Milosevic, D. Z., Patanakul, P., &Srivannaboon S. (2010). Work breakdown structure as a skeleton for integration. In Case studies in project, program, and organizational project management (pp. 89-91). Hoboken, NJ: John Wiley & Sons Inc.

1. An introductory paragraph and brief summary of what is a WBS. An explanation of how effectively the WBS was utilized in the case. Explain: a. The pros and cons of developing a detailed WBS, b. The use of the WBS to justify their choices on schedule, resource, and cost management, and c. How can the WBS be used as a communication tool with stakeholders during the planning and execution phases? A short paragraph as a conclusion.

2. While there is no "formula" for analyzing case studies, the following guidelines are recommended: a. Define the outcomes and objectives for your analysis. What questions are you trying to answer and what issues are you trying to resolve? b. Rapidly skim through the case study and get a sense for how the case study has been structured c. Read through the case study with paper and pencil and make notes as you go along.

3. Structure the information in the case study: this is the key step. a. Whilst addressing the case questions, think of the information given in the case study as "raw data" that you have gathered to help you answer the questions and resolve the issues in Step 2a above. b. You need to structure this information in order to resolve the issues. Here are some useful dimensions along which you can structure the given information chronologically: i. evolution of the industry in which the enterprise operates (e.g., changes in technology, customer needs, competitive landscape) ii. evolution of strategy - business, technology, and market - of the enterprise iii. evolution of technology (including manufacturing), product platforms, and product lines of the enterprise iv. the technology, product, and process development process within the enterprise growth (or decline) of the enterprise with respect to market share, revenues, costs, profits, etc. v. organizational structure of the enterprise vi. key decisions made at different stages in the life of enterprise, and the drivers for these decisions.

4. Make extensive use of figures, tables, trees, etc. to shape your thinking during the structuring process. 5. Draw conclusions, answer questions, resolve issues, and make recommendations using the structured information in Step 3