This process is important as we might build it incorrectly and we might provide a partial project plan that will not cope with the scheduling we plan.
An appropriate level of detail:
Continue to break down the work until a task list is developed, which meets the following criteria:
Each working packages should use only one specialty working knowledge
Clearly defined outputs are evident for each working package
Quality can be monitored through performance criteria, associated with each output.
Each task is well enough defined and small enough so that estimates of the duration are credible.
The project is broken down to the level at which you want to track it.
As a general rule, the lowest level tasks should have durations between two and twenty days and an effort that equates not more than 1 person a week.
Eliminate ambiguous meaning
Reduce multiple contents
Use only a single resource per a work package
The upper-level package should sum up all the work and cost of the lower levels
Each package should have an accurate estimation of its content and duration
The WBS should include 100% of the work scope!
Reasons for a non-normalized WBS structure
Lack of effective communication between the teams
Absence of a comprehensive understanding of the system
Misunderstanding of organizational capabilities and the process
Confusion first-time planner
Process Consideration
Up to which detailed level to elaborate each work package?
The number of work packages, sufficient for the project plan
No need to describe or break up the cost, duration, and content of a work package
Not forgotten tasks :
Project delays are often caused by forgotten tasks, rather than by 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