Work Breakdown Structure Grading GuidePM582 Version 42Lea.docx

Work Breakdown Structure Grading Guide
PM/582 Version 4
2Learning Team Assignment: Work Breakdown
StructurePurpose of Assignment
The purpose of this assignment is to develop a Work Breakdown
Structure (WBS), which allows a project manager to accurately
track budget, time, resources, and other elements of project
management. It is also a vital tool in reporting project status to
stakeholders. It is important for you to understand how to
accurately report information at any given time and how to
develop a WBS for any project you may come into contact with
when in the workforce.Grading Guide
Content
Met
Partially Met
Not Met
Comments:
The team creates a WBS in Microsoft® Project.
X
Excellent work.
The team uses the decomposition technique to identify tasks
that must be completed with tasks broken into smaller packages
when necessary.
X
Excellent work.
The team justifies each task.
X

Excellent work.
The team explains why teach task must be completed in the
manner and order it was chosen.
X
Excellent work.
The team includes a WBS dictionary.
X
Excellent work.
The team includes a summary where the roles of a project leader
in creating a WBS are described.
X
Excellent work.
The team explains strategies a project leader would use to
interpret the project scope statement, conduct relevant research,
and develop the WBS.
X
Excellent work.
The team includes how the PM will present this information to
the stakeholder in a way to generate support for the project.
X
Excellent work.
The team combines the WBS, justification, and summary into a
cohesive report.
X

Learning Team B, although the report is cohesive (the ideas
flow smoothly) I would have preferred a single document.
The paper is approximately 1,050 words in length.
X
Total Available
Total Earned
7
7/7
Writing Guidelines
Met
Partially Met
Not Met
Comments:
The paper—including tables and graphs, headings, title page,
and reference page—is consistent with APA formatting
guidelines and meets course-level requirements.
X
Intellectual property is recognized with in-text citations and a
reference page.
X

Paragraph and sentence transitions are present, logical, and
maintain the flow throughout the paper.
X
Sentences are complete, clear, and concise.
X
Rules of grammar and usage are followed including spelling and
punctuation.
X
Total Available
Total Earned
3
3/3
Assignment Total
#
10
10/10
Additional comments:
Learning Team B, the purpose of this assignment is to develop a
Work Breakdown Structure (WBS), which allows a project

manager to accurately track budget, time, resources, and other
elements of project management. It is also a vital tool in
reporting project status to stakeholders. You have achieved this
purpose. Your Executive Summary, WBS, and WBS Dictionary
are excellent.
Performance Reporting Presentation
1
Introduction
Purpose of this presentation to put all past weeks work together
Individual/Learning Team B research and activities, Upcoming
events, Budget, Schedule, Goals/Objectives, A project scope
statement, A WBS, A project organization chart, A
communication plan matrix, Concerns about the current
project's status and accomplishments that have been done
throughout the project including how they tie to the milestones
identified at the start of the project.
Upcoming Events
Planning
During the planning stage of the project, the input of all
stakeholders will be important to the success of the project.
Events quickly approaching as the initiation phase ends are the
following:

Project Charter Development/Approval
Project Development strategies to meet project targets
Senior management approval on project strategies
Budget Section One
WBSWBSTaskHrsRateUnits$/UnitCostsBudgetActualUnder(Ov
er)1[Training] $ 80,000.00 $ 50,000.00 $ 2,742.50
1Beginning of Training334.0 $ 7,400.00 $ 47,402.50 $
47,402.50 1.1Training sales staff/multi areas8.0$150.00
25.0$4.50 $50.00 1,362.50 1,362.50
- 1.1.1Train staff utiliazation e-commerce sw & vendor
mgmt10.0$150.00 $250.00 1,750.00 1,750.00
- 1.1.2Train IT staff in new technology to support business
exansion40.0$150.00 30.0$22.50 6,675.00
6,675.00 - 1.1.3Train new mgrs on oversite
capacities and company vision24.0$75.00 30.0$4.50 $225.00
2,160.00 2,160.00 - 1.2Create robust emailer
strategy for extensive marketing purposes4.0$150.00 0.0$0.00
600.00 600.00 - 1.2.1Write verbiage for
various marketing pieces and compile for approval.36.0$150.00
2.0$40.00 $25.00 5,505.00 5,505.00 -
1.2.1.1Select Sales Items to support sales push and accompany
marketing emails36.0$150.00 $200.00 5,600.00
5,600.00 - 1.2.2Receive approval from
stakehoolders on marketing verbiage and sales24.0$12.50
$200.00 500.00 500.00 -
1.2.3Expand inventory housing and create efficiencies to
maximize space36.0$150.00 $3,000.00 8,400.00
8,400.00 - 1.3Rent/Purchase additional facilities
to house merchandise item increases40.0$150.00 1.0$150.00
6,150.00 6,150.00 - 1.3.1Negotiate with
manufacturers for volume ordering discounts on merch36.0 $
75.00 $ 300.00 2,700.00 2,700.00 1.3.2Increase

