Project WBS

Project Work Breakdown Structure
(Team project)

Project WBS Fall 2021 Page 1 of 6

Overview

The purpose of this Team assignment is to:

• Determine the work required to build Mamma Mia’s IT system.

• List all deliverable end items in the form of Summary Tasks.

• Define and list sub-tasks under each Summary Task.

• Produce a final WBS.

There are three parts to this assignment.

Part 1 – Team-reviewed Project Charter in Microsoft Word

In Week 2, each of your team members created a Project Charter. Your team needs only one Project
Charter. As a team, select one Charter to use for this assignment. Be sure to update it using the
assignment feedback from Week 2, the Case Study, and deliverable and task elements specified in Part 2
of this assignment. The Charter and the project WBS must align with each other.

IMPORTANT: The submission file should be named as “Group” “Team Name” “Deliverable for”
“Assignment Name”, such as – Group A Projecteers Charter for Project WBS x

Part 2 – Work Breakdown Structure in Microsoft Project

Re-read the following:

• “How to Build Work Breakdown Structures” (Week 1 → Reading), paying close attention to
o WBS Creation process
o Definitions
o Convention for WBS structure
o Considerations for building the WBS
o Schedule development process
o Naming Terminology

• “What NOT to do in a WBS” (Week 1 → Reading)

Before creating the WBS, open a blank project in Microsoft Project. Apply the settings from the Project
Configuration Settings section in “Project Tutorials” (Course Resources). As a team, develop and submit
a project work breakdown structure (WBS) in Microsoft Project’s .mpp format. Your WBS should include
all work necessary to complete the scope of the project, specifically including the technical IT work of
the project.

The WBS should include the project management effort as well. This is the work the Project Manager
(and team) must do to keep the project moving in the right direction. It would include such things as
team and customer meetings, briefs to the sponsor, status reports, and so on.

At this stage, the Project WBS should not include:

• Duration estimates (just leave it at the “1d” default value)

• Predecessor-successor links (aka dependencies)

• Resource data (cost, names, etc.).

Project Work Breakdown Structure
(Team project)

Project WBS Fall 2021 Page 2 of 6

Here are some Level 2 WBS elements you should include (among others), not necessarily in the order
shown:

• IT System Design

• System Hardware

• System Software

• System Networking

• System Test

• Project Management

• System Transition

With respect to hardware, software, and networking – lower level WBS elements will deal with Orders,
Delivery, Receiving, Installation, etc. Make sure that your WBS (and .mpp file) include the following tasks
as part of your WBS. These are necessary but more tasks may well be needed. This also does not mean
that a single task will necessarily suffice for each of these. Rather, include as many tasks as it takes to do
the job, but please include at least the following kinds of tasks in addition to whatever else you were
planning for your WBS:

• Ordering, and receiving hardware

• Ordering, and receiving software

• Ordering, and receiving networking

• Installing hardware

• Installing software

• Installing networking

• Managing, controlling, and monitoring the project and the team

• Project status reports

There is a lot more to the WBS than this. Do not spend too much time getting “down into the weeds”. A
good size for this class would be no more than 10 Level 2 elements. Decompose these to Level 3
elements (or Level 4 if absolutely necessary). Remember, the lowest level elements (those with indented
sub-tasks, not indented summary tasks) will be your work packages.

Finally, define and list sub-tasks within each work package.

Project Work Breakdown Structure
(Team project)

Project WBS Fall 2021 Page 3 of 6

Formatting Your Project WBS

Use the Insert Column function (read about this in “Project Tutorials” → Show the Project WBS
Numbers) so the Project WBS shows the following columns (in this order):

• Indicators (column shows )

• Task Mode

• Constraint Type

• Constraint Date

• Outline Level

• WBS

• Task Name

• Duration

• Start

• Finish

• Predecessors

• Successors

• Type

IMPORTANT: The submission file should be named as “Group” “Team Name” “Deliverable for”
“Assignment Name”, such as – Group A Projecteers Project File for Project WBS.mpp

Project Work Breakdown Structure
(Team project)

Project WBS Fall 2021 Page 4 of 6

Part 3. Answers to Questions in Microsoft Word

Read and think through the options and alternatives suggested by these questions before you build your
Project WBS. When your Project WBS is completed, answer the following questions, and submit them as
a Microsoft Word document. “Yes” or “No” answers with no explanations or discussions are not
appropriate answers.

