HKSM

A detailed inventory of all activities needed to complete the project’s deliverables. It records each activity’s identifier, name, and key attributes used for sequencing, estimating, and tracking.

Key Points

• Created by decomposing work packages into manageable, actionable activities.
• Includes unique IDs and attributes such as descriptions, predecessors, resources, and assumptions.
• Serves as a primary input to sequencing, duration and effort estimating, and schedule development.
• Evolves iteratively; changes that affect a baselined schedule follow governance and change control.
• Can be maintained in a simple list or within scheduling software, depending on project needs.
• Different from the WBS dictionary, which focuses on scope details rather than the flow and timing of work.

Purpose

The activity list ensures the team has a complete, clear picture of the work at the activity level so it can be sequenced, estimated, resourced, and monitored. It links scope to time by translating deliverables into the tasks that drive the schedule.

Field Definitions

• Activity ID - Unique alphanumeric code for reference and sorting.
• Activity name - Short, action-oriented title of the activity.
• Description - Brief explanation of what the activity entails and its outcome.
• WBS reference - Work package or WBS code the activity supports.
• Predecessors - Activities that must be completed (or started) before this one.
• Successors - Activities that follow this one in the sequence.
• Dependency type - Finish-to-start, start-to-start, finish-to-finish, or start-to-finish as applicable.
• Lead/lag - Time offset applied to the dependency, if any.
• Resources - Roles or skill sets needed; may include quantity or key named owners.
• Estimated duration - Expected time to complete the activity using planned resources.
• Assumptions and constraints - Notable conditions that influence execution or estimates.
• Owner - Person accountable for planning and reporting the activity’s status.
• Priority or criticality - Indicator of importance or potential impact on the critical path.
• Status notes - Brief updates, issues, or links to tickets and risks.

How to Create

1. Start from the WBS and select one work package at a time.
2. Decompose each work package into discrete, measurable activities that produce clear outcomes.
3. Assign a unique ID and concise, action-oriented name to each activity.
4. Capture key attributes: description, predecessors, dependency type, leads/lags, resources, and duration estimate.
5. Validate completeness and sequencing with the team and relevant subject matter experts.
6. Check that each activity is estimable and test for over- or under-decomposition; adjust as needed.
7. Baseline the activity list when the schedule baseline is set, keeping a versioned working copy for updates.

How to Use

• Build the network diagram by sequencing activities using recorded predecessors and dependency types.
• Estimate durations and resource needs at the activity level to generate the schedule.
• Identify critical path and near-critical paths to focus monitoring and risk responses.
• Track progress by updating status notes, owners, and actuals in the working list or scheduling tool.
• Evaluate change requests that add, remove, or modify activities and apply change control if the baseline is impacted.
• Communicate plan and progress to stakeholders using filtered views (e.g., by work package, owner, or phase).

Ownership & Update Cadence

• Owner: Project manager or scheduler maintains the artifact; activity owners provide updates.
• Planning phase: Update frequently as decomposition and estimating progress, until the schedule baseline is approved.
• Execution phase: Update per reporting cycle (e.g., weekly) or per iteration in adaptive life cycles.
• Changes affecting the baselined schedule follow formal change control; routine status updates do not.

Example Rows

• A100 - Identify stakeholders; WBS: 1.1; predecessors: none; owner: PM; estimated duration: 3 days; assumptions: sponsor is available.
• A110 - Collect requirements; WBS: 1.2; predecessors: A100 (FS); owner: business analyst; estimated duration: 8 days; resources: BA team.
• A120 - Define scope; WBS: 1.3; predecessors: A110 (FS); owner: PM; estimated duration: 5 days; constraints: scope standards must be used.
• A210 - Develop mock-up; WBS: 2.1; predecessors: A120 (FS); owner: technical lead; estimated duration: 10 days; resources: 2 designers.
• A220 - Validate mock-up; WBS: 2.2; predecessors: A210 (FS with 2-day lag); owner: QA lead; estimated duration: 4 days; dependency type: finish-to-start.

PMP Example Question

During schedule planning, the team has broken down a work package into tasks and now needs to sequence them and estimate durations. Which artifact should the project manager use and update to support this work?

1. WBS dictionary.
2. Activity list.
3. Issue log.
4. Product backlog.

Correct Answer: B — Activity list

Explanation: The activity list contains the detailed activities and attributes needed for sequencing and estimating. The WBS dictionary focuses on scope details, while the issue log and product backlog serve different purposes.