product acquisitions to meet demand without purchasing in
excess.40.0$75.00 $1,000.00 4,000.00 4,000.00
- 1.3.3Sales have increased 30% over the last two year
period$2,000.00 2,000.00 2,000.00 -
Section 1 of the budget most of the revenue on the budget was
accounted for, and at this point we would need to watch the
budget very closely on how time and expenses were to be
accrued.
4
Budget Section Two WBS2Encourage sales leaders to instruct
junior staff on increasing overall sales196.0 26,440.00
26,440.00 2.1Review and Improve sales tactics to maximize
new client
acquisitions24.00150.003,000.006,600.006,600.000.002.2Push
for a mobile sales presence as most shopping is now done
online24.00150.003,000.006,600.006,600.000.002.3Staff size
has increased 15% over the last one year
period24.00150.00100.003,700.003,700.000.002.4Retain
existing talent with performance bonuses and
incentives.24.00150.002.0050.00100.003,800.003,800.000.002.5
Develop recruiting incentives/packages to attract outside talent
to
OLLO24.00150.002.0075.00150.003,900.003,900.000.002.6Buff
er for initial sales increase and then slowly add more staff
monthly.12.00150.001.0020.0020.001,840.001,840.000.00
Section 2 of the budget decreased in cost but we were already at
the $70,000+ range and we really needed to get an idea of just
where this budget would end up at the end of the project. It is
at this point where it should be evaluated to see if a change
order needed to be done to add more revenue and time. Which
meant getting a new purchase order, and having the customer,

project sponsor and project manager sign off on the agreement.
Then make sure to have the project adjusted with the changes.
5
Budget Section Three WBS Con’t3Milestone - Project plan
delivered to OLLO stakeholders for decision.13.0 $ 8,900.00
$ 8,900.00 $ (2,742.50)3.1Discuss expectations and issues
with key decision makers regarding project.1.0$75.00 $2,000.00
2,075.00 2,075.00 - 3.2Demonstrate how
the organization came together for the sales initiative.1.0$75.00
75.00 75.00 - 3.3Summarize training
program and preparations leading into project plan.1.0$75.00
75.00 75.00 - 3.3.1Discuss awareness of
new changes to the marketing program supporting sales
increase.1.0$75.00 75.00 75.00 -
3.3.2Address key project messages stakeholders should be privy
to.1.0$75.00 75.00 75.00 -
3.3.2.1Identify new process/procedures to maintain sales
increases.1.0$75.00 75.00 75.00 -
Section 3 you can see where we started to go over in revenue,
that we had too much cost. So with this project we went over
by $2,742.50.
6
Final Budget3.3.2.2Summarize warehouse capacity and plan to
maintain inventories1.0$75.00 75.00 75.00
- 3.3.3Summarize marketing tactics communication
methods/results1.0$75.00 75.00 75.00
- 3.4Discuss communication tactits with key stakeholders on
project1.0$150.00 150.00 150.00 -
3.5Provide a weekly sprint review to stakeholders on project
status40.0$75.00 3,000.00 3,000.00 -
4.6Aggregate information on project progress via company
dashboards40.0 $ 75.00 3,000.00 3,000.00

(2,592.60)4.7Identify organization ambassadors to act as liasons
to collect feedback and report on measurement 1.0$75.00
75.00 75.00 (75.00)4.8Results1.0$75.00
75.00 75.00 (75.00)TOTAL 118,082.50
(2,742.50)
The final cost of the project was $118,082.52 and the project
was over by $2,742.50, therefore the change order should have
been done to add more funds to the project, and a modification
to the purchase order should have been both approved by the
customer, project sponsor and project manager.
7
ScheduleTask NameStart DateEnd DateSection 1.1 - Train
Staff1/27/20172/7/2017Section 2 - Ecourage Sales to Increase
Sales2/16/20172/19/2017Section 3 - Project Plan to OLLO
Stakeholders2/20/20172/28/2017Section 4 -
Results3/1/20173/5/2017Objectives2017AOLLO
ProjectJanFebMar1Section 1: Training Staff2Section 2:
Encourage Sales Increase3Section 3: Project Plan to OLLO
Stakeholder4Section 4: ResultsCompletedProjected
This is the schedule with the tasks and how long it takes to
complete the entire task.
8
Milestones
Project Initiation
1/27/17 thru 2/27/17
Project Planning
2/16/17 thru 2/19/17
Execution
2/20/17 thru 2/28/17
Control

