Work Breakdown Structure

The steps designated in the Work Breakdown structure were given in five different steps. First, assessing the hardware needs of the new HRIS software. Second, obtaining the required hardware and installing the new software onto it. Third, moving all employee data and records from the old HR databases to the new, more robust HRIS system. Fourth and fifth are very similar, training for both Managers and employees in the two new systems of records, HRIS and payroll.

Decomposition is another tool that will be used to break the requirements documentation down into identifiable work portions, or a work breakdown structure (WBS). GenRays resources will be assigned to the project team based on their work experience and general project team experience to effectively perform the necessary work in the WBS.

Organizational procedure links provides WBS (Appendix A) as the framework for the management plan, allowing for the consistency with the estimates and resulting schedules. Furthermore, historical information can be gathers from previous projects, standardize processes, and acts as a template that contain standard activity. Organizational process assets are formal and informal activity regarding planning related policies, guidelines, and scheduling methodology, aiding and developing activity definitions (PMI,

The hardware provided to Kilgore for the production of the proposed “draft” Statement of Work (SOW) for MJU/68B will include test requirements and 5% attrition and will be supplied as Buyer Furnished Material (BFM) to Kilgore in support of this RFP. These components will be supplied 45 days prior to the scheduled delivery date. Final determination of exact quantities required for BFM will be established at the time of shipment to Kilgore.

For further clarification see the SOP and DA memo attached. Additionally, I have attached the expendable durable DA 1687 that meet current requirements to draw operational rations from the USPFO-L.

After the long design and proposal process Northrop was selected as the winner of the $9.4 billion cost plus incentive fee structured contract in October 1981. [1, 40] The contract specified that the top level system requirements would be flowed down in functional specifications as part of a specification tree. [1, 41] The six key sub-system specifications the were required per the contract were “Flight control, Avionics, Radar, Armament, Low observables, and software.” [1, 41] In system engineering form usually follows function so the breakdown of the work necessitated the contractor to decide how to divide the large workshare into smaller teams with technical teams. Northrop decided to

So we will set up milestones that show deadlines the date, mean by finish a task which a milestone is a task with zero duration. We think that a milestone is most important in a log cabin project as it show important dates on the project plan and often key events, but it does not affect any of the Gantt chart calculations. Overall, the work breakdown structure (WBS) to make complex a log cabin project more management while the WBS is designed to help breakdown this project into manageable chunk that can be effectively estimated. Also a WBS helps to explain a log cabin project scope to the stakeholder, supplier and labor.

The architecture illustrates, through scenarios, what procedures, policies, and practices are currently in use during general operations, and the gaps that manifest, to be addressed. The goal of this analytical tool as it matures with component input, is to facilitate efficient mission and capability analysis, improve interoperability, and technological integration. It will also provide operational and technical context to establish standards for information/data exchanges, and detail the interaction of systems and processes.

A work breakdown structure (WBS) will develop for this project and the WBS is based on the project charter, scope statement, and other relevant information. Gantt chart and network diagram also will be well prepared for this project. While preceding the planning stage, the resource usage cash flow report will showing the hours each person is assigned to work on each task each week. Furthermore, the probability/ impact matrix and list of prioritized risks for the project will be included in the project

The WBS is a view into the project which shows what work the project encompasses. It is a tool which helps to easily communicate the work and processes involved to execute the project. The Project Manager and project team use the WBS to develop the project

interdependence of activities, phase evedaPs- work fragmentatioti, complex organisational sitneture and uncertainty in accurate predictton of desired outcomes. In the engineering and construction industry, larger usually use matrix Organization for the management of projects. Matrix organilation iemains-a complex structure. project activities an= highly inter-dependent as they are intricately connected and have a complex process relationship. For example, it is not only upstream activities, which affect the downstream activities, but the reverse is also true. Thousands of These interdependent activities make up an intricately linked human activity system. in the case of a large engineering project. Information transfer is essential and iterations typical. De la Can (1994) considers work fragmentation involving multiple organizations, 4 major challenge:Owner, design firms, construction firms. equipment, agencies, end users, facility operators, maintenance teams and demolition firms are some of the participants involved in the life cycle of any constructed facility. The large number of participants in the project causes the problems of fragmentation. Project participants exchange infommtion back-and-forth at all times. Adversarial relationships between organizations may also arise due to work fragmentation. The duration of some activities is unpredictable, especially in negotiation, obtaining

Then in 1962-1965 they established PERT/cost. The Program Evaluation and Review Technique (PERT) was introduced by the U.S. Navy in 1957 to support the development of its Polaris missile pro- gram. PERT attempted to simulate the necessary work to develop the Polaris missile by creating a logic network of dependent sequential events. The initial focus of PERT was on the management of time and on predicting the probability of program success. But before PERT was accepted by program management in industry, the U.S. Air Force came up with an extension of PERT by adding resource estimates to the logic networks. PERT/Cost was thus born in 1962, and the initial PERT was thereaf- ter known as PERT/Time. For various reasons, the DoD gave up on the PERT/Cost technique in the mid-1960s but correctly held on to the earned-value concept.

The definitive approximate or bottom up estimate would be the real opposite on the budget estimate (Haughey, 29). In effective cost management of the IT project, it truly is imperative that all the estimate methods are used to mitigate the consequences of overhead costs within the project. Baldwin, Rose-Andersen, Ridgway, Allen, Lopez, Strathern, as well as Varga (1), clearly demonstrates in which "The definitive estimate uses a work breakdown structure (WBS) as well as a WBS is not a listing of activities, it is usually a detailed description of

Nageeb and Johnson (2009) define LoB as a location based visual scheduling technique that allows the manager unambiguously account for flow of a project. It utilises diagrams (lines) to represent different types of work and location of work performed by various construction crews. LoB utilises three types of graphical representation; the production drawing which shows the

Similar to TPM and APM, LPM also has advantages that can create disadvantages for a project that adopts this approach. The biggest advantage LPM grants a project is the standardized process that the approach creates. The standardized design creates a work breakdown structure (WBS). This allows each team member to understand which aspects and activities of the project they are involved in. Implementing a WBS helps reduce the time and cost of a project. (Sid, 2015, p. 6). Creating a standardized process can prove to be beneficial for an organization. However, once the standardized process is creating and implemented into the project management aspect of the business, it can be difficult to change and