Plan Development: Task Identification - Work Breakdown Structure

Quick Summary
This is the first of a series of six templates for project plan development.

What this is

This template lists the process steps for developing a work break down structure that identifies all the tasks in the project's work. Examples are provided to demonstrate the results.

Why it's useful

Breaking the work down into individual tasks without the detail of dates, dependencies, and named resources helps accomplish the following key objectives:

• Develops an objective, rational view of the amount of work required
• Helps team grasp the skills required and amount of resources required for the project
• Provides a clear framework for assigning to individuals a clear task definition and delegate the responsibility for completion
• Lays a foundation for analyzing the task dependencies and for isolating and managing risks
• Lays a foundation for developing a bottom-up estimate for the Project Plan

How to use it

Review the discussion below on the process steps, then begin identifying major work efforts. A key to successful project scheduling is to break down the project work goals into tasks BEFORE you consider delivery dates, resource constraints, or task dependencies. This helps you to objectively identify all of the work necessary without subconsciously leaving out real work in order to fit date constraints. These tradeoffs must be made consciously and with the proper consensus involved.

Break the major work efforts into lists of tasks ordered to match your organizational and internal work methodology. Apply top down and bottom up task lists and work for coherency. Begin by referencing the Project Mission Statement and Project Vision developed through other templates. Engage the project team to analyze and write up the tasks in a sequence of layered task definitions until the detail defines a manageable project. A simple indented list is a good starting point as it goes quickly and is usually translatable into graphical and project management tool formats.

The primary objective is to get all of the team participants to contribute to the definition of the work. In practice this usually is done in evolving layers until the tasks represent very specific work by the responsible individuals and of a duration of 1 to 2 weeks depending on the total time of the project. The task duration may have less detail and longer duration if it is clearly understood and represents well-known work in which the team is experienced and successful. The goal in breaking the work tasks down is to ensure that all of the work that is needed to meet the project's objectives is recognized and planned for from the beginning. The tasks need to be identified, assigned to one owner and given completion criteria that are clear and measurable.

The hierarchical and logical structuring of work can have many inputs, all of them reinforcing:

• Top down set of high-level tasks initiating a project.
• Bottom up task definition by the whole team
• Intermediate task grouping defined by team leaders and functional mangers

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