The organisational structure for the undertaking.

Typically, organisation charts illustrate the structure

of a company (who reports to whom, how communication channels develop, who is responsible for
which department, etc.). A WBS offers a comparable logical structure.

A structure for a project that identifies the critical elements (tasks) that require attention, the various
subtasks, and the logical progression from activity to activity.

It generates the logic for monitoring costs, schedule, and performance requirements for each project
element. Each activity identified in the WBS can be designated its own budget and performance
expectations. This is the initial phase in establishing a thorough method for project management.

It can be used to communicate the status of an undertaking. After identifying tasks and assigning
responsibility for attaining task objectives, you can determine which tasks are on track, which are
urgent and pending, and who is accountable for their status.

It can be used to enhance project-wide communication. The WBS not only specifies how to divide
the project into distinct components, but also illustrates how those components fall into the overall
scheme of development. As a result, team members are aware of how their component factors into
the project, who is responsible for providing them with upstream work, and how their activities will
impact subsequent tasks. This structure increases the motivation for communication within the
project team, as members strive for seamless activity transitions.

It illustrates how the undertaking will be administered. The general structure of the project reveals
the primary focus that project management will assume. For instance, is the focus of the project the
creation of a deliverable (new product) or the enhancement of a process or service (functional
efficacy) within the organisation? In any case, the WBS provides logic for the control approach and
the most suitable control methods.

Let's demonstrate the WBS with a simplified example