PMP

You recently took over a relatively new project expected to last another seven years. The previous project manager completed most of the WBS. When you begin to define the project activities, you realize that the WBS work packages expected to occur in the next year are planned in detail, but the work packages for later in the future (three years or more) are not planned with much detail, if any detail at all. You determine—

It is a major problem. The WBS is incomplete and you need to redefine the project scope to complete the project schedule.

It is a problem that must be resolved quickly. The previous project manager was not done with the WBS, and you must stop the project to complete the WBS in sufficient detail.

It is not a problem at this time. The previous project manager was using the rolling wave planning technique, so you are able to continue defining the activities.

It is not a problem at this time. You can only plan what you know. You plan to communicate to the project sponsor that the WBS is not sufficient to plan the whole project and that the sponsor can worry about the details.

In the initial stage of the project life cycle, the project's technical objectives are apt to be understood only in a general sense. A major component of project conflict during this stage of the project is—

Concerns over priorities and procedures

Concerns about technical issues

Schedules

Confusion of establishing a project in the matrix management environment

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