THE WBS IN THE GOVERNMENT SECTOR VERSUS THE WBS IN THE PRIVATE SECTOR

In most respects, there is no difference in the use of the WBS on government and nongovernment projects. The principles are the same, whether the projects are performed in-house or are outsourced. The use of contractor or subcontractor labor to complement or supplement existing labor requires the same skills and tools that are required when performing the work in-house; the project manager must still manage day-to-day work performance to achieve project objectives within the time, resource, and quality constraints.

The use of the WBS is essential when major government projects must be approved by the Office of Management and Budget (OMB) or when the projects are to be contracted out and the government project manager must develop the work statement, specifications, schedule, and budget, as well as participate in the formal acquisition process. In addition, with the OMB requirement for use of the earned value management systems (EVMS), it is essential that an effective WBS be developed as a basic framework for an EVMS.

The government or large enterprise project manager frequently has two roles: (1) to plan and manage the work of the basic organization, and (2) to specify and manage the work of contractors or other organizations. Both roles require an effective WBS.

The fundamentals of developing a WBS can be applied to any project, whether the deliverable is a product, service, or result.