ProjectConnections.

com Guideline Plan and Schedule Development – Task ID & WBS

INTRODUCTION: Plan and Schedule Development –

Task Identification and Work Breakdown Structure
The detailed guidelines and examples start on the following page

What This Is
First of a series of six templates for project plan and schedule development. This guideline lists the
process steps for developing a work break down structure that identifies all the tasks in the project’s
work, the first step in creating a detailed project plan and schedule. Several Work Breakdown Structure
examples are provided to demonstrate the results.

Task Identification Task Assignment Logical Relationships Task Project

Work Breakdown & Ownership and Dependencies Duration Schedule

Plan
Development Trade-offs, Optimization, and Risk Management

Content in this guideline was contributed by:

ProjectConnections staff, IPSolutions - www.ipsassociates.com, and ICS Group www.icsgrp.com

Why It’s Useful

A key to successful project scheduling is to break down the project goals into tasks BEFORE you
consider delivery dates, resource constraints, specific named resources, 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.
The WBS step 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 schedule
 Allows tradeoffs to be made consciously and with the proper consensus involved.
How to Use It
1. Review the process steps for creating a work breakdown structure starting on the next page.
2. Identify how team members will be involved in creating the WBS and educate them on their role. The
primary objective is to get all of the team participants to contribute to the definition of the work.
3. Determine an appropriate organization for your WBS and begin identifying major work efforts. See the
detailed guidelines which begin on the following page for how your WBS can be organized.
4. Break the top level of your WBS further into a hierarchical set of tasks. Use the guidelines starting on
the next page for deciding how far your WBS must be broken down to ensure that you’ve defined
enough detail for scheduling your project.
5. This WBS information will feed the next step in the planning/scheduling process: Assigning resources
to tasks.

The Guideline and Template Content for Creating a WBS Starts on the Following Page

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 ProjectConnections.com Guideline Plan and Schedule Development – Task ID & WBS

Plan and Schedule Development – (1) Task Identification and Work Breakdown Structure

Overview of WBS Creation

The WBS is the first step in developing a detailed work plan for the project. Task Identification and WBS
Creation bridges from the early Scope definition to creation of a detailed project schedule.

Task Identification,
Project Work Breakdown
Task Task Task Work & Project
Scope Resource Relationships and Duration Schedule
Structure (WBS) Assignment Dependencies Estimates

Plan & Schedule

Trade-offs, Optimization, and Risk Management
Development

1) Start with: The Scope

Defines at the highest level what has to be done—what must be created and
delivered to the project’s customers.

2) Create: The Work Breakdown Structure (WBS)

A top-down hierarchical description of the work required to produce what is
called for in the Project Scope and achieve the mission, satisfy stakeholders
• Provides approach for ‘decomposing’ the work into measurable units, which
allows easier and more accurate estimates of duration, needed resources,
and time required
• Helps ensure that the scope is completely defined and the team has not
forgotten any work.
• Allows breakdown of work to deliverables, activities, tasks that can be
assigned to an owner.

3) Based on the WBS, develop: The Project Schedule

Created by adding resource assignments, task work effort and duration
estimates, and dependencies to all tasks in the WBS.

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The Work Breakdown Process: From the Top Down

Use the following top down approach to iteratively create your WBS:

1. First identify the major components of work to be accomplished.

Identify 5-10 major work groups which primarily set up how the work is expected to be organized, to
form the highest level or first level of the WBS. Choose this top level of your WBS to match your
organizational and internal work methodology—the best way to organize the work for this project
given the project complexity; how the work is spread across your organization; and how the work will
be tracked and managed. Here are seven approaches. (ref: Effective Project Management, Wysoki et
al, pg. 120)

Noun-Type
Physical Decomposition – product building with summary approach
Functional Decomposition – system functionality focus

Verb-Type
Design-Build-Test-Implement – methodology or lifecycle phase focus
Objectives – senior management or customer focus on reporting to deliverables

Others
Geographical – coordination and communication focus across locations
Business Function – focus on business process with integration complications
Departmental – focus is on organizational control of one manager

2. Identify the next level of work (Level 2) under each major component and list them under their
top-level groups. This can be done with indented lists or graphically in an organization chart.

