Performance Report Grading GuidePM582 r42Individual Assig.docx

Performance Report Grading Guide
PM/582 r4
2Individual Assignment: Performance ReportPurpose of
Assignment
At the end of every project, a project manager needs to be able
to pull together all of the reporting done throughout the
project’s life cycle to create a cohesive report. This report is
given to stakeholders, the project team, and even those outside
of the project. This assignment focuses on the development of
that performance report and includes metrics to illustrate
whether or not the project was a success.
Resources Required
University of Phoenix Material: Performance Report
TemplateGrading Guide
Content
Met
Partially Met
Not Met
Comments:
The student creates a full performance report for the OLLO
Case Study using the modified information from previous
weeks.
The student indicates the stakeholders who would receive the
report.

The student includes specific metrics on the performance report
to demonstrate if the project was successful or not at the time of
reporting.
The student includes an approximately 200- to 250-word
explanation in each area of the template to help indicate what
each of the metrics demonstrate, lessons learned, team
functioning throughout the project, etc.
Total Available
Total Earned
10.5
#/10.5
Writing Guidelines
Met
Partially Met
Not Met
Comments:
The paper—including tables and graphs, headings, title page,
and reference page—is consistent with APA formatting
guidelines and meets course-level requirements.

Intellectual property is recognized with in-text citations and a
reference page.
Paragraph and sentence transitions are present, logical, and
maintain the flow throughout the paper.
Sentences are complete, clear, and concise.
Rules of grammar and usage are followed including spelling and
punctuation.
Total Available
Total Earned
4.5
#/4.5

Assignment Total
#
15
#/15
Additional comments:
Performance Report Template
www.ProjectManagementDocs.com
Performance Report
<Project Name>
Company Name
Street Address
City, State Zip Code
Date
Project Performance Report
Project Cost and Schedule Performance Report
Project:
Date: 05/01/20xx
WBS Element
Planned Value (PV)
Earned Value (EV)
Actual Cost (AC)
Cost Variance (CV)
1.0 Product Planning
$45,000
$43,500
$44,000
($500)
2.0 Product Design

$75,000
$73,000
$71,000
$2,000
3.0 Product Build
$90,000
$90,000
$91,000
($1,000)
4.0 Product Testing
$55,000
5.0 Product Implementation
$35,000
Totals:
$300,000
$206,500
$206,000
$500
1. Current Status of Risks and Issues –
2. Significant Achievements –
3. Challenges Identified -
4. Is this project successful or not? Why? -
5. Team Function (did they perform well or not together as a
team and why?) –
6. Lessons Learned – (provide at least 2-3 examples)
PAGE

1
Work Breakdown Structure 1
Work Breakdown Structure
Maria Duplantier, Rinelle Pierce, Dorothea Terry
31 July 2017
PM/582
Professor Mark Block
Executive Summary Comment by Mark Block: Very nice
summary – immediately ties the document to the project
deliverables.
A work breakdown structure (WBS) has been prepared for your
review. The WBS utilizes the decomposition technique to
identify the tasks that must be completed for OLLO to
accomplish an increase in sales by 30% over the next 2 years
and a growth in internal staff by 15% over the next year to
support this effort. The document includes a description of the
role of a project leader in creating a WBS; as well as strategies
a project leader would use to interpret the project scope
statement, conduct relevant research, and develop the WBS.
Finally, you will find a description of how the PM will present
this information to stakeholders in a way that will generate

support for the project.
Project Leader Role in Creating A WBS
Project managers have several roles, including selecting
and managing team members. The WBS is an essential project
deliverable that arranges a team's tasks into attainable
components. WBS is a deliverable aligned hierarchical
breakdown of tasks to be completed by the team (Wrike, 2017).
The project manager plays a huge role in establishing the WBS.
The project manager is charged with distinguishing time-limited
activities and allotting fixed time frames and costs, which
ensures stakeholder needs are fulfilled. He/she plans for the
schedule, fixed costs, functional completeness of the project,
and designate responsibilities (Markgraff, 2017). The project
manager establishes priorities for the project and how all team
members will contribute to the WBS. The WBS will include the
project end date, scope, budget, and the distribution of
resources. The project manager will delegate tasks to the team
members by determining what is needed to complete the WBS.
The project manager also ensures the deliverables are defined
and explained at the end of each outlined project tasks. By
completing each of these, the WBS will ensure planning is
consistent and yields an effective project execution.
Comment by Mark Block: Plus these resources can assist
with the WBS as well.
Project Leader Strategies for Interpreting Project Scope
Statement
The scope statement specifies what a project will and will not
deliver. The scope statement reduces the chances of
misunderstandings with key stakeholders, which may derail the
entire project. Therefore, a project leader will need to interpret
the project scope statement by using it as a guide to evaluate all
change requests to control scope creep. Further, the project
leader should ensure that the scope statement is customer
oriented and meets the product acceptance criteria in addition to
having the required deliverables, exclusions, constraints, and
assumptions (Meredith & Mantel Jr., 2011).

