- Determine the necessary activities.
- Relate the activities to work packages.
2 Hours (CPD)
A3.KCI-1. Determine the necessary activities
To effectively deliver project results, we must break down deliverables and/or requirements—ideally through a Work Breakdown Structure (WBS)—into manageable activities. These activities serve as the foundation of the project schedule. In iterative projects, this definition is focused on deliverables planned for the current iteration only.
1. Analyze the Work Packages
Use the WBS to guide this process.
- Begin by breaking the scope down into work packages, which are the lowest level of the WBS.
- Further decompose work packages into activities.
- If insufficient detail exists, create planning packages as placeholders until more information is available.
2. Best Practices include:
- Iterative Planning: Defining activities only for the current phase or iteration, based on available details.
- Engage the Team: Involving those responsible for executing the tasks in breaking down the work—this builds ownership and improves accuracy.
- Use Verbs in Descriptions: Activities should be clearly action-oriented. For example:
- Removal boxes — is too vague
- Pack removal boxes — clearly describes the task
3. From Scope to Schedule
In creating a schedule:
- Base the breakdown only on approved deliverables and requirements.
- Ensure each activity contributes to a clearly defined deliverable.
- Keep names action-oriented and universally understandable.
- Review frequently to ensure alignment with project goals
4. Activity Definition Steps
In defining Activities:
- Start with Objectives → Translate to Deliverables
- Convert Deliverables → Into Work Packages
- Break Work Packages → Into Activities
- Validate: Check if defined activities:
- Are clear (use verbs)
- Are doable within the phase timeline
- Support the higher-level objectives
5. Maintain Strategic Alignment
Each translation—from organizational goals ➝ project goals ➝ objectives ➝ deliverables ➝ activities—risks losing sight of the big picture. Constantly check:
“Does this activity still support the strategy?”
This feedback loop ensures that daily tasks remain aligned with the broader mission of your organization.
Application:
To apply these actions to your current initiative, follow these steps:
1. Define Activities Related to the Realization of Project Deliverables by converting project deliverables into actionable activities required to achieve them. For example – An Office Relocation Project
Deliverable: “New office space set up and operational by October 1st”
Defined Activities:
- Identify new office location
- Negotiate and sign a lease agreement
- Pack existing office equipment
- Transport items to the new location
- Install IT and communication infrastructure
- Set up workstations and common areas
- Test systems and complete office readiness checklist
Each activity should directly contribute to realizing the final deliverable.
2. Extract Activities from a WBS Work Package by breaking down a defined work package into the detailed tasks that will be scheduled and tracked. For example – WBS Work Package: “Install HVAC System”
Extracted Activities:
- Review mechanical drawings and specs
- Order HVAC units and materials
- Receive and stage equipment onsite
- Install ductwork and vents
- Mount HVAC units
- Connect electrical systems
- Test and commission the system
- Conduct final inspection and obtain sign-off
Each activity should be time-bound, resource-specific, and clearly executable.
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