:1.9 Operational/Site Activation
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1617:Systems development life cycle
1510:Enterprise systems engineering
1485:Biological systems engineering
1257:. Berrett-Koehler Publishers.
849:
836:
823:
725:
627:Systems development life cycle
530:1.7 Peculiar Support Equipment
515:1.4 System Test and Evaluation
13:
1:
1864:Schedule (project management)
1576:System of systems engineering
1490:Cognitive systems engineering
1135:Gilmer, Thomas (1982-08-04).
698:
1030:Project Management Institute
980:MIL-STD-881, 1 November 1968
535:1.8 Common Support Equipment
414:Project Management Institute
370:Project Management Institute
269:
255:Project Management Institute
7:
1653:Quality function deployment
1566:Verification and validation
1176:10.1007/978-1-4842-5635-0_6
798:Booz, Allen & Hamilton
678:Project management software
668:Product Breakdown Structure
639:
622:technique described above.
318:product breakdown structure
284:Mutually exclusive elements
161:, an iterative process in
87:
10:
1885:
1859:Business process modelling
1515:Health systems engineering
1051:workbreakdownstructure.com
600:
545:1.10 Industrial Facilities
324:Feature-driven development
295:Plan outcomes, not actions
221:Electronic/Generic Systems
176:
165:knowledge, the details of
134:system breakdown structure
29:
1833:
1782:
1686:
1663:Systems Modeling Language
1625:
1584:
1543:
1472:
1399:Work breakdown structures
1361:10.1007/978-1-4842-3910-0
239:Unmanned Maritime Systems
227:Strategic Missile Systems
84:development and control.
1678:Work breakdown structure
1556:Functional specification
1551:Requirements engineering
1495:Configuration management
1331:. Taylor & Francis.
1279:(10th ed.). Wiley.
1219:. Taylor & Francis.
1049:Swiderski, Mark A., PMP
761:(10th ed.). Wiley.
560:The lowest element in a
493:1.1.3 Vehicle Subsystems
224:Missile/Ordnance Systems
47:work-breakdown structure
18:Work Breakdown Structure
1525:Reliability engineering
1520:Performance engineering
1347:Sanghera, Paul (2019).
620:progressive elaboration
167:project management plan
158:Progressive elaboration
1800:Industrial engineering
1505:Electrical engineering
894:Rita, Mulcahy (2018).
610:
510:1.3 Program Management
505:1.2 System Engineering
242:Launch Vehicle Systems
236:Ground Vehicle Systems
120:
42:
1734:Arthur David Hall III
1704:Benjamin S. Blanchard
1480:Aerospace engineering
608:
574:resource requirements
118:
40:
1825:Software engineering
1795:Computer engineering
1401:at Wikimedia Commons
1162:Cicala, Gus (2020),
1869:Systems engineering
1805:Operations research
1790:Control engineering
1759:Joseph Francis Shea
1466:Systems engineering
1028:, published by the
592:Consistent to norms
440:1.0 Aircraft System
196:By June 1962, DoD,
59:systems engineering
32:Breakdown structure
1815:Quality management
1810:Project management
1638:Function modelling
1561:System integration
1530:Safety engineering
1351:(Third ed.).
846:IEEE Std 1220-2005
718:2006-02-11 at the
611:
289:Mutually exclusive
163:project management
121:
55:project management
43:
1846:
1845:
1769:Manuela M. Veloso
1709:Wernher von Braun
1397:Media related to
1370:978-1-4842-3910-0
1305:978-1-62825-664-2
1286:978-0-470-27870-3
1185:978-1-4842-5637-4
969:MITRE Corporation
961:Hamilton, R. L.,
905:978-1-943704-04-0
880:978-1-62825-184-5
768:978-0-470-27870-3
471:1.1.1.4 Empennage
431:Statement of work
368:According to the
265:Design principles
202:military standard
126:statement of work
16:(Redirected from
1876:
1774:John N. Warfield
1744:Robert E. Machol
1673:Systems modeling
1668:Systems analysis
1607:System lifecycle
1592:Business process
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1338:978-1-42006969-3
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461:1.1.1.2 Fuselage
218:Aircraft Systems
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1719:Harold Chestnut
1714:Kathleen Carley
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1658:System dynamics
1633:Decision-making
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1597:Fault tolerance
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720:Wayback Machine
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673:Project anatomy
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971:, June 1964
653:Charge code
634:spreadsheet
566:deliverable
230:Sea Systems
63:deliverable
1853:Categories
1754:Simon Ramo
1199:2022-06-07
1038:1933890134
1014:1567261353
699:References
406:milestones
1544:Processes
1473:Subfields
1379:115295269
1314:cite book
1194:219011411
833:EIA-731.1
570:estimated
410:resources
270:100% rule
132:called a
1838:Category
1585:Concepts
1275:(2009).
1040:, page 8
757:(2009).
716:Archived
640:See also
582:duration
525:1.6 Data
320:(PBS).
106:contract
88:Overview
82:schedule
1612:V-Model
601:Example
191:Polaris
177:History
150:outline
142:project
102:project
98:program
1687:People
1602:System
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104:, and
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1375:S2CID
1190:S2CID
208:site.
140:of a
138:scope
110:tasks
71:scope
61:is a
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1643:IDEF
1365:ISBN
1333:ISBN
1320:link
1300:ISBN
1281:ISBN
1259:ISBN
1239:ISBN
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1143:ISBN
1034:ISBN
1010:ISBN
991:ISBN
900:ISBN
875:ISBN
763:ISBN
741:2017
580:and
372:, a
359:WBS.
198:NASA
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