Work breakdown structure - Revision history

Designing Buildings at 08:08, 29 October 2025

2025-10-29T08:08:01Z

← Older revision		Revision as of 08:08, 29 October 2025
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	\|}		\|}

−	= Related articles on Designing Buildings ~~Wiki~~ =	+	See also: Breakdown structure.
		+
		+	= Related articles on Designing Buildings =

	* Bill of quantities breakdown structures		* Bill of quantities breakdown structures
		+	* Breakdown structure.
	* Contractor's master programme.		* Contractor's master programme.
	* Cost breakdown structure.		* Cost breakdown structure.

Designing Buildings at 07:34, 10 December 2020

2020-12-10T07:34:13Z

← Older revision		Revision as of 07:34, 10 December 2020
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	* Scheduling construction activities.		* Scheduling construction activities.

−	[[Category:Theory]] [[Category:Construction_management]]	+	[[Category:DCN_Definition]] [[Category:DCN_Guidance]] [[Category:Theory]] [[Category:Construction_management]]

Designing Buildings at 06:36, 26 May 2020

2020-05-26T06:36:58Z

← Older revision		Revision as of 06:36, 26 May 2020
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	* Pareto analysis.		* Pareto analysis.
	* Precedence diagram method.		* Precedence diagram method.
		+	* Product breakdown structure.
	* Project crashing.		* Project crashing.
	* Resource leveling.		* Resource leveling.

Designing Buildings at 09:00, 5 May 2020

2020-05-05T09:00:49Z

← Older revision		Revision as of 09:00, 5 May 2020
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		+	= Introduction =
		+
	Work breakdown structures are used mainly in project management and systems engineering. They were first developed by the US Defense department in 1957 as part of the development of the Polaris missile programme and further developed by NASA in 1962.		Work breakdown structures are used mainly in project management and systems engineering. They were first developed by the US Defense department in 1957 as part of the development of the Polaris missile programme and further developed by NASA in 1962.

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	The 100 per cent rule is a central tenet of WBS that guides its development, composition and evaluation. It holds that a WBS will contain 100% of the work defined by the project scope and will account for all deliverables (whether internal, external or interim work to be completed). The WBS can only include 100% of the work of the project and should not include any work that falls outside the project scope. All the work in each work package must add up to 100% of the work necessary to complete that work package and all work packages must add up to 100% of the top-level deliverable. This is analogous to a pie chart in which the total area of all segments (irrespective of how many segments there are) must be equal to the total area of the circle.		The 100 per cent rule is a central tenet of WBS that guides its development, composition and evaluation. It holds that a WBS will contain 100% of the work defined by the project scope and will account for all deliverables (whether internal, external or interim work to be completed). The WBS can only include 100% of the work of the project and should not include any work that falls outside the project scope. All the work in each work package must add up to 100% of the work necessary to complete that work package and all work packages must add up to 100% of the top-level deliverable. This is analogous to a pie chart in which the total area of all segments (irrespective of how many segments there are) must be equal to the total area of the circle.
		+
		+	= Breakdown structures for bill of quantities =

	According to NRM2, RICS new rules of measurement, Detailed measurement for building work, there are three main breakdown structures for bill of quantities (BQBS):		According to NRM2, RICS new rules of measurement, Detailed measurement for building work, there are three main breakdown structures for bill of quantities (BQBS):
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	For more information see: Bill of quantities breakdown structures		For more information see: Bill of quantities breakdown structures
		+
		+	= Cost breakdown structure =

	According to NRM2, in the context of bill of quantities, a cost breakdown structure (CBS) ‘…represents the financial breakdown of a building project into cost targets for elements or work packages.’		According to NRM2, in the context of bill of quantities, a cost breakdown structure (CBS) ‘…represents the financial breakdown of a building project into cost targets for elements or work packages.’

