In The Assignment Due In Week 5, You Defined Key Portions Of

In the assignment due in Week 5, you defined key portions of your project

In the assignment due in Week 5, you defined key portions of your project. Now, it is time to develop a work breakdown structure (WBS) and project schedule for your project. Note: Please use your project from the Week 5 assignment to complete this assignment. For this assignment, you will create a Work Breakdown Structure (WBS). To create your WBS, you may use MS Word, MS Excel, Visio, or any other visual format that allows for graphical elements to be included. (See Figure 4.4 from Chapter 4 of your Project Management: The Managerial Process textbook).

Alternatively, you may use a coded format using MS Word. (See Exhibit 4.1 - Coding the WBS from Chapter 4 of your Project Management: The Managerial Process textbook as an example. The example is in MS Project format, but the same could be done in MS Excel). Each of the following should be included in your WBS submission: Create a WBS which contains graphical elements of the project scope including the project, major deliverables, and supporting deliverables. WBS should be easy to read and contain consistent formatting throughout. Create a depiction of the project within the WBS.

One Level 1 is provided describing the complete project. Three Level 2s are provided describing major deliverables. Three Level 3s are provided describing supporting deliverables. Two Level 4s are provided with the lowest manageable responsibility level.

For each of the identified deliverables (identified in the four levels from item #2), create a project schedule containing all activities from levels 1-4. Each activity should contain a start and end date and a list of resources required to complete the project. Provide a minimum of three pieces of information that need to be communicated to stakeholders. For each of the three pieces which creates an example of a project network - you should address who will be targeted; when they will receive the communication; what will be communicated; and how it will be communicated.

This course requires the use of Strayer Writing Standards (SWS). The library is your home for SWS assistance, including citations and formatting. Please refer to the Library site for all support. Check with your professor for any additional instructions. The specific course learning outcome associated with this assignment is: Develop a project plan including the critical elements of project scope, priorities, work breakdown structure (WBS), communication plan, and a project network to ensure effective implementation.

Paper For Above instruction

Developing a comprehensive project plan requires meticulous attention to the various components that ensure project success. Among these, the Work Breakdown Structure (WBS) and detailed project scheduling are foundational elements that facilitate clear task delineation, resource allocation, and stakeholder communication. This paper delineates the process undertaken to construct an effective WBS for a project based on prior Week 5 definitions, alongside a detailed project schedule integrating activities from the WBS levels, with specific focus on stakeholder communication strategies aligned with the project network.

The initial step in constructing the WBS involved organizing the project into a logical hierarchy that visually represented the scope, major deliverables, supporting deliverables, and the granular activities necessary for completion. As guided by Figure 4.4 in the textbook "Project Management: The Managerial Process," graphical formatting was employed to enhance clarity and readability. The WBS began with Level 1, representing the overall project scope, and further branched into three Level 2 deliverables, encapsulating primary project components. Each of these was subdivided into three Level 3 supporting deliverables, which were further broken down into two Level 4 activities that represented manageable responsibilities.

For example, if the project involved implementing a new IT system, Level 1 would be "Implementation of New IT System," with Level 2 including "System Design," "System Development," and "System Deployment." Supporting deliverables at Level 3 might include "Requirement Gathering," "System Coding," and "User Training," each broken down into specific activities at Level 4, such as "Conduct interviews with stakeholders," "Write code modules," and "Schedule training sessions." Using MS Visio or Excel, this hierarchy was graphically depicted with boxes and connectors, following best practices for visual clarity and consistency.

Following the WBS, the next phase involved creating a project schedule that integrates all activities from levels 1 through 4. Each activity was assigned a realistic start and end date based on project timelines, resource availability, and dependencies. Resources such as personnel, software tools, and facilities were listed for each task. For example, "Conduct interviews with stakeholders" might be scheduled from March 1 to March 5, with a project analyst assigned. The schedule ensured logical sequencing to facilitate smooth workflow and prevented resource conflicts.

Furthermore, the project communication plan was developed to ensure timely, targeted, and effective stakeholder engagement. Three key pieces of information were identified as critical for communication: project progress updates, risk assessments, and milestone achievements. For each, a communication plan was formulated addressing the target audience (project sponsors, team members, external clients), timing (weekly updates, milestone reviews, ad hoc notifications), content (status reports, risk mitigation strategies, accomplishments), and method (email, meetings, project management tools). For instance, milestone achievements would be communicated to sponsors via a formal email with visual summaries at the completion of each major project phase.

The project network diagram was constructed to visualize task dependencies and communication flows. This included nodes representing activities and arrows indicating sequence, resource allocation, and communication channels. This diagram clarified who needed to receive which information, when, and how, fostering transparency and proactive management.

In conclusion, the creation of a detailed WBS, coupled with an integrated project schedule and a strategic communication plan, are essential for effective project management. These components facilitate clear task delegation, resource management, stakeholder engagement, and risk mitigation, thereby increasing the likelihood of project success.

References

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