Summary work breakdown structure (SWBS: Summary WBS)

Project outline work breakdown structure (PSWBS: Project SWBS)

Contract Work Breakdown Structure (CWBS: Contract WBS)

Can be assigned to another project manager for planning and execution

WBS that can be further decomposed into sub-projects through sub-projects

It can be further broken down into activities when formulating the project schedule

Can be the responsibility of a single department or contractor

Lateral to edge

lengthwise to edge

All activities are clearly defined

Contains interim milestones and monitoring points

Integrates all key factors

Logically formed a big activity

The decomposed activity structure is clear

analogy

top down

bottom up

Broken down by physical structure of product

Break down by function of product or project

Break down by implementation process

Breakdown by geographical distribution of projects

Broken down by project goals

Break down by department

Break down by function

Planning and design tools that describe ideas to help project managers/teams effectively manage project work

Structural design tool that represents the interconnections between various project efforts

A planning tool that shows a complete picture of the project and details the work that must be done to complete the project

Reporting tools to report project status to senior management and clients

Get a scope statement or statement of work

Gather relevant personnel to brainstorm all major project work and determine how the project work will be broken down

Break down the project work. If there are ready-made templates, you should try to use them.

Draw a hierarchical structure diagram of the WBS. Some work at the higher levels of the WBS can be defined as sub-projects or sub-life cycle stages.

Break down major project deliverables into smaller, manageable groups or work packages

Verify the correctness of the above decomposition

If necessary, establish a numbering system

As other planning activities proceed, the WBS is continually updated or revised until all work is covered

The status and completion of each task can be quantified

Clearly define the start and end of each task

The construction period is easy to estimate and within acceptable deadlines

Easily estimate costs

Each task is independent

Determine the appropriate WBS hierarchy. Elements of the lowest level WBS need to correspond to tangible deliverables

Consideration of the WBS life cycle requires consideration of the development of activities at different stages of the project, including project management

Project planning, performance reporting, overall change control, scope management needs

Resource planning and risk management needs

Clearly and accurately state the scope of the project

Assign personnel to each independent unit and define the corresponding responsibilities of these personnel

Estimate time, cost and resource requirements for each independent unit to improve the accuracy of time, cost and resource estimation

Establish a common foundation for planning, cost, schedule, quality, safety and expense control and establish the baseline for project progress measurement and control

Link project work to the project's financial accounts

Easily divide and assign responsibilities

Determine work content and work sequence

Estimate the cost of the entire project and the entire process

Ability to provide more effective control over work definition

Assign work to corresponding work packages (corresponding authorizations)

Easily find the best level of control

Helps limit risk

It is the basis for information communication

Provides effective means for system synthesis and control