Conducting relevant research entails seeking the information
one needs, and it requires the project leader take time and
proceed with care. Further, the project leader will need to get
organized, articulate his/her topic, and locate background
information. One will also need to identify the information
needs, list concepts and keywords for databases and search
engines in addition to considering the scope of the topic before
conducting searches (Project Management Institute, 2008). Such
will be followed by an evaluation of information sources and an
analysis and adjustment of the research strategy.
Developing the WBS will involve meeting with the project team
members and experts and breaking down the work to its lowest
level or constituent tasks. One will continue dividing the tasks
to a level of simplification that allows a dedicated team of staff
to handle each task. It will also entail dividing the tasks and
performing them within a reasonable time to ensure tracking of
the project (Demeulemeester & Herroelen, 2006). Comment by
Mark Block: Excellent point, I’d indicated there isn’t a set level
of how detailed a plan should be other than it should be clear to
those assigned to to do the work.
Presenting Information for Stakeholder Support
The project manager will present the correct information to
stakeholders without overloading them with irrelevant reams of
documents to generate support for the project. The PM will plan
his communications, understand the type of information each
team member needs, and use communication methods, such as
technology-assisted meetings and face-to-face meetings. Other
means include telephone calls, elevator conversations with
upward stakeholders, corridor conversations with peers, and
formal structured communication, for example, progress reports,
project documentation, issues logs, action lists, and risk
registers.
Project Background
OLLO is a small business e-commerce company specializing in
mail-order retail. The company has a functional organizational
structure and currently has one-hundred and fifty employees

based in domestic and international locations. As part of its
strategic growth plan for the next two years the company has a
goal to increase in sales by 30% and incrementally increase
staff by 15% over the next year to support the projected revenue
growth. Domestic offices are being asked to support this effort
by creating a plan for the next 2 years to increase sales and
support growth in internal staff over the next year.
OLLO WBS
The Work Breakdown Structure (WBS) is a visual
depiction of the work that must be complete. It begins by listing
major deliverables at the highest level (Level 1) and then using
a decomposition technique drills down to the lowest unit of
work that must be complete for successful implementation. The
lowest level of work activity is referred to as the work package.
This unit of work is like a project within the project. It is
detailed enough to facilitate further planning and control and
can be assigned to one person who can estimate the schedule
and cost and who can be held responsible for its completion.
For the OLLO project the WBS picks up making an
assumption that all aspects of the initiation phase have been
complete. This includes the project charter and scope statement
which are needed to begin this work. The OLLO WBS outlines
four major milestones that need to be complete as well as the
sub-level tasks. The major milestones are as follows:
Comment by Mark Block: Excellent point – making
assumptions are ok as long as it is documented why it was done.
· Strategic Plan Overview – this milestone includes tasks that
review the SWOT analysis for the company, assess the current
state relative to sales, marketing, and staff, and seeks to
identify internal strengths and weaknesses. These findings are
important to gain baseline knowledge to prepare and propose a
plan for increased revenue over a two-year fiscal period.
· Sales Strategy – this milestone looks at two aspects of the
business. First, an assessment is done to review the past two
year’s sales data and to review the current product pricing
structure to look for trends, gaps, and areas of opportunity. It

