Assignment: Scenario Information

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Assignment: Scenario Information

Assignment: Scenario Information

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Assignment: Scenario Information
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You are assuming the role of the project manager for a company called SuperPacks to provide a new backpack product with a built-in refrigeration pouch and radio module. Your customer for this project is the U.S. Army, Ground Forces and Special Operations. As the project manager for your team, you will be submitting to your manager a project management report.

Instructions

Work Breakdown Schedule

As the project manager, your role is to track and manage the projects you are working on; creating a Statement of Work and a Work Breakdown Structure are tools that can help you manage a project or projects. Below you will create a Statement of work consisting of the basics of the project(s) you are working on. Consider this similar to a business or marketing report, but this will define the project, project scope, and overall strategy of the project.

Part One
Statement of Work (SOW) Document:

Develop the project Statement of Work document to include the following information:

  • Business need
  • Product scope description
  • Strategic plan

Part Two
As part of your Statement of Work for your project, you will create a Work Breakdown Structure (WBS). The WBS allows for project managers to compose all tasks of the projects into smaller components to ensure a more manageable project(s).

Develop the project Work Breakdown Structure using the

WBS is defined as “a deliverable-oriented hierarchical decomposition of the work to be completed by the project team to meet the project objectives and provide the needed deliverables,” according to the PMBOK® Guide—Third Edition of the Project Management Institute. 
It organizes and specifies the project’s overall scope. 
Each successive level denotes more extensive description of the project’s work. 
The work breakdown structure (WBS) is broken down into work packages. 
The hierarchy’s deliverable focus incorporates both internal and external deliverables.”

 

The following are some regularly used words in WBS project management:

 

Acceptance Criteria: Requirements that must be met in order to satisfy customers or other stakeholders.

 

Budget: The project’s expenses, which can be divided down into deliverables or phases.

 

Deliverables are the products, services, or outcomes that are produced at various phases throughout the project. 
deliverable-based WBS, for example, would be structured on deliverables such as URL, layout, and written content in website design project.

 

Milestones: 
The WBS identifies the project’s critical stages.

 

The various stages of project are referred to as phases. 
phase-based WBS, for example, would be structured around things like discovery, design, and launch, rather than specific deliverables, in website design project.

 

Work breakdown structure (WBS):

 

The WBS’s Key Characteristics and Components

 

The 100 percent rule is an important part of job breakdown system. 
This means the WBS covers all parts of the project, as well as the person or team in charge of each component.

 

Another distinguishing feature of WBS is its leveling structure. 
When using the 100 percent criterion, the project’s entirety will be Level of the WBS. 
If the project isn’t self-explanatory, some WBSs contain description or overview at the top level. 
Then, applying the 100 percent rule at each level, each level below breaks down the project into even more depth. 
If you’re making WBS for new website, for example, Level would be “Website for New Brand.” 
Level aspects break down the deliverables required to complete the project, such as secure website domain, design layout, and content development. 
Each level after that continues to break down the pieces in greater depth.

 

Why Is Work Breakdown Structure Beneficial for Project Management?

 

For variety of reasons, work breakdown structure is an effective project management tool. 
For starters, it divides the project into smaller chunks, making it less overwhelming and more achievable.

 

Second, it serves as road map for the project’s many personnel and teams. 
Many projects require multiple teams to work in tandem, all of which must coordinate and integrate in order for the project to be completed. 
Individuals and teams can concentrate on their own tasks and deliverables while also seeing how their contribution fits into the overall project by using WBS.

 

Finally, work breakdown structure is an effective tool for determining project completion, setting milestones, and allocating budget resources. 
Project managers can be confident that the project is adequately funded and that they won’t run into any roadblocks due to “surprise” deliverable if they follow the 100 percent rule.

 

How to Effectively Create and Use Work Breakdown Structure

 

To make the most of work breakdown structure, make sure to include all project components (remember the 100 percent guideline mentioned earlier), but not too much information. 
When it comes to the WBS, it turns out that there is such thing as too much of good thing.

 

To make WBS, follow these steps:

 

1. Establish the scope of the project. 
The first step in developing work breakdown structure is to define the project explicitly. 
This may be rather simple for some projects. 
For some projects, it may be necessary to refine the project’s actual scope so that the WBS is suitably scaled and does not grow bulky.

 

2. Define project parameters. 
You can put restrictions on what is and isn’t included in the WBS once the project has been defined and detailed.

 

3. Determine the project’s deliverables. 
This will comprise high-level project deliverables such as Project Scope Statement and Mission Statement.

 

4. Define the elements of Level 1. 
When designing the Level deliverables, keep the 100 percent rule in mind.

 

5. Dissect each of the Level components. 
Decomposition is the process of breaking down Level elements. 
It entails breaking down task into smaller and smaller chunks, with the 100 percent rule applied at each stage. 
Ask yourself if more decomposition would improve project management at each following level. 
Continue to break down the elements until you get “no” answer to that question. 
The WBS is complete once you’ve completed the breakdown procedure for each element in Level 1.

 

6. Make list of team members. 
Determine who is responsible for each piece, whether it is an individual or team.

 

7. Make Gantt chart to go along with the WBS. 
Gantt chart depicts activities over time so you can see information about the project’s schedule and numerous tasks visually.
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