Q : Based on the Figure 6.4,6.5 and 6.6 What are the benefits and decisions Project managers can take?Note: The answer should be based on the information in the picture and your own work. ACTIVITY PLANDelverablesMeasurels) of accompishmentKey constrants and assumptons.ESTIMATEDRESOURCESBAME DIATEPREDECESSOTASKSESTIMATEDTIMEDURATIONS)TASKSASSIGNED TOFIGURE 6.4 A form to assist hierarchical planning.The Work Breakdown StructureUsing this hierarchical planning process results in a work breakdown structure known as aWBS. The WBS is the main tool for managing the project scope as described in PMBOK.The WBS is not one thing. It can take a wide variety of forms that, in turn, serve a widevariety of purposes. In many ways, the WBS is a simplified form of the project plan focusedon the actual tasks of the project. It often shows the organizational elements associatedwith a project subdivided into hierarchical units of tasks, subtasks, work packages, etc.Figure 6.5 is such a WBS for a conference. The Food group in the Facilities staff hasresponsibility for meals and drinks, including coffee breaks and water pitchers in theconference rooms. Five different food functions are shown, each presumably broken downinto more detailed tasks. In this case, the account numbers for each task are shown so thatproper charges can be assigned for each piece of work done on the project.Professor Andrew Vazsonyi has called this type of diagram a Gozinto chart, after thefamous Italian mathematician Prof. Zepartzat Gozinto (of Vazsonyi's invention). Readerswill recognize the parallel to the basic organizational chart depicting the formal structure ofan organization, or the Bill of Materials in a Materials Requirements Planning (MRP) system.Another form of the WBS is an outline with the top organizational (Level 1) tasks on the leftand successive levels appropriately indented. Most current project management software willgenerate a WBS on command. Microsoft's Project", for example, links the indented activitylevels with a Gantt chart that visually shows the activity durations at any level.In general, the WBS is an important document and can be tailored for use in a numberof different ways. It may illustrate how each piece of the project contributes to the whole interms of performance, responsibility, budget, and schedule. It may, if the PM wishes, listthe vendors or subcontractors associated with specific tasks. It may be used to documentthat all parties have signed off on their various commitments to the project. It may notedetailed specifications for any work package, establish account numbers, specify hardware/software to be used, and identify resource needs. It may serve as the basis for making costestimates or estimates of task duration. Largely, the WBS is a planning tool, but it may alsobe used as an aid in monitoring and controlling projects. Again. it is important to rememberPMBOK5.4LeveisCareesonFrtertuonvetLecatanPaite(12.00.000Smsione(1400.00(15.00.dTesRatesSesDutesFendBudngHome1.00 (1.2.0 (1201 c0 (12.00.00 (12m0)TypesPapPanLocalCatteebraa12.02.01)Bretast12.02.00)LundhesDasers(12.00.04Drnks(12 2 05FIGURE S.S Work hreakdowe stracture (account sumbers shown).that no single WBS contains all of the elements described and any given WBS shouald bedesigned with specific uses in mind. Its uses are limited only by the needs of the project andthe imagination of the PM. No one version of the WBS will sauit all needs, so the WBS isnot a document, but any given WBS is simply one of many passible documents.However, in constructing the WBS, all work package information should be reviewedwith the individals or organizations who have responsibility for doing or supporting thewurk in onder to verify the WBS's accuracy. Resource requirements, schedules, and subtaskrelationships can now be aggregated to form the next higher level of the WBS, continuing onto each succeeding level of the hierarchy. At the uppermost level, we have a summary of theproject, its budget, and an estimate of the duration of each work element. For the moment,we are ignoring uncertainty in estimating the budget and duration af work elements.As we noted, the actual form the WBS takes is not sacrosanct. Figure 6.6 shows apartial WBS for a college "Cureer Day." which includes the activities, who is respon-sible, the time each task is expected to take, which tasks must precede each task, andany external resources needed for that task. However, not all elements of the WBS shownin Figure 6.6 may be needed in other cases. In some cases, for example, the amoants ofspecific resources required may not be relevant. In others, "due dates" may be substitutedfor activity durations. The appearance of a WBS will probably differ in different organiza-tions. In some plans, numbers may be used to identify activities; in others, letters. In stillothers, combinations of letters and numbers may be used. An example of a WBS t0 acquirea subsidiary is illustrated in Figures 6.7a and 6.7b. A verbal "WBS" was written in the formof a memorandum, Figure 6.7a, and was followed by the more common, tabular plan shownin Figure 6.7b. Only one page of a five-page plan is shown. The individuals and groupsmentioned developed similar plans at a greater level of detail. (Names have been changedat the request of the firm.) WBSCareer DayTimeStepsResponsibility(weeks)Prec.Resources1. Contact Organizationsa. Print formsSecrelary6.Print shopb. Contact organizationsProgram managerWord processing151.ac. Collect display informationOlice manager41.bd. Gather college particularsSecretary41.bc. Print programsSecretary1.dPrint shopf. Print participants' certificatesGraduate assistant8Print shop2. Banquet and Refreshmentsa. Select guest speakerProgram manager14b. Organize foodProgram manager1.bCatererc. Organize liquorDirector101.6Dept. of Liquor Controld. Organize refreshmentsGraduate assistant1.bPurchasing3. Publicity and Promotiona. Send invitationsGraduate assistantWord processingb. Organize gift certificatesGraduate assistant5.5c. Arrange bannerGraduate assistantPrint shop51.dd. Contact facultyProgram manager1.51.dWord processinge. Advertise in college paperSecretary5I.dNewspaperf. Class announcementsGraduate assistant13.dRegistrar's officcg. Organize postersSecretary4.51.dPrint shop4. Facilitiesa. Arrange facility for eventProgram manager2.51.cb. Transport materialsOffice manager.54.aMoversFIGURE 6.6 Partial WBS for college "Career Day."Occasionally, planners attempt to plan by using “Gantt charts," a network device com-monly used to display project schedules (see Figure 6.8). The Gantt chart was invented asa scheduling aid. In essence, the project's activities are shown on a horizontal bar chartwith the horizontal bar lengths proportional to the activity durations. The activity barsare connected to predecessor and successor activities with arrows. The project scheduleintegrates the many different schedules relevant to the various parts of the project. It iscomprehensive and may include contractual commitments, key interfaces and sequencing,milestone events, and progress reports. In addition, a time contingency reserve for

Name: Q : Based on the Figure 6.4,6.5 and 6.6 What are the benefits and deci
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Description: Q : Based on the Figure 6.4,6.5 and 6.6 What are the benefits and decisions Project managers can take?Note: The answer should be based on the information in the picture and your own work. ACTIVITY PLANDelverablesMeasurels) of accompishmentKey constra