Chapter 6 Ideas

1.  Perhaps the technique that’s the most powerful in this book is the work breakdown structure.  The WBS identifies all the tasks involved in the project.  Putting it together will help with a variety of areas such as, building your project teams, create accurate cost and schedule estimates, provide a detailed illustration of project scope, and monitor progress.  The WBS can be constructed in either graphic or outline form.  All of the work in the project is broken down into separate tasks or activities.  These tasks then split into two categories: summary tasks and work packages. 

2.  Building a work breakdown structure is not always an easy task in of itself.  But, building a sound WBS will make managing the project easier plus make it easy for everyone on the project to understand their role.  The first step in developing a WBS is to start from the top.  The details are broken down into descending levels that name all the tasks required to create the deliverables listed in the statement of work. The second step is to name all the tasks required to produce deliverables.  These are the activities that collectively produce a product.  This is the most challenging part of the WBS because it’s where the detailed process for building the product or service is defined.  The third step is determining how to organize the WBS.  After everything is defined, it is possible to rearrange them in different ways.  Different aspects of the project can be emphasized through a reorganization of work packages. 

3.  A successful work breakdown structure has certain criteria.  It must be broken down from the top.  Using standard project management software will aid in a much more efficient user face.  Present meaningful project information at the summary task level.  Doing so enables you to track the project at the work package level.  Work packages must add up to the summary task.  Take extra concern when adding up the products of all the work packages below the summary tasks because the outcome is determined by those summaries.  Each summary task and work package must be named as an activity that produces a product.  Each activity should be given a verb that emphasizes it’s conviction so it can be followed and carried out. 

4.  Keep the sizes of the work packages in constraint.  If they are too large they can spin out of control.  To make sure the work packages are the correct size, there are some rules of thumb to follow.  The 8/80 rule states no tasks should be smaller than 8 labor hours or larger than 80.  The reporting period rule follows no task should be longer than the distance between two status points.  Meaning, meeting intervals determine the lengths of the tasks. Only break down the tasks if it proves to be useful, otherwise don’t extend the effort.