A Work Breakdown Structure (WBS) is a tool used in project management to break down a large, complex project into smaller, more manageable tasks. This tree hierarchy structure (work breakdown structure waterfall model) helps to organize the project and allocate resources efficiently. Using a WBS is an effective way to boost productivity and efficiency, especially for complex projects with many moving parts.

The benefits of using a work breakdown structure waterfall model

1. Increases efficiency: By breaking down the project into smaller, more manageable tasks, it becomes easier to allocate resources, monitor progress, and manage risks.
2. Enhances productivity: A WBS helps to clarify the scope of the project, making it easier for the team to understand what needs to be done, and what tasks are dependent on others.
3. Simplifies communication: A well-defined WBS provides a common language for all team members, making it easier to communicate about the project’s status and progress.
4. Facilitates budgeting and scheduling: By breaking down the project into smaller tasks, it becomes easier to estimate the time and resources required for each task, which helps to create more accurate budgets and schedules.
5. Enables effective management: A WBS helps project managers to identify potential problems early on, allowing them to make necessary adjustments before they become bigger issues.

How to develop a work breakdown structure

To develop a hierarchy of work packages, the below list provides a practical guide for the steps you need to take. This is for a complex engineering project, but the process applies to virtually any sector. The aim is always to organise tasks in a manner that allows you and your team to control the project more effectively.

1. Define the project scope and objectives: This involves identifying the deliverables, goals, and objectives of the project.
2. Identify the major phases of the project: Break the project into major phases, which are logical divisions of the work that need to be completed to achieve the project’s objectives.
3. Break down each phase into smaller, more manageable components: For each major phase, identify the major components or work packages required to complete that phase. These work packages should be small enough to be managed by a single team or individual, and specific enough to be clearly defined and understood.
4. Create a tree hierarchy of the work packages: Organize the work packages in a hierarchical structure, starting with the major phases of the project at the top level, and breaking down each phase into smaller work packages at the lower levels.
5. Assign a unique identifier to each work package: Assign a unique identifier to each work package, such as a code or number, to facilitate tracking and reporting.
6. Define the dependencies between the work packages: Identify the dependencies between the work packages, such as which work packages must be completed before others can begin.
7. Estimate the time and resources required for each work package: Estimate the time, effort, and resources required for each work package, and document this information in the WBS.
8. Continuously review and update the WBS: As the project progresses, review and update the WBS to ensure that it remains accurate and reflects any changes in the project scope, objectives, or requirements.

Accessing accurate real-time data is critical. Project data that is aligned to the WBS, can provide predictive insights, enabling project managers to anticipate potential delays or cost overruns and take proactive measures.

Work Breakdown Structure Example

By breaking the project down into smaller, more manageable tasks in work breakdown structure waterfall model, the team can better plan and track progress, allocate resources effectively, and ensure that the project is completed on time and within budget. An example of a work breakdown structure for a complex engineering project in the energy sector, such as building a new solar power plant, may follow the following decomposition of work:

1. Site Preparation
   • Clearing the site
   • Conducting a geotechnical survey
   • Installing site access roads
   • Building foundations for equipment
2. Engineering and Design
   • Conducting a feasibility study
   • Developing conceptual and detailed design
   • Selecting equipment and technology
   • Conducting a safety and risk analysis
3. Procurement and Logistics
   • Procuring solar panels, inverters, and mounting structures
   • Coordinating shipping and logistics
   • Managing customs and border control
   • Ensuring material compliance with local regulations
4. Construction and Installation
   • Installing solar panels and mounting structures
   • Installing inverters and transformers
   • Installing transmission lines and substations
   • Conducting electrical testing and commissioning
5. Operations and Maintenance
   • Hiring and training personnel
   • Conducting safety training and emergency response planning
   • Developing and implementing operations and maintenance procedures
   • Monitoring system performance and conducting maintenance activities
6. Decommissioning and Site Restoration
   • Removing equipment and infrastructure
   • Cleaning up the site and restoring the land
   • Conducting environmental assessments and compliance checks
   • Conducting safety assessments and risk mitigation activities

This WBS is just an example, and a real-life WBS for an engineering project would likely be more detailed and tailored to the specific project’s needs.

In the real world, obviously, projects do tend to run a little less smoothly. The CrossRail project is a good example of how a work breakdown structure is used and implemented in a complex engineering environment. In this project, the enormous scale of the work involving numerous locations and a large number of different stages, programs of work, and contracts, made the WBS critical to the success of the project performance. The alignment between the WBS and the project controls team was fundamental to the outcomes. Difficulties emerged for the CrossRail team when project teams moved away from the set WBS, adopting their own task structure in the lower levels.

About Proteus Project Software

Xergy Group’s Proteus project management software is designed to work with your existing systems and to scale and evolve as your business grows. Created by project management leaders, for the diversified engineering consultancy sector, Proteus delivers an end-to-end work management software platform with detailed workflows from the early opportunity stage through to project delivery.

Proteus’ end-to-end project management software is a cloud-based system designed for businesses of all sizes to handle projects of unlimited complexity and is compliant with common project management frameworks and ISO standards. Each feature is aimed at making bottom-line improvements by improving utilisation, streamlining workflows, providing quick and efficient access to resources, and reducing overheads. Check out some of our client case studies to learn more about how Proteus makes a tangible difference.

How to get Proteus

We recommend getting setup on a free trial. Proteus operates under a software-as-a-service (SaaS) model. We offer Enterprise packages and flexible pricing solutions: contact our team to learn more.

We designed Proteus to be simple, and that means you can get up and running on Proteus without an IT team or support from a programmer. You will want to spend a bit of time configuring the admin console so that you have everything set up to suit your company structure, but it’s very intuitive and you don’t need a PhD in IT. However, we want you to get the best out of what is a brilliantly powerful tool, so don’t hesitate to ask for our support. We have a team of product experts who are ready to help you with the configuration process, so get in touch today by filling out the form below: