Assume you were appointed as project manager to lead a dozen of your classmates to write up an end-of-course summary guide that would be used to update all areas of the course (i.e., discussion questions, lectures, assignments, quizzes, and exams). You get to meet face to face periodically, but the majority of the work is done via conference call and e-mail. You plan to form subteams to work on each of these elements, each headed by a subteam leader. How would you set up your WBS? What are some of the considerations you made when you decided on this structure? Read a number of your classmates’ ideas and look for similarities and differences. Ask questions about why a person set up his or her plan as he or she did. Would you change anything about your plan after networking with others?

Solution:

As described by Zecheru and Olaru (2016), a Work Breakdown Structure (WBS) is a structure used to define project objectives at all levels of detail. All WBS levels contain measurable elements that must be attained or produced in order to successfully complete the project, deliver the deliverables, and ultimately realize the overall objective. The WBS is hierarchical whereby level 1 represents the whole project (the top objective) while the lower levels represent the broken down parts of the project.

As the project manager in the project of writing an end-of-summary guide, I would develop WBS by starting with recording the main objective of the project which is “to write an end-of-summary guide.” This would be followed by dividing the main project into smaller tasks and deliverables including discussion questions, lectures, assignments, quizzes, and exams. I would then divide the deliverables into phases, specific large or sub-tasks. Completion of each sub-task and deliverable would be a step towards the completion of the project….Please click the icon below to purchase full answer at only $5