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Let's get your WBS baselined.
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Work with your core team to document your project's
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work breakdown structure.
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Start with a flip-chart or whiteboard,
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and a stack of square Post-it notes.
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Post a top-level note with the name of your project,
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and a row of second-level notes
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for the various domain areas of the project;
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however, do not waste time arguing about what domain
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a deliverable falls into,
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as they can all be moved around into
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the best categories later.
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Then identify the end deliverables
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to be provided to the customer.
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And then the real point of the process,
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identify all the internal deliverables
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required by the project process
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just to get the work done.
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The plans, designs, reviews, inspections, tests,
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approvals, certifications, reports, etc.
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Remember the WBS is not chronological
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or organizational;
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any order or grouping
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that is convenient is fine.
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Then draw it up after the meeting,
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and keep holding meetings to update it
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until it stabilizes.
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Now you have taken the time to break down your project
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into the individual work elements
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that will need to be created
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once underway,
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everything else in the project management process
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gets easy.
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