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Visit the Penn State College of Earth and Mineral Sciences' website and review the material on The Work Breakdown Structure (WBS). Examine the process of subdividing activities into a hierarchical tree diagram. Explain why, at levels 4-6 of the WBS, templates may not be appropriate, as discussed in the Kerzner text. Provide a rationale for your response. Additionally, create a Gantt Chart that includes task numbers, names, start and finish dates, Gantt bars showing task timing, and task dependencies. Prepare an argument for or against the role of the functional manager in establishing the first three levels of the WBS, supporting your position with a real-world example.

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The Work Breakdown Structure (WBS) serves as a foundational tool in project management, enabling project managers to decompose complex projects into manageable tasks and subtasks. The process of subdivision begins with the high-level deliverables, which are gradually broken down into more detailed components until the work needed to complete the project can be effectively assigned and monitored. The hierarchical nature of the WBS allows for clarity, accountability, and easier tracking of progress, making it crucial for project planning, scheduling, and resource allocation.

In the context of levels 4-6 of the WBS, the use of templates becomes increasingly problematic, as discussed in Kerzner's project management principles. Templates are predefined, often standardized, formats that facilitate quick documentation and consistency in project management tools. However, as projects progress into these deeper levels, the specificities and unique aspects of individual tasks tend to escalate. The activities at these depths often involve specialized procedures, local contextual considerations, or bespoke processes that cannot be adequately captured by generic templates. Rigid templates at these levels risk oversimplifying complex activities, leading to inaccuracies, omissions, or a lack of necessary detail that could hinder project execution.

Furthermore, levels 4-6 often encompass nuanced technical or process-specific tasks, which vary significantly from one project to another, or even within different segments of the same project. For example, in a construction project, early levels may involve broad categories like 'Site Preparation' or 'Foundation Work,' which are well-suited to templated approaches. However, at lower levels, the tasks may include specific subcontractor procedures, material handling methods, or quality control protocols, which require custom documentation and detailed workflows that a template cannot adequately reflect.

The creation of a Gantt Chart supplements the hierarchical WBS by illustrating the scheduling and dependencies of tasks visually. Task numbers and names are aligned with start and finish dates, with Gantt bars graphically representing the duration and overlap of tasks. Dependencies, such as finish-to-start or start-to-start, connect tasks logically, clarifying the sequence of activities and potential critical paths. This visualization aids in understanding project timelines, resource allocation, and potential bottlenecks, which are essential for efficient project execution.

The role of the functional manager in establishing the first three levels of the WBS is subject to debate. Proponents argue that since functional managers possess detailed technical knowledge and familiarity with specific tasks, involving them ensures the WBS accurately reflects work requirements and resource responsibilities. For example, in an aerospace engineering project, the lead engineer’s input helps define the detailed scope of design and testing tasks at the initial levels, promoting accountability and realism in planning.

Conversely, opponents contend that relying heavily on functional managers might lead to a fragmented project view, with the risk of siloed planning and a lack of integration across disciplines. They emphasize that project managers should lead the development of the initial WBS levels to ensure alignment with overarching project goals, schedule, and resource management strategies. In a large-scale IT deployment, for instance, if the project manager develops the early WBS levels, they can better coordinate efforts across departments such as development, testing, and deployment, fostering a more cohesive execution plan.

In conclusion, the subdivision process in the WBS must adapt to the detailed nature of tasks at deeper levels, which often makes templates unsuitable. The involvement of functional managers in establishing the first three levels depends on balancing detailed expertise and integrated project control. Both approaches can be effective when implemented within a comprehensive project management framework that emphasizes communication and coordination.

References

• Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Wiley.
• PMI Standards Group. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide). Project Management Institute.
• Burke, R. (2013). Project Management: Planning and Control Techniques. Wiley.
• Larson, E. W., & Gray, C. F. (2017). Project Management: The Managerial Process. McGraw-Hill Education.
• Leach, L. P. (1999). Critical Chain Project Management Improves Project Performance. Project Management Journal, 30(2), 39-51.
• Wysocki, R. K. (2014). Effective Project Management: Traditional, Agile, Extreme. Wiley.
• Heldman, K. (2018). Project Management JumpStart. Wiley.
• Wysocki, R. K. (2012). Effective Project Management: Traditional, Agile, Extreme. Wiley.
• Hughes, B. (2016). Complete Project Management Office Handbook. CRC Press.
• Verma, V. (2019). Practical Project Management. Routledge.