Business Finance Homework Help

need predecessors and duration added for the kitchen part only and fix the verbiage in the highlighted part

Part 2 – Developing the Work Breakdown Structure

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Develop a work breakdown structure (WBS) for your project based on the first project assignment. The process is as follows:

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• Create a detailed list of the components of the project, through work packages, tasks, and subtasks. Use the intended scope of the project to help you determine all the project components.
• Determine the resource needs for the project (i.e., personnel, facilities, and equipment).
• Determine the relationships between the project components and the people. For example, for each component, at least one person will be responsible for its completion, while others may be involved as consultants or decision approvers.

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EXAMPLE WORK BREAKDOWN STRUCTURE

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ABBREVIATED PERSONNEL TABLE

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Name	Department	Title
Joe Evans	Accounting	Bid Manager
Sim Elezar	Projects	Project Manager
Kim Astair	Engineering	Systems Architect
Leo Biel	Operations	Operations Manager
Tara Simmons	Operations	Logistics Manager

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NOTE: If you do not have names, you can identify the personnel by job such as Master Plumber, Journeyman Electrician #3, etc.

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ABBREVIATED SAMPLE WORK BREAKDOWN STRUCTURE

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WBS
1	Improvement Project	Main Project
1.1	Deliverable 1: Bid response time	Deliverable 1
1.1.1	Map current bid process	Work Package
1.1.1.1	Interview bid team	Task
1.1.1.2	List bid steps and process relationships	Task
1.1.2	Conduct value-added process study	Work Package
1.1.2.1	Determine value added by each process step	Task
1.1.2.2	Separate process steps into necessary vs. unnecessary	Task
1.1.3	Reform process to eliminate unnecessary and non-value-added steps	Work Package
1.1.3.1	Pare down to only necessary and value-added steps	Task
1.1.3.2	Identify ways to improve and shorten remaining steps	Task
1.1.3.3	Create new process map	Task
1.2	Deliverable 2: Increase customer response rate	Deliverable 2
1.2.1	Interview customers	Work Package
1.2.1.1	Create survey	Task
1.2.1.2	Find non-responsive and responsive customers	Task
1.2.1.3	Deliver survey	Task
1.2.2	Analyze removing response rate barriers	Work Package
1.2.2.1	List primary reasons for low response	Task
1.2.2.2	Order reasons for priority/feasibility	Task
1.2.3	Implement new measures	Work Package
1.3	Deliverable 3: Reduce bid complaints and calls	Deliverable 3
1.3.1	Interview customers	Work Package
1.3.1.1	Create survey	Task
1.3.1.2	Find unhappy customers	Task
1.3.1.3	Deliver survey	Task
1.3.2	Analyze resolving complaint root causes	Work Package
1.3.2.1	List primary reasons for bid complaints	Task
1.3.2.2	Order reasons for priority/feasibility	Task
1.3.3	Implement new measures	Work Package
1.4	Deliverable 4: Decrease bid package size and complexity	Deliverable 4
1.4.1	Interview customers	Work Package
1.4.1.1	Create survey	Task
1.4.1.2	Identify customers with bid size complaints	Task
1.4.1.3	Deliver survey	Task
1.4.2	Determine appropriate bid content	Work Package
1.4.3	Implement new bid construction process	Work Package
1.5	Deliverable 5: Increase customer contract sign rate	Deliverable 5
1.5.1	Identify existing market bids	Work Package
1.5.1.1	Benchmark market leaders	Task
1.5.1.2	Analyze price ranges	Task
1.5.1.3	Analyze bid features	Task
1.5.2	Normalize bid features and ranges to market expectations	Work Package
1.5.2.1	Identify target market	Task
1.5.2.2	Match bid creation process to intended market	Task

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NOTE: Instead of the diagram above, you can simply copy and paste your Microsoft project view obtained by inputting all tasks, indenting as necessary, and inserting the column WBS for the coding/numbering. The WBS does NOT include any dates, predecessors or durations. These are aspects of scheduling while the WBS is simply a breakdown of all aspects of the project deliverables.

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Example Responsibility Matrix

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The example above can be modified using letters and/or numbers instead of the symbols give. You must, however, explain what it means to be responsible, to support, etc. Also, given the extensive nature of your real-world project, your list of work packages (WP) and the personnel involved will be much more detailed. Instead of the names of people, you may use your resource job description, such as master plumber, journeyman electrician, etc. Again, you can copy from your Microsoft Project’s Gantt chart/input view at the work package/tasks level. Do not assign resources to the sub-deliverables (those in bold lettering).

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Part 4 – Developing the Project Schedule

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Before you start your input, you need to specify the holidays/non-working days in your project. You must also specify the working times for the project. Default is Monday-Friday from 8-12 and 1-5. In construction, for example, this may not make sense. You can set different working days for a specific resource once that resource is entered in Part 5. You can also, set different working times for any resource or group of resources once they are entered. For this section, state your working times and add predecessors and durations for each activity (not sub-deliverables!) in your WBS from Part 2. Everything is not “1 day”! And if something is one day, be sure to remove the default “?” from that duration entry. You can change your project start date using Project tab and you can change the default from days. If something takes only a couple of hours, then type in “2 hrs” and MS Project will convert this into fractions of a day (if that “days” is your project default).

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The scheduling output includes the Gantt Chart view clearly showing durations, times and beginning/ending dates with the Gantt chart, the network diagram (or Tracking Gantt), and a statement of the critical path. Remember that if you group by critical, you get a list of the critical activities but these may be on multiple paths. You MUST check your network and/or tracking Gantt to identify the critical path(s)! Also, a critical path is a statement of the activities, not the line numbers or an alphabetic identifier.