WMBA 6620 Week 4 Work Breakdown Structure Example

Course	WMBA 6620 Practices in Project Management
Week	Week 4
Paper type	Work breakdown structure
Length	About 830 words, 6 pages
Format	APA 7 student paper
School	Walden University
Program	Master of Business Administration (MBA)
Updated	October 2026

Free sample paper for WMBA 6620 Week 4

Work Breakdown Structure for Line 2: Eight Deliverables, Thirty-One Work Packages Written as Tasks Someone Can Own, a Numbering Scheme That Runs Through Every Element and One Dictionary Entry in Full

Student Name

Walden University

WMBA 6620: Practices in Project Management

Instructor Name

Month Day, Year

What this page is doingThe title counts the elements and promises packages a person can own, which is where a breakdown either works or fails.

Work Breakdown Structure for Line 2: Eight Deliverables, Thirty-One Work Packages Written as Tasks Someone Can Own, a Numbering Scheme That Runs Through Every Element and One Dictionary Entry in Full

How the Breakdown Is Organized

This work breakdown structure decomposes Line 2, the second sandwich bread line that Harvest Lane Bakery (a composite Wisconsin wholesaler) is adding to its plant. It has three levels. Level 1 is the project. Level 2 holds the eight deliverables from the scope statement, plus project management. Level 3 holds work packages: pieces of work small enough for one owner to estimate, schedule and deliver, usually between one and six weeks of effort. Every element carries a number that will appear in the schedule, cost estimate and status reports, so any line in those documents can be traced back here.

The second level is organized by deliverable rather than by department or phase. Globerson (1994) showed that the way a breakdown is structured shapes how a team conceives the project, and a deliverable-based structure keeps attention on what the sponsor will receive. It also follows the 100 percent rule described in the Project Management Institute's practice standard (Project Management Institute, 2019): whatever sits beneath an element must account for every bit of that element's work and nothing outside it.

What this page is doingThe organizing logic is stated first, so a reader can see why the second level holds deliverables rather than departments.

The Breakdown

1 Line 2 project

1.1 Project management

1.1.1 Integrated plan and approved baseline. Owner: project manager.

1.1.2 Risk register and weekly risk review. Owner: project manager.

1.1.3 Status reporting and sponsor reviews. Owner: project manager.

1.1.4 Contract administration for vendors and contractors. Owner: purchasing manager.

1.2 Renovated north bay

1.2.1 Remove old racking and stored equipment. Owner: maintenance supervisor.

1.2.2 Repair floor slab and install sanitary floor coating. Owner: general contractor.

1.2.3 Install wall panels and washable ceiling. Owner: general contractor.

1.2.4 Extend floor drains and connect to plant sewer. Owner: plumbing contractor.

1.2.5 Building inspection and sanitary walk-through. Owner: food safety manager.

1.3 Utility service upgrades

1.3.1 Gas service line upgrade. Owner: gas utility, coordinated by plant engineer.

1.3.2 Electrical service and distribution panels. Owner: electrical contractor.

1.3.3 Compressed air extension. Owner: maintenance supervisor.

1.3.4 Utility testing and certification. Owner: plant engineer.

1.4 Production equipment procurement

1.4.1 Final specifications and vendor selection. Owner: plant engineer.

1.4.2 Purchase orders and payment milestones. Owner: purchasing manager.

1.4.3 Factory acceptance test at the oven vendor. Owner: plant engineer.

1.4.4 Freight and delivery scheduling. Owner: purchasing manager.

1.5 Installed production equipment

1.5.1 Set and anchor mixer, divider and proofer. Owner: equipment vendor installer.

1.5.2 Assemble and connect tunnel oven. Owner: oven vendor installer.

1.5.3 Install cooling spiral and slicer-bagger. Owner: equipment vendor installer.

1.5.4 Install conveyors, guarding and emergency stops. Owner: maintenance supervisor.

1.6 Commissioned and validated line

1.6.1 Installation qualification for each machine. Owner: maintenance supervisor.

1.6.2 Dry runs and production dough trials. Owner: production supervisor.

1.6.3 Bake step and metal detection validation. Owner: food safety manager.

1.6.4 Food safety plan update and approval. Owner: food safety manager.

1.7 Trained workforce

1.7.1 Recruit and hire 24 operators and two technicians. Owner: human resources manager.

1.7.2 Classroom and station training. Owner: production supervisor.

1.7.3 Written tests and practical sign-offs. Owner: production supervisor.

1.8 Handover package

1.8.1 Operating, sanitation and maintenance procedures. Owner: plant engineer.

1.8.2 Spare parts stock and warranty file. Owner: maintenance supervisor.

1.8.3 Handover sign-off with the plant manager. Owner: project manager.

Sample Dictionary Entry

1.6.3 Bake step and metal detection validation. Description: prove that the new oven brings every loaf to the safe internal temperature set in the food safety plan and that the metal detector rejects standard test pieces. Owner: food safety manager. Inputs: installed and commissioned oven and metal detector (1.5.2, 1.6.2). Work: run a twelve-loaf temperature sample at each corner and the center of the oven belt on three production runs; run the three standard test pieces through the detector ten times each. Output: signed validation report. Estimated effort: 40 hours over two weeks. Acceptance: every loaf reaches the set temperature; every test piece is rejected.

