Figure 8. Create Work Breakdown Structure (WBS): Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 125. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.
In support of the final objective, each WBS deliverable is broken into activities that can be scheduled, estimated, monitored, and controlled. Through a technique known as decomposition, inputs from the scope management plan, scope statement, requirements, environmental factors, and organizational process assets, are broken into more management activities for creation of the WBS, scope baseline, WBS dictionary. Updates to this process require the use of a formal change control process.
PMGT 611 2.2 PM Crosstalk: As an input, an organizations culture plays an integral roll in their operation and is considered to be an asset. This assignment examines the organizational cultures of two prominent U.S. based companies.
PMGT 614 2.5 WBS: As a tool, Work Breakdown Structure views provide a graphical representation of the work breakdown structure and aid in project decomposition.
PMGT 614 3.4 WBS Dictionaries: As a tool, WBS dictionaries provide a means of breaking down (decomposing) each activity/deliverable to its finite needs. This activity provides an indication of the type of template a PM might use to support the project schedule, cost estimation, and manpower utilization.