You’ll learn in the diploma in project management that the WBS, the collection of deliverable-orientated components, must now be broken into activities.
Specifically, the work packages within the WBS must be decomposed into manageable work elements. What’s the difference between decomposing the project deliverables and the project work? The elements in the WBS are deliverables; this process is concerned with the actions needed to create the deliverables.
It’s quite possible to create the WBS and the activity list in tandem. Simply put, the WBS describes the components of the deliverables; the activity list defines the actions to create the deliverables. The technique of decomposition, as it is applied to activity definition, involves subdividing the project work packages into smaller, more manageable components called schedule activities.
The Activity Definition process defines the final outputs as schedule activities rather than as deliverables, as is done in the Create WBS process.
The activity list, WBS, and WBS dictionary can be developed either sequentially or concurrently, with the WBS and WBS dictionary being the basis for development of the final activity list. Each work package within the WBS is decomposed into the schedule activities required to produce the work package deliverables. This activity definition is often performed by the Project team members responsible for the work package.
.2 Relying on Templates
A standard activity list or a portion of an activity list from a previous project is often usable as a template for a new project. The related activity attributes information in the templates can also contain a list of resource skills and their required hours of effort, identification of risks, expected deliverables, and other descriptive information. Templates can also be used to identify typical schedule milestones.
.3 Using Rolling Wave Planning
The WBS and WBS dictionary reflect the project scope evolution as it becomes more detailed until the work package level is reached. Rolling wave planning is a form of progressive elaboration planning where the work to be accomplished in the near term is planned in detail at a low level of the WBS, while work far in the future is planned for WBS components that are at a relatively high level of the WBS.
The work to be performed within another one or two reporting periods in the near future is planned in detail as work is being completed during the current period. Therefore, schedule activities can exist at various levels of detail in the project’s life cycle.
During early strategic planning, when information is less defined, activities might be kept at the milestone level.
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Published by: LMIT