CPMGT 300 Managing_a_Project.doc Managing a Project Schedule CPMGT/300: Project Management Introduction Completing any project to plan should be the goal of every project manager, regardless of size or complexity. Un
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CPMGT 300 Managing_a_Project.doc Managing a Project Schedule CPMGT/300: Project Management Introduction Completing any project to plan should be the goal of every project manager, regardless of size or complexity. Unfortunately, project plans do not always go as designed. There are usually obstacles or delays that must be managed and changed throughout the length of the project. Providing a project schedule serves multiple essential functions for any project team. Providing a project schedule communicated to the team and stakeholders what the critical deliverables are, when they are needed, and who is responsible for them. Another important function is to provide a way to monitor those tasks and maintain set milestones; along with providing foresight to upcoming obstacles that may be detrimental to the project outcome. The best way to demonstrate a detailed and comprehensive project schedule is by creating a Work Breakdown Structure (WBS). WBS Successful completion of any major or complex project it is imperative to understand the difference between a Work Breakdown Structure (WBS) and an Activity List. A WBS is method of constructing a project plan deliverables to ensure that the final goal accomplishment. Author Skip Kemp (March 30, 2020) stated it well by saying œCreating a WBS calls for a lot of customer input. Customer communication is performed or coordinated by the project manager. And the work of building the WBS is done primarily by the project manager or by designers who know how to elicit c. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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