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1. What underlying problems caused Radia's project managers difficulty in creating the WBS? 2. Is the team's feeling that the WBS is an old-fashioned concept with or without merit? 3. What problems might the team experience as a result of their approach? 4. Would it be valuable for the team to make the work breakdown structure after the project schedule has been created in Microsoft Project? 5. Was it a good idea for Radia's PMO to mandate a work breakdown structure for all product development projects?

1. What underlying problems caused Radia's project managers difficulty in creating the WBS? 2. Is the team's feeling that the WBS is an old-fashioned concept with or without merit? 3. What problems might the team experience as a result of their approach? 4. Would it be valuable for the team to make the work breakdown structure after the project schedule has been created in Microsoft Project? 5. Was it a good idea for Radia's PMO to mandate a work breakdown structure for all product development projects?

Practical Management Science
Practical Management Science
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ISBN:9781337406659
Author:WINSTON, Wayne L.
Publisher:WINSTON, Wayne L.
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Mastering Scope and Requirements Management Study II Radia Engineering Case Radia Engineering is an organization of approximately 5,000 employees, specializing in aftermarket product development for the automotive industry. One year ago, Radia created a Project Management Office to coordinate the development of project management expertise. Because Radia's product development spanned four countries, they were particularly interested in bringing consistency to their project management practices. As one of their first decisions, the PMO mandated that all product development projects be formally chartered, develop a scope statement, and create a work breakdown structure as part of project planning. To encourage thorough planning, the PMO mandated that the planning phase should be completed before subsequent design, development, or construction phases could begin. Tools and document templates from previous successful projects were provided to help facilitate these practices across the company, and documentation from projects was periodically audited and reviewed by the PMO for compliance. After six months of collecting project documentation, the PMO observed a trend. Most of the projects were making an attempt to create a WBS, but the results were typically incomplete and inconsistent. Just as troubling, the resulting WBS was not being used by the project team after its initial creation. For several months, tension increased between the PMO and the project managers in the field over this issue. The PMO then determined that the best way to resolve the situation was to spend time with the project managers, auditing the performance of their planning activities. Representatives from the PMO decided to observe a new project, led by John Gates, a mid-level project manager at Radia. After the new project was initiated, the project team, under the direction of Gates, completed a pass at the high-level scope statement and then met to create the work breakdown structure. The team took the main deliverable for this project (in this case, an aftermarket-integrated automotive GPS navigation system), beginning at the top level, and decomposed the work down as far as they could. After two days of work, the team began to argue about the scope of the project and the tasks needed to build the product. Several iterations of the WBS were attempted before the team finally abandoned the effort and input the data directly into their scheduling software (in this case, Microsoft Project). During this process, a general sentiment emerged among the team that the WBS was a somewhat antiquated technique that had not kept up with developments in project management software. After this, Radia's PMO was split on whether or not the WBS should be mandated on all product development projects. Furthermore, if the work breakdown structures were crucial on all projects, the PMO was unsure how to help Radia's project managers and teams create the WBS in a way that contributed to the overall success of the project instead of being an academic exercise that frustrated the project team.
Transcribed Image Text:Mastering Scope and Requirements Management Study II Radia Engineering Case Radia Engineering is an organization of approximately 5,000 employees, specializing in aftermarket product development for the automotive industry. One year ago, Radia created a Project Management Office to coordinate the development of project management expertise. Because Radia's product development spanned four countries, they were particularly interested in bringing consistency to their project management practices. As one of their first decisions, the PMO mandated that all product development projects be formally chartered, develop a scope statement, and create a work breakdown structure as part of project planning. To encourage thorough planning, the PMO mandated that the planning phase should be completed before subsequent design, development, or construction phases could begin. Tools and document templates from previous successful projects were provided to help facilitate these practices across the company, and documentation from projects was periodically audited and reviewed by the PMO for compliance. After six months of collecting project documentation, the PMO observed a trend. Most of the projects were making an attempt to create a WBS, but the results were typically incomplete and inconsistent. Just as troubling, the resulting WBS was not being used by the project team after its initial creation. For several months, tension increased between the PMO and the project managers in the field over this issue. The PMO then determined that the best way to resolve the situation was to spend time with the project managers, auditing the performance of their planning activities. Representatives from the PMO decided to observe a new project, led by John Gates, a mid-level project manager at Radia. After the new project was initiated, the project team, under the direction of Gates, completed a pass at the high-level scope statement and then met to create the work breakdown structure. The team took the main deliverable for this project (in this case, an aftermarket-integrated automotive GPS navigation system), beginning at the top level, and decomposed the work down as far as they could. After two days of work, the team began to argue about the scope of the project and the tasks needed to build the product. Several iterations of the WBS were attempted before the team finally abandoned the effort and input the data directly into their scheduling software (in this case, Microsoft Project). During this process, a general sentiment emerged among the team that the WBS was a somewhat antiquated technique that had not kept up with developments in project management software. After this, Radia's PMO was split on whether or not the WBS should be mandated on all product development projects. Furthermore, if the work breakdown structures were crucial on all projects, the PMO was unsure how to help Radia's project managers and teams create the WBS in a way that contributed to the overall success of the project instead of being an academic exercise that frustrated the project team.
Mastering Scope and Requirements Management Case Study IIl Questions Radia Engineering: 1. What underlying problems caused Radia's project managers diffiulty in creating the WBS? 2. Is the team's feeling that the WBS is an old-fashioned concept with or without merit? 3. What problems might the team experience as a result of their approach? 4. Would it be valuable for the team to make the work breakdown structure after the project schedule has been created in Microsoft Project? 5. Was it a good idea for Radia's PMO to mandate a work breakdown structure for all product development projects?
Transcribed Image Text:Mastering Scope and Requirements Management Case Study IIl Questions Radia Engineering: 1. What underlying problems caused Radia's project managers diffiulty in creating the WBS? 2. Is the team's feeling that the WBS is an old-fashioned concept with or without merit? 3. What problems might the team experience as a result of their approach? 4. Would it be valuable for the team to make the work breakdown structure after the project schedule has been created in Microsoft Project? 5. Was it a good idea for Radia's PMO to mandate a work breakdown structure for all product development projects?
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