1. Does the Project Schedule include everything in your team’s charter and all deliverables? If the WBS
includes tasks that were not part of the Project Charter, explain how the team determined the
additional tasks were necessary.

2. Does the WBS include project management tasks necessary to manage the project?

3. Explain the top-down and bottom-up approaches to building a WBS. Which approach did the team

decide to use and why did they make that decision?

4. Building the WBS as an outline in Word or Excel instead of Project can help team members visualize

the order of the tasks and how the tasks might decompose into lower levels. Did the team build an
outline outside of Project? If you only used Project, did the team need to rearrange tasks while
building the WBS?

5. Did the team approach the WBS graphically (like an organization chart) or tabularly (like a list or

table), or something else? Why?

6. Did the team work together to determine the major tasks or was only one team member responsible

for that? How well did it work?

Project Work Breakdown Structure
(Team project)

Project WBS Fall 2021 Page 5 of 6

Formatting Your Questions Document

• Create an APA format title page that includes: The title of report (Questions for Project WBS),
your name, Course and Section number and date (use assignment due date); do not include
graphics or themes.

• No running header required for this document.

• The body of the paper should be double (or 1.5″) spaced, and no longer than 5 pages.

• Answers should be formatted as normal sentences (no numbering, not a run-on sentence as
part of the question, no indenting).

• Use 1″ margins on all sides.

• Font should be 11-point Calibri, 11-point Arial, 10-point Lucida Sans Unicode, 12-point Times
New Roman, 11-point Georgia, or 10-point Computer Modern.

• Font should remain consistent throughout the paper, i.e., not changing from one font to
another.

• Use at least one external reference and one from the course content (from the class reading
content, not the assignment instructions or case study itself) with APA formatted citation and
reference. For information on general APA format and specifics related to citing from the class
content, refer to Content → Course Resources → Writing Resources. Resources must not use
Wikipedia, general information sites, blogs, or discussion groups.

• The list of References must be its own page at the end of the document and it must be in APA
format, i.e., double spaced, .5″ hanging indent. No more than 10% of the paper may be in the
form of a direct citation from an external source. All in-text citations must appear in the
References list and all entries in the References list must be used as in-text citations.

• Run Microsoft Word’s grammar/spell checker; there should be no errors in grammar, verb
tenses, pronouns, spelling, punctuation, first person usage, or contractions.

• Submit your paper as a Word document, or a document that can be read in Word.

IMPORTANT: The submission file should be named as “Group” “Team Name” “Deliverable for”
“Assignment Name”, such as – Group A Projecteers Questions for Project WBS x

Project Work Breakdown Structure
(Team project)

Project WBS Fall 2021 Page 6 of 6

Grading Rubric

Criteria
90-100%

Far

Above Standards

80-89%

Above Standards

70-79%

Meets Standards

60-69%

Below Standards

< 60%

Well Below Standards

Possible
Points

Team-reviewed Project Charter

Updated Charter revised to match
scope and WBS.

5 Points

Scope and deliverables fully
updated and aligned with
WBS.

4 Points

Scope and deliverables
mostly updated and aligned
with WBS.

3 Points

Scope and deliverables
moderately updated and
aligned with WBS.

2 Points

Scope and deliverables
somewhat updated and
aligned with WBS.

0-1 Points

Scope and deliverables not
updated or aligned with
WBS.

5

Configuration Settings

Needed for producing consistent
results in the Project WBS.

5 Points

All configuration settings
correct.

4 Points

Missed 1-2 configuration
settings.

3 Points

Missed 3-4 configuration
settings.

2 Points

Missed 4-5 configuration
settings.

0-1 Points

Missed 5 or more
configuration settings.

5

Work Breakdown Structure

WBS is decomposed to Level 4,
uses Project’s WBS numbering,
rows are continuous, includes
specified WBS elements, satisfies
scope of the Project Charter.

9-10 Points

Correctly decomposed the
schedule, no blank rows,
included all specified WBS
elements, all deliverables
align to the Project Charter.

8 Points

Decomposed too little (Level
3), or too much (Level 5);
included a few more (or less)
than 10 Level 2 elements;
most of the specified lower
level elements, project
management elements,
and/or deliverables aligned
to the Project Charter.

7 Points

Under-decomposition (Level
2), or over-decomposition
(Level 6); missing several of
the specified lower level
elements, project
management elements,
and/or deliverables aligned
to the Project Charter.

6 Points

Too much decomposition
(beyond Level 6); only
includes some of the
specified lower level
elements, project
management elements,
and/or deliverables aligned
to the Project Charter.