Level 1 Level 1
Level 2-1
Level 2-2 Level 2 Level 2
Level 3-1
Level 3-2
Level 3 Level 3 Level 3
Level 3-3

Indented List Graphical Chart

3. Continue to break down the work under each Level 2 items.

Break down to the level of task detail that ensures the top-level components are broken down far
enough for identification of all the work that needs to get done. Details under some may break into
three or four levels. Others may require no more detail, or only one additional level.
Write preliminary plans if necessary to help scope the later cross-functional efforts: documentation,
manufacturing, testing, etc.

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Examples and Definitions of Typical WBS Levels

This section contains material contributed by ICS Group www.icsgrp.com

The following is one possible work breakdown approach starting with project lifecycle phases at Level 1,
major deliverables of each phase as Level 2, and the activities, then tasks, to create each deliverable as
levels 3 and 4.

Phases Identify major phases of work (e.g. specify, design, build, test…)

Major Project Identify the major component deliverables of work required (e.g.,
Deliverables and subsystems that must be designed, built, tested, during each phase.)
related milestones
Activities Identify the activities needed to create those deliverables. (Some
interim, smaller deliverables such as documents may be involved.)

Tasks Break the activities down to an appropriate level of task detail.

Level 1 – Phases: A project plan, or schedule, is made up of the deliverables and milestones of the
project, and depending on the level of detail required, the activities/tasks. Typically, this information can
be organized into a number of natural groupings. In project planning, each group is called a phase and a
name is given to it for ease of communication and reporting.

Level 2 – Deliverables & Milestones: Deliverables are the clearly defined and recognizable results or
tangible work products of successfully completed activities/tasks performed during the project. They
appear on a project plan in the past tense, to represent the completed activity/task and the accomplished
result.
“Receivables” should also appear on the project plan. They are deliverables owed to the project by others
outside of the project (usually other project teams), and upon which the project is dependent.
Milestones are interim events or points in time during the project which identify the completion of a
significant segment. They are most useful as measuring or tracking points to gauge the progress of the
project.
Some milestones are “business-critical” milestones, in that they are not just a mechanism for giving the
team interim targets; they have special significance, such as a contractual date with a customer.
Different individuals may identify different numbers of milestones based on their role in the project. For
example, the project sponsor may identify three significant milestones as indicators of how the project is
progressing, whereas a team leader may identify eight milestones or checkpoints within a particular
phase.
A milestone should be identified to indicate the completion of each phase of the project.

Levels 3 and 4+ – Activities & Tasks: Each phase of a project is composed of a number of major
activities that will lead to achieving one or more deliverables. Activities are composed of a series of tasks
that are the lowest level of detail that can comfortably be managed. Team members who will be
performing the tasks should be involved in the activity/task planning process. Estimates of time to
complete each task should be based on typical work effort required and then may be adjusted to reflect
"real world" conditions.

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How to Engage the Team in Creating the WBS

This is a team process and should not be done by the Project Manager alone. Plan to engage the project
team to analyze and break down the work into a sequence of deliverables, activities, and tasks until the
detail defines a manageable project. Here is a suggested process:
1) The Project Manager can propose what the top level of the WBS should be.
2) Call a core team meeting to review the suggested top level of the WBS and define the next level of
detail. In the meeting, agree on the top level of the WBS and brainstorm a list of items to include at
Level 2 (e.g. deliverables that would show up for each major Phase.)
3) Work collaboratively to identify subsequent levels of WBS detail, by drafting WBS activities and tasks
onto a whiteboard or flipchart paper on the walls, or by writing deliverables, activities, and tasks on
sticky notes and sticking them to the whiteboard or wall underneath the appropriate top level section
of the WBS.
4) Publish the draft WBS to team members and others to sanity check the contents, and identify
additional work. Ultimately the WBS should take into account information from:
 other team members
 other project managers who have done similar work
 previous project reviews
 other appropriate groups
 expert opinion
 existing WBS templates
5) Get the feedback and incorporate it into the WBS
6) Review the updated WBS with the team and determine whether you’re ready to proceed to the next
step of Planning: assigning resources to the tasks in the WBS.

