45min.
A3.KCI-1. Determine the necessary activities
At the commencement of the project, we break down the scope with the help of the WBS, with the lowest level always being a work package. We then split up the work packages further into activities. It is often not yet possible to define all the work packages, as the necessary information for doing this is not available. We call these elements, which, for the moment we do not break down further, are the so-called planning packages.
The process of splitting up into activities requires even more detailed information, which is often not available, and we then get similar problems as with the planning packages. The current scheduling software makes it tempting to specify all the activities for the total project in one go, which then gives the impression that you have produced a good schedule. In fact, the opposite is true, because in all probability as you gain progressively more detailed information, you will have to amend or change a number of elements.
It is better to split up the work packages per phase into activities, and if this is still not possible, you can sometimes also create sub-phases. To obtain support for the schedule, as far as possible, you let the people who have to carry out the activities do this splitting up.
It is advisable to describe the activity in the schedule with a verb, as this indicates that something has to happen. Take, for instance, the example of planning a relocation. At a certain point in time, you will have to pack removal boxes. Compare the following two descriptions of this activity:
Removal boxes
Pack removal boxes
Because it lacks a verb, the first description is unclear. It could mean: collect removal boxes, transport removal boxes, or pack removal boxes. The second description is more accurate, and we immediately see what activity is involved. Also make sure that everyone understands what is meant by the activities.
One other word of warning: this is an extra translation round! The deliverables are derived from the objectives, which are a translation from the project goals, which in turn are derived from the organizational goals. In each translation round, you run the risk of losing sight of the higher goal, and therefore, you have to continuously ensure that what you are doing is in line with the strategy of the organization for which you are carrying out the project.
Application
You can convert the above into actions on the project/programme/portfolio for which you are currently responsible, by carrying out the following steps:
Determine the necessary activities.
Relate the activities to work packages.
