| Course | BU 345 Project Management |
|---|---|
| Unit | Unit 3 |
| Paper type | Scope and work breakdown document |
| Length | About 770 words, 5 pages |
| Format | APA 7 student paper |
| School | Herzing University |
| Program | BS in Project Management |
| Updated | September 2026 |
Free sample paper for BU 345 Unit 3
Seven Deliverables, Nineteen Work Packages: A Scope Statement and Work Breakdown Structure for a Composite Brewery's Canning Line, With What Is Excluded
Student Name
Business, Herzing University
BU 345: Project Management
Instructor Name
February 18, 2026
Seven Deliverables, Nineteen Work Packages: A Scope Statement and Work Breakdown Structure for a Composite Brewery's Canning Line, With What Is Excluded
Scope Statement
This document defines what Iron Trestle Brewing's canning line project will and will not deliver, following the charter issued in Unit 2. The project will hand over seven deliverables, each with an acceptance condition that the sponsor and project manager will use at closeout to decide whether it was delivered. The deliverables are project management records; a prepared packaging area; an installed canning line with conveyors and inspection tools; approved can labels and a supply contract; a commissioned line that has passed its acceptance test and trial runs; trained operators with written procedures; and a first saleable production run.
The acceptance conditions are as follows. The packaging area is accepted when the electrical inspection is passed and air, CO2 and drainage are connected and tested. The line is accepted when it runs at 40 cans per minute for 30 minutes during the vendor's site acceptance test. Labels are accepted when federal approval is received for all four launch beers. Commissioning is accepted when three trial runs produce double seams within the can maker's specifications on every check. Training is accepted when two operators each run a full shift unassisted. The first saleable run is accepted when at least 200 cases pass quality checks and are released to the warehouse.
Exclusions
The sponsor should not expect the following from this project, each excluded for a stated reason. New beer recipes are excluded because the brewery will can its existing beers, and recipe development belongs to the head brewer's ongoing work. Taproom changes are excluded because they were a separate candidate in the selection record. Negotiation of the grocery distribution agreement is excluded because the owner is handling it directly and the project cannot control its terms. Can purchases beyond the first order are excluded because ongoing packaging materials are an operating cost. A forklift is excluded because the brewery already owns one that can move pallets of empty cans. Writing exclusions down prevents the most common source of disagreement at closeout, a sponsor expecting something the team never agreed to deliver (Project Management Institute, 2017).
Two items came close to inclusion and were left out after discussion with the sponsor. A second conveyor for future bottling was deferred because no bottling plan exists, and a new warehouse racking layout was deferred because the current racks can hold the first year of can inventory.
Work Breakdown Structure
The breakdown decomposes deliverables, not activities, and stops when a package is small enough for one person to own and estimate. Haugan (2002) describes this as the level at which a work package can be scheduled, costed and assigned to a single responsible party. Each element has a number so that the schedule and budget in later units can refer to it without restating it.
1.0 Project management: 1.1 Plans and baselines; 1.2 Status reporting and change control.
2.0 Packaging area preparation: 2.1 Electrical service upgrade; 2.2 Compressed air and CO2 lines; 2.3 Floor drain and slab repair; 2.4 Electrical permit and inspection.
3.0 Canning equipment: 3.1 Filler and seamer; 3.2 Depalletizer, rinser and conveyors; 3.3 Seam inspection tools.
4.0 Labels and packaging supply: 4.1 Label artwork; 4.2 Federal label approvals; 4.3 Can and lid supply contract.
5.0 Installation and commissioning: 5.1 Set and level equipment; 5.2 Utility connections; 5.3 Site acceptance test; 5.4 Trial runs.
