Appendix I
Process Plant Construction Work Breakdown Structure (WBS) Example
Process Plant Construction Project WBS
This is an example of an engineering-oriented WBS, rather than a contractor-oriented WBS, as the orientation is on the design of systems rather than on the startup and commissioning of systems. Communication between the engineering team and the construction/commissioning team needs to be very good to minimize problems during construction. In practice there can be problems when engineers design based on “Systems,” while the Crafts/Trades (Contractors) do their work by location and sequence.
It should be noted, however, that whether the WBS has a systems focus, a structure focus, or deliverable focus, the sequence of work is not the purpose of the WBS. The objective of the WBS is to ensure that the work required to complete the desired outcome and meet the project objectives has been captured completely and in enough detail to identify resources, assign responsibility, and set sequence.
Note that all branches of the WBS are not decomposed to the same level of detail. This could be due to a variety of factors. For example, a subcontractor might have responsibility for detailing one WBS element, or another WBS element might be detailed at a later point in the planning process.
1 WBS for Process Plant Construction Project
1.1 Plant System Design
1.1.1 Business requirements
1.1.1.1 System Engineering
1.1.1.2 Site Development
1.1.1.3 Civil Structures
1.1.1.4 Thermal Systems
1.1.1.5 Flow Systems
1.1.1.6 Storage Systems
1.1.1.7 Electrical Systems
1.1.1.8 Mechanical Systems
1.1.1.9 Environmental Systems
1.1.1.10 Instrumentation and Control Systems
1.1.1.11 Auxiliary Systems
1.1.1.12 Security Systems
1.1.2 Process Models
1.1.2.1 System Engineering
1.1.2.2 Site Development
1.1.2.3 Civil Structures
1.1.2.4 Thermal Systems
1.1.2.5 Flow Systems
1.1.2.6 Storage Systems
1.1.2.7 Electrical Systems
1.1.2.8 Mechanical Systems
1.1.2.9 Environmental Systems
1.1.2.10 Instrumentation and Control Systems
1.1.2.11 Auxiliary Systems
1.1.2.12 Safety systems
1.2 Construction
1.2.1 Site Development
1.2.2 Civil Structures
1.2.3 Thermal Systems
1.2.4 Flow Systems
1.2.5 Storage Systems
1.2.6 Electrical Systems
1.2.7 Mechanical Systems
1.2.8 Instrument and Control Systems
1.2.9 Environmental Systems
1.2.10 Temporary Structure
1.2.11 Auxiliary Systems
1.2.12 Safety Systems
1.3 Legal and Regulatory
1.3.1 Licensing (Non-Government)/Permitting (government)
1.3.1.1 Licensing (Non-Government)
1.3.1.1.1 Roofing, Gutters, Insulation
1.3.1.1.2 Electric
1.3.1.1.3 Plumbing
1.3.1.1.4 Commercial Signs
1.3.1.1.5 Elevators
1.3.1.1.6 Steam/Hot Water Boilers
1.3.1.1.7 Air Conditioning
1.3.1.1.8 Commercial Fire Suppression Systems
1.3.1.1.9 Forced Air Furnaces/Ventilation
1.3.1.1.10 Water Heaters and Gas Lines
1.3.1.2 Permitting (Government)
1.3.1.2.1 Application
1.3.1.2.2 Acceptance Criteria
1.3.1.2.3 Issuance of License
1.3.2 Environmental Impact
1.3.2.1 Preliminary Assessment
1.3.2.2 Impact Review
1.3.2.3 Magnitude Assessment
1.3.2.4 Mitigation Plan
1.3.3 Labor Agreements
1.3.3.1 Agreement
1.3.3.2 Collective Bargaining
1.3.3.3 Agreement Finalization
1.3.4 Land Acquisition
1.3.4.1 Available Property
1.3.4.2 Local Government Zoning Rights/Restrictions
1.3.4.3 Price Comparisons
1.3.4.4 Professional Survey
1.3.4.5 Financing
1.3.5 Other Legal/Regulatory Requirements
1.4 Testing
1.4.1 System Test
1.4.1.1 System Test Plans and Procedures
1.4.1.2 System Testing
1.4.2 Acceptance Test
1.4.2.1 Acceptance Test Plans
1.4.2.2 Acceptance Testing
1.4.2.3 Formal Acceptance
1.5 Startup
1.6 Project Management
Note: PMI Project Management Standards Open Working Session volunteers at PMI's ’99 Seminars & Symposium originally created this WBS example. It has been subsequently updated as part of the development of this release of the Practice Standard.
This WBS example is illustrative only and is intended to provide guidance to the reader. No claim of completeness is made—for any specific project, the example may be complete or incomplete. All examples reflect the quality principles expressed in this Practice Standard. As expressed in the PMBOK® Guide—Third Edition “the project management team is responsible for determining what is appropriate for any given project” (Project Management Institute 2004).