Creating the Work Breakdown Structure

b’Subject: Management’
b’Topic: Creating the Work Breakdown Structure’
b”For this Week’s assignment, you are going to create a WBS for your course project. Refer back to the lecture notes and your textbook if you need more assistance in how to create a WBS. We purposely do not provide a template for you in this assignment. \n\nAssignment Instructions\nIf you prefer chart format, create your WBS in Microsoft Word, Google Docs, your your favorite chart creating app (as long as you can save it as a common file type)\nIf you prefer outline format, create your WBS in Microsoft Excel / Google Sheets\nProvide an explanation to why the format you chose is advantageous to your project\nThe total amount of deliverables is entirely up to you and the needs of your project. To make this a comprehensive assignment, we require at least 50 tasks for your WBS. \nYour assignment will be graded based on whether:\n\nThe WBS includes deliverables, tasks, and subtasks\nThe WBS is comprehensive enough for the project. Does it include all tasks?\nYou articulate the advantagnyzes of the format you chose”

My Project so far.

Name:

Course & Term: MGMT-260, Fall 2021

Project Charter

 

 

 

Title  Building Renovation

 

Brief

Description &

Justification

Tolentino building is located at Sea Pines Dr., Maryland. The building is in poor condition as a result of poor management. This has distorted the reputation in terms of service delivery to its clients. Model investment Inc. has acquired the building to develop it over the next four years. The company has positioned itself as a hotel market with customer service as its main theme.

The company’s first step toward long-term strategy is to rehabilitate and rebrand it using the Model investment Inc. hotel brand. Also, the main objective is to make Tolentino building profitable once more.

 

Project Goal(s) Model investment Inc.’s main goal for the Tolentino building is to restore the property to profitability. The property lost its reputation due to the bad image it poses to its clients. Other goals are as follows;

1.     To build the image of the tower.

2.     To improve customer service.

3.     Improve its environment to be more welcoming for new guests.

 

 

 

Budget

Estimate

A total amount of $5 million has been allocated to complete the first phase of reconstruction. The budget is broken down as follows;

Internal reconstruction cost – $2.5m

Furnishing cost – $1m externa reconstruction – $1m

Labour cost – $0.5m

 

A further 1.5 million will be budgeted for support of the business. And also further development. This cost will also cater to the management of the business.

 

Scope  

In-Scope

1.     Project Interview Report: a number of designs will be reviewed to select the best design that fits the Tolentino building.

2.     Design optimization: the best design selected is optimized to cut excess costs. This will also add other features that were initially omitted.

3.     Design construction: the selected design is scheduled for the reconstruction process. The process should be smooth for the last part. All materials and resources should be made available for ease of convenience.

4.     Documentation: all the resources used should be properly documented for later comparisons with the proposed budget.

 

Out-of-Scope

1)     Advertisement for the business

2)     Marketing

3)     Management structure

4)     Finance management.

 

 

Stakeholders &

Roles

 
Name Title Role
Raymond Campell CEO, Model Inc. Project Sponsor
Whitney Russel Construction manager Project Manager
John Rice Project designer Int. Stakeholder / Project Team
Lampard Ford Resource manager Int. Stakeholder / Project Team
Carol Tress Model hotel manager Ext. Stakeholder / Project Team

 

Constraints

Assumptions

Risks

 

 

Constraints Assumptions Risks
Limited finances Reconstruction will not affect the neighboring structures. Financial risks associated with project cost overrun.
shorter timeline The labor cost rate remains the same throughout the project. Time risks associated with tight timelines
Lack of human resources External and internal insights will yield enough information for brand development. Performance risks associated with a lack of human resources

 

Project Approval  
(signature) (signature)
Raymond Campell Whitney Russel
Project Sponsor Project Manager

 

 

 

 

 

 

 

 

 

Project Management Plan Approach

How would you apply these knowledge areas in your course project?

Control of Project Incorporation: the tools for project management can help administrators track project plans. In project integration, the work is often guided and handled (Kerzner, 2017). This method is tracked to track and manage any changes, evaluated, and recorded.

Regulation of project time: The management of the strategy includes creating a project timetable. The concept of tasks is like WBS but is closer to the development of a task list. The project consists of activities planned for the launch and deadlines of the project.

Project information management corresponds with the phase groups: launch of tasks, project preparation, project implementation, surveillance and monitoring, and project termination. The phase classes can be seen as horizontal, while information areas are vertical (Kerzner, 2017). The areas of expertise are the primary technical topics needed for successful project management.

What information and tools will you use to write your project management plan?

Gantt Chart: it is a valuable method for project management that displays stages, activities, milestones, and resources.  Since 1917, time and interdependencies between activities have been widely monitored. It demonstrates the relationship of dependence between operations and the current timetable.