	For more information see: Cost breakdown structure		For more information see: Cost breakdown structure
		+
		+	= Work breakdown structure dictionary =

	[https://www.apm.org.uk/book-shop/earned-value-management-handbook/ Earned Value Management Handbook], Published by the Association for Project Management in March 2013 suggests that:		[https://www.apm.org.uk/book-shop/earned-value-management-handbook/ Earned Value Management Handbook], Published by the Association for Project Management in March 2013 suggests that:

Designing Buildings at 08:58, 5 May 2020

2020-05-05T08:58:26Z

← Older revision		Revision as of 08:58, 5 May 2020
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	For more information see: Cost breakdown structure		For more information see: Cost breakdown structure
		+
		+	[https://www.apm.org.uk/book-shop/earned-value-management-handbook/ Earned Value Management Handbook], Published by the Association for Project Management in March 2013 suggests that:
		+
		+	{\|
		+	\|width="100%"\|
		+	Projects may use a work breakdown structure dictionary (WBSD), the purpose of which is to describe the entire scope of work to be undertaken within the project. It<br />
		+	must capture the contract scope and all contract requirements. To enable this to be checked it must provide a ready reference between the WBS and contract elements. It also provides the basis for the SoW included on the control account plans.
		+
		+	For each element of the WBS, the dictionary should contain:
		+
		+	* a contract number;
		+	* a WBS number and title;
		+	* the WBSD issue number and date;
		+	* the contract paragraph number;
		+	* a SoW (statement of work) including all contract deliverables to be produced as part of the work element.
		+
		+	The WBS dictionary should include all elements to be sub-contracted and should specifically identify the sub-contractor undertaking the WBS element.
		+	\|}

	= Related articles on Designing Buildings Wiki =		= Related articles on Designing Buildings Wiki =

Designing Buildings at 07:17, 5 May 2020

2020-05-05T07:17:23Z

← Older revision		Revision as of 07:17, 5 May 2020
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	* Logic links.		* Logic links.
	* Milestones.		* Milestones.
		+	* Organisation breakdown structure.
	* Pareto analysis.		* Pareto analysis.
	* Precedence diagram method.		* Precedence diagram method.

Designing Buildings at 14:24, 17 August 2019

2019-08-17T14:24:20Z

← Older revision		Revision as of 14:24, 17 August 2019
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	The 100 per cent rule is a central tenet of WBS that guides its development, composition and evaluation. It holds that a WBS will contain 100% of the work defined by the project scope and will account for all deliverables (whether internal, external or interim work to be completed). The WBS can only include 100% of the work of the project and should not include any work that falls outside the project scope. All the work in each work package must add up to 100% of the work necessary to complete that work package and all work packages must add up to 100% of the top-level deliverable. This is analogous to a pie chart in which the total area of all segments (irrespective of how many segments there are) must be equal to the total area of the circle.		The 100 per cent rule is a central tenet of WBS that guides its development, composition and evaluation. It holds that a WBS will contain 100% of the work defined by the project scope and will account for all deliverables (whether internal, external or interim work to be completed). The WBS can only include 100% of the work of the project and should not include any work that falls outside the project scope. All the work in each work package must add up to 100% of the work necessary to complete that work package and all work packages must add up to 100% of the top-level deliverable. This is analogous to a pie chart in which the total area of all segments (irrespective of how many segments there are) must be equal to the total area of the circle.
		+
		+	According to NRM2, RICS new rules of measurement, Detailed measurement for building work, there are three main breakdown structures for bill of quantities (BQBS):
		+
		+	* Elemental
		+	* Work section
		+	* Work package
		+
		+	For more information see: Bill of quantities breakdown structures
		+
		+	According to NRM2, in the context of bill of quantities, a cost breakdown structure (CBS) ‘…represents the financial breakdown of a building project into cost targets for elements or work packages.’
		+
		+	For more information see: Cost breakdown structure

	= Related articles on Designing Buildings Wiki =		= Related articles on Designing Buildings Wiki =

−	* ~~Acceleration~~ of ~~construction works.~~	+	* Bill of quantities breakdown structures
	* Contractor's master programme.		* Contractor's master programme.
		+	* Cost breakdown structure.
	* Design web.		* Design web.
	* Earned value.		* Earned value.
	* Fast-track construction.		* Fast-track construction.
−	* Gantt chart.
−	* Information release schedules.
	* Key performance indicators.		* Key performance indicators.
−	* Lead time.
	* Line of balance (LOB).		* Line of balance (LOB).
	* Logic links.		* Logic links.
−	* Long lead-time item.
	* Milestones.		* Milestones.
	* Pareto analysis.		* Pareto analysis.
	* Precedence diagram method.		* Precedence diagram method.
−	* Programme consultant.
−	* Programme float.
−	* Progress of construction works.
	* Project crashing.		* Project crashing.
	* Resource leveling.		* Resource leveling.
−	* Retrospective longest path analysis.
	* Scheduling construction activities.		* Scheduling construction activities.
−	* Short period programme.
−	* Time-location chart.

