Course Development Worksheet
PM Development Program
SME: Mike Stratton
Topic: Developing Tasks and Work Breakdown Structure
Scope –
This course is an introduction to the concept of dividing a project into
tasks to create a Work Breakdown Structure (WBS). The WBS is a standard
way of organizing tasks for a project, like an organizational chart. You use
the project scope and requirements to build your WBS and then use the
WBS to organize your schedule and budget. The WBS ensures you have a
structured and detailed plan to measure and monitor the project.
Impact/Hook –
Apollo 13 – Duct tape and cardboard - http://movieclips.com/Fi4gapollo-13-movie-duct-tape-and-cardboard/
PM Expectations –
The best way to determine how long and how much a project will take to
complete is to break it down into deliverables. This process is often called
“decomposition.” The more detail you drill into, the more complete your
planning will be, and it is less likely you will go over budget or past
deadlines. When you complete the process, you will have a Work
Breakdown Structure. When you complete this course you will be able to:
1. Define a task and its importance in managing a project.
2. Create a WBS for use in managing the project.
3. Understand the relationship between the WBS and the budget and
schedule.
Learn –
1. Define a task and its importance in managing a project.

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Tasks are needed to put the work that will be done for a
project into a logical sequence, which will in turn help with
scheduling the work, assigning responsibility for the work, and
monitoring the completion of the work.
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
Tasks:
 Are discrete, cohesive units of work.
 Have clearly defined start and end states.
 Are used to set expectations and measure results.
 Are the lowest level of the WBS.
2. Create a WBS and how it can be used for in project management.
You can format your WBS several different ways:

An organizational-chart format [graphic]

An indented outline format [graphic]

A mindmap [graphic]
Once you’ve decided on a format, perform these steps to create
your WBS:

Step 1 – Determine the project deliverables. The entire
project scope should be encompassed by this list of
deliverables.

Step 2 – Divide each of the deliverables into tasks. For each
task, be sure to use an action verb to describe the activity.

Step 3 – Divide each tasks into smaller tasks (sometimes called
subtasks). . For each subtask, be sure to use an action verb to
describe the activity.

Continue subdividing until you get to the lowest level. Stop
when you can answer the following questions:
 Can you divide this into two or more subtasks? If yes,
then keep subdividing. If no, go to the next question.
 Can you accurately estimate the resources you’ll need
to perform the task? If no, then keep subdividing. If
yes, go to the next question.
 Can you accurately estimate how long it will take you
to complete the task? If no, then keep subdividing. If
yes, go to the next question.
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 Will a person who performs this task understand exactly
what to do? If no, then keep subdividing.
3. Understand the relationship between the WBS and the budget and
schedule.

The WBS is used to organize the project estimate, budget and
schedule to ensure consistency of management information
across these documents.

The WBS identifies tasks and activities but it doesn’t determine
relationships regarding scheduling. You will use the WBS to
organize your schedule, a simple schedule or a critical path
method schedule.

The WBS is used to organize costs and budgets but does not
determine the costs or the budget. The WBS provides
summary levels to assist in evaluating and reporting project
performance.
Note that there are industry or client standards for WBSs that may be
required or used as a go-by. If this is true for your project, you will need to
adjust these guidelines accordingly.
Application –
1. Create a WBS using the following scenario scope:
Your client would like your team to build a two-story house on a
vacant lot in a developing neighborhood. Neighborhood electric
and sewage is already in place for each lot in the neighborhood.
The blueprints for the house will be given to you by the client. They
will be using electric heat and no air conditioning is needed as the
house will be built in a cool climate. What would your WBS look like
for the project? You can create your WBS as an outline, as a
mindmap, or as an org chart.
Again, this is a simple scenario using the steps outlined in this course
but the practice will help you transfer knowledge to your own
projects. When you have completed your WBS, check your answer
with the following suggested answer. Remember, this is a
suggestion, there is no one right way to create the WBS for the
scenario.
<link to “WBS-Application1-Scenario011112.docx”>
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2. Talk to an experienced PM who has created a WBS for a large
project. Ask:

Who did you involve to develop an effective and complete
WBS?

How did you involve the client in the process?

What were some of the great questions you asked to develop
the WBS?

What resources did you use to create the WBS?
3. Review the PM Performance Levels related to the Weston PM
Competency “Use Weston processes, systems and tools to drive
project performance and capture value.” During your next
developmental discussion with your manager / supervisor discuss
where your performance aligns with those levels in terms of your
understanding the WBS and how to develop a WBS. What are the
areas your strong in? What areas are you going to work at
developing?
Job Aid –
1. Steps to develop tasks and the work breakdown structure. For this
job aid, the following guidance will be put into a word document
(from the content section):
Step 1 – Determine the project deliverables. The entire
project scope should be encompassed by this list of
deliverables.
Step 2 – Divide each of the deliverables into tasks. For each
task, be sure to use an action verb to describe the activity.
Step 3 – Divide each tasks into smaller tasks (sometimes called
subtasks). . For each subtask, be sure to use an action verb to
describe the activity.
Continue subdividing until you get to the lowest level. Stop
when you can answer the following questions:
 Can you divide this into two or more subtasks? If yes,
then keep subdividing. If no, go to the next question.
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 Can you accurately estimate the resources you’ll need
to perform the task? If no, then keep subdividing. If yes,
go to the next question.
 Can you accurately estimate how long it will take you to
complete the task? If no, then keep subdividing. If yes,
go to the next question.
 Will a person who performs this task understand exactly
what to do? If no, then keep subdividing.
Resources –
1. PM Development course: Budgeting Methods
2. PM Development course: Planning for Successful DSO
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