also takes a look at the pricing structure as it aligns with
industry competition to determine if the company has a
competitive advantage in the pricing of its product offerings.
Second, the milestone reviews all aspects of the back-end
distribution process – processing, packaging, and shipping
distribution. This is done to identify any opportunities to
streamline the process and create work efficiencies; thereby
increasing customer satisfaction with delivery time.
· Marketing Strategy – this milestone looks at the current
marketing strategy for the company. The assessment reviews the
past two year’s marketing strategy and looks for trends and gaps
paralleled with the sales data obtain during review of the sales
strategy. This includes a survey of the current customer base to
see what is working well and to identify areas of opportunity.
This also considers what communication strategy is being used
to reach customers about product offerings and sales
promotions.
· Staff Increase – this milestone reviews the current staffing
model to determine in which functional area incremental
increases of staff will be needed to support sales projections of
this initiative.
Below you will find the WBS for the OLLO Sales Increase
initiative. The WBS Dictionary has been incorporated into the
MS Project WBS outline. The dictionary provides a definition
of each work packages and an explanation of the scope for those
assigned to complete that tasks. Included for each tasks is the
control number, level of effort, definition, and resource
assignment.
OLLO WBS with Dictionary
WBS Level
WBS Code
Task Name
WBS Dictionary
Resource Names
Duration
Start

Finish
Predecessors
0
OLLO Sales Increase
All work to increase revenue by 30% over 2 years and grow
staff by 15% over 1 year
33.17 days?
Fri 7/28/17
Wed 9/13/17
1
1
Strategic Plan Assessment
Beginning work to initiate the project
17.42 days?
Mon 7/31/17
Wed 8/23/17
2
1.1
Research
Review all current processes to determine current state
4.42 days
Mon 7/31/17
Fri 8/4/17
3
1.1.1
Review SWOT analysis
Review results of past SWOT to determine strength of previous
financial strategy and areas of opportunity or weakness
Management, Project Manager

2 hrs
Mon 7/31/17
Mon 7/31/17
3
1.1.2
Review sales trends from past two years
Review sales trends over past two years to determine in pattern
in sales spikes
Management, Project Manager
2.5 days
Mon 7/31/17
Wed 8/2/17
3
3
1.1.3
Review financials from past two years
Review past 2 year financial income statement to determine
quarterly lows/highs related to sales
Project Manager, Analyst, Management
1.67 days
Wed 8/2/17
Fri 8/4/17
4
2
1.2
Survey
Conduct audience analysis
8 days?
Fri 8/4/17
Wed 8/16/17
1.2.1
Develop focus group instrument and questions

Determine what questions and data is important to gather from
customers based on project goal
1 day?
Fri 8/4/17
Mon 8/7/17
5
3
1.2.2
Conduct customer focus group to gather feedback
Review customer feedback and complaints. Conduct focus group
of target customer to get feedback on how to improve servicing
strategy and sales.
Deployment Team
7 days
Mon 8/7/17
Wed 8/16/17
7
2
1.3
Analyze
Compile all research and survey data
4 days?
Wed 8/16/17
Tue 8/22/17
3
1.3.1
Compile all analysis data and formulate proposed plan based on
data
Review data, look for trends, recommend changes based on data
Project Manager
3 days
Wed 8/16/17
Mon 8/21/17

8
3
1.3.2
Review research data with core team and project sponsor
Present findings to core team and project sponsor. Get feedback
and make necessary adjustments.
Project Manager
1 day?
Mon 8/21/17
Tue 8/22/17
10
2
1.4
Approval
Gain approval of strategic plan research finding and gain
approval to proceed
1 day
Tue 8/22/17
Wed 8/23/17
3
1.4.1
Confirm approval on research findings
Checkpoint #1 - Gain approval of data findings and assessment
before proceeding to next phase.
Project Manager
1 day
Tue 8/22/17
Wed 8/23/17
11
1
2
Sales Strategy
Milestone #2 - assessment of current sales strategy and
inventory offerings

25.42 days?
Fri 7/28/17
Fri 9/1/17
2
2.1
Assessment
Assess current sales strategy
25.42 days
Fri 7/28/17
Fri 9/1/17
3
2.1.1
Review current sales strategy
Pull sales reports over past 2 years and review operating
strategy. Look for gaps and trends.
Deployment Team, Project Manager
7 days
Wed 8/23/17
Fri 9/1/17
13
3
2.1.2
Review current pricing strategy
Look at pricing of current inventory. Use data to compare to
competition. Look for items not moving which can be marked
down for quick sale.
6 days
Fri 7/28/17
Fri 8/4/17
3

