[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"detail-sidebar-cat-1-en-105":3,"doc-seo-166831-105":53,"doc-detail-166831-en":127},{"code":4,"msg":5,"data":6},0,"success",[7,14,19,24,29,34,39,44,49],{"id":8,"doc_module":9,"doc_module_name":10,"category_name":11,"show_sort_weight":12,"slug":13},11,1,"Template","Presentations",90,"presentations",{"id":15,"doc_module":9,"doc_module_name":10,"category_name":16,"show_sort_weight":17,"slug":18},12,"Resumes",80,"resumes",{"id":20,"doc_module":9,"doc_module_name":10,"category_name":21,"show_sort_weight":22,"slug":23},14,"Invoices",70,"invoices",{"id":25,"doc_module":9,"doc_module_name":10,"category_name":26,"show_sort_weight":27,"slug":28},15,"Posters",60,"posters",{"id":30,"doc_module":9,"doc_module_name":10,"category_name":31,"show_sort_weight":32,"slug":33},16,"Social Media",50,"social-media",{"id":35,"doc_module":9,"doc_module_name":10,"category_name":36,"show_sort_weight":37,"slug":38},17,"Forms",40,"forms",{"id":40,"doc_module":9,"doc_module_name":10,"category_name":41,"show_sort_weight":42,"slug":43},18,"Letters",30,"letters",{"id":45,"doc_module":9,"doc_module_name":10,"category_name":46,"show_sort_weight":47,"slug":48},21,"Paper Templates",5,"papers-templates",{"id":50,"doc_module":9,"doc_module_name":10,"category_name":51,"show_sort_weight":4,"slug":52},158,"General","general-158",{"code":4,"msg":54,"data":55},"ok",{"site_id":56,"language":57,"slug":58,"title":59,"keywords":60,"description":61,"schema_data":62,"social_meta":120,"head_meta":122,"extra_data":124,"updated_unix":126},105,"en","work-breakdown-structure-wbs-template","Work Breakdown Structure - WBS Template","","Work Breakdown Structure (WBS) and its dictionary provide an outline of a project or program by decomposing it into deliverable-based work packages. The WBS supports estimation, ownership by a single resource, and clearer dependencies, schedule, resourcing, scope, and costs. It is a foundation for project planning and baselining, forming part of the scope baseline. 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It decomposes the project into manageable work packages for estimation and ownership.","Answer",{"name":112,"@type":107,"acceptedAnswer":113},"Who contributes to and reviews the WBS?",{"text":114,"@type":110},"Input may come from sponsors, senior leadership, intake forms or business cases, charters, research, subject matter experts, and other stakeholders. The facilitator is the Project/Program Manager, and the WBS should be reviewed for completeness and accuracy by the team, sponsor, business analyst, and owner.",{"name":116,"@type":107,"acceptedAnswer":117},"When should the decomposition in the WBS stop?",{"text":118,"@type":110},"Stop when the smallest manageable work packages are reached, where cost and time can be easily estimated. 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The WBS is designed to break down a project/program into manageable pieces (work packages) that can be effectively estimated and owned by a single resource. It does not break the project/program down to the task level.  It is deliverables based, meaning the work packages result in some type of deliverable towards the project/program’s overall objectives, costs and scope.\nThe Project/Program Manager and project/program team use the WBS to develop dependencies, the schedule, resource requirements, scope, and costs.  As such, the WBS provides the foundation for all project/program management work and should be a critical step in the process of project/program planning and baselining.  The WBS is a component of the scope baseline.\nWork Breakdown Structure Participants and Approvers\nInput into the WBS may come from many different sources including, but not limited to, Sponsor, senior leadership, project/program intake form and/or business case, charter, analysis/research, subject matter experts within business unit(s), and interaction with other stakeholders. The facilitator is  the \u0013 HYPERLINK \"https://uwaterloo.ca/ist-project-management-office/methodology/roles/project-manager\" \u0014Project Manager\u0015  (or Program Manager) for the project/program.  The WBS should be reviewed by the \u0013 HYPERLINK \"https://uwaterloo.ca/ist-project-managmeent-office/methodology/roles/project-team\" \u0014Team\u0015, \u0013 HYPERLINK \"https://uwaterloo.ca/ist-project-management-office/methodology/roles/project-sponsor\" \u0014Sponsor\u0015, \u0013 HYPERLINK \"https://uwaterloo.ca/ist-project-management-office/methodology/roles/business-analyst\" \u0014Business Analyst\u0015, and \u0013 HYPERLINK \"https://uwaterloo.ca/ist-project-management-office/methodology/roles/project-owner\" \u0014Owner\u0015 for completeness and accurateness.\nInstructions\nThe Project/Program Manager should facilitate a session with the appropriate stakeholders to map out the WBS for the project/program.  In preparation for the session, the Project/Program Manager may have looked at the WBS from similar projects/program and documentation for this project/program to have a high level idea of what type of work and deliverables are required.\nView one or two sample WBS diagrams, hints and tips, and facilitation videos if this is the first time facilitating the creation of a WBS\nSometimes it is easier if the Project/Program Manager starts with some the preliminary high level structure of the WBS and then uses the session to decompose those levels\nThe WBS starts with the project/program as the top level deliverable and is further decomposed into sub-deliverables.  Use numeric identifiers for each work package.\nThe decomposition process should stop when the smallest manageable components of the project/program work (work packages) are reached where cost and time can easily be estimated.  General rule of thumbs is to break it down to a level where a work package contains 8 to 80 hours of effort.\nReview WBS with applicable stakeholders for accuracy and completeness\nUpload to the Knowledge Base\nNext Steps\nCreate budget, scope, and schedule baselines using the WBS.  Maintain the WBS throughout the project.  \u000f\nWork Breakdown Structure\nThe structure below is filled in as a sample WBS.  If  you click within the area of the structure, you can modify the contents in the box that comes up stating to ‘type text here’.  Alternatively, you can link to your WBS if it is documented within a different tool.\nWBS Dictionary\nThe WBS Dictionary provides detailed information about each work package of the WBS.  It provides the team with the information they need to produce quality deliverables that meet project requirements, project objectives, and organization standards.  For each WBS work package, the dictionary may include a brief definition of scope/comple","cbCaiuE16FvSm6r1","https://ap.wps.com/l/cbCaiuE16FvSm6r1","docx",107664,7,"English","# Purpose of Work Breakdown Structure (WBS)\n## Work Breakdown Structure Participants and Approvers\n# Instructions\n## Next Steps\n# WBS Dictionary","[{\"question\":\"What is the purpose of a Work Breakdown Structure (WBS)?\",\"answer\":\"The WBS provides a deliverables-based outline of the work that must be done to execute a project or program. It decomposes the project into manageable work packages for estimation and ownership.\"},{\"question\":\"Who contributes to and reviews the WBS?\",\"answer\":\"Input may come from sponsors, senior leadership, intake forms or business cases, charters, research, subject matter experts, and other stakeholders. The facilitator is the Project/Program Manager, and the WBS should be reviewed for completeness and accuracy by the team, sponsor, business analyst, and owner.\"},{\"question\":\"When should the decomposition in the WBS stop?\",\"answer\":\"Stop when the smallest manageable work packages are reached, where cost and time can be easily estimated. A general rule is to target work packages of roughly 8 to 80 hours of effort.\"}]","Work Breakdown Structure - WBS Template | DOCX"]