Please Review And Read Before Accepting Bid As Always Plagia

Please Review And Read Before Accepting Bid As Always Plagiarism Wil

Please review and read before accepting bid. As always, plagiarism will be checked. Part A: Creating a Work Breakdown Structure (WBS) As noted in the introduction, work breakdown structures (WBSs) are essential for managing projects successfully, since they list all of the required tasks for a project. Two approaches for creating a WBS are top-down and bottom-up. Explain the value of creating a WBS, along with the risks of failing to put one together.

Then, describe each approach along with an example of a project best suited for each approach. At least 200 words and be supported by at least one additional professional or academic source.

Part B: Project Activities for Campus Call Box Installation

Consider which activities would be involved in the following project. The campus facilities engineering department has decided the call boxes will be solar powered and will use two-way radio communications. Your purchasing department has begun to review qualified suppliers for the call boxes.

One of the potential suppliers has provided a comprehensive installation manual, the Rath Security Installation & Operations Manual, which clearly describes the installation steps. Activities required in the site preparation, hardware, installation, wiring, and testing sections could all be considered for inclusion in your project. Conduct research on these tasks.

Discuss which of these activities are dependent upon the successful completion of prior tasks. For example, site preparation would certainly have to be completed before mounting the call boxes.

Part C: The Scope Statement

The scope statement is a critical component of project management. In your paper, describe the contents of the scope statement. Discuss the importance of the project scope as it relates to the success of a project.

Identify at least three issues that may result from a poor or underdeveloped scope statement. Your paper must be 600 words in length (not including title and reference pages) and must be formatted according to APA style as outlined in the Ashford Writing Center.

Use contextual (Level One) headings to organize your paper and your thoughts. You must cite at least two scholarly sources from the University Library in addition to the textbook. The Scope Statement must be 600 in length (not including title and references pages) and formatted according to APA style as outlined in the Writing Center. Must include a separate title page with the following: Title of paper, Student’s name, Course name and number, Instructor’s name, Date submitted.

Must use at least two scholarly sources in addition to the course text. The Scholarly, Peer Reviewed, and Other Credible Sources table offers additional guidance on appropriate source types. Please contact your instructor if you have questions about the suitability of sources. All sources must be documented in APA style and included in a references page.

Part D: Emergency Call Box Project – Part 2: Work Breakdown Structure

Reflecting on your Team Discussion this week, use Microsoft Project to create a Work Breakdown Structure for the emergency call boxes project.

The WBS should include at least five major tasks, each with at least two subtasks. For help with using MS Project, refer to Appendix A in your textbook, or search for ‘Microsoft project for beginners videos’ online for tutorials. The WBS must include at least five major tasks, each with a minimum of two subtasks.

Paper For Above instruction

Creating a Work Breakdown Structure (WBS): Significance, Approaches, and Application

Effective project management hinges significantly on a detailed and structured plan, among which the Work Breakdown Structure (WBS) is paramount. The WBS acts as a foundational element that delineates all required tasks, providing clarity and a systematic route to project completion. Its primary purpose is to decompose complex project deliverables into manageable sections, thereby facilitating better planning, scheduling, resource allocation, and risk management (PMI, 2017). When a WBS is absent or poorly developed, project managers often face increased risks of scope creep, missed deadlines, cost overruns, and stakeholder dissatisfaction, stemming from a lack of clear task definitions and accountability. The absence of a structured breakdown can lead to ambiguity regarding responsibilities and deliverables, contributing to project failures (Heldman, 2018).

The two predominant approaches to constructing a WBS are top-down and bottom-up. The top-down approach begins with the project goal or deliverable and partitions it into smaller components progressively, ensuring alignment with project objectives. This method is advantageous for projects with well-defined outcomes or when the scope is clear, such as software development projects where the end product is specified beforehand. Conversely, the bottom-up approach involves identifying detailed tasks or activities first and then aggregating them into larger components. This approach suits projects that require meticulous activity detailing, such as construction or manufacturing projects, where specific tasks must be identified upfront for accurate scheduling (Kerzner, 2017).

Example of Top-Down Approach

An example best suited for the top-down approach is developing a new corporate website. The project begins with the high-level goal of creating a functional and user-friendly website. The project is then decomposed into major components such as design, content creation, development, testing, and deployment. These components are further broken down into specific tasks such as wireframing, graphic design, content writing, coding, and user acceptance testing. This approach ensures that the project aligns with strategic objectives and stakeholder expectations from the outset.

Example of Bottom-Up Approach

An example suitable for the bottom-up approach is constructing a manufacturing plant. Here, numerous detailed activities like foundation laying, electrical wiring, HVAC installation, and equipment setup are identified first. These detailed tasks are then grouped into larger categories, which collectively define the scope of the project. This method is particularly effective when project teams have a thorough understanding of the detailed activities necessary for physical construction, facilitating precise resource allocation and scheduling.

The Risks of Not Developing a WBS

Failing to develop a comprehensive WBS exposes projects to several risks. Primarily, it can result in scope creep, where uncontrolled changes extend project scope without proper assessment. Without a clear task structure, project managers may overlook critical activities, leading to incomplete deliverables. Additionally, it hampers accurate scheduling and resource management, causing delays and budget overruns (Heldman, 2018). A poorly structured WBS can also diminish stakeholder confidence and lead to miscommunication among team members, further jeopardizing project success.

Conclusion

In conclusion, creating a WBS is instrumental in ensuring project clarity, control, and successful delivery. The choice between top-down and bottom-up approaches depends on project specifics, including scope clarity and activity detail. Recognizing the importance of a well-constructed WBS can significantly mitigate risks, optimize resource utilization, and enhance stakeholder trust, ultimately leading to project success.

References

• Heldman, K. (2018). Project Management JumpStart (4th ed.). John Wiley & Sons.
• Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling (12th ed.). Wiley.
• Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). PMI.