Identifying Project Works through a Work Breakdown Structure (WBS)

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Every successful BPR initiative starts not with a vision, but with a breakdown. The BPR work breakdown structure transforms abstract process goals into measurable, accountable tasks. I’ve led more than 70 re-engineering projects—some successful, some stalled—and the difference always comes down to whether the team could clearly define what “done” looks like at the task level.

Think of the WBS as the blueprint for execution. If the to-be process diagram shows the destination, the BPR work breakdown structure shows the road. It’s not about over-documenting—it’s about clarity, ownership, and traceability. Without it, even the best redesigns become lost in execution.

This chapter walks you through building a robust BPR work breakdown structure, linking process changes directly to executable work items. You’ll learn how to use Visual Paradigm’s tools to visualize, assign, and track tasks—ensuring no critical step is missed.

Why the WBS Is the Most Overlooked Tool in BPR

Too many teams skip the WBS, assuming that “we already have the process diagram.” But a diagram shows flow. A WBS shows responsibility.

Real-world insight: In a financial services BPR project, we mapped a 12-step loan approval process. The to-be model was clean, but the execution team had no idea who was responsible for testing the automated credit check rule or updating the compliance registry. The WBS resolved this in one session.

The WBS isn’t a side task—it’s the bridge between design and delivery. Without it, re-engineering becomes a theoretical exercise. With it, even complex transformations become manageable.

Key Principles of a Strong BPR Work Breakdown Structure

Break down until you can assign ownership—no task should be “administer” or “review.” Who? What? When?
Work packages should be independent—no overlapping responsibilities that create ambiguity.
Each task must align to a specific process change—no generic “improve system” tasks.
Use measurable deliverables—instead of “update documentation,” say “submit revised onboarding guide to legal for approval.”
Stop when the work is small enough to estimate—typically 8 hours or less of effort.

From To-Be Process to WBS: A Step-by-Step Breakdown

Let’s say your to-be process includes automating invoice approvals. The next step isn’t to assign someone to “do automation.” It’s to break that goal into discrete, trackable tasks.

Step 1: Identify Major Deliverables from the To-Be Process

Start by extracting high-level outcomes from your redesigned workflow. These become the top-level WBS levels.

WBS Level	Deliverable
1.0	Automated invoice approval system
1.1	Define approval rules and thresholds
1.2	Integrate with ERP and accounting systems
1.3	Develop UI for submission and tracking
1.4	Test and validate with sample invoices

Step 2: Decompose into Actionable Tasks

Now break each deliverable into smaller, assignable tasks. Use the 80/20 rule—focus on the 20% of work that delivers 80% of the outcome.

For example, under 1.1 Define approval rules and thresholds:

1.1.1 Interview finance leads on current approval logic
1.1.2 Draft rule matrix for invoices under $10k, $10k–$50k, and over $50k
1.1.3 Obtain compliance sign-off from legal and audit teams
1.1.4 Finalize and document approval thresholds in system

Each task now has a clear owner, due date, and success criteria.

Step 3: Link Tasks Back to Process Changes

One of the most powerful aspects of WBS for process re-engineering is traceability. Every task should map back to a specific change in the to-be diagram.

For example:

Task 1.1.1 → “Approval Rule Logic” in BPMN diagram
Task 1.3.1 → “Submit Invoice” gateway and “Send to Approver” subprocess

Visual Paradigm’s BPR Canvas lets you link these directly. Right-click a task and select “Trace to BPMN” to see which process element it supports.

Using Visual Paradigm to Manage and Visualize the WBS

Manual WBSs become overwhelming fast. That’s where Visual Paradigm shines.

Key Features for BPR Task Planning

Drag-and-drop WBS tree—build your structure visually, then assign resources and deadlines.
Integration with BPMN—each task can be linked to a specific activity or gate in your to-be model.
Progress tracking—color-code tasks as complete, in progress, or delayed. View status at a glance.
Dependency mapping—set task order (e.g., “Approval rules must be signed off before integration begins”).

I’ve used this in a retail BPR project where a delayed system integration would have derailed the whole rollout. Because we had a visual WBS with dependencies, we flagged the risk three weeks early.

Best Practice: The WBS Checkpoint

Before finalizing your WBS, run this checklist:

Is every task assigned to a single owner?
Can the task be completed in less than one workweek?
Does it directly support a change in the to-be process?
Is there a clear success criterion?
Are dependencies documented?

If any answer is “no,” revisit the task. A weak WBS undermines the entire BPR effort.

Common Pitfalls in BPR Task Planning

Even experienced teams fall into traps. Here’s what to avoid:

Too few levels—“Implement automation” is not a task. It’s a goal. Break it down.
Overly granular tasks—tasks with fewer than 15 minutes of work aren’t worth tracking.
Missing dependencies—e.g., designing the UI before the data model is finalized.
No clear end state—“Update documentation” is ambiguous. “Submit final version to the knowledge base by Friday” is measurable.

When I ran a BPR initiative in healthcare, a team skipped the WBS and just said, “We’ll fix the enrollment process.” Three months later, nothing was complete. We restructured it into 42 tasks—each tied to a BPMN element. Within two weeks, we had a working prototype.

Final Thoughts: The Courage to Break Down

The most powerful act of change isn’t inventing a new flow—it’s having the discipline to break it into steps so small that no one can claim “I don’t know what to do.”

The BPR work breakdown structure isn’t a formality. It’s the first real test of your team’s ability to execute. If you can’t define the work, you can’t deliver the transformation.

Use the WBS for process re-engineering not to control, but to clarify. Use BPR task planning not to over-document, but to empower. And never forget: the most radical change starts with the smallest, most concrete task.

Frequently Asked Questions

How deep should a BPR work breakdown structure go?

Until tasks are small enough to assign to one person, complete in under a week, and have a clear success criterion. The general rule: if you can’t estimate it in one workday, it’s too big.

Can I use WBS for process re-engineering in agile environments?

Absolutely. Treat the WBS as your backlog. Break tasks into sprints. Use Visual Paradigm to link each sprint’s deliverables back to the to-be process. The WBS remains your backbone, even when delivered incrementally.

How do I handle cross-functional tasks in the WBS?

Assign one owner per task, even if others are involved. Use “Lead:” and “Support:” columns in your WBS. The lead is accountable. Support roles are contributors. This prevents ownership gaps.

What if the WBS doesn’t match the to-be process?

Revisit your to-be model. If the WBS doesn’t reflect the process, either the model is incomplete, or the WBS is misaligned. Re-link every task to its process element.

How do I ensure the WBS stays updated during execution?

Update it after every status review. Use Visual Paradigm’s real-time collaboration features. Any change to the process model should prompt a WBS review. Keep the WBS a living document.

Is the WBS the same as a Gantt chart?

No. The WBS is about what needs to be done. The Gantt chart shows when and in what order. Use the WBS as the foundation for your Gantt chart. Visual Paradigm connects both automatically.