The Power of Structure - Tupperware and WBSs in Project Management

I am on my ‘Friday off’ and the ‘Real Project Manager’ in my kitchen has me holding a pile of Tupperware.?Somehow there are ten containers of different sizes which allows ‘Russian Doll’ storing in some cases along with spare lids and odd pots that I really want to throw out because I can’t figure out how to stack them effectively.?My quest for structure and control is putting some of these containers at risk.

Reflecting on how to stack these different sized storage pots, my thoughts lean into a metaphor about Tupperware containers and Work Breakdown Structures (WBSs). I know, but bear with me here! Just as these containers provide a structure for storing and organising food, a well-designed WBS can provide a framework for organising and managing workstreams, tasks and activities. Each container represents a different level of detail in the scope definition of the project.?Like Tupperware containers, each component of the WBS should be appropriately sized to fit its contents. The level of detail and complexity of each component should be tailored to the level of granularity needed for effective scope definition.?Just as a Tupperware container that is too large for its contents can be wasteful and inefficient, a WBS component that is too wide in scope can be difficult to plan and structure effectively.

I have helped project teams develop WBSs for longer than I would like to remember and more recently I have facilitated developing Backlogs in Agile Development projects. Getting project managers and their teams to organise tasks into a hierarchy is key to developing a WBS with a structure emerging that provides the shape of the scope and the associated tasks.?The challenge, however, is producing an effective WBS structure as once the tasks have been identified, they also need to be organised into a hierarchy that reflects the relationships between these granular threads.?

Some WBSs are better than others. When presented with WBSs for assessment and review at the WBS Tupperware ‘Bake-off’ party, I innately recognise the better ones.?Structure is all about breaking down complex tasks into smaller, more manageable components, and organising them in a way that is easy to understand and work with. Thus, the WBS can be compared to a set of nesting Tupperware containers of different sizes, with each container representing different levels of the projects hierarchy and each level balanced to support effective scope definition and project planning.

Complexity, size, and the level of abstraction of the tasks are key considerations when shaping the WBS. They are linked in the sense that a higher level of abstraction can help to simplify the complexity of the work. Complexity relates to the difficulty of a task or problem, while abstraction relates to the level of detail in describing a concept or idea. These two concepts are related, but they are not the same thing.?For example, a task may be highly complex but described at a relatively low level of abstraction, or a concept may be highly abstract but not particularly complex. You still with me?

At the beginning of the process, the WBS is normally at a high level of abstraction, focusing on the major deliverables and outcomes of the project.?As the WBS is developed further, it becomes more detailed and specific, with each component broken down into smaller, more manageable tasks. It is as detailed as necessary, but not so detailed that the WBS becomes unmanageable.?Explaining abstraction and complexity has always been a challenge when coaching teams to develop an effective WBS - philosophy and structure are not ingredients that rest well in the same container!?Good and effectively designed WBSs balance complexity, abstraction, and structure – the ‘Tupperware containers’ need to be the same shape and size at each level (with tweaking).??

In summary, Tupperware containers can be a useful metaphor for project management and organisations because they require careful stacking and arranging to be effective. Similarly, a project requires a well-planned and structured approach to be successful. Here are a few ways to use Tupperware containers as a metaphor for project management and organisation:

• Planning and organising: Just like you need to plan and organise your Tupperware containers before stacking them in a cabinet, you need to plan and organise your project before you start working on it. This involves breaking down the project into manageable tasks, creating a timeline, assigning responsibilities, and setting deadlines.
• Work breakdown structure: The Work Breakdown Structure (WBS) is like the different sizes and shapes of Tupperware containers you have in your cabinet. Just as you need to match the right container to the right food item, you need to match the right task to the right team member with the necessary skills and resources. A poorly designed WBS can lead to confusion and wasted time, just like a poorly stacked Tupperware cabinet can lead to chaos and frustration.
• Efficiency and productivity: Just as a well-organised Tupperware cabinet can help you find what you need quickly and easily, a well-planned and structured project can increase efficiency and productivity. By having a clear understanding of the tasks, timelines, and responsibilities, team members can focus on their work without getting bogged down by confusion and ambiguity.
• Adaptability: Finally, Tupperware containers are designed to be adaptable and flexible, allowing you to stack and store them in a variety of ways to fit your needs. Similarly, a well designed project management approach should be adaptable and flexible, allowing you to adjust your plan as needed based on changing circumstances or unexpected challenges.

Using Tupperware containers as a metaphor for project management and organisation can help you visualise the importance of careful planning, organisation, and adaptability in managing complex projects. By applying the principles of Tupperware organisation to your project management approach, you can increase efficiency, productivity, and success.

Landing back in my kitchen, it turns out that Tupperware might be a visual metaphor to explain what good WBSs might look like and indeed it might even provide me with a mechanism to explain why one WBS is more effective and better designed than another. Visuals are always better to explain concepts!?When confronted with what I was thinking, in my ‘vacant’ state, my project manager raised her eyebrows “Only you could take Tupperware and turn it into a Project Management ‘thing’”.??

PS Tupperware with no lids got binned, along with the spare lids in my quest for structure and control – the real project manager in my abode hasn’t found out yet!??

PS2 I will get onto Agile and the Backlog in the next decanting episode of my Tupperware collection!