Project management plays an important role in the success of a project. For proper management, work breakdown structure (WBS) is the key activity. Dividing a project's tasks into a number of subtasks and making them simple to solve is called a work breakdown structure. In wbs tasks are hierarchically broken down into subtasks. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an original essay The project manager is responsible for developing a work breakdown structure. The project manager divides the project into high-level activities or categories which lead to the subdivision of the high-level activities. The work breakdown structure is developed by identifying the main function of that project as high-level tasks and dividing them into subfunctions based on the requirements. In the process of breaking functions, one main function can have 10 sub-functions, and another main function can have 20 sub-functions. There are no predefined rules on how to classify or divide the project. In WBS, the deliverable can be a thing, a service, or an activity. WBSs fundamentally focus on deliverables rather than methods. wbs helps the project team remove unwanted elements to achieve the goal. The WBS can be displayed in many forms such as tree structure, lists, tables and outline. It depends on the perception of the project team. The work breakdown structure has many benefits, including organizing a project. Estimating time and budget can be done using the work breakdown structure. An estimated budget is mentioned for each major function at the top of the WBS. Likewise, activities are planned to complete the project in good time. At the beginning of project work, each task is monitored to know the budget and time taken to complete it. Incorrect estimates are recorded to improve the WBS considering the problems of the latest projects. The WBS also helps identify potential risks. If the structure has one main function and is not defined correctly, then it should be recorded in the project log and reviewed during execution. The WBS helps in accurately assigning responsibilities at project time. It leads to balancing the workload among teammates, so that there is no conflict or inequality among team members. The WBS describes the scope of the project in a simple way. so that stakeholders can understand the internal structure of the project. The WBS helps indicate milestones and checkpoints. 100% Rule: This rule states that the work breakdown structure includes 100% of the tasks to meet the project objective and scope. This rule runs at all levels of the hierarchy. It applies to the amount of activity performed per activity. Mutually exclusive elements: There should be no overlap in scope for each element of the WBS, otherwise this will lead to the creation of ambiguity. Ambiguity will lead to duplication of deliverables and will also lead to incorrect budget estimation. Plan outcomes, not actions: The WBS should focus on deliverables rather than activities. It should be a results-oriented WBS. this rule. This leads to the removal of unwanted elements from the project. Level of detail: The first is the “8 hour rule” which explains that the lowest level of activity should take no more than 80 hours. The second rule of thumb explains that no activity should take longer than a single period of.