First, thanks for all you do for the PM community. Your work is first class and your positive approach/attitude are second to none.

With that said, we’ll have to disagree on this topic. I’ve found it impossible to steer clear of using a phase-based WBS approach when so much of my work is life cycle based, thus inherently phase oriented.

With so many differing opinions (and strongly held ones at that!) and personal experiences, I’m inclined to believe that there is rarely a single right or wrong WBS for any project. That the WBS can be structured differently for any project,and still be “correct”. Use the format that your most competent with … and that best suits the job.

I know that one is sensitive, and you can see that Bill and John from earlier comments don’t necessarily agree with me either.

It’s a good point you make about the WBS suiting the job. I do have my own guidelines that I never break, but then again I can’t think of anything else I’m as dogmatic about as the way to do a WBS. It’s actually a bit strange since I’m very open to lots of approaches to just about everything else.

I picture the whole upper level of the WBS moving sideways through phases in the schedule. Phase-specific elements are called out underneath the deliverables and those may light up as the schedule moves on. That’s the way I’ve come to do things after trying both ways, but as you said it’s important to do what works best for you and helps you deliver successful projects.

I know that one is sensitive, and you can see that Bill and John from earlier comments don’t necessarily agree with me either.

It’s a good point you make about the WBS suiting the job. I do have my own guidelines that I never break, but then again I can’t think of anything else I’m as dogmatic about as the way to do a WBS. It’s actually a bit strange since I’m very open to lots of approaches to just about everything else.

I picture the whole upper level of the WBS moving sideways through phases in the schedule. Phase-specific elements are called out underneath the deliverables and those may light up as the schedule moves on. That’s the way I’ve come to do things after trying both ways, but as you said it’s important to do what works best for you and helps you deliver successful projects.

First, thanks for all you do for the PM community. Your work is first class and your positive approach/attitude are second to none.

With that said, we’ll have to disagree on this topic. I’ve found it impossible to steer clear of using a phase-based WBS approach when so much of my work is life cycle based, thus inherently phase oriented.

With so many differing opinions (and strongly held ones at that!) and personal experiences, I’m inclined to believe that there is rarely a single right or wrong WBS for any project. That the WBS can be structured differently for any project,and still be “correct”. Use the format that your most competent with … and that best suits the job.

In these informal environments, PMs may be struggling to gain initial knowledge of these tools themsleves or may be struggling to get use those tools effectively in a relatively unsupportive environment. In such cases, I think Josh’s approach has great merit.

By drawing a line around the WBS to focus on scope and deliverables through the project, I think you introduce a lot more opportunity for shared understanding of scope and impact of changes among both project team members and stakeholders. Further, by clearly separating scope tools from scheduling tools, you solved for me a lot of confusion I was left with even after certifying PMP. The one leads much more clearly to the other for me now, and the WBS has much more impact and leverage.

In these informal environments, PMs may be struggling to gain initial knowledge of these tools themsleves or may be struggling to get use those tools effectively in a relatively unsupportive environment. In such cases, I think Josh’s approach has great merit.

By drawing a line around the WBS to focus on scope and deliverables through the project, I think you introduce a lot more opportunity for shared understanding of scope and impact of changes among both project team members and stakeholders. Further, by clearly separating scope tools from scheduling tools, you solved for me a lot of confusion I was left with even after certifying PMP. The one leads much more clearly to the other for me now, and the WBS has much more impact and leverage.