“[…]Organizations dealing repeatedly with projects will soon develop templates of Work Breakdown Structures (WBS) holding the most current tasks and milestones. These canvasses speed up somewhat the project initiation and ensure some degree of standardization.
Over time though, the copy-pasting from one project to the next, the addition of “improvements” and requirements as well as countermeasures to problems kind of inflate the templates and the projects. This, in turn, extends the project’s duration as every additional task not only adds its allocated time to completion, but also the safety margin(s) the doer and/or project manager will add on top.[…]”
Sourced through Chris Hohmann
Michel Baudin‘s comments:
The project management literature astonishingly fails to provide guidance on the art of breaking a project down into tasks. The “Body of Knowledge” tells you what a Work Breakdown Structure (WBS) should look like but not how you actually break a project down into meaningful pieces, whether it is a dinner party, the construction of a bridge, or a moon shot. For a manager who has to make a plan, this makes templates irresistible: instead of thinking, you just fill in the blanks.
Chris’s questions are certainly relevant but I would like to go further and propose a few rules for generating a WBS.