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PFA 1. Discussion1 Ethical Decision Making for Leaders : 1 page references in APA format use text books as references: After reading this week’s assignment and watching the video, what is your opinion regarding email ownership. Does your employer own your email? Why or Why Not? Text Book: Business Ethics Now by Andrew W. Ghillyer Ghillyer Textbook Reading – Ethics and Technology pg. 149 Article: Reference Check – Is Your Boss Watching https://www.ipc.on.ca/wp-content/uploads/Resources/facebook-refcheck-e.pdf 2. Assignment 2_ Strategic Project Management: 2 page references in APA format use text books as references: For your mock project for this class, create a WBS using Figure 9.3 in the Verzuh text as an example. Submit 2 pages (not counting cover and references). Use APA format. Text book: Verzuh, E. (2021). The Fast Forward MBA in Project Management (6ed.).  Hoboken, NJ.  John Wiley & Sons.  3. Assignment 3_ Strategic Project Management: 2 page references in APA format use text books as references: Submit the outline of your proposed final project paper. Submit 2-3 pages (not counting cover and references). Use APA format. Due by Sunday 11:59 PM EST. Text book: Verzuh, E. (2021). The Fast Forward MBA in Project Management (6ed.).  Hoboken, NJ.  John Wiley & Sons.  Note: 2,3 Thus far in the course we have covered an introduction to project management and learned how to define a project. Last week we learned about risk management, the first step in the planning phase of the project lifecycle. Figure 9.1 on page 172 in the Verzuh text depicts a detailed planning model showing the remaining steps in the planning phase. We will cover these steps in the next few weeks starting with creation of a work breakdown structure (WBS) this week. A WBS is an approach to break a project down into manageable, easily definable project tasks. The WBS is one of an ongoing number of project management documents we have/will be covering including project plans, budgets, schedules and that is just a few of the major ones. One of the most important tasks we can do as a project manager is determine which documents we need and making sure they are developed appropriately and that all the members of your project team update them properly. Learning objectives- Construct a WBS. Submit the outline of your proposed final project paper. Xfigure 9.3 FIGURE 9.3 Work breakdown structure in outline form. The WBS on an Agile Project In Chapter 4 we made the distinction between predictive, incremental, and iterative development approaches. Agile techniques have been developed for iterative development, where the project scope is progressively elaborated. The work breakdowwn structure is clearly well.suited to a predictive, or waterfall, development approach where the scope is clear before the work begins. The equivalent concept in an agile framework such as Scrum (see Chapter 11) is a product backlog, which is the prioritized list of features currently requested by the customer. There is a very big difference, however, between a WBS and product backlog, so the two are not synonymous. Both, however, represent product and project scope. Pg.i 174 10:26 60 $ Ra HD .l 52%D Aa QA X figure 9.3 The equivalent concept in an ague framework such as Scrum see Chapter 11) is a product backlog, which is the prioritized list of features currently requested by the customer. There is a very big difference, however, between a WBS and product backlog, so the two are not synonymous. Both, however, represent product and project scope. Hybrid development approaches can use the WBS to show the big picture. Phases such as initial architectural design will appear in the same way as a predictive approach. Portions of the project using iterative delivery won't be broken down very far. CONCEPTT BUILDING A WORK BREAKDOWN STRUCTURE A good WBS makes it easy for everyone on the project to understand their role-and it makes managing the project much easier, too. But don't be fooled: it isn't alwavs easv to build a Pg.i 174 Reader Contents Notebook Bookmarks More O X figure 9.3 NC U1 UNTil uuVViL VTI y Lal. CoeBUILDING A WORK BREAKDOWN STRUCTURE A good WBS makes it easy for everyone on the project to understand their role-and it makes managing the project much easier, too. But don't be fooled; it isn't always easy to build a good WBS. There are three steps that provide a guideline to developinga useful WBS. WBS Step One: Begin at the Top A WBS breaks down a project intoo descending levels of details, naming all the tasks required to create the deliverables named in the project charter. You can begin the breakdown process by listing either the major deliverables or the high.level tasks from the scope statement on the first tier. Pg. 174 X figure 9.3 phase. Either way, your WBS will be linked to the charter. Getting Started on the WBS P Sometimes the hardest part of making a work breakdown structure is getting started. The WBS includes so much that it can appeaar overwhelming. A good way to begin is to review the work you've already done during project definition and risk management. WBS Step Two: Name All the Tasks Required to Produce Deliverables A task name describes an activity that produces a product. For example, if a WBS in a landscaping project lists lawn" or "shrubs," you will need to add verbs to each task name: "lawn" becomes "put in lawn," "shrubs" becomes "plant shrubs," and so on. The next step is to break down each task Pg.i 175 10:27 60M $ RasHD .l 53% Aa 49 Q x figure 9.3 required to produce the product. Figures 9.2 and 9.3 illustrate how the WBS looks with multiple task levels. This sounds easy, doesn't it? Don't be deceived. Breaking down the WBS can be the most difficult step in the planning process, because it's where the detailed process for building the product is defined. For example, a high.level task may seem easy to understand, but upon breaking it down, the