2.1.3
Review pricing of competition to ensure proposed strategy has
a competitive advantage
Use data from 2.1.3. Come to 3 - 4 major competitors. Note
trends and gaps.
Project Manager, Deployment Team
6 days
Fri 7/28/17
Fri 8/4/17
2
2.2
Review back-end distribution process
Assess back-end order distribution process
6 days
Fri 7/28/17
Fri 8/4/17
3
2.2.1
Review current back-end distribution processes
Interview management from back-end processing to assess
current process. Look for gaps and opportunity to streamline the
process to bring about work efficiencies.
3 days
Fri 7/28/17
Tue 8/1/17
3
2.2.2
Review and propose changes to distribution process. This looks
at all aspects - back-end processing, packaging, and distribution
In addition to 2.2.1 also assess the packaging and
distribution/mailing processes to look for efficiencies and

process enhancements.
Project Manager
1 day
Thu 8/3/17
Thu 8/3/17
23
3
2.2.3
Research distribution shipping vendors and propose strategy
that aligns with increasing sells through offering discounts or
special offers
Review current contracts with shipping vendors to determine if
cost per service value position is good. Explore areas of
opportunity to offer customer discounts on shipping based on
order size.
Project Manager
1 day
Fri 8/4/17
Fri 8/4/17
21
3
2.2.4
Explore sales channels based on customer preferences and needs
Review customer feedback from 1.2.1 to see if customer
indicate preferences for sales channels - i.e direct mail, website,
etc.
Project Manager, Analyst
8 hrs.
Wed 8/2/17
Wed 8/2/17
20
2
2.3
Modify and Develop New Strategy
Compile, analyze, and review all data and propose new sales
strategy which will meet project goal.

7 days
Fri 7/28/17
Mon 8/7/17
3
2.3.1
Revise product offering (remove or add) based on sales trends
and customer demand
Propose changes to product offering based on customer
feedback and sales analysis
3 days
Fri 7/28/17
Tue 8/1/17
3
2.3.2
Consolidate findings and propose new sales strategy
Propose new sales strategy based on findings
Management,Project Manager
8 hrs.
Mon 8/7/17
Mon 8/7/17
22
2
2.4
Pilot
Pilot a segment of the proposed sales strategy to a target
customer market
2 days?
Tue 8/8/17
Wed 8/9/17
26
3

2.4.1
Test/Pilot proposed strategy and monitor results
Identify product segment and customer base to pilot new sales
strategy. Monitor results
1 day?
Tue 8/8/17
Tue 8/8/17
3
2.4.2
Review sales research data and proposed strategy with core
team and project sponsor
Based on pilot data from 2.4.1 - make adjustments to pan then
present proposed sales strategy to core team and project sponsor
Project Manager
1 day
Wed 8/9/17
Wed 8/9/17
28
2
2.5
Approval
Gain approval of sales strategy research finding and gain
approval to proceed
0 days
Wed 8/9/17
Wed 8/9/17
29
3
2.5.1
Revise based on feedback and Obtain approval to proceed
Checkpoint #2 - Gain approval of data findings and assessment
before proceeding to next phase.
Project Manager

0 days
Wed 8/9/17
Wed 8/9/17
1
3
Marketing Strategy
Milestone #3 - assessment of current marketing strategy
9.67 days?
Thu 8/10/17
Wed 8/23/17
2
3.1
Assessment
Assess current sales strategy
1 day
Thu 8/10/17
Thu 8/10/17
3
3.1.1
Review current marketing strategy
Pull sales reports over past 2 years and review operating
strategy. Look for gaps and trends. Link with customer feedback
from 1.2.1
1 day
Thu 8/10/17
Thu 8/10/17
31
2
3.2
Customer Analysis

Conduct audience analysis to assess marketing strategy
2.5 days?
Fri 8/11/17
Tue 8/15/17
34
3.2.1
Develop survey instrument and questions
Determine what questions and data is important to gather from
customers based on project goal
1 day?
Fri 8/11/17
Fri 8/11/17
3
3.2.2
Conduct marketing research with target customer base to
determine what appeals to customer
Gather feedback from customer using survey instrument from
3.2.1
2.5 days
Fri 8/11/17
Tue 8/15/17
2
3.3
Analyze
Compile all research and survey data
5.17 days?
Tue 8/15/17
Tue 8/22/17
37

3
3.3.1
Analyze customer data
Review data, look for trends, recommend changes based on data
1 day?
Tue 8/15/17
Wed 8/16/17
3
3.3.2
Develop/propose a marketing strategy based on baseline sales
trends data that will increase revenue by 30% over 2 years.
Work with Marketing team to modify/adjust current strategy so
that it aligns with success factors indicated through analysis of
data gathered
1.5 days
Wed 8/16/17
Thu 8/17/17
39
3
3.3.3
Review marketing research data and proposed plan with core
team and project sponsor
Propose new marketing strategy based on findings
Project Manager, Deployment Team
8 hrs.
Mon 8/21/17
Tue 8/22/17
44
2
3.4
Pilot
Pilot a segment of the proposed marketing strategy to a target
customer market