Logic Network: this technology can expose useful knowledge that one can otherwise ignore. It displays the sequence of project tasks over time. It implies which action parallels another action or precedes it logically (Kerzner, 2017). It can help one to appreciate the dependencies, the time, and the workflow of a project.

Provide a rationale for your choices

A team can coordinate all of the projects in one location using project management tools to define deliverables easily and monitor essential milestones. A project management tool aims to enhance teamwork with a team instead of blending between Laptops, emails, or other resources to play the whole job (Kerzner, 2017).

 

References

Kerzner, H. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

 

 

 

Week 3: Overview & Resources

The Work Breakdown Structure and the Project Schedule

This week, we’ll look at the various ways to present a work breakdown structure (WBS). The WBS is the initial list of all activities that must be done to complete a project. We’ll start by looking at the major pieces of work and break them down into finer detail. We will also talk about how to set up the schedule using a tool, such as ProjectLibre, and then we will discuss dependencies between tasks.

 

Objectives

By the end of this week, students should be able to:

  • Understand the work breakdown structure (WBS)
  • Build a project schedule using ProjectLibre or Microsoft Project
  • Understand dependencies

Readings & Resources

Activities & Assignments

Week 3: Lecture – The WBS and The Schedule

At this point of the project, you have defined what is in scope and what is out of scope. You clearly understand the objectives of the initiative. You have a plan for how you are going to manage all of the facets of the project.

So, now the real work begins….

Probably the most important artifact the project manager creates is the schedule. Many people refer to it as the project plan. It is the roadmap the team will use to get from today to the successful completion of the project.

There are many powerful tools on the market that project managers use to create and manage their schedule. We have chosen ProjectLibre for this course. It is very similar to Microsoft Project, the gold standard for project management software, but it is available in a Mac version and it is open source, so there is no cost to you. There will be instructions on how to get started later in this week’s lecture.

Building a Schedule

The schedule of a project starts with a major project component called the WBS, or Work Breakdown Structure. A WBS is a visual, hierarchical outline to guide your project. By first breaking down the deliverables of the project, you can then create tasks, which can again be broken down into subtasks as many times as needed to address the goals of the project.

This process takes large, complex projects and breaks them into more manageable chunks to make it easier to plan, schedule and deliver. The WBS helps with scope, cost and schedule baselines and ensures that your project plan takes all these important factors into account.

By visualizing your project in this manner, you and your resources can collaborate on defining mission critical tasks, their subtasks and the inter-dependencies between them. Here’s some important terms to remember:

  • Deliverablesare the tangible outputs that need to be produced and delivered.
  • Tasksare items that need to be completed to produce a deliverable.
  • Work Packagesare groups of tasks and represent the lowest-level component in a particular WBS branch

The WBS can be presented in one of two formats:

  • Outline / Hierarchical view
  • Chart view, which is similar to an organizational chart

Outline Hierarchical View

The outline WBS for my kitchen project might look something like this. Remember, I’m building a kitchen, so to start I need to know what the primary deliverables are (outputs) so that I can have a new kitchen by the end of the project.

First, start with the highest level deliverables:

  1. Kitchen Design
  2. Material and Appliance Order
  3. Kitchen Demolition
  4. New Kitchen Installation
  5. Clean Up and Finishing

Once I know my primary deliverables, I can start to add tasks and subtasks.

1.0 Kitchen Design (deliverable)

1.1 Choose designer (task)

1.2 Initial meeting to discuss requirements (task)

1.3 Draft a layout (task)

1.4 Review Layout (task)

1.5 Choose materials and components (work package)

1.5.1 Choose cabinets (subtask)

1.5.2 Choose counter tops (subtask)

1.5.3 Choose sink (subtask)

1.5.4 Choose appliances (subtask)

1.6 Update layout to reflect changes and finish choices (task)

1.7 Conduct final review (task)

1.8 Sign off on final layout (task)

2.0 Material and Appliance Order (deliverable)

2.1 Choose cabinets (work package)

2.1.1 Choose knobs and pulls (subtask)

2.1.2 Choose hinges (subtask)

2.2 Choose appliances (work package)

2.2.1 Choose Range (subtask)

2.2.2 Choose refrigerator (subtask)

2.3 Choose sink (task)

2.4 Choose fixtures (task)

2.5 Choose lights (work package)

2.5.1 Choose under cabinet lights (subtask)

2.5.2 Choose ceiling lights (subtask)

3.0 Kitchen Demolition (deliverable)

4.0 New Kitchen Installation (deliverable)

5.0 Clean-Up and Finishing (deliverable)

Chart Hierarchical  View

The chart view is a visual representation of the major deliverables and the activities required to complete those deliverables. It contains the same information and the same level of detail as the outline view above*.

The chart WBS for my kitchen project might look like this:

Week 3: Lecture – The Schedule and Dependencies

The Schedule

Once you have your WBS defined, you can start to create your schedule. In this course, we are going to use ProjectLibre (Links to an external site.) to build the schedule. ProjectLibre (PL) is an open-source scheduling application that is simple to use and works for both Mac and PC. If you’re new to PL, there are helpful tutorials on the website. To access them, you’ll first need to create an account (Links to an external site.).

