DoD has traditionally required a work breakdown structure (WBS) on programs that includes both product and services components apparently based on the belief that this is the only way to account for all program cost elements. The author maintains, and supports in this paper, that not only is it possible to capture all program work under a product-only WBS but that it will encourage better program planning, more manageable programs, and a more efficient transform between an enterprise identity and the needs of all programs within the enterprise.
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