Reference no: EM132832410

Question1 The project management team at Parallel Services is having a debate about how to define tasks in the WBS. The project manager wants to break tasks down into the smallest possible units. For example, she objected to a broad task statement called "Develop a training schedule." Instead, she suggested three subtasks: (1) "Determine availability of training room," (2) "Determine availability of attendees," and (3) "Select specific dates and training times." Another project team member disagrees. He feels that the broader task statement is better because it allows more flexibility and will produce the same result. He says that if you break tasks into pieces that are too small, you risk overmanaging the work and spending more time on monitoring than actually performing the tasks. As a member of the team, which approach do you agree with more? What are the pros and cons of each

Question2 You are a systems analyst at Just-in-Time Software, a company that specializes in short delivery cycles for its products. The current project is running behind schedule, and the project manager wants to bring a few extra programmers onboard to help with the work. You are familiar with Brook's Law. How can you best explain to the project manager that adding more people to the project at this late stage may make things worse? You don't want to be seen as a negative team player, but you're convinced that if you don't speak up, the project's schedule will slip even more.