5.4 Developing the Work Breakdown Structure

Developing a Work Breakdown Structure is a critical process that necessitates the inclusion of various facets. Some of the core facets necessary to develop the Work Breakdown Structure include the work packages, project milestones, and the estimated project duration. Foremost, the work packages in the Work Breakdown Structure are the final products. Devi and Reddy (2012) support this by stating that “Work package is the final product of the work breakdown structure .It is a collection of a series of related job or task, it is situated in the bottom of the work breakdown structure, something that is easy to be controlled by project team members. It is also the basis for subsequent management of projects and based on all the progress of the plan, quality management planning, cost planning, staffing is based on it is the smallest unit of project management” (p.684). The statements define the work packages as collecting the various job tasks often found at the bottom of the Work Breakdown Structure. The work package follows the following principles.

  • They are independently deliverable units that must be clear
  • Must be capable of explicit implementation 
  • They should have the shortest life cycle
  • They must have a relationship or otherwise correlate to other work packages
  • Should determine the budget’s actual cost, resources, and human resources needed for the project
  • They must be adaptable 

On the other hand, the Work Breakdown Structure must be linked to the project milestones. The milestones denote when stages or results are obtained after specific works have been completed (Devi & Reddy, 2012). Most often than not, the project milestones are directly linked to or with the project deliverables. Once the project reaches a particular milestone, the project team can reflect on the project’s summary. However, in case of any hurdles, the project team can effectively take the required remedial measures to alleviate the hurdles and risks linked to them. In retrospect, the project milestones help make specific team goals and compare them to the main project objectives and deliverables. They are increasingly simple and controllable, thereby facilitating the reduction of project risks. 

Consequently, the creation of the Work Breakdown Structure can be following the project duration. According to Devi and Reddy (2012), “Once we have gotten the first two levels set, it is time to launch into our decomposition or breakdown. Decomposition is the act of breaking down deliverables in to successively smaller chunks of work to be completed in order to achieve a level of work that can be both realistically managed by the Project Manager and completed within a given time frame by one or more team members. This level of breakdown and detail is called the Work Package. Work packages are the lowest level of the WBS and are pieces of work that are specifically assigned to one person or one team of people to be completed. This is also the level at which the Project Manger has to monitor all project work” (p.685). Since the Work Breakdown Structure helps set the first two levels and the decomposition of the project scope and deliverables to the lowest levels or elements, it inevitably defines the project duration. Devi and Reddy’s (2012) statements reveal this by describing the Work Breakdown Structure’s sequential processes.

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Emmanuel Addo
Founder
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Emmanuel Addo is the founder of the Young Global Leaders Network, an international non-governmental organization registered in six (6) countries namely, Ghana, United Kingdom, Nigeria, Sierra Leone, Democratic Republic of Congo, and South Sudan and has a membership strength of over 15,000 young black professionals, students, graduates, and aspiring leaders.

The organization also operates in 25 other African countries. Emmanuel also doubles as the chief convener and founder of the Young African Leaders Summit, one of the largest continental youth summits in Africa.  

Currently works at Kingston University as a Business Engagement Team Member in their Partnerships and Engagement Department. 

He characterizes energy, integrity, result-oriented, and ground-breaking service in each detail of strategic management, change management, stakeholder management, and leadership acquaintances.
Emmanuel owns a core background in Sociology and Psychology from the University of Ghana.

Leveraging his experience as a youth activist and a dynamic young man, Emmanuel founded the Young Global Leaders Network, a youth organization that comprises young diplomats, young politicians, and aspiring politicians, business/entrepreneurial business leaders with the aim of championing a mutual agenda for the African youth and promoting youth participation in governance as well as promoting entrepreneurial culture.
Emmanuel nurtures an environment of teamwork and has expertise in data collection and analysis as well as both quantitative and qualitative methods.

Emmanuel worked as an Associate Lecturer at the London College of Advanced Management where he delivered a wide range of business management courses that involved principles of marketing, leadership, operation management, and research methods. Emmanuel has always maintained high teaching and learning standards to ensure that his students’ stand out in academic achievements and successful progression. As a stout believer and passionate key player in volunteering; Emmanuel creates quality time to giving back gladly to his community what he has learned and to educate individuals with free consultancy on career development. He is a leader anyone would love to look up to and with great integrity, commitment, and passion to make the world a better place.
Emmanuel worked as Qualifications Manager at the Open University in the UK.

Emmanuel is also the founder of Kickstart Innovation Hub Ltd, the entrepreneurial hub of Young Global Leaders Network.