Managing_a_Project_Schedule_Paper.docx CPMGT/300 Managing a Project Schedule University of Phoenix CPMGT/300 Managing a Project Schedule Project managing is a job that requires a lot of attention to detail and time
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Managing_a_Project_Schedule_Paper.docx CPMGT/300 Managing a Project Schedule University of Phoenix CPMGT/300 Managing a Project Schedule Project managing is a job that requires a lot of attention to detail and timelines. Though there are many factors that help with managing a project, one of the most important ones is using a WBS (Work Breakdown Structure). The WBS should not be confused with the project requirements. A WBS is a visual representation of a step by step of the tasks needed to complete the project. Difference between project requirements and WBS A list of project requirement just ensures the team has a clear picture of what needs to be done and by when. This helps the team understand the needs of a customer for the overall project. While this helps the team successfully understand the project a WBS is needed to know the overall scope of the project. A Work Breakdown Structure decomposes high level tasks into sub tasks that help define how long each task should and will take. As well as defining each step that should be taken in each project phase. Importance of Developing a WBS The Work Breakdown Structure is the foundation of the project that ensures a define scope, timelines are met, and every task that needs to be done to achieve the completion of the project is laid out. Also, it focuses a project leader™s attention in useful ways (Cobb, 2012, p. 57). One of the reasons a WBS is important is because a high-level task is broken down into individual task which in turn is simple for the pro. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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