project manager may find that he or she is unable to list all the detailed tasks required to complete it. At this point, it's time to invite more team members, with diverse skills, into the planning process. In fact, when planning a large, multidisciplinary project, it makes sense to get a small team to create the top two tiers of the WBS, then give each task to an expert in the subject to break it down into work packages. When these experts are through, they con bo hro1sht tosathar Taith tho caro Pg.i 176 A Reader Contents Notebook Bookmarks More O 10:27 60 $ kias HD .l 53%4 Aa QA x figure 9.3 top two tiers of the WBS, then give each task to an expert in the subject to break it down into work packages. When these experts are through, they can be brought together with the core team to construct the entire WBS. This kind of participative planning not only creates more accurately detailed work breakdowns, it can also encourage higher levels of commitment to the project. A WBS may be especially difficult to create if the project covers new ground. Here's an example: Tom, a human resources manager for a company of about 10,000 people, was leading a project to create a new process for forecasting the firm's workforce requirements over a three. year time span. When he began to put together his WBS, he quickly realized that he wasn't sure what steps to follow in developing the new process. Because there was no precedent for this kind of project in his company, Pg.i 176 A Reader Contents Notebook Bookmarks More O 10:27 60m kESS HD .l 53%D+ Aa 9 Q x figure 9.3 ine resuuing piän waS presenlea o the customers, which, on this project, were the high.level managers who would use the system to forecast their personnel needs. This management group approved the plan, but in this case they weren't approving just the schedule or budget, they were also approving the new strategy that Tom and his team had devised. And, since much of the plan outlined how this management group would participate in designing the new system, they were also accepting their roles as defined in the plan. When Tom's team had completed its plan, he commernted, "We spent at least two weeks planning this project and most of that time was spent on the WBS. That was about two weeks longer than I originally intended. But by spending the time to get a detailed strategy worked out, I can see we actually saved a lot of time. If it took us two weeks to figure out how to handle Pg.i 176 A Reader Contents Notebook Bookmarks More O 10:27 60 KBS HD .l 53%D+ Aa QA X figure 9.3 WBS Step Three: How to Organize the WBS Once all the work packages are identified, it is possible to rearrange them in different ways. For example, it can be useful to place work packages under different summary task headings; in this case, the overall project will remain the same even though the work packages are grouped differently. Eigure 9.4 demonstrates how it's possible to have two different breakdowns of the same project tasks. The same work packages are reorganized under different summary tasks. Different ways of organizing work packages may emphasize different aspects of a project. For example, one grouping of work packages might highlight the various components ofa new product, while another arrangement might emphasize the major phases of the product's release. Thic lind of diffarenca ie ill1ictrated in Pg.i 177 A Reader Contents Notebook Bookmarks More O figure 9.3 FIGURE 9.4 There is more than one way to organize tasks on a project. Widget Release 4.0 Project 1.0. 2.0. 3.0 4.0. 5.0. Define M1B product requirements Define R45 product requirements Design M1B Design R45 Upgrade M1B core modules Upgrade R45 core modules Build new M1B modules 6.0. 7.0. 3.0. 9.0. 10.0 Build new R45 modules Test and certity M1B Test and certify R45 Integrate and test Release 4.0 11.0. FIGURE 9.5 WBS with n0 summary tasks. The Widget Release 4.0 Project has the same amount of work required, even though the summary tasks are removed. .Use standard project management software. Do it any other way and the software will give you nothing 179 Pg. 179 10:27 60m Ra HD .l 53%D Aa 49 Q x figure 9.3 Summary tasks. 2. Work packages must add up to the summary task. One of the most frustrating planning mistakes is to omit necessary tasks. You can avoid this problem by taking extra care when adding up the products of all the work packages below any summary task. All together, these subordinate tasks should produce the outcome named by the summary task. See Figure 9.7 for a further illustration of this point. 3. Each summary task and work package must be named as an activity that produces a product. This means giving each task a descriptive name that includes a strong verb-the activity-and a strong noun-the product. Without these, the task becomes ambiguous. Two cases in point: .Open.ended tasks. "Perform analysis" or "Do research" are ntirris+ 179 Pg.179 A Reader Contents Notebook Bookmarks More STEP 1 Develop a work Risk management.Risk management tasks/breakdown structure PREPLANNING Development approach CHAPTER 8 CHAPTER 9 All project tasks STEP 2 Sequence the tasks CHAPTER 10 STEP 3 Network diagram Estimate the work packages Duration estimatés CHAPTERS 10, 12 STEP 4 Calculate an initial schedule CHAPTER 10 Equipment requirements and labor and skill estimates Nonlabor costs Critical path, float, milestones STEP 6 STEP 5 Assign and level resources Resource forecast Materials co Realistic schedule from produc Specificatior Resource constraints) Develop budget CHAPTER 10 CHAPTER 12 PROJECT PLAN All project tasks Schedule Responsibilities Budget Resource forecast FIGURE 9.1 Detailed planning model Note thata summary task is not actually executed; rather, it summarizes the subordinate work packages. The work packages are the ones that are actually executed Understanding the relationship between summary taskS and work packages is fundamental to building a good WBS. Landscape nroiect