Construction projects can be incredibly complex, and what’s more, every single construction project is unique. As you begin to plan a project schedule and sequence of work activities, you’ll need to start organizing the different components of the work to be performed. A powerful tool that streamlines that process and ensures successful outcomes is the Work Breakdown Structure (WBS).
A Work Breakdown Structure (WBS) uses a hierarchical structure to break a project into smaller, more manageable components. It provides a visual representation of all the work required to complete a project, breaking it down into clear deliverables and tasks. It’s a way of understanding the project goals at a high level and then systematically and logically developing the subcomponents to ensure they are planned and scheduled for, ultimately making the project goals achievable.
A typical WBS in construction involves the following levels:
Tasks – These are the major deliverables or phases of the project (e.g. Permitting, Mobilization, Site Preparation, Foundation, Structural Work, Interior Finishes). The tasks are good for understanding intended project outcomes, like accomplishing a specific task by a certain date, which is known as a milestone. Tasks, though, do not provide a lot of detail into all of the different work that they encompass.
Subtasks – These are also known as work packages, which are smaller, manageable groups of related work activities within each task (e.g., Excavation, Concrete Pouring, Framing, Electrical Installation). Subtasks represent one level down from a Phase and provide more details than at the Task level.
Activities – These are the specific actions required to complete each work package (e.g., Rent heavy equipment, Excavate for the slab, Place reinforcing). This is most granular level you will reach from a planning perspective, but provides a high level of detail about the specific item being performed.
There are three types of work breakdown structures that are relevant to construction. The logic of breaking down the the parts of a project is the same, but the outcome differs between the types:
An Activity-based Work Breakdown Structure (WBS) is a method for organizing project work into manageable sections by breaking it down into specific activities or tasks. This approach is beneficial for detailed planning and execution of projects. Here’s an overview of how you might structure an Activity-based WBS:
A Deliverable-based Work Breakdown Structure (WBS) organizes the team’s work into manageable sections, with a specific focus on the tangible outputs or deliverables of the project. This approach ensures that the project is structured around the delivery of specific outcomes, making it easier to track progress and manage resources effectively. Here’s a breakdown of how a Deliverable-based WBS might be structured:
A Phase-based Work Breakdown Structure (WBS) organizes project tasks and activities based on the different phases or stages of the project. This approach aligns with the natural progression of a project from initiation to closure, helping in effective planning and monitoring. Here’s a typical structure for a Phase-based WBS:
While all three types of WBS structures present different benefits to organizing and scheduling the work of your project, it will likely be a mix of all three of these WBS types that ends up being utilized on your jobs.
So what things do you need to think of when you begin to create the WBS for your project? There are several considerations to consider when you’re creating a work breakdown structure to make it complete, logical, and employable for a project:
With the WBS not only serving as a logical structure for how your project is organized, but also as a communication tool to inform all members of the project management team to understand how to coordinate and prioritize certain aspects of the project in harmony. With that in mind, here are a couple of common mistakes that can cause a WBS to be an issue on a project. Making the WBS too complicated can confuse different stakeholders and has the potential to not be utilized effectively if stakeholders on the team do not understand it or it is too complex.
Also, as mentioned previously, missing scope or scope gaps can cause your WBS to become ineffective because it doesn’t contain accurate information and isn’t realistic to the actual needs of the full scope of the project. Doing a thorough review with multiple team members of the contract documents, especially the original contract (including addenda), all applicable specifications from potentially several AHJs, and all drawings (Including revisions).
Finally, failure to maintain the accuracy and integrity of the WBS throughout the course of the project and not taking into account any changes that add additional scope and, thus, the WBS, is a common issue. The usefulness of the WBS is only as much as its relevance to the current state of the projects and the work therein, so taking changes into account is needed on a regular basis.
Incorporating a robust work breakdown structure on your project can help in several ways:
The WBS, in order to truly be effective, needs to break down work items into smaller more manageable chunks that individuals and teams can use to allocate resources, plan and schedule against, and delegate responsibilities, both with internal and external stakeholders. Ultimately, the WBS serves as a roadmap to success for construction projects, ensuring clarity, organization, and a higher likelihood of achieving desired outcomes within budget and on schedule.
Further Reading: How to Create Construction Schedules That Build Profitable Projects