3/1/17 thru 3/5/17
Close Out
3/10/17thru 3/30/17
9
Project Scope Statement
OLLO is an e-commerce company specializing in mail-order
retail. This is restricted to offices at OLLO domestic and not
international.
Deliverables:
Increase sales at OLLO by 30% in the next 2 years.
Increase internal OLLO staff by 15% in the next year to support
the sales growth.
Demonstrate the plan to stakeholders within OLLO to gain their
support
Scope Statement
Goals and Objectives
Increase in sales by 30% over the next 2 years
Commerce sales/support staff training
drive for more online ordering of sales
faster turnaround for revenue
Developing Marketing Verbiage
develop a solid marketing plan
Identify Sales Promotion

clearly defined, well-packaged, competitively-priced products
and services are the foundation of your marketing
Consider which promotional activities will best meet your
marketing needs
Approve Advertising Campaign
Deciding the advertising campaign
Goals and Objectives
Growth in internal staff by 15% over the next year
Expand Inventory Capacities
Contract Additional Warehouse Storage
Due to volume
Extra supplies
Negotiate with Manufacturers for Volume Discounts
Special pricing for volume
To hit the manufacturers from the most top volume
Increase product acquisitions to meet newly found demand
Vendors have enough product that we meet to meet the demands
on the volume discounts
Will need to have several vendors in place

Work Breakdown Structure
WBS ID Description
1 General placeholder denoting initial steps prior to project
milestones.
1.1 Ensure sales staff is prepared for increased demand in
multiple areas.
1.1.1Train staff in the utilization of e-commerce software and
vendor mgmt.
1.1.2Train IT staff in new technology acquired to support
business expansion.
1.1.3Train new managers on oversight capacities and company
vision.
1.2 Create robust e-mailer strategy for extensive marketing
purposes.
1.2.1Write verbiage for various marketing pieces and compile
for approval.
1.2.2Select sales items to support sales push and accompany
marketing emails.
1.2.3Receive approval from stakehoolders on marketing
verbiage and sales.
1.3 Expand inventory housing and create efficiencies to
maximize space.
1.3.1Rent/Purchase additional facilities to house merchandise
item increases.
1.3.2Negotiate with manufacturers for volume ordering
discounts on merch.

1.3.3Increase product acquisitions to meet demand without
purchasing in excess.
2 Milestone - Sales have increased 30% over the last two
year period.
2.1 Encourage sales leaders to instruct junior staff on
increasing overall sales.
2.2 Review and Improve sales tactics to maximize new client
acquisitions.
2.3 Push for a mobile sales presence as most shopping is now
done online.
3 Milestone - Staff size has increased 15% over the last one
year period.
3.1 Retain existing talent with performance bonuses and
incentives.
3.2 Develop recruiting incentives/packages to attract outside
talent to OLLO.
3.3 Buffer for initial sales increase and then slowly add more
staff monthly.
4 Milestone - Project plan delivered to OLLO stakeholders
for decision.
4.1 Discuss expectations and issues with key decision makers
regarding project.
4.1.1Demonstrate how the organization came together for the
sales initiative.
4.1.2Summarize training program and preparations leading into
project plan.
4.1.3Discuss awareness of new changes to the marketing
program supporting sales increase.
4.2 Address key project messages stakeholders should be privy
to.
4.2.1Identify new process/procedures to maintain sales
increases.
4.2.2Summarize warehouse capacity and plan to maintain
inventories.
4.2.3Summarize marketing tactics communication
methods/results.

4.3 Discuss communication tactits with key stakeholders on
project.
4.3.1Provide a weekly sprint review to stakeholders on project
status.
4.3.2Aggregate information on project progress via company
dashboards.
4.3.3Identify organization ambassadors to act as liasons to
collect feedback and report on measurement results.
14
Project Organization Chart
The role of the project sponsor is that he has overall
accountability for the project. He is the link between the
project and the business community, and most importantly, in
the decision making. He makes sure that the project delivers
with the agreed business benefits, and he also acts as the
representative of the organization, and plays a vital role in
leadership of the business. The project sponsor’s
responsibilities are ensuring that the business needs are valid
and correctly prioritized, and that the project is properly
launched. He ensures that the project remains a viable business
proposition, ensuring all risks are managed. The project
sponsor also approves all project deliverables, initiates project
reviews, and supports processing of the review, and resolves all
issues. He looks over the overall quality of the project.
The project manager is the person with the overall
responsibility for the successful initiation, planning, design,
execution, monitoring, controlling, and closure of the project.
The project manager must have a combination of skills
including the ability to ask penetrating questions, detect
unstated assumptions and resolve conflicts, as well as more