0-5 Points

No decomposition at all
(stopped at Level 1); left
blank rows in the schedule,
includes few of the specified
lower level elements, project
management elements,
and/or deliverables aligned
to the Project Charter.

10

Schedule Structure

No durations, resources,
dependencies, or costs specified.
Includes Project Start and Project
Complete.

18-20 Points

No durations, resources,
dependencies, or costs; First
task is Project Start
milestone, last task is
Project Complete milestone.

16-17 Points

Applied some durations,
resources, dependencies, or
costs; Loaded most sub-task
durations and some
start/finish dates.

14-15 Points

Applied several durations,
resources, dependencies, or
costs; Loaded several sub-
task durations but also
several start/finish dates.

12-13 Points

Applied many durations,
resources, dependencies, or
costs; Loaded some sub-
task durations and MS-
Project calculates some
start/finish dates.

0-11 Points

Applied durations, resources,
dependencies, and costs;
Loaded all sub-task
durations so MS-Project
cannot calculate start/finish
dates; First task is not
Project Start milestone, and
last task is not Project
Complete milestone.

20

Schedule Details

Tasks describe work/deliverables
(not a checklist) using provided
naming conventions. 125 rows or
less, columns reveal specified
fields. No color-coding, special
characters, or task names with
full sentences.

18-20 Points

Row count is 125. All tasks
follow correct naming
convention, do not
encompass multiple
deliverables/actions, or use
full sentences. Color-coding
and special characters are
not used. Columns reveal all
specified fields.

16-17 Points

Row count is a little over
125. 1-2 Tasks use incorrect
naming convention, use full
sentences as names, or
encompass multiple
deliverables/actions.
Columns reveal most
specified fields.

14-15 Points

Row count is several more
than 125. 3-4 Tasks use
incorrect naming convention,
use full sentences as names,
or encompass multiple
deliverables/actions.
Columns reveal several
specified fields.

12-13 Points

Row count is many more
than 125. 5-6 Tasks use
incorrect naming convention,
use full sentences as names,
or encompass multiple
deliverables/actions.
Columns reveal some
specified fields.

0-11 Points

Row count is far more than
125. 7 or more Tasks use
incorrect naming convention,
use full sentences as names,
or encompass multiple
deliverables/actions.
Specified fields not revealed.
Color-coding or special
characters used. Tasks read
like a checklist.

20

Questions

Answers appropriately explain
concepts (not yes/no).

18-20 Points

All questions answered with
appropriate explanations.

16-17 Points

1 question not answered or
does not use appropriate
explanations.

14-15 Points

2-3 questions not answered
or do not use appropriate
explanations.

12-13 Points

4-5 questions not answered
or do not use appropriate
explanations.

0-11 Points

Questions not answered or
do not use appropriate
explanations.

20

Research

Use at least 2 references from
academically credible sources
with APA formatted citation (in-
text).

9-10 Points

Required references are
incorporated, used
effectively, and cited using
APA style. References used
are relevant and timely and
contribute strongly to the
analysis.

8 Points

Required references are
relevant, and somewhat
support the analysis.
References are appropriately
incorporated and cited using
APA style.

7 Points

Only one reference is used
and properly incorporated,
and/or reference(s) lack
correct APA style.

6 Points

A reference may be used, but
is not properly incorporated
or used, and/or is not
effective or appropriate,
and/or does not follow APA
style for references and
citations.

0-5 Points

No course content or
external research
incorporated, or reference
listed is not cited within the
text.

10

Format

Uses format provided. Includes
Title Page and References Page.

9-10 Points

Well organized and easy to
read. Very few or no errors in
sentence structure,
grammar, or spelling; double-
spaced, written in third
person, and presented in a
professional format.

8 Points

Effective organization. Has
few errors in sentence
structure, grammar, and
spelling; double-spaced,
written in third person, and
presented in a professional
format.

7 Points

Some organization. May
have some errors in
sentence structure,
grammar, and spelling;
double spaced and written in
third person.

6 Points

Not well organized, and/or
contains several errors in
grammar and/or spelling,
and/or is not double-spaced
and written in third person.

0-5 Points

Extremely poorly written, has
many errors in grammar
and/or spelling, or does not
convey the information
required.