How Far to Go: How Much Detail is Enough

The ultimate 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 accurately from the
beginning.

The level to which you break down elements of your WBS may result in some tasks having less detail and
longer duration, if the work in that area is clearly understood and represents well-known work in which the
team is experienced and successful.
 One owner per task: The tasks must be defined such that they can be assigned to one person
who will be doing that work.
 Clear measurable deliverable with measurement specified: The tasks must be defined such
that the task owner can be given completion criteria that are clear and measurable.
 Small enough task duration for tracking: Task duration at lowest level should be less than 5%
of total project time, to ensure visibility into task progress, at a small enough resolution to
recognize quickly if the project is off track (e.g. 2 weeks if 1 year; 2 days if 2 months).

Greater levels of detail are generally required for projects which are:
 larger
 more risky
 dissimilar to past projects
 difficult to define (susceptible to change)
 performed by internal work groups
 planned for the near future
See the WBS completion checklist on the following page.

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The WBS will continue to be updated during the Plan and Schedule development process; generally as
the process goes forward, additional tasks come to light and must be incorporated into the WBS.

The checklist below will help the team know that a WBS has been created that forms a sound basis for
the project’s schedule going forward.

WBS Completion Checklist

Appropriate level of detail: Continue to break the work down until a task list is developed which
meets the following criteria:

 one (and only one) owner can be assigned to each of the lowest level tasks
 clearly defined outputs are evident for each task
 quality can be monitored through performance criteria associated with each output
 the tasks communicate the work to be accomplished to the person who is accountable
 the likelihood that a task is omitted or work flow forgotten is minimized
 each task is well enough defined and small enough so that estimates of duration are credible
 the project is broken down to the level at which you want to track
 as a general rule, the lowest level tasks should have durations between two and twenty days
and effort that equates to not more than 1 person week

No forgotten tasks: Project delays are often caused by forgotten tasks, rather than inaccurate
estimates. Ensure you have included tasks for:
 planning the project
 approval cycles
 key project meetings
 management/customer interfaces
 quality inspections/fixing defects
 training
 management
 test planning, development & execution
 project reviews and project closing

See the following pages for several examples of Work Breakdown Structures

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WBS Examples

The following WBS examples illustrate using the top-down breakdown approach for several different
project types.

Example 1: WBS for Building a House (Indented List Format)

(ref : Effective Project Management, Wysoki et al, Pg. 120)

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I. SITE PREPARATION V. WALLS

A. Layout A. Hang sheetrock
B. Grading B. Tape and bed
C. Excavation
VI. ROOFING
II. FOUNDATION A. Install sheathing
A. Erect Forms B. Lay shingles
B. Pour Concrete
C. Remove Forms VII. FINISH WORK
A. Interior
Ill. FRAMING 1. Install cabinets
A. Floor Joists 2. Install appliances
1. Install first-floor floor joists 3. Install furnace
2. Install second-floor floor joists 4. Lay carpet
B. Sub-flooring 5. Paint walls and molding
1 Install first-floor sub-flooring 6. Hang wallpaper
2. Install second-floor sub-flooring 7. Lay tile
C. Stud Walls
1. Erect first-floor stud walls VIII. LANDSCAPING
2. Erect second-floor stud walls
D. Frame Roof

IV. UTILITIES
A. Electrical
1. Rough In
2. Building inspection
3. Finish work
B. Plumbing
1. Rough in
2. Building inspection
3. Finish work
C. Gas
1. Rough in
2. Building inspection
3. Finish work

