WORK BREAKDOWN STRUCTURE:THE WORK BREAKDOWN STRUCTURE AND THE LEARNING ORGANIZATION

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THE WORK BREAKDOWN STRUCTURE AND THE LEARNING ORGANIZATION
Introduction

In addition to supporting division of labor and integration, the WBS–OBS framework is an effective tool for the accumulation, storage, and retrieval of information at the individual and organizational levels. By using templates of work breakdown structures as the project dictionary, it is possible to accumulate information about the actual cost duration and risks of project activities and work pack- ages. This information is the basis for a continuous learning process by which, from one project to the next, a database is developed to support better project planning and management as well as the training of individuals and groups. The next section discusses individual and organizational learning in the project environment.

WBS as a Dictionary for the Project

The division of labor among the parties participating in a project supports specialization. It is also an answer to the need to finish the project work content within a predetermined schedule, which is not determined by the amount of work to be performed. Due to the division of labor, it is possible to perform each part of the work content of the project by the best experts within the required time frame.

These benefits of the division of labor do not come for free—they carry the risks associated with integration. Integration of information, knowledge, and deliverables produced by the different work packages must be based on a common language to ensure a smooth and fault-free process. This common language is based on the WBS.

A well-planned WBS serves as a dictionary of a project. Because each work package is defined in terms of its work content, its deliverables, its required inputs (data, information, resources, etc.), and its relationship to other work packages within the WBS, all the stakeholders have a common reference or a common baseline. Furthermore, careful management of changes to the WBS throughout the project life cycle provides a continuous update to the project dictionary.

Learning a common language is easier if the same language is used over a long period of time and becomes a standard. Thus, organizations involved in similar projects should strive to develop a WBS template that can serve most of the projects with minor modifications. This is easier if the projects are repetitive and similar to each other. However, if there are major differences among projects, the WBS representing the project scope (as opposed to the product scope) can be standard- ized if the processes used for project management are standardized in the organization. Thus, by developing a standard set of project-management processes and supporting these standards by ap- propriate information technology tools, it is possible to standardize the project part of the WBS and make it easier to learn. A standard WBS ensures that project-management knowledge and practices are transferred between projects and become common knowledge in the organization.

Information Storage and Retrieval

The flow of information within and between projects is a key to the organizational learning process. Information generated in one project can serve other projects either by transferring people between the projects, assuming that these people carry information with them, or by a carefully planned method of information collection, storage, and retrieval. A library-like system is required to support the transfer of information, which is not based on human memory. A coding system that supports an efficient search and retrieval of information or data for the estimation of cost, duration, risks, and so on. is required. In the extreme, such a system can help the planner of a new project to identify parts of historical projects similar to the new project he or she is involved with. Such subprojects that were performed in past projects can serve as building blocks for a new project. A carefully planned WBS is a natural coding system for information collection, storage, and retrieval. Work packages performed on past projects can serve as templates or models for work packages in new projects if the same WBS is used.

Developing WBS templates for the types of projects performed by the organization enables a simple yet effective information storage and retrieval system to be developed. Even if some of the projects are unique, a good coding system based on WBS templates can help in identifying similar parts in projects, such as parts related to the project scope. The ability to retrieve complete work packages and use them as building blocks or parts of work packages and as input data for estimation models enhances the ability of organizations to compete in cost, time, and performance.

The Learning Organization

The transfer of information within or between projects or the retrieval of information from past projects provides an environment that supports the learning organization. However, in addition to these mechanisms, a system that seeks continuous improvement from project to project is required. This can be done if the life cycle of each project is examined at its final stage and conclusions are drawn regarding the pros and cons of the management tools and practices used. Based on a thorough investigation of each project at its completion, current practices can be modified and improved, new practices can be added, and, most importantly, a new body of knowledge can be created. This body of knowledge can, in turn, serve as a basis for teaching and training new project managers in how to manage a project right.

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