Some people build a work breakdown structure by listing everything they can think of that the project team might do. Others go from office to office assembling wish lists of goodies that people want and make that into a work breakdown structure. Either way, these PMs launch their project with a long "to do" list WBS. Accountability is unclear, performance expectations are vague and the process of gathering more items for the WBS never ends.
There is a better way of designing your work breakdown structure so it support crystal clear accountability and a management style that lets the PM hold people accountable for end results not frenzied activity. Read the article about Designing your Work Breakdown Structure and then add your comments pro or con.
Regards,
Dick Billows, PMP, GCA
President 4PM.com
Subscribe to:
Post Comments (Atom)
3 comments:
Dick
An impressive article. The article brought out the common mistakes some PMs tend to do. Perhaps, the article would have been rightly complete if it indicated how deep a WBS can go down to!!
My experience is WBS should indicate the project deliverables - both the client deliverables, technica deliverables!
Thanks
Venu Komanduri
I agree with Venu, good article. In my experience, young project managers with a need to micro manage really do the WBS a dis-service. Key is asking the question "what is the deliverable", and how does it relate to the project goal.
Bob Overstreet
As a rookie project manager I've learned the hard way that I just don't have the time to manage the extremely detailed WBS and as your aticle indicates I also found the more detailed the more the team relied on me rather than their expertise.
Great article. I look forward to parousing through the rest of your site for your PM nuggets.
Post a Comment