work breakdown structure
tool used for project planning
work breakdown structure
WBS stands for
components, subcomponents, activities, and tasks
a WBS breaks down a project into ? (4)
a WBS organizes the work to be done on a ?
project is broken down into its major components, referred to as ?
detailed subcomponents, activities, individual tasks
These modules are then subdivided into ?, which are further broken down into ? and, finally, ?
project hierarchical organizational structure
end result of WBS
the overall project; individual tasks for each activity
? at the top of the structure and the ? at the bottom level
a WBS is a good way to identify ?
individual task, module, and project workloads and resources required
a WBS determines the ? (4)
modules and activities; unnecessary duplication of activities
WBS helps identify relationships between ? as well as ?
project schedule, resources, and modifications
Provides the basis for developing and managing the ? (3)
a graph or bar chart with a bar for each project activity that shows the passage of time
status of tasks
bars in a gantt chart indicate ?
Gantt chart provides visual display of ?
1. indicating when activities are scheduled to start
2. when they will be finished
3. where extra time is available
4. activities can be delayed
gantt chart indicates? (4)
the progress of activities and see which ones are ahead of schedule and which ones are behind
gantt chart can be used to monitor ?
limits the chart’s use to smaller projects with relatively few activities
disadvantage of gantt charts
amount of time an activity can be delayed without delaying a project
gantt chart was developed by ?
precedence relationship works
a set of activities demonstrates how a ?
the longest path through a network; it is the minimum project completion time
earliest start time
the earliest time an activity can start
starts at the beginning of a CPM/PERT network to determine the earliest activity times
earliest finish time
is the earliest start time plus the activity time
latest start time
the latest time an activity can start without delaying critical path time
• Backward pass:
determines latest activity times by starting at the end of a CPM/PERT network and working forward
• Latest finish time:
the latest time an activity can be completed and still maintain the project critical path time
resources to be temporarily diverted from activities with slack and used for other activities that might be delayed for various reasons or for which the time estimate has proved to be accurate
Slack is beneficial to the project manager because it enables ?
all activities on the critical path have a slack of
the amount of time a non-critical activity can be delayed without delaying the critical path
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