All language subtitles for 9. Deliverables → Work Packages → Activities

Here's a nice graphic
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that shows how the deliverables, work packages,
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and activities interrelate
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The work breakdown structure documents the deliverables,
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and is the project manager's view of the project.
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If the deliverables are longer than two weeks,
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then they are broken down into work packages,
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shown here on the WBS for conceptual purposes,
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but not in practice,
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since they would make the WBS far too big.
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Work packages usually just go on the Gantt chart,
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since their main purpose is for statusing schedule.
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The team member's view
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is at the activity level within the deliverable.
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As we will see in the section on estimating,
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deliverables are usually estimated
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by the common sense method
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of breaking them down into the activities
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required to produce them.
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These activities are never put on the WBS
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or precedence diagram, and only on the Gantt chart,
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if they have specific resource needs
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that you want to track by the day.
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So what needs to be done is the project manager's view.
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How it is done is the team member's view.
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A big secret to PM is to not cross this line.
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The project manager needs to see the activity breakdown,
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so they know there is a basis for the deliverable estimate,
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but they should never micromanage it.
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In fact, the project manager
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usually knows less about the domain area
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than the team member,
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and does not have time to get involved in the how.
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They should limit their job to the whats,
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making sure the deliverables
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are well defined and well planned,
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and then tracking deliverable progress once underway.
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Respecting this division of responsibilities
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will help both the project manager and the team members
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get their jobs done as efficiently as possible.