CPMGT Week 4.docx CPMGT/300 Project Schedule CPMGT/300 A work breakdown structure, be

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CPMGT Week 4.docx CPMGT/300 Project Schedule CPMGT/300 A work breakdown structure, better known as a WBS and a list of project requirements have characteristics that are the same but does in f... act serve two different purposes. A list of project requirements is a written list of standards or boundaries that should be followed to complete a project successfully. According to science direct, œsome project requirements that must be defined are the project start date, scope, boundaries of the work, constraints in resources and people, project environment, deliverables, and budget. A work break down structure according to work break down structure œWork Breakdown Structure (WBS) is the tool that utilizes this technique and is one of the most important project management documents. It singlehandedly integrates scope, cost and schedule baselines ensuring that project plans are in alignment. A work break down structure is more detailed for the specific project to be completed. This structure shows how each duty should be completed, not exactly step by step but by details being given. Whereas a list of project requirements would be broader for any project of that sort not in specifics. A list focuses on the must haves and the boundaries and a WBS is a detailed layout of a specific project. The importance of forming a work breakdown structure reflects on the outcome on the project. A WBS is very detailed by levels and body, because is ensures that plans are in alignment. For example, i. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . . [Show More]

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