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So how do you develop
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the work breakdown structure?
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You meet with the core project team
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with copies of the requirements
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and the solution definition available
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and a stack of that most useful project management tool,
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post-it notes.
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But use the square post-its
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as they are usually the best trade-off in size.
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And then rely on the magic of the right process plus time.
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Expect at least three separate meetings
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before the WBS starts to stabilize
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into something really useful, even for small projects.
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For your first meeting,
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walk through the project from beginning to end.
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Cover each area of the project:
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analysis, process, design, training, support, et cetera.
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Identify the deliverables with your core project team
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that are required to get the work done.
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Write their names on post-it notes
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and stick them on a draft WBS on a flip-chart.
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Feel free to move the deliverables around
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to collect them into any logical grouping that makes sense,
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but never get hung up on the categories,
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since they are just a convenience
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and can be easily changed later.
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Focus on getting the deliverables themselves.
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Then after the first meeting,
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draw up the WBS with any organization chart app,
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such as the Microsoft Office SmartArt Hierarchy tool,
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which does all alignment of the boxes automatically.
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Then, for subsequent meetings,
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make redlines to a printout of the WBS
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and then just update the soft copy afterwards.
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And just keep holding meetings, perhaps a day apart,
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until the changes subside and the WBS stabilizes.
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You will be able to see it getting better
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from meeting to meeting.
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For a very large project,
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you might need a dozen meetings or more.
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But give it the time it takes since
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once the deliverables are identified,
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the project is broken into manageable pieces
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and that means everything gets easy:
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assignment to team members, estimating,
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scheduling, monitoring and control, et cetera.
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