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The Work Breakdown Structure, usually shortened to WBS, is a tool project managers use to break projects down into manageable pieces. It is the start of the planning process and is often called the 'foundation' of project planning. 工作分解结构，通常简写为WBS，是项目经理用来将项目分解成若干可管理部分的项目管理工具。WBS，是项目规划过程的开始，也通常被称之为项目规划的基石。 Most project professionals recognise the importance and benefits of a WBS. 绝大多数项目专业人员已经认识到了WBS的重要性与好处。 A WBS is a hierarchical decomposition of the deliverables needed to complete a project. It breaks the deliverables down into manageable work packages that can be scheduled and have costs and resources assigned to them. As a rule, the lowest level should be two-week work packages. Another rule commonly used when creating a WBS is the 8/80 rule. This rule says no single activity should be less than 8 hours, or greater than 80 hours. WBS，是对完成某个项目所需的方案的层级分解，其将方案分解成可管理的工作细目，这些工作细目可以被规划，并且有成本和资源分配进去。一般来说，最低的工作细目应该是两周的工作细目。创建WBS时，常用的另一个规则是8/80法则。这条法则说的是，没有一项活动应该少于8小时，或者大于80小时。 A WBS is deliverables based; meaning the product or service the customer will get upon the project's completion. There is another tool called a Product Breakdown Structure (PBS), which comes before the WBS and breaks a project down into outputs (products) needed to complete the project. WBS，是基于方案的，意味着客户将在项目完成时得到产品或者服务。还有另一种被称为产品分解结构（PBS）的工具，在WBS之前，它将某个项目分解成完成项目所需的输出（产品）。 ● ● ●
These are some of the benefits of a WBS: 以下是WBS的一些好处： -Provides a solid foundation for planning and scheduling 为项目规划与计划提供坚实的基础。 -Breaks down projects into manageable work packages 将项目分解成可管理的工作细目。 -Provides a way to estimate project costs accurately 提供准确评估项目成本的方法。 -Makes sure no important deliverables get forgotten 确保没有重要的项目方案被遗忘。 -Helps a project manager with resource allocation 以资源分配帮助到项目经理。 -Provides a proven and repeatable approach to planning projects 为规划项目提供了经过验证，并可重复的方法。 -Provides an ideal tool for team brainstorming and for promoting team cohesion 为团队头脑风暴和提升团队凝聚力提供了理想的工具。 ● ● ●
There are three inputs to the WBS process: WBS过程3大输入如下： 1.Project Scope Statement: Detailed description of the project's deliverables and work needed to create them 陈述项目范围：项目方案详细描述，创建WBS所需做的工作 2.Statement of Requirements: Document detailing the business need for the project and describing the deliverables 陈述项目要求：记录项目方面详细的业务需求，并描述方案 3.Organisational Process Assets: The organisations policies, procedures, guidelines, templates, plans, lessons learned, etc. 组织过程资源：组织政策、程序、指导方针、模板、计划、经验教训，等等。 These items give you and your team all the information needed to create the WBS. You'll also need a WBS template. 以上这些，将为你和所在的团队创建WBS提供所需要的所有信息。当然，你还需要WBS模板。 ● ● ●
There are four outputs from the WBS process: WBS过程的4大输出如下： 1.Work Breakdown Structure (WBS): Deliverables based decomposition of the total project scope 工作分解结构（WBS）：基于整个项目范围的方案分解 2.WBS Dictionary: Accompanying document describing each WBS element WBS术语大全：描述每个WBS要素的相应文档 3.Scope Baseline: The Project Scope Statement, WBS and WBS Dictionary 项目范围基准：陈述项目范围、工作分解结构，以及工作分解结构术语大全 4.Project Documentation Updates: Changes and additions to project documentation 项目文档更新：项目文档的变更和补充 |
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WBS是什么？
