LEADERSHIP

MASTERMIND YOUR ACTION LIST • 59
to identify all required work—the “what” that needs to be
done. Most achievement-focused leaders naturally use this
work-centric, action-oriented approach. We identify the work
first, and then analyze the work’s required resources, costs,
skills, durations, and workflow sequence—finally creating the
baseline plan.
Experienced project planners use one of two methods, or a
combination thereof, to create their list of required work.
Think of these approaches as tools of thought; and as with any
tool, craftsmanship is important. These tools are simple—but
simple isn’t always easy!
The first and perhaps most natural approach is to imagine
the project as a movie playing in your mind’s eye. Visualize the
work in a step-by-step fashion, listing each activity as you
move through the project from the beginning to the end, scene
by scene
Anyone who picks up your action list (if it’s done correctly)
and reads it will be able to visualize the same movie playing in
their mind’s eye.
The second approach becomes increasingly useful as the
complexity of the project grows. This process is known as decomposition,
and in project-management terms, the output is
known as a Work Breakdown Structure or WBS.
The Work Breakdown Structure (WBS) subdivides the project into
smaller, more manageable components. Use as many levels as
needed to organize and describe all required activities, milestones,
and constraining dates.
In essence, the WBS is a visual hierarchy of goals, objectives,
strategies, and tactics. Creating the hierarchy reveals
how a project’s major outcomes are supported by key objectives
or strategies and, in turn, what tactics or activities are