A Big WBS for Tight Control
Do we get tighter control when we build a big work breakdown structure? Lots of executives think so. They like it when PMs drop the schedule on their desks and it makes a big thud. Their reasoning is that having lots of small tasks will let their PMs have lots of things to check on and so they'll spot problems instantly.
posted by Dick Billows, PMP, GCA @ 5:19 AM
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I agree-the longer the better. That's how you make sure that you've got all the requirements for the project. If you keep it shorter, you'll inevitably forget something. Also team members need a long WBS to tell them everything they need to do!
Longer is not what makes it better. WBS elements should be deliverable oriented and at a level adequate to realistically estimate the task.
I'd nhave to agree with the post that says WBS elements should be deliverable oriented, and at a realistic level. Defining the task to the nth degree may be required to manage a non-self-starting individual but I believe task definitions made to the nth degree are inherently demeaning as assuming all individuals are not capable of self-starting. As such it has the effect of losing buy-in from the team. No offense, but I believe long WBS are created primarily by PMs with experience at failing and wish to proactively define fault elsewhere when a line item isn't completeed on time. Unfortunately, as all will rest on the PM anyway, assuming all team members need their hands held via an overly detailed WBS often has the effect of causing the problems it's meant to reaolve.
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