	[[Category:Theory]] [[Category:Construction_management]]		[[Category:Theory]] [[Category:Construction_management]]

Designing Buildings at 14:19, 17 August 2019

2019-08-17T14:19:36Z

← Older revision		Revision as of 14:19, 17 August 2019
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	Work breakdown structures are used mainly in project management and systems engineering. They were first developed by the US Defense department in 1957 as part of the development of the Polaris missile programme and further developed by NASA in 1962.		Work breakdown structures are used mainly in project management and systems engineering. They were first developed by the US Defense department in 1957 as part of the development of the Polaris missile programme and further developed by NASA in 1962.

−	A work breakdown structure (WBS) is a system of breaking down a project or programme into manageable tasks, phases, deliverables or work packages (subdivision of effort). However, it is not a recipe of how a project should be constructed nor is it just a list of tasks, a schedule or an organisation chart~~. But~~ it provides a basis from which a schedule or task list can be created. The benefit of a WBS is that it allows detailed thinking at the micro level without losing sight of the macro picture.	+	A work breakdown structure (WBS) is a system of breaking down a project or programme into manageable tasks, phases, deliverables or work packages (subdivision of effort). However, it is not a recipe for how a project should be constructed nor is it just a list of tasks, a schedule or an organisation chart - although it provides a basis from which a schedule or task list can be created. The benefit of a WBS is that it allows detailed thinking at the micro level without losing sight of the macro picture.

	An example is the building of a house which represents the top-level deliverable. Starting with this end objective, WBS determines a hierarchy by subdividing the project into manageable components (or sub-deliverables, eg systems, subsystems, components, tasks and subtasks), thereby defining all the necessary steps to achieve the end goal (ie the finished building) in increasing levels of detail.		An example is the building of a house which represents the top-level deliverable. Starting with this end objective, WBS determines a hierarchy by subdividing the project into manageable components (or sub-deliverables, eg systems, subsystems, components, tasks and subtasks), thereby defining all the necessary steps to achieve the end goal (ie the finished building) in increasing levels of detail.
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	* Level n: Final breakdown into smallest component (eg place reinforcement > pour concrete)		* Level n: Final breakdown into smallest component (eg place reinforcement > pour concrete)

−	The process is broken down until a point is reached ~~where~~ sufficient detail ~~is created~~ to allow precise planning and management. This lowest level is known as Level n (see above). At this level, the work is assigned to a specific department or unit to undertake the work. Furthermore, each of the Level n components can have its own cost account and allocated its own budget to produce the ~~specific~~ deliverable. In this way, integrating cost with the WBS allows the tracking of financial performance in addition to project performance.	+	The process is broken down until a point is reached at which sufficient detail exists to allow precise planning and management. This lowest level is known as Level n (see above). At this level, the work is assigned to a specific department or unit to undertake the work. Furthermore, each of the Level n components can have its own cost account and allocated its own budget to produce the deliverable. In this way, integrating cost with the WBS allows the tracking of financial performance in addition to project performance.

	There should be no scope overlap between the different elements of a WBS. If this was the case, there could be ambiguity and possible duplication of work, as well as cost-accounting confusion.		There should be no scope overlap between the different elements of a WBS. If this was the case, there could be ambiguity and possible duplication of work, as well as cost-accounting confusion.
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	In terms of representation, a WBS can be shown vertically as a tree or horizontally in outline form.		In terms of representation, a WBS can be shown vertically as a tree or horizontally in outline form.

