Work Breakdown Structure: 10 Rules for Perfect

Scope Management is the fourth step according to the PMP certification training. WBS is shorthand for Work Breakdown Structure. WBS is a snapshot of the deliverables for a project. It is therefore important to create a work breakdown structure.
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The work breakdown structure is used to break down deliverables and project work into smaller, more manageable pieces. This allows for better estimates, better management, better coordination, and better monitoring. There are specific rules that can be used to create work breakdown structures. These rules will ensure that the work breakdown structure for a project is created correctly. These are the 10 rules that you need to follow in order to create a perfect work breakdown structure.

10 Rules to Make the Perfect Work Breakdown Structure
Rule #1: The team creates the work breakdown structure. The project team is made aware of the scope of the project and the product scope. The project team should provide the breakdown of the deliverables for each activity.
Rule #2: Each level in the WBS is a smaller part than the one above. Let’s take an example: An Aircraft system is a product. The major deliverables for the product should be listed at the second level of WBS. These major deliverables should also be listed at the third level. Your entry was not saved. Please try again. We have sent you links! You should have already received an email from If you have not received an email from us, please check your spam folders. You can also add on the safe senders list to ensure you receive our emails.
Rule #3: Some levels can be broken down further than others. This means that some branches can reach higher levels while others can stay at lower levels. A work package may have been reduced to the third level, while another package might have been reduced to the seventh level.
Rule #4: Only deliverables that are actually needed should be included in the work breakdown structure. Work breakdown structure must not include unneeded activities or deliverables.

Rule #5: Work packages can only be reached if their deliverables meet these criteria: Deliverables must be realistically and confidently estimated. A work breakdown structure can be a great help in managing, coordinating, and monitoring project deliverables throughout a project. Once the WBS has been created, deliverables should be small enough to estimate.
Deliverables should be completed quickly. It might be a better idea to break down larger deliverables. It will be difficult to coordinate or estimate larger work packages and deliverables.
Deliverables must be completed on time. This means that a deliverable should not depend on multiple factors to be completed first.
Deliverables can be outsourced or contracted out. It is not a good idea to outsource the entire development of an aircraft system to a supplier. However, a supplier might be able to outsource the navigation system or fire control systems.

Rule #6: Project deliverables must be entered into project scheduling software after completing WBS. These project management software tools allow you to create project activity dependencies, start/finish dates for activities, and complete an end-to–end project schedule plan. Primavera and Microsoft Project are the most popular project scheduling software available. If you are interested in learning more about Microsoft Project, there are many online courses.
Rule #7: Work packages in the work breakdown

Work Breakdown Structure: 10 Rules for Perfect
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