Should a PERT/CPM network become a means of understanding reports and schedules, or should it be vice versa?

You have been asked to develop a work breakdown structure for a project. How should you go about accomplishing this? Should the WBS be time-phased, department-phased, division-phased, or some combination?

11–2   You have just been instructed to develop a schedule for introducing a new product into the marketplace. Below are the elements that must appear in your schedule. Arrange these elements into a work breakdown structure (down through level 3), and then draw the arrow diagram. You may feel free to add additional topics as necessary.

Production layout

Review plant costs

Market testing

Select distributors

Analyze selling cost

Lay out artwork

Analyze customer reactions

Approve artwork

Storage and shipping costs

Introduce at trade show

Select salespeople

Distribute to salespeople

Train salespeople

Establish billing procedure

Train distributors

Establish credit procedure

Literature to salespeople

Revise cost of production

Literature to distributors

Revise selling cost

Print literature

Approvals*

Sales promotion

Review meetings*

Sales manual

Final specifications

Trade advertising

Material requisitions

(*Approvals and review meetings can appear several times.)

12–1   Should a PERT/CPM network become a means of understanding reports and schedules, or should it be vice versa?

12–2   Should PERT networks follow the work breakdown structure?