Work Breakdown Structure and Project Schedule

The Work Breakdown Structure helps break the project down into manageable parts in a process called decomposition. The number of levels in the WBS is related to the project profile. For this component of the project plan you will and develop a hierarchical WBS for the construction phase of the St. Dismas ALF project. The specific parts of the St. Dismas Assisted Living Facility case study you will need to prepare the Work Breakdown Structure for the project plan are listed below.

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Meredith, J.R., Shafer, S.M., Mantel, Jr., S.J., Sutton, M. (2014). Project management in practice (5th ed.). Hoboken, NJ: Wiley.

Part 3: St. Dismas Assisted Living Facility Program Plan—3 (pp. 193-196)
- St. Dismas Assisted Living Facility Construction Project Plan (pp. 195-196)

A project manager is responsible for developing and managing a plan to execute the work of the project in a way that will deliver the product or service when it is needed by the client. Depending on the profile of the project, the process, time, and resources needed to develop and manage the project schedule can vary significantly.

Project planning and scheduling is both an art and a science. There is a logical and methodical process for developing a network diagram and calculating the time it takes to complete a project. There is also a creative process for developing a logical sequence of activities and determining relationships between activities.

For this component of the project plan you will develop a Gantt Chart and a Network Diagram for the construction phase of the St. Dismas project.

The specific parts of the St. Dismas Assisted Living Facility case study you will need to prepare the Gantt Chart and Network Diagram for the project plan are listed below.

Meredith, J.R., Shafer, S.M., Mantel, Jr., S.J., Sutton, M. (2014). Project management in practice (5th ed.). Hoboken, NJ: Wiley.

Part 3: St. Dismas Assisted Living Facility Program Plan—3 (pp. 193-196)

Note the work break down file is an example not to be copies

Work Breakdown Structure WBS Example

Electronic Medical Record Algorithms Project

Preparation of the System

1.1.1 Design of the Electronic Medical Record Algorithm

1.1.2 Nursing Department User Interviews

1.1.3 Functional Requirement Determination

1.1.4 Determine the Technological Needs

Implementation

1.2.1 Establish the testing plan

1.2.2 Create Database Tables

1.2.3 Training of Departmental Heads on the use of the System

1.2.3 Training on Data Recording and Cleanup

1.2.4 Customization of the Electronic Medical Records Algorithm

Monitoring

1.3.1 Integration of the EMRA with the payment systems

1.3.2 Testing of the EMRA with the payment systems

1.3.3 Ad hoc process of Information Recording and Development

1.3.4 Setting up of the EMRA Gateway

Task	Start Date	Days to Complete
Design of the Electronic Medical Record Algorithm	19-Jul	7
Nursing department user interviews	26-Jul	7
Functional requirements Determination	2-Aug	7
Determine the technologies needs	9-Aug	7
Establish a testing plan	16-Aug	7
Establish an implementation plan	23-Aug	7
Create database tables	31-Aug	8
Training of Departmental Heads on the Use of the System
Train on Data Recording and Cleanup	6-Sep	6
Customization of the Electronic Medical Record Algorithm	13-Sep	7
Integration with the payment system	21-Sep	8
Testing	25-Sep	6
Ad hoc process of information recording and development	4-Oct	9
Setting up of the EMRA Gateway	11-Oct	7

The Gantt chart offers a horizontal bar chart that shows the process of controlling the planning and implementation of the EMRA gateway project. Gantt charts, therefore, provide a graphical representation as well as illustrations of the established project schedule that is intended at helping in the process of planning, coordination, as well as in the tracking (Alvarenga et al., 2018) of the EMRA gateway project as illustrated in the excel document.

For project management processes such as this, the Gantt chart remains critical in the illustration of the status of the EMRA gateway project status. Despite its efficacy, one needs to understand that one of the key challenges in using a Gantt chart relates to the fact that it may fail to indicate and provide the proponents of task dependencies (Bagchi et al., 2017). This factor makes it significantly challenging to understand and determine the tasks that often go off the scheduled period.

Nonetheless, the EMRA project schedules have been developed and confirmed by different stakeholders, hence warrant strict adherence to the schedules. The schedule details a set of restrictions that include the testing process of the plans that may need to be approved by the project teams before their execution. Further, the schedule makes it possible for one to identify the tasks that need to be executed daily (Alvarenga et al., 2018) and ensures project implementation adheres to the required quality (Baim-Lance et al., 2020).

A consideration of the risks involved remains a fundamental aspect that needs a priority, efforts that may play a critical role in establishing the impacts and the dependency of the tasks. A mitigation plan may equally need to be established before the project deadline. This process may involve the reliance on activity patch approaches that revolve around the use of conceptual measures. These measures should be designed to cater to the stakeholder’s expectations in relation to what the project expects to achieve.

References

Alvarenga, J. C., Branco, R. R., do Valle, A. B., Soares, C. A. P., & da Silveira e Silva, W. (2018). Revaluation of the Criticality of the Project Manager to the Project’s Success. Business Management Dynamics, 8(2), 1–18.

Bagchi, T. P., Sahu, K., & Jena, B. K. (2017). Why CPM is not good enough for scheduling projects. IEEE International Conference on Industrial Engineering and Engineering Management (IEEM), Singapore. pp. 1748-1752, doi: 10.1109/IEEM.2017.8290191.

Baim-Lance, A., Onwuegbuzie, A. J. & Wisdom, J. P. (2020). Project management principles for optimizing productivity of mixed methods studies. The Qualitative Report, 25(3), 646-661.