Work Breakdown Structure and Activity List Workshops

Today’s Agenda Converting Project Charters and Scope Statements into Work Plans Creating a Work Breakdown Structure – The “Nouns” Creating an Activity List – The “Verbs” Next Steps

Nouns & Verbs (or . . .converting project charter and scope statement into work plans)

Converting Charters into Work Plans From the project charter and scope statement, create a Work Breakdown Structure (WBS) From the WBS, identify the activities needing completion From the activity list, develop a network diagram, identifying the sequence of activity completion From the network diagram, develop a preliminary project schedule and assign resources Iterate the above with key stakeholders until acceptance (a set of baselines) is agreed upon. Our Focus Today You Your WBS Our Focus Next Week

Nouns & Verbs Nouns Verbs =

The Work Breakdown Structure (WBS) The WBS = your “Nouns” WBS = The things being delivered Hierarchical representation of work elements needing completion—deliverables themselves or deliverable components Single most important tool in scope definition, scope control, and communications “Divide and Conquer”

The Noun Workshop Goal Materials: Develop hierarchical definition of the project Materials: Sticky Notes Tape Wall Faith . . . that in lieu of a perfect project definition you, your teammates, and your customer will iterate the WBS to a satisfactory conclusion You’ve gone deep enough in the hierarchy when: Bottom level work—the work package level—requires ~ 8 to 80 total hours to complete

WBS Template

Tips for Creating the WBS Start with the major work of the project first (top down) This is level 1, then proceed downward; this level establishes the framework for the entire project so be smart here Figure out if the project is analogous to something else and cherry-pick the approach to the project Use the Internet or other available expertise If you’re tempted to think at the activity level (bottom up), that’s ok Find a common theme to multiple activities, then convert to one or more nouns Start an Open Items log now No “Gold Plating” Make sure to complete the work necessary to achieve the level of scope, quality, time and cost expected, no more and no less 100% Rule Child elements within a single parent element should represent 100% of the work envisioned in the parent Continually ask: “What work is missing”? All projects should include “Project Management” as a Level 1 work package

The Activity List Activities = your “Verbs” List of things to do to complete the work packages Feeds into activity sequencing (network diagrams), scheduling, and resourcing process Have durations, owners, and specified outputs An activity should not be performed within your project unless it is specified Note: Activities are defined only at the lowest level of the WBS

The Verb Workshop Goal Materials: = Goal Capture as many project activities as possible Materials: Stickies Tape Wall Faith . . . that in lieu of a perfect project definition you, your teammates, and your customer will iterate the WBS to a satisfactory conclusion Reminder: Activities should be placed only below the lowest level of your WBS

Activity Template (Work Package)

Tips for Activity Definition Look Out!! You will likely find a need for additional WBS elements through the activity definition process All activities must fit logically into the WBS Identify good opportunities to insert major milestones, which are defined as zero-duration activities Indicates that a major block of work has been completed. Milestones are also good status reporting mechanisms when talking to customers Consider strongly the role that quality and risk should play in activity definition Update your Open Item log with issues Exclude incidental or trivial activities

Next Steps Ensure that today’s WBS and activities have numbers assigned Scope Iterations Complete the first version of the WBS and Activity List as a team Share WBS and optionally the activity list with customer to confirm scope Re-define scope until complete Schedule Iterations As scope is progressively elaborated, continue to add appropriate activities Use activity definitions to sequence activities (network diagrams) Apply the concept of “critical paths” Keep an eye out for new WBS or activities that might crop up Assign dates and owners to activities Share schedule (milestone-level) w/customer Re-define until complete Lock down scope and schedule; manage risk, quality, and change aggressively