In all my years of doing project management I have noticed that the WBS keeps getting bigger with ever increasing detail. I have observed that the PM on these projects who are maintaining these WBS documents is quite proud of the detail and their ability to manage this detail. In reality they are micro managing their projects, which are many cases is not what the PM really believes they are doing. All this detail has changed the WBS into a “To Do” list. This not what the WBS was intended to do.
Micro-management is appropriate when you have slackers working for you. This style tends to encourage dependency on the project manager rather than on the team members who should be held responsible for their results.
PMs are consistently more effective when they hold team members accountable for reaching measured achievements rather than just completing a “to do” list.
“To Do” lists are very hard to maintain and consumes PM time in clerical functions rather than managing the project. Members have to report on detail tasks which decrease the odds of receiving accurate and timely status reports. Also who is looking at the detail? Most of the reporting on a project is done at the summary level or on the critical path. Leave the detail to the task leaders they will break down what needs to be done and report back up to the summary status.
So how long should a task be on a WBS? I have found that the durations be between 1 week and 8 weeks long. Status reporting at a minimum should be weekly on the activities in the WBS. There can be no compromise on weekly reporting. With high level tasks the entry of status should take no more than 15-30 minutes per week of a member’s time to report, even considering multiple projects.
http://projectsolversblog.com/2011/07/05/when-too-much-detail-on-a-wbs-becomes-a-to-do-list/
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