−	= The 100 per cent rule =	+	The 100 per cent rule is a central tenet of WBS that guides its development, composition and evaluation. It holds that a WBS will contain 100% of the work defined by the project scope and will account for all deliverables (whether internal, external or interim work to be completed). The WBS can only include 100% of the work of the project and should not include any work that falls outside the project scope. All the work in each work package must add up to 100% of the work necessary to complete that work package and all work packages must add up to 100% of the top-level deliverable. This is analogous to a pie chart in which the total area of all segments (irrespective of how many segments there are) must be equal to the total area of the circle.
−		+
−	~~This~~ is a central tenet of WBS that guides its development, ~~decomposition~~ and evaluation. It holds that a WBS will contain 100% of the work defined by the project scope and will account for all deliverables (whether internal, external or interim work to be completed). The WBS can only include 100% of the work of the project and should not include any work that falls outside the project scope. All the work in each work package must add up to 100% of the work necessary to complete that work package and all work packages must add up to 100% of the top-level deliverable. This is analogous to a pie chart~~, where~~ the total area of all segments (irrespective of how many segments there are) must be equal to the total area of the circle.	+

	= Related articles on Designing Buildings Wiki =		= Related articles on Designing Buildings Wiki =

Editor: Created page with "Work breakdown structures are used mainly in project management and systems engineering. They were first developed by the US Defense department in 1957 as part of the development..."

2019-08-07T19:29:40Z

Created page with "Work breakdown structures are used mainly in project management and systems engineering. They were first developed by the US Defense department in 1957 as part of the development..."

New page

Work breakdown structures are used mainly in project management and systems engineering. They were first developed by the US Defense department in 1957 as part of the development of the Polaris missile programme and further developed by NASA in 1962.

A work breakdown structure (WBS) is a system of breaking down a project or programme into manageable tasks, phases, deliverables or work packages (subdivision of effort). However, it is not a recipe of how a project should be constructed nor is it just a list of tasks, a schedule or an organisation chart. But it provides a basis from which a schedule or task list can be created. The benefit of a WBS is that it allows detailed thinking at the micro level without losing sight of the macro picture.

An example is the building of a house which represents the top-level deliverable. Starting with this end objective, WBS determines a hierarchy by subdividing the project into manageable components (or sub-deliverables, eg systems, subsystems, components, tasks and subtasks), thereby defining all the necessary steps to achieve the end goal (ie the finished building) in increasing levels of detail.

For example, this may mean:

* Level 1 Top-level deliverable or project (the finished building).
* Level 2: Sub-dividing the project into main components, eg substructure and superstructure.
* Level 3: Breaking down each component into smaller components (eg substructure > excavation).
* Level 4: breaking down each component into more components. (eg excavation > place reinforcement)
* Level n: Final breakdown into smallest component (eg place reinforcement > pour concrete)

The process is broken down until a point is reached where sufficient detail is created to allow precise planning and management. This lowest level is known as Level n (see above). At this level, the work is assigned to a specific department or unit to undertake the work. Furthermore, each of the Level n components can have its own cost account and allocated its own budget to produce the specific deliverable. In this way, integrating cost with the WBS allows the tracking of financial performance in addition to project performance.

There should be no scope overlap between the different elements of a WBS. If this was the case, there could be ambiguity and possible duplication of work, as well as cost-accounting confusion.

In terms of representation, a WBS can be shown vertically as a tree or horizontally in outline form.

= The 100 per cent rule =

This is a central tenet of WBS that guides its development, decomposition and evaluation. It holds that a WBS will contain 100% of the work defined by the project scope and will account for all deliverables (whether internal, external or interim work to be completed). The WBS can only include 100% of the work of the project and should not include any work that falls outside the project scope. All the work in each work package must add up to 100% of the work necessary to complete that work package and all work packages must add up to 100% of the top-level deliverable. This is analogous to a pie chart, where the total area of all segments (irrespective of how many segments there are) must be equal to the total area of the circle.

= Related articles on Designing Buildings Wiki =

* Acceleration of construction works.
* Contractor's master programme.
* Design web.
* Earned value.
* Fast-track construction.
* Gantt chart.
* Information release schedules.
* Key performance indicators.
* Lead time.
* Line of balance (LOB).
* Logic links.
* Long lead-time item.
* Milestones.
* Pareto analysis.
* Precedence diagram method.
* Programme consultant.
* Programme float.
* Progress of construction works.
* Project crashing.
* Resource leveling.
* Retrospective longest path analysis.
* Scheduling construction activities.
* Short period programme.
* Time-location chart.

[[Category:Theory]] [[Category:Construction_management]]