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Introduction
A work breakdown structure (WBS) is a representation of the various levels of tasks associated with a given project. It is designed in a hierarchical order, whereby each level is associated with milestones that enable project managers to supervise the associated tasks. For instance, in a construction project, the work breakdown structure could be associated with the presence of tasks from the beginning of the project to the end, and the linked tasks are placed under the same heading. Work breakdown structures are quite instrumental in giving managers a clear picture of the tasks that need to be handled on a daily basis because it is normally linked to the project deadlines. The essence of having a work breakdown is to ensure that chunks of related tasks are easy to manage, and the managers are acquainted with the deliverables from the collective efforts of various teams (Sharon & Dori, 2015). This implies that the WBS is basically a representation of related tasks, linked by milestones that must be delivered within the stipulated deadlines. It outlines specific goals of the project and provides a clear guideline of the teams that need to deliver the milestones.
WBS in Project Management
The WBS is quite an instrumental part of project management because it enables project managers to have a clear focus on the goals that need to be delivered at every level of the project. It not only provides a clear picture of the link between different tasks, but it also highlights the resources required at every level; hence, it is helpful in the development of the project budget. The project budget can be placed at the top level of the WBS and the financial resources distributed evenly to the lower levels; hence, it is useful in reducing cost overruns. Additionally, when managers use the WBS to manage a project, they have a hands-on approach to supply chain management because they are aware of the specific resources required at every level of the WBS (Sharon & Dori, 2015).
Skilled project managers can also use the WBS to pinpoint areas associated with higher risks in a project. This is normally helpful in developing the relevant contingency plans before the project reaches the risky levels. The WBS is also commonly used to identify the most important deliverables when the project starts facing time and cost overruns, and this helps project managers to channel more resources to the most important tasks (Sharon & Dori, 2015). For instance, when human resources are fewer than required, the WBS can help in developing a plan to allocate the available human resources to the most important tasks.
Project Network
A project network is a type of flow chart diagram used to highlight the deliverables at every level of the work break down structure (Li, Qui, Wang, & Man, 2013). The project network is represented in a chronological order to reveal the link between different milestones. Just like the WBS, the project network diagram highlights the tasks that influence the specific deliverables (Lock, 2014). The main difference between the two diagrams is that the project network focuses on the relationship between the milestones, whereas the work breakdown focuses on the links between different tasks of the workflow in a project. Both diagrams are helpful to project managers because they help in reducing time and cost overruns, and they can be used to monitor the scheduling plan of the project.
References
Li, T., Qiu, W. G., Wang, L. C., & Man, S. (2013). Study of project duration risk in the network diagram based on matrix algorithm. Applied Mechanics and Materials, 405(1), 3401-3405.
Lock, M. D. (2014). The essentials of project management. London, UK: Ashgate Publishing, Ltd..
Sharon, A., & Dori, D. (2015). A Project–product model–based approach to planning work breakdown structures of complex system projects. IEEE Systems Journal, 9(2), 366-376.
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