Question

what are the basic step to design and use the work breakdown structured (WBS)

Project management

Answer 1

Answer-

The following seven steps explain the design and use of the Work Breakdown Structure.
Step 1: A list of the task breakdown in successively finer levels of detail is created using information from the action plan. This process is continued until all meaningful tasks or work packages have been identified and controlled.
Step 2: Data relevant to the Work Breakdown Structure is identified for each such work package. The personnel and organizations responsible for each task are listed. A linear responsibility chart will be helpful to show who is responsible for what. This chart will also show the critical interfaces between units that may require special managerial coordination. The Project Manager can keep track of who must approve what and who must report to whom using this list.
Step 3: All the work package information should be reviewed with the individuals or organizations who have responsibility for doing or supporting the work in order to verify the Work Breakdown Structure's accuracy. Next, the resource requirements, schedules, and subtask relationships can be aggregated to form the next higher level of the Work Breakdown Structure and continued on to each succeeding level of the hierarchy. At the uppermost level, there should be a summary of the project, its budget, and an estimate of the duration of each work element.
Step 4: For the purpose of pricing a proposal, or determining profit and loss, the total project budget should consist of four elements:
(i) Direct budgets from each task as just described
(ii) An indirect cost budget for the project which includes general and administrative overhead costs, marketing costs, potential penalty charges, and other expenses not attributable to particular tasks.
(iii) A project contingency reserve for unexpected emergencies
(iv) Any residual which includes the profit derived from the project and which may on occasion be intentionally negative.
Step 5: Schedule information and milestone (significant) events should be aggregated into a projected baseline schedule. The projected baseline schedule integrates the many different schedules relevant to the various parts of the project. It is comprehensive and may include contractual commitments, key interfaces and sequencing, milestone events, and progress reports. In addition, a time contingency reserve for unforeseeable delays might be included.
Step 6: As the project is carried out step by step, the Project Manager can continually examine actual resource use, work element, work package, task, and so on up to the full project level. By comparing actual against planned resource usage at a given time, the Project Manager can identify problems, harden the estimates of the final cost, and make sure that relevant corrective actions have been designed and are ready to be implemented if necessary. It is necessary to examine resource usage in relation to results achieved because, while the project may be over budget, the results may be farther along than expected. Similarly, the expenses may be exactly as planned or even lower, but actual progress may be much less than planned. Control charts showing these earned values can be developed.
Step 7: Finally, the project schedule may be subjected to the same comparisons as the project budget. Actual progress is compared to scheduled progress work by work element, package, task, and complete project, to identify problems and take corrective action. Additional resources may be brought to those tasks behind schedule to expedite them. These added funds may come out of the budget reserve or from other tasks that are ahead of schedule.