4. How else might Walter have gone about defining work tasks, creating the schedule, and assigning responsibility?

Walter has just been assigned to manage a project—his first experience as a project manager.
The project involves developing an end-item that must meet a long list of requirements, but after reviewing the project SOW and requirements list, the first thing Walter wonders is who is going to be on his project team. He asks his manager, who gives him the names of three people in the department who are available to work on the project.
Next, Walter starts thinking about what each of the three people on the team will do. He feels that for a project to be successful, team members should each be assigned to tasks they are the most qualified or experienced to do. Since he has worked with the people before, he knows a little about their individual expertise. He sits down to prepare a list of tasks for each person; as he considers each person, he thinks about things that need to be done in the project and selects those things he thinks are best suited to the person. When he is finished creating the lists, he sees that person A has 11 tasks, while persons B and C have 4 tasks and 5 tasks, respectively. To balance out the workload, he takes four of the tasks from person A and splits them between the other two. He is pleased because, he feels, with seven, six, and seven tasks, the team members will each have roughly the same amount of work.