Course Home - Course Project Due Week 4: Work Breakdown Structure and N
According to the PMBOK® Guide, "the WBS is a deliverable-oriented hierarchical decomposition of the work to be executed by the project team, to accomplish the project objectives and create the required deliverables." In other words, it lists the project's tasks, the subtasks, the sub-subtasks, and so on. For this phase, you will create a work breakdown structure (WBS) for the project you selected during phase one. Remember that the WBS starts with your major deliverables (that you stated in your scope management plan) at the highest level. The lower levels have the tasks required to complete those deliverables.
You should have at least three tasks under each deliverable, but you may have as many tasks as needed to ensure that the deliverables are complete. Review the textbook (and the PMBOK® Guide, if you have it) for some suggestions on how best to create a WBS. From your work breakdown structure, develop a project task list with dependencies, add durations, and then submit a network diagram (using MS Project) and a project schedule.
Develop the Work Breakdown Structure
Your WBS should have a minimum of 10-12 tasks and be three subtasks deep.
Make sure to use verb-object task names (for example, "Develop software").
Enter tasks in MS Project.
Create the predecessor relationships to create a network diagram.
DO NOT LINK SUMMARY TASKS!
In the Gantt Chart Tools tab, check the box marked Outline Number in the Show/Hide group.
Deliverables:
In MS Project, print the following:
Gantt Chart Entry Table on no more than three pages. Include Task Name, Duration, Start, Finish, and Predecessor columns with Gantt Chart.
Schedule Table on one page. Include only the default columns (Task Mode, Task Name, Start, Finish, Late Start, Late Finish, Free Slack, Total Slack) and do not include the Gantt Chart. Make sure all columns are wide enough to read completely.
Network Diagram on one page. Highlight the Critical Path and circle Milestones. Justify why you chose your milestones (e.g., use milestones from the scope statement or look for key merge or burst activities). Also, print out the network diagram on two to three pages so that task information can be read clearly.
Using the Resource Sheet (View > Resource Sheet), develop and print a list of resources required for your project, including Max Units and Costs (Std. Rate, Ovt. Rate, Cost/Use).
If working in a group, include a statement of participation, describing each person’s contribution to this project deliverable, with signatures. DO NOT assign resources at this time.
Note: The provided response content is an example of a student's submission (Denita Response, Jaime Response) and is not part of your assignment instructions.
Paper For Above instruction
The creation of a comprehensive Work Breakdown Structure (WBS) is fundamental to effective project management. It serves as a hierarchical decomposition of the total scope of work, providing clarity on deliverables and tasks necessary for project completion. This paper explores the process of developing a WBS, integrating dependencies, scheduling, and resource planning, guided by the PMI's standards and best practices.
Developing the Work Breakdown Structure
The initial step in constructing a WBS involves identifying the project's major deliverables, which are derived from the scope statement developed during the project's initiation phase. These deliverables form the highest level of the hierarchy. For example, if the project involves constructing a new website, major deliverables may include design, development, testing, and deployment. Each primary deliverable must be further decomposed into smaller, manageable tasks, with a minimum of three tasks under each deliverable, ensuring comprehensive coverage of all work required.
In accordance with PMI guidelines, tasks should be named with clear verb-object phrases such as "Design homepage layout" or "Develop user authentication module." This clarity enhances communication and task accountability among project team members. The WBS should extend to at least three levels of subtasks, facilitating effective task management and resource allocation.
Task Listing, Dependencies, and Scheduling
After establishing the WBS structure, the next step involves developing a detailed task list, documenting each task's duration, start and finish dates, and dependencies. Dependence relationships between tasks are critical for sequencing work logically and efficiently. For example, "Develop website content" cannot commence until "Design content layout" is completed, establishing a predecessor-successor relationship. Using project management software such as MS Project, these tasks are entered into the system, where dependencies are created by linking predecessor and successor tasks. It is important not to link summary tasks, as this can distort the network diagram's accuracy. The software then generates a network diagram that visually depicts task flow, critical path, and milestones.
The Gantt chart provides a visual timeline, while the schedule table displays key constraints such as late start and finish, slack, and task modes. Monitoring these parameters ensures the project stays on track and within scope.
Milestone Identification and Justification
Milestones are significant points or events within the project's timeline, often representing the completion of a key deliverable or phase. Selecting meaningful milestones requires examining scope statements and identifying activities that denote critical transitions—such as approval of design, completion of testing, or project deployment. Justifying milestone selection involves explaining their significance in project progression and stakeholder communication. For example, a milestone marking approval of the design phase indicates readiness to proceed to development, serving as a checkpoint for quality and scope adherence.
Resource Planning
The Resource Sheet in MS Project allows project managers to specify the human, material, and equipment resources necessary for tasks. Resources are assigned to tasks without initially establishing allocations, focusing instead on identifying all potential needs. Information such as resource maximum units and costs—standard rates, overtime rates, and costs per use—are documented to facilitate accurate budgeting and resource leveling later in the process.
This detailed resource planning supports risk mitigation by ensuring resource availability aligns with project timelines and budgets. It also provides transparency for stakeholders, enhancing accountability and facilitating decision-making.
Conclusion
Developing a WBS is a vital step in project planning, providing a structured approach to defining scope, sequencing activities, and allocating resources. Effective use of project management tools such as MS Project enables visualization and management of complex dependencies, milestones, and resource requirements. By adhering to PMI standards and maintaining clarity and completeness in documentation, project managers can significantly increase the likelihood of project success, ensuring deliverables are met on time and within budget.
References
PMI. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Project Management Institute.
Kerzner, H. (2017). Project Management: A systems approach to planning, scheduling, and controlling. Wiley.
Schwalbe, K. (2018). Information Technology Project Management. Cengage Learning.
Fleming, Q. W., & Koppelman, J. M. (2016). Earned Value Project Management. Project Management Institute.
Heldman, K. (2018). Project Management JumpStart. Wiley.
Wysocki, R. K. (2014). Effective Project Management: Traditional, Agile, Extreme. Wiley.
Meredith, J. R., & Mantel, S. J. (2017). Project Management: A Managerial Approach. Wiley.
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Marshall, S. (2017). The Fast Forward MBA in Project Management. Wiley.
Heldman, K. (2015). PMP: Project Management Professional Study Guide. Sybex.