Foreword

One of the most significant contributions to management theory and practice has been the development of the field of project management, which evolved from work in the 1960s by the Department of Defense, the aerospace industry, and the construction industry. Many different tools to assist project managers resulted from these early efforts. These tools, which include the work breakdown structure (WBS) network planning algorithms known as PERT, CPM, and PDM, and project management software, have significantly improved the ability to develop effective plans and schedules, which is essential for excellence in project management.

Dr. Gregory T. Haugan participated actively from the beginning in the development of project management. Dr. Haugan was the Martin Marietta representative to the DoD/NASA PERT/cost working group in the early 1960s, when the body of knowledge in project management began to be documented. Work by this group subsequently led to the U.S. Air Force publication in 1963 of a PERT/cost system description manual that included a section identifying the WBS as one of the key concepts for successful project management.

Dr. Haugan also was co-chairman and one of the speakers at an American Management Association program on PERT/cost in 1964. This meeting was one of the first in which a WBS was developed and was discussed as being instrumental for effective project management.

Since projects are managed to meet stated requirements, successful project management requires starting the project on the correct path. Developing a comprehensive WBS to serve as the framework for the entire project is the only way to do this. In concept this is easy, but in practice it is more difficult because project managers and planners do not approach the concept with a full understanding of the WBS, the discipline required, and how to develop and use it. In fact, many are not even aware of the principles involved.

This timely book provides comprehensive insights into the development and application of the WBS, as well as the details of the WBS and principles for its use. Dr. Haugan’s many years of practical experience make him eminently qualified to write such a book, and when reading it, you will see that he practices what he preaches.

Dr. Haugan presents several new concepts regarding different types of WBS structures for projects involving new product development, services, and results, and different types of WBS elements designed to describe different types of work.

This book is important for project managers and planners who wish to get their projects started right and need to know how best to proceed. I am confident you will benefit from reading it, and it will serve as a critical reference and guidebook for your future work in project management.

Dr. Ginger Levin