File Home Insert Page Layout Formulas Data Review View Automate Help Power Pivot Con 116 fx A B C D E F G H K M N O P R S T U 12 2 Using the Work Breakdown Structure Task List 3 4 WBS: This is a numerical listing of the deliverable, which is further distinguished as you drill down deeper from task to subtask by decimal points to make sure you know exactly where in the process you are. Task Description: This section details what the deliverable is and also goes into the task and the subtasks necessary to complete it. 5 Task Owner: Every deliverable, task and subtask needs an owner to make sure the work is getting done, and that person is noted in this column. 6 7 Predecessor: Some tasks cannot be started until the task before them has been completed, which means it's dependent on that task and they should be linked. This is the space where you can note task dependencies. Resources Needed: Whatever the task needs in terms of people, equipment, materials, etc., is listed here. Task Status: This is where you can track the status of a specific task or subtask. The task as unassigned, assigned, in progress, late or complete. 8 Cost: Note the financial commitment needed to get the deliverable done. 9 Days: The estimated number of days to complete the specitic task / phase. 10 Start Date: When did work on the deliverable begin? Mark it here. 11 Finish Date: When the deliverable is done, note the end date here. 12 Notes: This column is for any data that doesn't fit in the previous ones. 13 14 15 What is a critical path in project management? 16 The critical path (or paths) is the longest path (in time) from Start to Finish; it indicates the minimum time necessary to complete the entire project. 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 333 234 33 34 WBS GANTT Chart Definitions - Ready Accessibility: Investigate + Review the assigned reading to prepare for this discussion. Projects today are often accomplished by a project team that is not centrally located. It is not uncommon for project teams to span the globe involving people from various cultures. This work environment is now possible because of various technologies allowing asynchronous and synchronous collaboration. The video Example of Team Collaboration via Software [00:02:24] (opens in new window) demonstrates how a global team can work together through technology. Global project teams can be a massive advantage for a project because richly diverse team members bring their specific skill sets and insights into the project. This type of team can also challenge the project manager and team in navigating the different cultures represented, time differences, and perhaps even language barriers. So what does this mean for project managers? How do they lead a global team where greater complexities exist? Read the following reflection on Servant Leadership (opens in a new window) and think about these questions in the context of that topic. Requirements Initial Post: 300 words minimum APA formatting Citation Requirement: Minimum of one scholarly, peer-reviewed source adequately cited and referenced. O O Textbook can be used as a reference in addition to one scholarly, peer-reviewed article. Online sources (e.g., Wikipedia, Investopedia, blogs, small bus. chron, online magazines) are not scholarly or authoritative. Industry-related, authoritative sources may be acceptable Discuss the following questions/ideas: 1. How should project managers approach the leadership of a global team to create a community-centered team environment? 2. In thinking about the concepts of servant leadership, how would this change or impact how a project manager leads the team? What benefits could a servant leader approach bring to a global team? 1. Develop a work breakdown structure (WBS) using the WBS Template [DOWNLOAD]. Order the tasks using logical phases. Number the tasks with an ID number to be used for the predecessor assignments. 2. Create the project schedule using the WBBS you just developed. Assign resources to tasks. Assign task predecessors. 3. Analyze and determine the project's critical path. Highlight the tasks on the critical path in yellow. 4. Using the WBS, develop the project budget. Include a "Total" line at the bottom of the sheet to show the total budget. 5. Submit your WBS spreadsheet. REQUIREMENTS Development of a work breakdown structure (WBS) Development of the project schedule 0 O Assignment of resources to tasks Assignment of task predecessors Analysis of the project's critical path Development of the project budget 162 A 1 Project Name 3 4 5 Project Manager Date Version WORK BREAKDOWN STRUCTURE B fx Review View Automate Help Power Pivot Task Description Task Owner Resources Predecessor Needed Resource Cost Task Status Days Start Date Finish Date Notes Event Pre-Planning $ Task Subtask Subtask Subtask WBS 6 7 1 8 11 9 10 11 12 1.1.1 1.1.2 1.1.3 1.1.4 13 12 14 1.2.1 Subtask Task Subtask 15 1.2.2 Subtask 16 1.2.3 Subtask 17 1.2.4 Subtask 18 2 19 21 20 2.1.1 21 2.1.2 22 2.1.3 Private Event Task Subtask Subtask Subtask 23 22 24 2.2.1 25 2.2.2 Task Subtask Subtask 26 223 27 3 Subtask Public Event 28 31 Task 29 3.1.1 Subtask 30 3.1.2 Subtask 31 3.1.3 Subtask 32 3.1.4 Subtask 33 32 Task 34 3.2.1 Subtask 35 3.2.2 Subtask 36 3.2.3 Subtask 37 3.2.4 Subtask 38 4 Other Requirements 39 4.1 Task 40 4.1.1 Subtask 41 4.1.2 Subtask 42 4.1.3 Subtask 43 4.2 Task 44 4.2.1 Subtask 45 4.2.2 Subtask 46 4.2.3 Subtask 47 48 49 50 51 52 PROJECT COST $ $ $ Comments Share R S T U V W X Y Z AA AB AC AD AE AF AG AH AI AJ AK AL AM IS MT WT F SS MT WTF AUGUST 1 2 3 4 5 6 7 8 S S MT WT F S S MT WT F S 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 WBS GANTT Chart Definitions Ready Accessibility: Investigate WBS Example + GANTT Cha 580%