1.67 days
Fri 8/18/17
Mon 8/21/17
40
3
3.4.1
Test/Pilot proposed strategy and monitor results
Identify product segment and customer base to pilot new
marketing strategy. Monitor results
1 day
Fri 8/18/17
Fri 8/18/17
3
3.4.2
Determine marketing communication plans which will be
effective in meet project goal based on customer demand
Discuss with SME and core team best plan for communicating
and soliciting sales to customers based on information gathered
in 1.2.1 and 3.2.1
Management, Deployment Team, Project Manager
0.67 days
Mon 8/21/17
Mon 8/21/17
43
2
3.5
Approval
Gain approval of marketing strategy research finding and gain
approval to proceed
1 day
Tue 8/22/17
Wed 8/23/17

3
3.5.1
Revise based on feedback and Obtain approval to proceed
Checkpoint # 3 - Review with core team and project sponsor to
gain approval before proceeding
Project Manager
1 day
Tue 8/22/17
Wed 8/23/17
41
1
4
Staff Increase
Milestone # 4 - Review of current staffing model
14.5 days?
Wed 8/23/17
Wed 9/13/17
2
4.1
Assessment
Determining based on proposed changes to the sales and
marketing plans what incremental staffing changes are needed
and in what areas
2 days
Wed 8/23/17
Fri 8/25/17
3
4.1.1
Review current staffing model
Project Manager to review current staff model
Project Manager

1 day
Wed 8/23/17
Thu 8/24/17
46
3
4.1.2
Review proposed plan to meet project goal to determine what
additional staff is needed
Met with HR, Project Sponsor, IT, and Operations to determine
what incremental staff additions are needed based on plans to
meet project goal
Project Manager
1 day
Thu 8/24/17
Fri 8/25/17
49
2
4.2
Staff Projections
Making staffing recommendations based on proposed plans
2 days?
Fri 8/25/17
Tue 8/29/17
3
4.2.1
Propose functional areas where incremental staff increases are
needed to support plan. over 12 month plan.
Identify functional areas where additional staff will be needed
to support plan
Project Manager
1 day
Fri 8/25/17
Mon 8/28/17
50

3
4.2.2
Determine specific number of hire in each functional area
based on plan
Determine number of staff needed in each functional area to
support plan
Project Manager
1 day?
Mon 8/28/17
Tue 8/29/17
52
2
4.3
Recruit and Hire
Submit request for hire proposal to HR
10.5 days
Tue 8/29/17
Wed 9/13/17
3
4.3.1
Hire staff. Consider time for recruiting, onboarding, training,
and transfer of knowledge to support customer
Hiring and training of new staff
Management, Trainers
10.5 days
Tue 8/29/17
Wed 9/13/17
53
2
4.4
Approval
Gain approval on staffing changes and gain approval to proceed
4 days

Fri 9/1/17
Thu 9/7/17
3
4.4.1
Review proposed staffing plan with core team and project
sponsor
Review plan with core team and project sponsor. Gain approval
on hiring plan
Project Manager
3 days
Fri 9/1/17
Wed 9/6/17
55
4.4.2
Revise hiring plan based on feedback and Obtain approval to
proceed
Checkpoint #4 - Gain approval before proceeding
Project Manager
1 day
Wed 9/6/17
Thu 9/7/17
57
Tasks Justifications Comment by Mark Block: This is excellent
detail outlined here. This plus the WBS & Dictionary outlines
all relevant work packages.
In creating the WBS the project leader must consider the
scope statement of the project to determine the proper order to
use in determining the layout of the WBS. Listed below you will
find justification explanations explaining the rationale used
when constructing this WBS based on the desire outcome:
Strategic Plan Assessment
Before beginning it was important to understand the current

