Experience

We altered what was taught to us, we first struggled to balance the work because our project had a significant number of deliverables, processes, and time constraints. As soon as we learned the WBS, we realized we could utilize it to assist us in dividing the tasks into more manageable segments. However, we did not meticulously follow each step. We added more than three layers because we had many diversified outputs, as opposed to the work breakdown structure's defined three core activities. Although we did not strictly adhere to the work breakdown structure, it gave us a clear perspective of the requirements for each deliverable and the means required to achieve it. Because everyone could refer to it, this tool helped us avoid situations where we forgot what we needed to accomplish and avoided any confusion. Instead of stopping at three layers, we went on and chose to expand our task into further layers. This gave us more clarity on the tasks that we needed to perform.

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Here is how we do it:

1. COLLATE CRITICAL DOCUMENTS​

   • Identify critical segments containing project deliverables

2. IDENTIFY TEAM LEADER

   • Identify the potential team leader

   • Analyze the project segments and identify the deliverables

3. DEFINE ELEMENTS

   • Define the project elements, summarise deliverables 

   • Verify that the full project scope is summarized

4. DECOMPOSE PROJECT ELEMENTS

   • Decomposition is the first step in the process of breaking the deliverables into special lower-level deliverables

   • Continue to divide the task until a team member is in charge of each element's coverage

   • Consider whether any more deconstruction might help the project become more doable. The WBS is complete if the response from the team is "no."

5. GENERATE A GANTT CHART 

   • Break down the work packages into relevant activities

   • Set out a Gantt chart with the Work Breakdown Structure to better schedule and track our projects

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I have also included the WBS we did for our project!