10

1

Mamma’s Bakery and Sandwich Shoppe Project Charter

Mamma’s Bakery and Sandwich Shoppe Project Charter

Executive Summary

The purpose of this project is to design, develop and install an IT system for Mamma Mia’s Bakery and Sandwich Shoppe in Alexandria, Virginia. The expansion of the bakery will double its size and allow for new offerings such as sandwiches and seating. The new system will be used for point-of-sale, inventory, and bookkeeping, and should be modern, easy to use, and employee and customer friendly. The system should also connect to suppliers, the health department, and customers through a website that allows for advance orders and debit/credit card processing. The budget for the project is $100,000 and the team size is

6

-8 members. The project should be completed in no more than six months.

Project Scope

The scope of this project includes the design, development, and installation of an IT system for Mamma Mia’s Bakery and Sandwich Shoppe. The project should develop clear project scope to mark boundaries on what the project should do (Meredith & Mantel,

2

019). The system will be used for point-of-sale, inventory, and bookkeeping. The system will be modern, easy to use, and employee and customer friendly, and should include features such as online ordering and credit/debit card processing. The scope of the project also includes the integration of the system with suppliers and the health department. The scope of the project does not include the expansion of the physical bakery.

Project Estimates

The project is estimated to take 6 months to complete, with the following major milestones and deliverables:

1. Requirements gathering and analysis (1 month)

· Meeting with Mamma Mia to gather and document requirements

· Identifying and documenting any gaps in information

· Developing a detailed project scope and objectives

2. System design and development (

3

months)

· Designing and developing the IT system, including point-of-sale, inventory, and bookkeeping

· Implementing a scheduling software package

· Developing a website for online ordering

3. Testing and Deployment (1 month)

· Conducting user acceptance testing

· Deploying the system to the bakery

4

. Training and support (1 month)

· Providing training to all employees on how to use the system

· Providing ongoing support and maintenance

Estimated costs for the project include:

Item	Cost
Training and Support	$ 10, 000
Hardware and software	$ 30,000
Networking and cabling	$ 10,000
Contractor resources	$ 20, 000
Internal resources	$ 30, 0000
Total	$ 100, 000

Top of Form

Pprimary Stakeholder(s)

Mamma Mia, owner and lead baker of the Bakery and Sandwich Shoppe, is the primary stakeholder in this project.

Project Team

The following will project them members will undertake the project implementation. Each of the team members will perform their specific

role

s.

Position

name

role 1

Project Manager

John Smith

· Responsible for the overall management of the project, including a budget, schedule, and resources

· Coordinating with the client and stakeholders to ensure project objectives are met

· Managing the project team and ensuring they have the necessary resources and support to complete the project

2

Technical Manager

Jane Doe

· Responsible for the technical aspects of the project, including system design and development

· Led the team in the selection and implementation of hardware and software

· Ensuring the system meets the requirements and is user-friendly

3

Database Developer

Michael Johnson

· Responsible for designing and developing the database for the IT system

· Ensuring data integrity and security

· Providing ongoing maintenance and support for the database

4

software Developer

Sarah Lee

· Responsible for designing and developing the website for online ordering

· Ensuring the website is user-friendly and easy to navigate

· Integrating the website with the IT system for seamless ordering and payment processing

5

Finance officer

David Kim

· Responsible for managing the project budget and ensuring it stays within the budget constraints

· Providing financial reports and forecasting to the project manager and client

6

Project Management Support

Rachel Davis

· Responsible for procurement and human resources support for the project

· Coordinating with vendors and contractors to ensure necessary resources are procured and managed

Managing employee schedules and ensuring they have the necessary resources to complete their tasks

7

IT Admin

Alex Kim

· Responsible for managing the IT infrastructure, accounts, and services

· Managing IT service contracts and SLA compliance

· Providing ongoing maintenance and support for the IT system

Project Constraints and Assumptions

Constraints:

i. Fixed budget: The project budget is $100,000 and must be adhered to. Any additional costs must be approved by the client before proceeding.

ii. Timeline: The project must be completed within 6 months. Any delays or extensions of the project timeline must be approved by the client before proceeding.

iii. Skill level: The project team members must have the necessary skills and experience to complete the project. Any additional resources or training must be approved by the client before proceeding.

iv. Resource availability: The project team members must have the necessary resources and equipment to complete the project. Any additional resources or equipment must be approved by the client before proceeding.

Assumptions:

i. The client (Mamma Mia) has a clear understanding of the project scope and objectives.

ii. The project team members have the necessary skills and experience to complete the project.

iii. The project team members will have access to the necessary resources and equipment to complete the project.

iv. The client will provide timely approval and feedback on project deliverables.

v. The project team will have access to the necessary information and documentation to complete the project.

