Work Breakdown Structure (WBS)

The company X, a Sydney based IT service providing company is nominated for this report. This report depicts development of a detail project plan for a knowledge system gathering expertise. Complexity of the project plan is reduced by breaking the entire project into small 5 phases-initiation, planning, execution, monitoring and control and project closure. The total time allocated to complete the knowledge system is 4 months. in order to complete the project total $150,000 budget will be needed. The project is expected to be initiated on 15^th March, 2021.

WBS is defined as a project management technique, used by the project team members widely to reduce the project complexity. In order to make the project simpler and easy manageable, the WBS technique is used. WBS is known as deliverable based project structure. It presents the hierarchical structure of the project. WBS helps to define and organize the work required. It helps to facilitate the work requirements and generates visuals of the overall project scope. An accurate WBS helps to reduce the possibilities of risk occurrences. For this project a WBS is developed.  The work breakdown structure of the project is presented here-

Figure 1: work breakdown structure for the project

(Source: created by author)

The project team will take 4 months to complete the project activities considering fixed Saturday and Sunday off and 5 days with 8 hrs working period.

The project duration is calculated using the MS project software. Once the duration for each activity is allocated based on project requirements the total duration comes automatically. For this project a critical path is shows below-

Figure 2: Critical path for the project

(Source: created by author)

The red line shows the critical path. after calculating the critical path value arrives as 120. Critical path is the longest path that, a project manager and team can follow to complete the project. For this project, the critical path value is 120 days. For this project, the

According to PMBOK, critical path is a method used to model projects where the project manager can input all essential factors. In other words, it is the longest path or time that, a project team may take to complete a project. Critical path method is a technique, where project manager and team can identify necessary activities for project completion and also determine scheduling flexibilities. For this project CPM is used to improve future opportunities, facilitate more active resource management and assist the project team to avoid probable bottlenecks. The critical path for this project is calculated using 4 steps. These stages are mentioned in the below section-

Critical Path Method (CPM)

Step 1- the start and end time next to each activity should be placed

Step 2: The connection among the activities should be shown with arrows.

Step 3- After that, depending on the end time of the last activity in the activity sequence to calculate the duration of the complete sequence

Step 4- The sequence of activities with maximum duration is determined as the critical path. For this project, the value of the longest path is 120.

Gantt chart is a bar chart which illustrates project schedule and also display the activities with respect to time. It also shows the dependencies among the dependencies among the activities and duration for each activity. For designing he knowledge management system, gantt chart is used to improve team collaboration, manage tasks, manage probable resources, plan and track the project progress more easily and effectively.  

The overall budget and resources are allocated depending on the expertise, skills and area of interest of each resource. For this project 8 human resources and 2 physical resources (software cost and testing cost) are considered. Calculating which the total budget has become $150,000. The overall project gantt chart is shows in the below section-

Figure 4: Resource graph for the project

(Source: created by author)

Figure 5: Cash flow chart

(Source: created by author)

Cost, time and quality are collaboratively known as triple constraint. Constraints are the limitation or boundary, that restricts project. In other words, for avoiding risks related to quality, cost and time, any project manager should consider triple constraints. The project success can be impacted by the cost, quality and time. Project manager should control the triple constraints through trade-offs. In project management, triple constraint is important because it helps to recognize competing demand in each project. For every project, the assigned project manager must decide the most essential demand. If any sudden changes occur, then the project team can easily adopt those changes with the help of triple constraints.

The triple constraints considered by the company X are quality, cost and time. These constraints can also be interpreted as budget, minimum performance and acceptance criteria and deadline. Proper analysis of the constraints is focused on benefits of affordability, maintainability, scalability and availability. Before considering the standards for knowledge areas, exact three areas of influence that are cost, time and quality must be considered. In order to gain competitive advantages and sustainable growth in IT service delivery all three constraint should be highlighted. Before preparing the knowledge management system effective feedback and adequate information should be available. For gathering information questionnaire has to be developed considering triple constraints.

Gantt Chart

After conducting interviews and gathering adequate information regarding time, cost and quality, it is determined that for this project quality is the most important constraint. Quality is defined as a knowledge area that ensures the project manager team is consistent and successful to deliver quality IT services to their customers. For both technical and business success quality is very essential. It not only satisfies the customers but the stakeholders as well. effective quality will reduce the probability of rework, higher the business efficient and productivity. Quality constraint can satisfy both the team and customers.

Alvarenga, J.C., Branco, R.R., do Valle, A.B., Soares, C.A.P. and e Silva, W.D.S., 2018. A revaluation of the criticality of the project manager to the project’s success. Business management dynamics, 8(2), p.1.

Hoffmann, D., Ahlemann, F. and Reining, S., 2020. Reconciling alignment, efficiency, and agility in IT project portfolio management: Recommendations based on a revelatory case study. International Journal of Project Management, 38(2), pp.124-136.

Kanabar, V., Hefley, W., Messikomer, C. and Thomas, A., 2016. Integrating Ethics and Professionalism Learning Outcomes in a Project Management Course.

Karabulut, M., 2017. Application of Monte Carlo simulation and PERT/CPM techniques in planning of construction projects: A Case Study. Periodicals of Engineering and Natural Sciences, 5(3).

Kavishe, N. and Chileshe, N., 2018. Identifying project management practices and principles for Public–Private partnerships in housing projects: The case of Tanzania. Sustainability, 10(12), p.4609.

Kerzner, H., 2017. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

Kerzner, H., 2019. Using the project management maturity model: strategic planning for project management. John Wiley & Sons.

McGrath, S. K. and Whitty, S. J., 2020. What do project management practitioners think governance is? A study on perceptions in Queensland, Australia. International Journal of Managing Projects in Business.

Papke-Shields, K.E. and Boyer-Wright, K.M., 2017. Strategic planning characteristics applied to project management. International Journal of Project Management, 35(2), pp.169-179.

Sanchez, F. and et. al., 2020. An approach based on bayesian network for improving project management maturity: an application to reduce cost overrun risks in engineering projects. Computers in Industry, 119, p.103227.

Sanchez, O.P. and Terlizzi, M.A., 2017. Cost and time project management success factors for information systems development projects. International Journal of Project Management, 35(8), pp.1608-1626.

Shukla, S. and Kushwaha, N., 2020. Planning and Scheduling of a Suspension Cable Bridge Using Project Management Tool Primavera P6.

So?ta-Dr?czkowska, E. and Mro?ewski, M., 2020. Exploring the role of project management in product development of new technology-based firms. Project Management Journal, 51(3), pp.294-311.

Varajão, J., Colomo-Palacios, R. and Silva, H., 2017. ISO 21500: 2012 and PMBoK 5 processes in information systems project management. Computer Standards & Interfaces, 50, pp.216-222.