As a starting point, it is usual to break the work of a project down into tasks that enable you to identify project staff for each aspect of the work to be car- ried out. A work breakdown structure enables you to divide the work of a project into ‘packages’. These can be further subdivided into ‘elements’, and then into individual tasks that provide a basis for estimating the time and effort required.
The first stage in starting to draw up a work breakdown structure is to break up the project into its main parts. These are quite high-level descrip- tions of the work of the project. For example, if the project purpose is to relocate a reprographics area the main areas to start the work breakdown would probably be:
86 Managing projects in human resources
࿖ prepare for the move;
࿖ carry out the move;
࿖ re-establish normal use of the reprographics area.
The next step is to break each of these down into the main activities that will contribute to achieving each outcome. For example, to prepare for the move there would be an activity to make arrangements with reprographics service users and anyone else who would be affected to temporarily suspend the service, and an activity that was concerned with packing equipment and materials. To continue the breakdown, each of these would be further detailed until lists of distinct tasks had been identified.
The work breakdown structure identifies and defines each of the project tasks in considerable detail. Once each task has been identified, consideration can be given to planning how it will be completed. For each task there are a number of questions to consider:
࿖ What skills and experience are required to complete the task?
࿖ What materials are required to complete the task?
࿖ What equipment, conditions or information are required to complete the task?
࿖ How much time will be required to complete the task?
This information should be recorded so that if a problem arises that threatens completion of any task, the project manager can consider how to address the problem. For example, if the team member who was to complete the task falls ill, the need for skills and experience can be reviewed and a suitable substitute sought.
In a large project, the work breakdown structure might allow packages of work to be allocated to teams or team members so that they can identify and schedule the sub-tasks. It is usually advisable to involve the project team in constructing the work breakdown structure, as it can be one of the initial team-building tasks and can provide the first opportunity to develop an understanding of the whole project. A full team discussion can help to min- imize duplication of tasks. It is important to identify each deliverable in the work breakdown structure so that all the activities can be seen to contribute towards achieving the deliverables.
Estimating time and costs 87
Example 7.1
Work breakdown structure for a new appraisal system The purpose of the project was to design and implement a new ap- praisal system. Although there was an existing appraisal system it was not consistently used, many line managers had no experience of carrying out appraisals and the information about training needs was not conveyed to the HR department.
The work had been broken down into two packages, design work and preparation for implementation of the new system. A package of work is a group of related activities and tasks that can conveniently be considered together. It is not necessary for them to be grouped under different team responsibilities, but this can be a useful method for identifying the package of work for a team. This method can also be used to identify costs related to each package of work, or drawn up to identify the wider resource requirements. It is simply a way of breaking down the whole project into manageable parts so that the implications can be considered and progress planned.
Each package was broken down into a list of activities that would have to be completed. Work breakdown structure does not include scheduling, so there was no need at this stage to consider the sequence of activities. Each activity was then broken into separate tasks (see Table 7.1).
Table 7.1 shows the work breakdown structure as it looked when tasks had been identified for the first three activities. This level of de- tail then had to be completed to identify the tasks in all of the other activities.
It is very useful to try to identify each activity and task in terms of the outcome or deliverable for each item, as this will then provide an overall list of deliverables. In some cases there will be several deliverables from one activity. The work associated with achieving each deliverable is usually best considered as a separate task.
As the work breakdown is considered, groups of activities might be iden- tified that could be considered as mini projects in themselves. These can be treated as such, and could offer useful staff development opportunities for team leaders in appropriate areas of work. It can be attractive to the team and sponsor to use the opportunity of a project to provide staff development, but the purpose and deliverables of the project have to be considered carefully so that there is no diversion from the purpose. If substantial staff 88 Managing projects in human resources
development is intended, this should appear as an objective, and deliverables should be identified so that the project is focused appropriately.
Table 7.1 Work breakdown structure for implementation of a new appraisal system
Packages Design work Preparation for implementation
Activities 1. Review existing materials 1. Consult with potential users 2. Plan alterations 2. Identify training needs 3. Estimate design time
needed
3. Estimate training time needed 4. Identify design team 4. Identify system
implementation timescale 5. Design processes 5. Train line managers 6. Design training programme 6. Specify recording systems Tasks Activity 1: review existing
materials
Identify any problems to resolve
Identify anything to keep in new materials
Report on recommended changes
Activity 2: plan alterations Implement recommended
changes
Draft additional new materials
Consult and revise Develop second draft Pilot and review
Revise and create third draft Activity 3: estimate design
time needed
Estimate time for review of existing materials Estimate schedule for
drafting, consulting and piloting
Estimating time and costs 89
Example 7.2
Developing the work breakdown structure with the team An experienced project manager said that he always holds a brain- storming session with his project team as part of a workshop to develop a shared understanding about the project. ‘This workshop is often the first opportunity for the team to work together. I encourage everyone to contribute their ideas about the project and the various tasks. During the workshop I begin to allocate responsibility for tasks when it is appropriate for particular individuals to lead them so that they can shape the approach from the start.
‘It is great to see people becoming enthusiastic and wanting to get on with organizing each task, but there is a danger at this stage. I sometimes find that people with expertise and experience want to plan things in a way that demonstrates and possibly develops their areas of interest rather than focusing on achieving what the project needs. I avoid letting things get out of hand by putting up the project deliverables before we start sorting out who will lead in each area, so that the whole team stay focused on what we are trying to achieve rather than what role they will take. I try to make sure that all the
‘experts’ commit to supporting achievement of all the deliverables so that they collaborate to help others complete their tasks as well as working on their own. It doesn’t always work because of personali- ties, but at least it usually sets the ‘tone’ of the project and emphasizes that teamwork matters.’
This approach also gives the project manager confidence that the project has been thought through properly so that all the deliverables are achievable.