Once installed on your computer, ProjectLibre will ask if you want to create a project or open a project. An information box will pop up and fill in your project name and your name as the manager. You’ll also be able to assign a project start date (if it is different from today’s date).

The default view will look like this:

This is called the Gantt Chart view. On the left side of the screen, we will capture all the tasks and dates, resources, and dependency data (more on this later in the lecture). On the right side, the software will create an actual Gantt chart for your project. The Gantt chart is a pictorial representation of the timeline.

There are a number of ways to enter data in ProjectLibre (PL). In the Gantt Chart view, you enter data like you would in an Excel file. Once you enter a task, ProjectLibre defaults to a 1 day duration – but this can be edited. The end date is calculated based on start date plus number of days of duration.

You can also double click on a task.  This will open an editable Task Information box, as seen below:

My kitchen project now looks like this in PL:

Don’t worry about the blank columns for now. We will work on them as we cover the applicable topics.

 

 

Dependencies

Scheduling tools refer to dependencies as predecessors. These are the tasks that must be finished before another task can start. For example, I cannot order my appliances before I do my research on what I actually want.

There are four types of predecessors:

Another consideration for predecessors is called lag time. That is the amount of delay time between tasks.

Examples:

  • Paint needs one day to dry before a second coat can be applied
  • Concrete needs to set before you can start to frame the building

While using ProjectLibre, you can add lag time when applying dependencies. ProjectLibre will calculate the appropriate start or finish date.

You can add the predecessor to tasks in three different ways:

  • Adding the ID number of the predecessor task(s)
  • Linking them using the Link button in the Task view (highlight two or more tasks and click the Link button – ProjectLibre will link them all in succession)
  • Identifying the predecessor in the Task Information box

Whichever of these options works for you is the correct one.

Add your successors in ‘Schedule’ once you have identified them.

 

Week 3: Assignment – Creating the Work Breakdown Structure

For this Week’s assignment, you are going to create a WBS for your course project. Refer back to the lecture notes and your textbook if you need more assistance in how to create a WBS. We purposely do not provide a template for you in this assignment.

Assignment Instructions

  1. If you prefer chart format, create your WBS in Microsoft Word, Google Docs, your your favorite chart creating app (as long as you can save it as a common file type)
  2. If you prefer outline format, create your WBS in Microsoft Excel / Google Sheets
  3. Provide an explanation to why the format you chose is advantageous to your project
  4. The total amount of deliverables is entirely up to you and the needs of your project. To make this a comprehensive assignment, we require at least 50 tasksfor your WBS.

Your assignment will be graded based on whether:

  • The WBS includes deliverables, tasks, and subtasks
  • The WBS is comprehensive enough for the project. Does it include alltasks?
  • You articulate the advantages of the format you chose

Outline Hierarchical View

The outline WBS for my kitchen project might look something like this. Remember, I’m building a kitchen, so to start I need to know what the primary deliverables are (outputs) so that I can have a new kitchen by the end of the project.

First, start with the highest level deliverables:

  1. Kitchen Design
  2. Material and Appliance Order
  3. Kitchen Demolition
  4. New Kitchen Installation
  5. Clean Up and Finishing

Once I know my primary deliverables, I can start to add tasks and subtasks.

1.0 Kitchen Design (deliverable)

1.1 Choose designer (task)

1.2 Initial meeting to discuss requirements (task)

1.3 Draft a layout (task)

1.4 Review Layout (task)

1.5 Choose materials and components (work package)

1.5.1 Choose cabinets (subtask)

1.5.2 Choose counter tops (subtask)

1.5.3 Choose sink (subtask)

1.5.4 Choose appliances (subtask)

1.6 Update layout to reflect changes and finish choices (task)

1.7 Conduct final review (task)

1.8 Sign off on final layout (task)

2.0 Material and Appliance Order (deliverable)

2.1 Choose cabinets (work package)

2.1.1 Choose knobs and pulls (subtask)

2.1.2 Choose hinges (subtask)

2.2 Choose appliances (work package)

2.2.1 Choose Range (subtask)

2.2.2 Choose refrigerator (subtask)

2.3 Choose sink (task)

2.4 Choose fixtures (task)

2.5 Choose lights (work package)

2.5.1 Choose under cabinet lights (subtask)

2.5.2 Choose ceiling lights (subtask)

3.0 Kitchen Demolition (deliverable)

4.0 New Kitchen Installation (deliverable)

5.0 Clean-Up and Finishing (deliverable)

Chart Hierarchical  View

The chart view is a visual representation of the major deliverables and the activities required to complete those deliverables. It contains the same information and the same level of detail as the outline view above*.

The chart WBS for my kitchen project might look like this:

 

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