Here are the tips on how you can develop a good work breakdown structure…
In my two previous articles, I have looked at the steps that you need to take when you want to develop a work breakdown structure.
I said you have to review your materials, organise your work into major deliverables, identify your major deliverables and analyse each element to determine whether you have successfully decomposed your work. I want to continue with that discussion in this article. Follow me as we do this together.
There is also the need for you to validate your work breakdown structure using a bottom-up approach, This means that you have to start from the end of your task to the beginning to find out if you are not missing anything out.
#2 Necessary components
In developing a work breakdown structure, you have to be sure that the lowest level components are necessary and sufficient for the completion of each decomposed item.
For example, you have to present a cheque before you can expect the cashier to do identification or even pay you. You must walk to the bus stop before you can now board a bus to your destination. I think the idea is somehow clear with that simple analogy.
When you want an effective work breakdown structure, You have to be sure that the deliverables of your project are grouped into the appropriate class that they belong to.
Although the construction of the second floor is similar to the first floor that does not mean each of the tasks does not have a specific time that they are meant to happen.
So also, when you are developing a work breakdown structure, you have to be sure that each element can be adequately budgeted, scheduled and assigned to an individual person or group.
Later on, I am going to talk about the 8/80 rule which says that a task should not be less that 8 hours, that means a day. It should also not be more than 80 hours. This also can be a useful tool when you want to find out if you have correctly decomposed a particular task.
#4 Code of accounts
I have talked about the code of Accounts in my previous articles. There, I said you have to give each of your tasks a code so that you can attach a budget to it and monitor the task to a logical conclusion.
Assigning a code of account shows where a particular task falls on the ladder. Knowing who is responsible for a particular task and see how you can follow up in terms of the implementation of the task.
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