Work Breakdown Structure

The WBS is used in project management to depict the scope of a project. In addition, the WBS is the primary source of information for the development of the project schedule and network diagram, for the determination of project resources, and is an important element of performance measurement. At the lowest level of detail, the WBS depicts all of the activities/tasks that the project team will be required to perform in order to complete the project.

Refer to Table 4: St. Dismas ALF Construction Project Plan in the case study. (Its the the 2nd section of the below case study that starts with CONSTRUCTION & FURNISHING

Kyle Nanno, the construction project manager for the St. Dismas ALF project, prepared a project plan for the construction of the facility. Many of the tasks are at a summary level. Fred has asked Kyle to provide a greater level of detail for the four phases of the project.

^QUESTION:Produce a Work Breakdown Structure (WBS) for the construction of the St. Dismas ALF. The WBS must be decomposed to three levels and include at least two deliverables from each of the four phases in the construction project plan.

Predecessors 88 92 ID Task Name 86 Marketing 87 Conmunity mailing about construction project 88 Initial informational meetings 89 St. Dismas volunteers 90 Community groups 91 Sr. Dismas staff (all shifts) 92 Presentation prepared for Speaker's Bureau 93 Provide updates to community 94 Inquiry log established 95 Groundbreaking ceremony-duting National Hospital Week 96 Marketing plan developed and implemented 97 PR firm contracted 98 Marketing plan developed 99 Determine name and signage for facility 100 Hire Marketing Director 101 Marketing plan ready to implement 102. Implementation of marketing plan-5 months before facility ready, then ongoing Duration 270 days o days 16 days 1 day 4 days 3 days 0 days 0 days O days O days 180 days 4 wks 8wks 0 days 4 wks 0 days 20 wks 88 STSANAWEtes 97 98 98, 100 101 As Fred was explaining that the next job of the group was to complete a final version of all project plans and firm up the schedule of the Program, the Construction Project Manager stated that it was his turn to present his broad project plan for construction of the facility. He also added that he had a major scheduling issue to bring to the team. The Construction Project Manager presented the following broad project plan for facility construction. R.-A.Disainfid- ID Task Name Construction & Furnishing Facility construction 3 Phase 1 - Foundation & excavation (lasement/ist floor slab) 4 Phase 2 - Structure (steel/framing) 5 Phase 3 - Enclosure (masonry/windows/roof) 6 Phase 4 - Interiors (drywail/ceiling/flooring'case goods) 7 First 45 (light assisted) units reaciy to prepare for occupancy 8 First 45 units ready for residents 9 Remaining 57 unirs (light & heavy) ready to prepare for occupancy 10 Construction complete 11 Building ready for residents Duration Predecessors 369 days 329 days 95 days 113 days 3FS60 days 134 days 234 days O days 6FS-5 wks 8 wks 0 days O days 8 wks | 10 The construction PM proceeded to explain that the scheduling constraints that the Board of Trustees gave the team were nor feasible. The Board wanted construction to begin immediately after the elections in November and to be ready for occupants by June. The contractor did not want to begin the project at the beginning of winter. The first phases of the project plan detailed work that needed to be completed outside. If the weather was load, the construction PM knew the schedule would be affected. The construction project manager also pointed out that the schedule created by