WBS Levels and Hierarchical Structure

Correct Answer: Each descending level represents a more detailed description of the project work

The correct answer states that each descending level represents a more detailed description of the project work. This accurately describes the principle of level progression in a Work Breakdown Structure (WBS). As you move down the WBS hierarchy, work packages and activities become increasingly detailed and specific. The other answers are incorrect because: - There is no fixed rule requiring exactly three to five subdivisions at each descending level. While this might be common practice, it is not a defining principle of level progression. - The statement about descending levels showing broader categories is backwards. In a WBS, higher (ascending) levels show broader categories, while lower (descending) levels show more detail. - The last option about naming conventions and resource assignments is incorrect because level progression refers to the increasing detail of work decomposition, not naming rules or resource assignments. While consistent naming is good practice, it is not the principle of level progression.

Correct Answer: A management control point where scope, budget, and schedule are integrated

In project management and WBS (Work Breakdown Structure), a control account at level 3 represents a management control point where scope, budget, and schedule are integrated. This is a fundamental concept in earned value management (EVM). A control account is a management control point that integrates technical scope, schedule, and budget into a single entity for project planning and control. It serves as a checkpoint for measuring performance and progress. The other options are incorrect because: - A detailed work package with sequential steps would be at a lower WBS level, typically level 4 or 5 - Resource allocation and material costs calculation points are components of a control account but do not fully define its purpose - Technical specifications and quality requirements are separate project documents and not part of the WBS control account structure

Correct Answer: At level 3 or 4, where tasks can be effectively managed and measured

Work packages in a Work Breakdown Structure (WBS) are most effectively placed at level 3 or 4 because: These levels provide: - The right balance between detail and manageability - Clear accountability for deliverables - Measurable outcomes and milestones - Appropriate size for resource estimation - Effective control points for project monitoring Why other options are incorrect: Levels 1-2 are too high in the hierarchy and typically represent major project components and deliverables, making it impossible to manage detailed work effectively. Levels 5-6 are too granular, leading to: - Micromanagement - Excessive administrative overhead - Loss of strategic focus - Difficulty in maintaining control Having work packages at any level between 2-7 is too flexible and lacks standardization, potentially causing inconsistent project control and monitoring challenges.