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Example 2: WBS Excerpt for Creating a Promotional DVD

CONCEPT (Phase)
(Detailed deliverables and tasks here)
DESIGN (Phase)
(Detailed deliverables and tasks here)

This section of the WBS broken out to activity/task detail:

PROTOTYPE AND TEST (Phase)

DVD Prototype (Deliverable)
Develop Video (Activity)
Shoot sections (Task)
Review and update (Task)
Edit video sections (Task)
Edit video – full sequence (Task)
Develop Narrative (Activity)
Write narrative text (Task)
Review and update (Task)
Record voice-over narrative (Task)
Review prototype DVD
Update prototype DVD
Test DVD
(Detailed tasks go here)
SELECT VENDOR (Phase)
DVD Fulfillment Vendor commitment (Deliverable)
Research options
Define selection criteria
Send requirements to fulfillment houses
Get quotes and sample contracts
Decide fulfillment house
Sign contract
PRODUCE AND SEND (Phase)
DVD Mailing (Deliverable)
Send master to fulfillment house (Task)
QA test DVD copy (Task)
OK initial DVD production run (Task)
Supply/approve mail-to list (Task)
OK full DVD mailing (Task)

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Example 3: WBS Excerpt – Hardware-Software System Development – to Level 3 Activities

Phase II: Development

Module 1
Detailed Design
Review
Create prototype
Unit Test
Module 2
Detailed Design
Review
Create prototype
Unit Test
Module n
Detailed Design
Review
Create prototype
Unit Test
Integration Test
Manufacturing planning
User Documentation development
Test Planning
Final Design Review and Release
Phase III: Approval
Alpha Test
Beta Test
Regulatory Certification
Phase IV: Delivery
Pilot build
Preparation for Release
Release to Production/Delivery

See also a number of Work Breakdown Structure example files on the site.

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Example 4: Website Development WBS

1. Website Project

1.1. Design

1.1.1. Web User Interface

1.1.1.1. Functional Specifications
1.1.1.1.1. Create User Interface Mock-ups
1.1.1.1.2. Conduct Design Review
1.1.1.1.3. Deliver Final Functional Specs
1.1.1.1.4. Obtain User Signoff
1.1.1.2. Technical Specifications
1.1.1.2.1. Develop Tech Specs
1.1.1.2.2. Review Tech Specs with Project Team
1.1.1.2.3. Obtain Team Signoff
1.1.2. SQL Database
1.1.2.1. Technical Specifications
1.1.2.1.1. Develop Tech Specs
1.1.2.1.2. Review Tech Specs with Project Team
1.1.2.1.3. Obtain Team Signoff
1.1.3. Interfaces
1.1.3.1. Technical Specifications
1.1.3.1.1. Determine data import/export elements
1.1.3.1.1.1. Define User needs
1.1.3.1.1.2. Define IT needs
1.1.3.1.2. Design interfaces
1.1.3.1.3. Obtain Team Signoff
1.1.4. Reports
1.1.4.1. Functional Specifications
1.1.4.1.1. Collect User Requirements
1.1.4.1.1.1. Define Data elements
1.1.4.1.1.2. Define Frequency
1.1.4.1.1.3. Define Audience
1.1.4.1.2. Design Reports
1.1.4.1.3. Review Report Design with Project Team
1.1.4.1.4. Deliver Final Functional Specs
1.1.4.1.5. Obtain User Signoff

1.2. Development
1.2.1. Web Front End
1.2.1.1. Code Web Pages
1.2.1.2. Conduct Unit Test
1.2.1.3. Review Web Page design/functionality
1.2.1.4. Obtain User Signoff
1.2.2. SQL Database
1.2.2.1. Identify table relationships
1.2.2.2. Build database tables
1.2.2.3. Review Tables with project team
1.2.2.4. Obtain Signoff
1.2.3. Interfaces
1.2.3.1. Build Interfaces
1.2.3.2. Conduct Unit test of import/export functionality
1.2.3.3. Obtain Signoff
1.2.4. Reports
1.2.4.1. Code Reports
1.2.4.2. Conduct Unit test
1.2.4.3. Review Reports with project team
1.2.4.4. Obtain Signoff