state and factors that had been used to establish the current
processes. As project leader I made a decision that before
proposing a plan for increase sales it was important to
understand the internal strengths and weaknesses of the
company. It was important to understand the current sales
strategy, marketing strategy, how customer viewed the cost
value of the offerings, and what gaps existed in the current
processes. Assessing this information before proposing a new
plan is critical to ensure old patterns are not repeated and to
ensure the new plan will meet the desire goal. Completing an
assessment is an effective tool to use in the initiation phase of
any project. It helps the team get to the root cause of the gap
and ensures moving forward the correct project tasks are being
targeted toward solving or affecting a change related to the
correct issue or challenge. This assessment of baseline
historical data is critical to the success of the project.
Sales Strategy
Next a decision was made to examine the current sales strategy.
Here it is important to understand, from the customer’s
perspective, how the company is meeting their demands through
the product and services offered. This information is important
because it ensures offering of the right product at the right price
point. As with other mail order companies OLLO sales consist
of a variety of products. In analyzing the previous sales trends
most frequently purchased items were in the categories of
electronics, technology, video games, toys, stationary, and
miscellaneous novelty items. The data seems to indicate pricing
seemed to be a factor in deciding which product to purchase
when the item was offer by multiple vendors. Sales over the
past two fiscal years for OLLO averaged 1.2 million dollars.
Most of the sales for the respective years were generated during
the fourth quarter (65%). This would indicate customer
purchases are seasonal or event driven. Based on this, the
proposed plan would be to hold 8 sales events (one each quarter
for two years). Also making adjustments to price offerings and
having special event sales should meet the goal of the 30%

increase in sales in 2 years.
Marketing Strategy
Next the project leader selected to examine the current
marketing strategy to ensure it was appealing to the company’s
customer. In the ecommerce and mail-order industry success is
contributed partly upon an effective marketing strategy.
Marketing is visual. An advertising strategy must appeal to the
senses of the target buyer by being attractive, stimulating and
so enticing it makes the customer what to buy the product.
Justification of this milestone is to ensure OLLO has an
appealing presence. Findings indicated that although sales were
consistent there was no clear marketing plan targeted toward
marketing products and services in a thought provoking
customer centered manner. Currently most marketing of
products were done through direct mail offering and email.
There was very little use of the website or other technology to
reach the customer. Based on feedback from customers, whose
demographic indicate women between the age of twenty – five
and thirty-six, more of an internet presence would make buying
more appealing. Plan proposes development of an APP. This
would be similar to other smart phone apps. The APP would
allow for push notifications of sales to all mobile devices and
allow a way to promote product sales events. Strategic email
and app notifications at strategic intervals (week before, 3 days
before, and day of sale) should help with increase sales. Also
plan to offer free shipping for orders exceeding a certain price
point.
Staff Increase
Next was to examine the current staffing model to identify
which functional groups would need incremental increases in
staff to support the increase in sales and the timely distribution
and delivery of customer purchases. Justification for looking at
this dimension is to assess where people are needed based on
proposed plan to meet sales demands. As previously mentioned
OLLO has a current staff of one-hundred and fifty employees
over seven functional areas. The organizational chart below is a

functional hierarchical depiction of the current staffing model.
Numbers appearing in parenthesis indicate number of people in
each position.
The project deliverable is to increase staff over a 12-month
period by fifteen percent. That would be an additional fifteen
people. Based on recommended and proposed changes to sales
and marketing the following functional areas would need
additional staff to support the project initiative:
Functional Area
Position
# of Staff
Operations - Customer Service
Telephone Agent
5
Operations - Back-end processing
Order Processor
3
Packaging
3
Shipping
2
IT – Technical Support
Technical Support Agent
2
Conclusion
The WBS is a deliverable aligned hierarchical breakdown
of tasks to be completed by the team (Wrike, 2017). An
effective WBS helps project manager presents the correct
information to stakeholders without overloading them with
irrelevant reams of documents to generate support for the
project. In creating the WBS the project leader considered the

scope statement of the project to determine the proper order to
use in determining the layout. The OLLO WBS utilizes the
decomposition technique to identify the tasks that must be
completed to accomplish an increase in sales by 30% over the
next 2 years and a growth in internal staff by 15% over the next
year to support this effort. The project manager’s role in
establishing the OLLO WBS includes: distinguishing time-
limited activities and allotting fixed time frames and costs,
which ensures the needs of stakeholders is fulfilled. The WBS
dictionary provides a definition of each work packages and an
explanation of the scope for those assigned to complete that
task. By completing the WBS, the project leader will ensure
planning is consistent and yields an effective project execution.
References
Demeulemeester, E. L. and Herroelen, W. S. (2006). Project
Scheduling: A Research Handbook (Vol. 49). New York, NY:
Springer Science & Business Media.
Meredith, J. R. and Mantel Jr, S. J. (2011). Project
Management: A Managerial Approach. Hoboken, NJ: John
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