HKSM

Break down each work package into specific, manageable tasks that can be estimated, sequenced, resourced, and tracked.

Purpose & When to Use

• Translate the scope and WBS into a complete list of scheduled tasks needed to create the deliverables.
• Performed during planning after the WBS is created, and repeated later using rolling wave planning as details become clearer.
• Sets the foundation for estimating durations and costs, sequencing tasks, assigning resources, and building the schedule.

Mini Flow (How It’s Done)

• Review the scope baseline and schedule approach. Confirm the WBS, WBS dictionary, scope statement, calendars, and any templates or lessons learned.
• Apply decomposition. Break each work package into activities that produce a clear result and are small enough to estimate and manage.
• Include enabling and support work. Add tasks for analysis, configuration, reviews, compliance, procurement handoffs, and quality activities as needed.
• Use rolling wave planning. Detail near-term work now and keep future work at a high level until you have enough information.
• Capture activity attributes. For each task, note a concise description, assumptions, constraints, expected predecessors or successors, required skills or roles, location or calendar, and acceptance criteria for completion.
• Identify milestones. Add zero-duration checkpoints that signal key achievements or approvals.
• Validate completeness. Compare the activity list to the WBS to confirm full coverage and remove overlaps or gaps.
• Document outputs and communicate. Share the activity list, attributes, and milestone list with stakeholders for alignment and updates.

Quality & Acceptance Checklist

• Every work package is decomposed into one or more activities with clear start and finish criteria.
• Activities are small enough to estimate duration and effort with reasonable confidence.
• Each activity has a single accountable owner or role.
• All necessary support and quality tasks are included, not just build work.
• No duplicate or overlapping activities appear across work packages.
• Preliminary dependencies, assumptions, and constraints are recorded for each activity.
• Milestones are defined and have zero duration.
• Activities align with calendars, working time, and any schedule policies.
• Changes that affect the WBS or scope baseline are routed through change control.

Common Mistakes & Exam Traps

• Confusing work packages with activities; work packages are higher-level scope items, activities are the tasks you schedule.
• Skipping support or quality tasks, which leads to optimistic schedules and rework.
• Decomposing too far into minute steps, creating unnecessary admin overhead.
• Trying to fully detail distant work instead of using rolling wave planning.
• Mixing processes by sequencing activities here; formal sequencing happens in the next process.
• Assigning named people now; resource assignment is refined in resource and schedule development processes.
• Updating scope elements without change control when decomposition reveals missing or extra work.

PMP Example Question

The team has converted each work package into a set of tasks with clear completion criteria and identified key checkpoints. Which process are they performing?

1. Create WBS.
2. Define Activities.
3. Sequence Activities.
4. Validate Scope.

Correct Answer: B — Define Activities.

Explanation: Define Activities transforms work packages into scheduled tasks and milestones. Sequencing and validation occur in later processes.