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A program office at NARA was created to deliver a $27 million, 8-year program at a large government organization. The program office team was having difficulty developing a comprehensive Work Breakdown Structure (WBS) and schedule to effectively manage phase 1 of the program. They were also required to build an integrated schedule that would account for both program work and non-program work in order to reconcile all program office operating costs to the overall budget. The prime contractor supporting the program office contacted Management Concepts to facilitate the development of a deliverables-oriented (WBS). The WBS became the foundation on which a detailed schedule was built using the rolling wave planning technique. An enterprise scheduling tool was applied and cost and resource data were entered at the work package level.
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