general management skills. Some project manager duties
include the recognition that risks directly impact the likelihood
of success and that risks must be both formally and informally
measured throughout the lifetime of the project. A good project
manager can lessen the possibility of risk with open
communication. The project manager is the person with the
responsibility for making decisions both large and small.
Project managers are responsible for:
Planning and Defining Scope
Activity, Planning and Sequencing
Resource Planning
Developing Schedules
Time Estimating
Cost Estimating
Developing a Budget
Documentation
Creating Charts and Schedules
Risk Analysis
Managing Risks and Issues
Monitoring and Reporting Progress
Team Leadership
Strategic Influencing
Business Partnering
Working with Vendors
Scalability, Interoperability, and Portability Analysis
Controlling Quality
Benefits Realization
Senior management must support and give the project manager
authority for he or she to be successful.
The Project Engineer controls the projects by organizing
and controlling project elements. He does this by reviewing the
objectives of the project proposals and plans; conferring with
management. He determines the project responsibilities by

identifying project phases and elements; assigning personnel to
phases and elements; reviewing bids from contractors. He
considers the specifications by studying the project design,
customer requirements, performance standards, and completing
technical studies, as well as preparing cost estimates. He
confirms and approves cost estimates and product performance
by designing and conducting tests. The project engineer
maintains the project schedule by monitoring project progress;
coordinating activities; resolving problems. He maintains a
project database by writing computer programs and entering the
backing up data. Most importantly he complies with the federal
and state regulations.
The Project Coordinator often works under the direction of
the Project Manager to help with administrative tasks on a
specific project. He essentially helps ensure all team members
and departments have what they need to meet the deadlines and
milestones set by the project manager. In order to do this, he
must be familiar with every aspect of the project, including
short and long-term goals. Once all stages and timelines of a
project have been outlined and approved, the project
coordinator helps keep all parts of the process organized and
running according to plan. This may involve communicating
between the client and various teams internally, setting times
and dates for meetings to keep on schedule, and relaying any
issues with timelines or budgets to the project manager.
The Project Expeditor is responsible for helping to funnel
communication. He is a mini-version of the project coordinator
because he handles only the communication part. A very
common responsibility of the project expeditor is to
communicate the status of the project to management. He
usually reports to the project manager or the project
coordinator, and he can also be responsible for communicating
to upper management. Project Expeditors are non-decision
makers and do not affect the flow of the project in any way.

They are merely to report on the project.
15
Communication Plan Matrix
16
Change Management Flow Chart
No
Notify of denial by email/phone call
Change Requested
Change Form Submitted
Change Request Reviewed
Feasbility Study
Change Approved/Denied
Change Scheduled

WBS Updated
Change Performed
Change Reviewed/Closed

Performance Report Template
www.ProjectManagementDocs.com
Performance Report
<Project Name>
Company Name
Street Address
City, State Zip Code
Date
Project Performance Report
Project Cost and Schedule Performance Report
Project:
Date: 05/01/20xx
WBS Element
Planned Value (PV)
Earned Value (EV)
Actual Cost (AC)
Cost Variance (CV)
1.0 Product Planning
$45,000
$43,500
$44,000
($500)
2.0 Product Design
$75,000
$73,000
$71,000
$2,000
3.0 Product Build
$90,000
$90,000
$91,000
($1,000)
4.0 Product Testing

$55,000
5.0 Product Implementation
$35,000
Totals:
$300,000
$206,500
$206,000
$500
1. Current Status of Risks and Issues –
2. Significant Achievements –
3. Challenges Identified -
4. Is this project successful or not? Why? -
5. Team Function (did they perform well or not together as a
team and why?) –
6. Lessons Learned – (provide at least 2-3 examples)
Resource: Performance Report Template
Use the Performance Report Template provided and research
specific project management metrics (ex -Earned Value, Return
on Investment, etc.) to become familiar with those on the
template.
Create a full performance report for the case study from Week 2
(OLLO) using the modified (based on instructor feedback)
information from previous weeks (ex - WBS, Change
Management plans, communication plans, etc.).

Indicate the stakeholders who would receive the report.
Include specific metrics on the performance report to
demonstrate if the project was successful or not at the time of
reporting
Include an approximately 200- to 250-word explanation in each
area on the template to help indicate what each of the metrics
demonstrate, lessons learned, team functioning throughout the
project, etc.
Click the Assignment Files tab to submit your assignment.
OLLO is an e-commerce company specializing in mail-order
retail. They are trying to accomplish an increase in sales by
30% over the next 2 years and a growth in internal staff by 15%
over the next year to support this effort. Offices are being asked
to support this effort by creating a plan for the next 2 years to
increase sales and support growth in internal staff over the next
year. The plan will be delivered to stakeholders within OLLO
to gain their support.
Scope:
· Restricted to offices at OLLO locations (domestic only, not
international).
· Does not include external activities outside of the mail-order
services OLLO provides.
Deliverables:
· Increase sales at OLLO by 30% in the next 2 years.
· Increase internal OLLO staff by 15% in the next year to
support the sales growth.

· Demonstrate the plan to stakeholders within OLLO to gain
their support.
PAGE
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