What this page is doingOne dictionary entry is shown in full to demonstrate what each package will carry.

What the Breakdown Leaves Out

The breakdown contains only work inside the approved scope. It has no element for new recipes, Line 1 changes or warehouse expansion, all of which the scope statement excludes. It also leaves out ongoing production after handover, which belongs to the plant. If later work appears that has no home in this structure, that is a sign of a scope change, and it will go through change control rather than being added silently.

How the Breakdown Will Be Used

The schedule will draw its activities from the 31 work packages, keeping their numbers. The cost estimate will price each package. Status reports will track progress against the same numbers. Together with the scope statement and the dictionary, this structure forms the scope baseline that later change requests are measured against (Project Management Institute, 2021). Because every package has a single owner, the weekly review can ask one person about each late item rather than discussing work in general.

References

Globerson, S. (1994). Impact of various work-breakdown structures on project conceptualization. International Journal of Project Management, 12(3), 165-171. https://doi.org/10.1016/0263-7863(94)90032-9

Project Management Institute. (2019). Practice standard for work breakdown structures (3rd ed.).

Project Management Institute. (2021). A guide to the project management body of knowledge (PMBOK guide) (7th ed.).

What the WMBA 6620 Week 4 instructions ask for

The work breakdown assignment asks students to decompose a project into deliverables and work packages. Instructors expect an indented outline or chart, usually three levels deep, with a numbering scheme throughout. Level one holds the project, level two holds five to eight deliverables or phases and level three holds work packages. The packages are where the document succeeds or fails: each should be a specific task an owner can estimate and deliver, not a vague label such as development. Each package carries a code and an owner role. Many papers include a dictionary entry showing the detail behind one package, and a note on what the structure excludes. The breakdown should also make clear how its numbers will appear in the schedule, the cost estimate and status reports, so the whole plan shares one structure.

How this WMBA 6620 Week 4 example is built

The paper explains the three levels and the deliverable-based organization, citing Globerson on how structure shapes thinking and the PMI practice standard's 100 percent rule. The outline lists eight level-two elements and 31 work packages, each with an owner role, covering project management, renovation, utilities, procurement, installation, commissioning, workforce and handover. A full dictionary entry for bake step validation gives description, owner, inputs, work, output, effort and acceptance. A section lists excluded work and explains how new work signals a scope change. A final section shows how the schedule, estimate and reports will use the numbers, citing the PMBOK Guide on the scope baseline. Margin comments flag the organization and the dictionary entry.

WMBA 6620 Week 4 rubric: what earns full marks

Graders reward a breakdown with a consistent numbering scheme and work packages specific enough to estimate and assign. Organizing level two by deliverable, and explaining that choice, shows understanding. Each package should have an owner. Respecting the 100 percent rule, with no missing or extra work, carries weight. A dictionary entry demonstrates the detail behind packages. Explaining how the breakdown connects to the schedule and estimate shows integration. Numbering that lets a reader find any work package from the dictionary in a few seconds is the practical test most graders apply. Breakdowns that state what they exclude, and treat new work as a possible scope change, show mature control.

WMBA 6620 Week 4 help: mistakes that cost marks

Lift the deliverables straight out of your scope statement and let each one become a level-two branch. Under each, list the pieces of work needed to produce it, each small enough for one person to own and estimate. Number everything consistently. Check that the children of each element add up to exactly its work. Students often lose marks by organizing by department, by writing packages as vague labels or by omitting owners. Another frequent gap is including work the scope statement excludes. Write one dictionary entry in full to test your packages. If you would like a custom sample work breakdown for your project, send us its deliverables.

Get a WMBA 6620 Week 4 example written to your instructions

Two files get this moving, the breakdown assignment and its rubric, plus the scope statement if one exists already. A coded chart with its dictionary lands in 24 to 48 hours, the first one free. Say whether a chart, an indented outline or software output is expected, since the format changes what gets delivered.

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WMBA 6620 Week 4 questions, answered

Where can I find a free WMBA 6620 Week 4 sample paper?

The work breakdown for the bakery's new line, with its numbered dictionary, is shown in full below the facts table.

How many work packages are there?

Thirty-one, under eight deliverables plus project management.

Why is level two organized by deliverable?

To keep attention on what the sponsor receives, following the 100 percent rule.

What does the dictionary entry include?

Description, owner, inputs, work, output, effort and acceptance for bake step validation.

What does the breakdown leave out?

Excluded scope such as new recipes, Line 1 changes and ongoing production.