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Work Breakdown Structure as a Skeleton for Integration- Case Project Management Case Studies in Project, Program, and Organizational Project Management, ISBN: 97811181742965,26 €
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Work Breakdown Structure as a Skeleton for Integration- Case Project Management Case Studies in Project, Program, and Organizational Project Management, ISBN: 9781118174296
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Project Management
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Far Eastern University
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Case Studies in Project, Program, and Organizational Project Management
This note includes my personal answer to cases in the book mentioned below:
Milosevic, D. Z., Patanakul, P., & Srivannaboon, S. (2010). Case Studies in Project, Program, and Organizational Project Management. John Wiley and Sons Inc.
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CASE STUDIES IN PROJECT MANAGEMENT SYSTEMS 1
Work Breakdown Structure as a Skeleton for Integration
Wilson Clark and Dragan Z. Milosevic
I. PROBLEM AND SOLUTION
Problem: The WBS created was inefficient since it overlapped with the other commitments of the
engineers.
Solution: Create an efficient WBS and proceed with other project requirements whereas the
construction of the WBS would be validated with major parties of the project to avoid concerns
that might arise if they failed to do so.
I. EXECUTIVE SUMMARY
The engineering manager of the Opto - Mechanical Group and the project manager of Lada
had a meeting regarding the unproductive WBS that was created. This was due to the inability of
the project manager of Lada to consider the other priorities of the engineers from the Opto-
Mechanical Group. As a result, it overlapped with the other projects that those engineers needs to
work on. Also, it was raised in the meeting about the possibility that the project manager was trying
to micromanage the Opto-Mechanical Group since the project manager interfered with their
activities on deliverables. To resolve the issue, the creation of an accurate WBS was suggested.
Whereas it would be validated with major parties of the project to avoid concerns like overlapping
with projects with higher priorities.
II. BRIEF HISTORY
Matt Boon is the engineering manager of the Opto - Mechanical Group, while Percy Bedge
is the project manager of Lada. They were having a meeting regarding the work breakdown
structure that Percy created for the well-timed termination of the Opto - Mechanical group’s
portion of work for Project Lada. During their conversation, they didn’t show much cooperation
which lead to an atmosphere of conflict and pressure between them. Meanwhile, as Matt discussed
the work of Percy, he stated that the WBS created by Percy was wrong since Percy assumed that
Matt’s engineers would be involved in one project only which was the Project Lada when in fact,
the engineers would be shared among six projects. Also, Percy scheduled them in a certain period
that overlapped with many prioritized projects. Matt was indeed unpleased with the planning of
Percy. Moreover, he raised the issue regarding the ownership issue which he thought was
concluded already. They were supposed to be the one’s planning, executing, and controlling the
activities on their deliverables that’s why he was mad with Percy meddling with their activities.
Nevertheless, Matt voiced out to Percy that it looked like he was trying to micromanage them
again since Percy ignored the Project Manager’s charter of the company. To define it,
micromanagement1 is a management style whereby a manager closely observes or controls the
work of subordinates or employees. Micromanagement generally has a negative connotation since
this results in (1) Loss of control; (2) Loss of trust; (3) Dependent employees; (4) Your burnout;
(5) High turnover of staff; (6) Lack of autonomy.
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