It’s amazing how often project managers begin the project planning process by making an outlined list of every task they believe will be required to complete a project and then proclaim they have created the Work Breakdown Structure (WBS) for the project. The result is a list of hundreds, or even thousands of tasks, many of them having durations of a few days or a few hours.
Essentially, what they have done is create a “to do” list, which they then use as a checklist to measure progress. This approach leads to, and even encourages, micromanagement of the resources working on the project without consideration of more critical aspects of project management such as requirements management, risk management, procurement management, estimating, scheduling, executing and controlling. Further, it makes it impossible to see the big picture - at levels of detail - in keeping with the needs of sponsors, clients, project and functional managers, team leaders and project performers.
Join us for this exciting course and learn how to use the WBS to make better-informed business decisions.