Continued next page

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Example 4: Website Development WBS (continued)

1.3. Quality Assurance

1.3.1. Web Front End
1.3.1.1. Verify design and functionality
1.3.1.2. Perform Integration Test
1.3.1.3. Perform User Acceptance Test
1.3.1.4. Obtain User Signoff
1.3.2. SQL Database
1.3.2.1. Verify design/data elements
1.3.2.2. Verify relationships
1.3.2.3. Perform Integration Test
1.3.2.4. Perform User Acceptance Test
1.3.2.5. Obtain User Signoff
1.3.3. Interfaces
1.3.3.1. Verify design and functionality
1.3.3.2. Perform Integration Test
1.3.3.3. Perform User Acceptance Test
1.3.3.4. Obtain User Signoff
1.3.4. Reports
1.3.4.1. Verify design and functionality
1.3.4.2. Perform Integration Test
1.3.4.3. Perform User Acceptance Test
1.3.4.4. Obtain User Signoff

1.4. Training
1.4.1. Create system documentation
1.4.1.1. Assemble Tech Specs
1.4.1.2. Develop System Flowcharts
1.4.1.3. Deliver Source Code
1.4.1.4. Complete System Documentation manual
1.4.2. Create training materials
1.4.2.1. Assemble Functional Specs
1.4.2.2. Develop “As Is” and “To Be” documentation
1.4.2.3. Update Business Processes
1.4.2.3.1. Write new business processes
1.4.2.3.2. Obtain User Signoff
1.4.2.4. Complete User Training Manuals
1.4.3. Train users
1.4.3.1. Train IT Support Staff
1.4.3.1.1. Identify trainees
1.4.3.1.2. Identify trainers
1.4.3.1.3. Construct training schedule
1.4.3.1.4. Train users
1.4.3.2. Train Business Partners
1.4.3.2.1. Identify trainees
1.4.3.2.2. Identify trainers
1.4.3.2.3. Construct training schedule
1.4.3.2.4. Train users
1.4.3.2.5. Verify user readiness

Continued next page

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Example 4: Website Development WBS (continued)

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1.5. Implementation
1.5.1. Hardware
1.5.1.1. Determine hardware needs
1.5.1.2. Make Hardware selections
1.5.1.3. Purchase hardware
1.5.1.4. Deploy
1.5.1.5. Perform System test
1.5.1.6. Verify production readiness and signoff
1.5.2. Packaged Software
1.5.2.1. Determine software needs
1.5.2.2. Make software selections
1.5.2.3. Purchase software
1.5.2.4. Deploy
1.5.2.5. Perform System Test
1.5.2.6. Verify production readiness
1.5.3. Develop Implementation Plan
1.5.3.1. Construct Timeline
1.5.3.2. Identify Team
1.5.3.3. Identify Components
1.5.3.4. Finalize Plan
1.5.4. Installation
1.5.4.1. Convert hardware to production-ready status
1.5.4.2. Convert packaged software to production ready status
1.5.4.3. Install new programs into production environment
1.5.4.4. Verify code
1.5.4.5. Initiate limited production run for user acceptance
1.5.4.6. Turn over system to users

1.6. Post-Implementation
1.6.1. Verify System
1.6.1.1. Obtain user acceptance of production system
1.6.1.2. Log issues
1.6.2. Monitor system
1.6.2.1. Verify performance
1.6.2.2. Verify functionality
1.6.3. Project Wrap-up
1.6.3.1. Obtain Final Project Signoff
1.6.3.2. Document and Review Lessons Learned

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