Panel Discussion: Misuse of Work Breakdown Structures (WBS)
The Work Breakdown Structure (WBS) is a well-known tool for aiding in defining the total scope of any project, program, or portfolio. Its use is considered the foundation for good management, the basis for collecting data, the means for defining and expressing the specific outcomes of a project – their end products and results, and ultimately the cornerstone for communicating with the stakeholders on a project, program or portfolio.
But what can go wrong in this process? Why are work breakdown structures so hard to define and why does everyone have a different opinion of how they should be created – given their use is to identify the outcomes of the project? What makes up a WBS and is it process oriented, product oriented, results oriented or does it reflect how the project is managed, developed or delivered? Given the fluidity of these questions, is the 100% rule always required; and what happens when new technology and innovative concepts for creating, building, and delivering are infused into a project? Does that change the WBS? These and other topics of WBS use and misuse will be discussed at this session.
PMI Talent Triangle Skill: Technical Project Management