$11-7$ Table $11\mathrm{.}8$ identifies twenty$-$six steps in project planning and control. Below is a descrip$-$

tion of each of the twenty$-$six steps. Using this information, fill in columns $1$ and $2($column $2$ is

a group response$).$ After your instructor provides you with column $3,$ fill in the remainder of the

table.

Develop the linear responsibility chart. This chart identifies the work breakdown

structure and assigns specific authority$/$responsibility to various individuals as groups

in order to be sure that all WBS elements are accounted for. The linear responsibility

chart can be prepared with either the titles or names of individuals. Assume that this

is prepared after you negotiate for qualified personnel, so that you know either the

names or capabilities of those individuals who will be assigned.

Negotiate for qualified functional personnel. Once the work is decided on$,$ the pro$-$

ject manager tries to identify the qualifications for the desired personnel. This then

becomes the basis for the negotiation process.

Develop specifications. This is one of the four documents needed to initially define

the requirements of the project. Assume that these are either performance or material

specifications, and are provided to you at the initial planning stage by either the cus$-$

tomer or the user.

Determine the means for measuring progress. Before the project plan is finalized

and project execution can begin, the project manager must identify the means for

measuring progress; specifically, what is meant by an out$-$of$-$tolerance condition and

what are the tolerances$/$variances$/$thresholds for each WBS base case element?

Prepare the final report. This is the final report to be prepared at the termination of

the project.

Authorize departments to begin work. This step authorizes departments to begin

the actual execution of the project, not the planning. This step occurs generally

after the project plan has been established, finalized, and perhaps even approved

by the customer or user group. This is the initiation of the work orders for project

implementation.

Develop the work breakdown structure. This is one of the four documents required

for project definition in the early project planning stage. Assume that WBS is con$-$

structed using a bottom$-$up approach. In other words, the WBS is constructed from

the logic network $($arrow diagram$)$ and checkpoints which will eventually become

the basis for the PERT$/$CPM charts $($see Activity $25).$

Close out functional work orders. This is where the project manager tries to prevent

excessive charging to his project by closing out the functional work orders $($i$.$e$.,$

Activity $6)$ as work terminates. This includes canceling all work orders except those

needed to administer the termination of the project and the preparation of the final

report.

Develop scope statement and set objectives. This is the statement of work and is one

of the four documents needed in order to identify the requirements of the project.

Usually, the WBS is the structuring of the statement of work.

Develop gross schedule. This is the summary or milestone schedule needed at pro$-$

ject initiation in order to define the four requirements documents for the project. The

gross schedule includes start and end dates $($if known$),$ other major milestones, and

data items.

Develop priorities for each project element. After the base case is identified and

alternative courses of action are considered $($i$.$e$.,$ contingency planning$),$ the project

team performs a sensitivity analysis for each element of the WBS$.$ This may require

assigning priorities for each WBS element, and the highest priorities may not neces$-$

sarily be assigned to elements on the critical path.

Develop alternative courses of action. Once the base case is known and detailed

courses of action $($i$.$e$.,$ detailed scheduling$)$ are prepared, project managers conduct

"what if$"$ games to develop possible contingency plans.