Develop program WBS in order to determine, plan, and assign the program tasks and deliverables.

A Work Breakdown Structure (WBS) is a critical component in program management, particularly when preparing for the Program Management Professional (PgMP) Exam. In its essence, a WBS is a tool that breaks down a project into manageable sections based on the deliverables and the work that is required. An effective WBS not only establishes the foundation for solid project planning but also provides a clear roadmap for execution, tracking, control, and status reporting.

I. Understanding Work Breakdown Structure (WBS):

Before we delve into specific examples for creating a WBS for program management, it is essential to understand what the WBS entails. The WBS is a hierarchical tree structure that breaks down a program’s deliverables into smaller, manageable units of work. It allows program managers to decompose a complex program into simple tasks and provide a visual representation of all components and their relationships.

A WBS, according to the Project Management Institute (PMI), is a “deliverable-oriented hierarchical decomposition of the work to be executed by the project team.” It serves various purposes:

• Define and organize the scope of work involved in a program.
• Distribute project assignments across the team.
• Enable effective tracking and reporting.
• Facilitate communication with stakeholders.

II. Developing Program WBS – Steps and Example:

Developing an efficient WBS for program management involves the following key steps:

Step 1: Identify Key Deliverables

The first step in developing a WBS is to identify the key deliverables or primary outcomes the program aims to achieve. These deliverables need to be concrete, measurable, and crucial to the program’s success.

Example: If a program aims to develop a new software application, the main deliverables might include the software design, the coding of the application, testing, and implementation.

Step 2: Divide Deliverables into Manageable Tasks

Once the main deliverables have been identified, they can be broken down into smaller, manageable tasks. These tasks should be activities that can be completed independently and should be detailed enough to estimate resources and duration needed for each task.

Example: The deliverable ‘software design’ can be broken into tasks like ‘Design User Interface’, ‘Design Database’, etc.

Step 3: Assign Responsibility for Each Task

Each task should have a clear owner. This person will be responsible for the task’s completion and its quality. Assigning responsibility ensures accountability in the project and helps prevent tasks from falling through the cracks.

Example: The task ‘Design User Interface’ can be assigned to a UI/UX designer in the team.

Step 4: Build Your WBS Diagram

The final step is to create your WBS diagram. Each level of your WBS should represent an increasing level of detailed project information. The top level represents the final deliverable or project, and the levels below represent the tasks needed to complete the final deliverable.

Program: Develop New Software Application
|
|– Deliverable: Software Design
|
|– Task: Design User Interface
|– Task: Design Database

The above example simplifies the WBS formation process, and the actual breakdown will include several more layers for a complex project.

III. Challenges in Developing Program WBS:

While the WBS is fundamental to program management, developing it can pose certain challenges. For instance:

1. Defining the tasks too broadly might leave out important details, leading to unexpected issues during project progression.
2. If tasks are overly granular, the WBS may become overwhelming, hindering its purpose of providing a clear, high-level view of the project.

A well-constructed WBS strikes a balance between these two extremes, providing just enough detail to ensure sound planning and execution without invading the project’s observable range.

IV. Conclusion:

Developing an effective program WBS is a cornerstone for successful program management and preparation for the Program Management Professional (PgMP) exam. It enables better planning, execution, tracking, and reporting, ensuring the program stays on track and delivers the desired outcomes. Getting it right might require practice and experience, but the effort will be unquestionably worthwhile.