Top of Form

Preliminary

Risk

Statement

Risk	Description	Mitigation strategy
Budget overrun	Due to the fixed budget constraint, the project may be at risk of exceeding the budget limit	Implement a budget tracking system and regularly review project expenses to ensure they stay within budget.
Delay in project completion	Due to the tight project timeline, the project may be at risk of not completing on time	Implement project management software to track progress and identify delays early on. Regularly review project timeline and make adjustments as necessary
Lack of necessary skills and experience	The project team members may not have the necessary skills and experience to complete the project	Provide training and resources to team members to develop necessary skills and experience.
Unforeseen changes in project scope	The client may request changes in the project scope that were not originally agreed upon	Implement a change management process to ensure any changes are documented, evaluated, and approved by the client before proceeding
Data Security	The project involves sensitive data, and there is a risk of data breaches.	Implement security protocols to protect data, such as firewalls, intrusion detection, and encryption.
Dependence on third-party vendors	The project may be dependent on third-party vendors for certain services, and their failure to deliver could cause delays or additional costs	Mitigation strategy: Develop backup plans and multiple vendor options, and regularly evaluate vendor performance

Preliminary Communication Plan

The communication among the project stakeholders and project team will happen as follows. The communication is tailored to achieve different goals in the process of project implementation (Kerzner, 2020). Most projects fail because of a lack of communication and coordination among project stakeholders and team members. The following methods will be used for gathering and communicating project progress.

· Team Standups: Daily meetings with the project team to discuss progress, identify any issues and plan the next steps.

· Task Progress Updates: Team members will provide weekly updates on the progress of their assigned tasks and any issues that have arisen.

· Project Status Reports: A weekly report will be shared with the project sponsor and stakeholders outlining project progress, upcoming milestones, and any issues that need to be addressed.

· Project Reviews: Mid-project and end-of-project reviews will be held to evaluate progress and identify areas for improvement.

· Project Post-Mortem: A final review will be held at the end of the project to evaluate the project’s overall success, identify areas for improvement, and document lessons learned.

Communication Frequency

The project team will communicate daily during the Team Standups, and weekly for Task Progress Updates, Project Status Reports, and Project Reviews. The Project Post-Mortem will be held at the end of the project.

Communication Methods

The team will use project management software to track progress, share updates and collaborate on tasks. Email, phone, and video conferencing will be used to communicate with the project sponsor and stakeholders.

Regular and clear communication is crucial to the success of the project, and the project team will establish a communication plan to ensure all stakeholders are kept informed of project progress, issues, and any changes to the project scope (Lock, 2018). The project manager will be responsible for ensuring that the communication plan is implemented and that all stakeholders are aware of their roles and responsibilities in the project.

Change Threshold

The Change Threshold for this project is defined as any change to the project scope, budget, or timeline that exceeds 10% of the original estimates. The change threshold determines when the project should be changed (Verzuh, 2021)

Examples of changes that would exceed the threshold include:

· A change to the project scope that would require more than 10% additional resources or budget than originally estimated.

· A change to the project timeline that would delay the project completion date by more than 10% of the original estimate.

· A change to the project budget that would exceed 10% of the original estimate.

If a change request is received that exceeds the threshold, the project team will review the request and assess the impact on the project. If the change is deemed to be necessary, a new Project Charter will be developed with input from the project sponsor and stakeholders. The new charter will outline the revised scope, budget, and timeline for the project and will require approval from the project sponsor and stakeholders before the project can proceed.

Top of Form

Definition of Project Completion

The Definition of project completion discusses what determines whether the project is complete or not (Lewis, 2017). The project will be considered complete when the following deliverables have been completed:

IT system has been successfully installed and is operational

Training has been provided to all employees on how to use the system

All necessary documentation and user guides have been provided

Signatures

Project Sponsor (Mamma Mia)

Project Manager

Reference

Verzuh, E. (2021). The fast forward MBA in project management. John Wiley & Sons.

Kerzner, H. (2020). Advanced project management: Best practices on implementation. John Wiley & Sons.

Meredith, J. R., & Mantel, S. J. (2019). Project management: A managerial approach. John Wiley & Sons.

Lock, D. (2018). Project management in practice. John Wiley & Sons.

Lewis, J. P. (2017). The project manager’s toolkit: Templates and how-to guides for delivering on time and on budget. AMACOM.