6.0 Training and procedures: 6.1 Operator training; 6.2 Standard operating procedures.
7.0 Launch: 7.1 First saleable production run.
Work Breakdown Structure Dictionary
Each lowest-level package has a dictionary entry giving its owner, what it produces and how completion is recognized. The table below holds the entries. Owners are named by role.
| Package | Owner | Produces | Complete when |
|---|---|---|---|
| 1.1 Plans and baselines | Project manager | Schedule, budget, risk register | Sponsor signs baselines |
| 1.2 Status and change control | Project manager | Biweekly reports, change log | Final report accepted at closeout |
| 2.1 Electrical upgrade | Electrical contractor | New panel and circuits to packaging area | City inspection passed |
| 2.2 Air and CO2 lines | Electrical contractor's plumbing subcontractor | Piped air and CO2 at line location | Pressure test passed |
| 2.3 Drain and slab | General contractor | Floor drain and sealed slab | Landlord walkthrough signed |
| 2.4 Permit and inspection | Electrical contractor | Issued permit, final inspection | Inspection card signed |
| 3.1 Filler and seamer | Project manager | Delivered machine | Received undamaged against packing list |
| 3.2 Depal, rinser, conveyors | Project manager | Delivered conveyors and rinser | Received against packing list |
| 3.3 Seam tools | Head brewer | Seam micrometer and teardown tools | Tools calibrated |
| 4.1 Label artwork | Owner with designer | Print-ready art for four beers | Owner approves proofs |
| 4.2 Label approvals | Owner | Federal label approvals | Approval received for all four |
| 4.3 Can supply contract | Project manager | Signed supply agreement | First order confirmed |
| 5.1 Set and level | Vendor technician | Line in position | Level check recorded |
| 5.2 Utility connections | Vendor technician with contractor | Power, air, CO2 connected | Dry run completed |
| 5.3 Acceptance test | Vendor technician | Test record | 30 minutes at 40 cans per minute |
| 5.4 Trial runs | Head brewer | Three trial batches | All seam checks in specification |
| 6.1 and 6.2 Training and procedures | Project manager | Two trained operators, written procedures | Each operator runs a shift unassisted |
Why the Breakdown Stops Where It Does
Two packages could have been decomposed further and were not. The filler and seamer, package 3.1, involves design, manufacturing and shipping, but all of that is the vendor's work under a fixed-price order, so the brewery's package is the delivered machine. Breaking it down would describe work the brewery does not manage. Operator training and procedures, packages 6.1 and 6.2, share one row in the dictionary because the same person writes the procedures while training the operators, and separating them would create two small packages with one owner and one completion test. Every package in the breakdown is owned by one role, which is the test for stopping. The next unit takes these packages and turns them into a sequence with durations. Iron Trestle Brewing and every figure here are composites created for this course (Kerzner, 2017).
References
Haugan, G. T. (2002). Effective work breakdown structures. Management Concepts.
Kerzner, H. (2017). Project management: A systems approach to planning, scheduling, and controlling (12th ed.). Wiley.
Project Management Institute. (2017). A guide to the project management body of knowledge (PMBOK guide) (6th ed.). Project Management Institute.
BU 345 Unit 3 instructions, in plain terms
In the scope unit, students write a scope statement and a work breakdown structure for the chartered project. Most versions want the deliverables listed with acceptance criteria, exclusions stated, the work decomposed into a numbered hierarchy and a dictionary entry for each lowest-level package with its owner and completion criteria. Many rubrics ask you to decompose by deliverable rather than by activity and to stop at a level one person can own and estimate. Instructors often check whether exclusions have reasons and whether numbering is consistent. The breakdown can be a chart or an indented list. Expect a few pages of prose plus the outline and dictionary, with PMBOK or other sources cited in APA 7.
How the BU 345 Unit 3 example is put together
The sample's scope statement names seven deliverables and then gives each a specific acceptance condition. An exclusions section lists five items the sponsor should not expect, each with a reason, and mentions two items that nearly made the list. The breakdown appears as an indented, numbered outline of seven deliverables and nineteen packages. A dictionary table follows with an owner, an output and a completion test for every package, and owners are named by role. The final section explains why two packages were not decomposed further: the vendor manages the machine's manufacture, and training and procedures share one owner and one test. It ends by pointing to the schedule unit.
Reading the BU 345 Unit 3 rubric
Herzing's rubric for scope and breakdown work commonly includes the scope statement, the exclusions, the structure of the breakdown and the dictionary. The scope statement earns full points when every deliverable has a verifiable acceptance condition. Exclusions score highest when each has a reason. The breakdown criterion rewards decomposition by deliverable, consistent numbering and packages small enough to estimate and assign. The dictionary is judged by an owner and a completion test for every lowest-level package. Instructors often reward an explanation of where decomposition stops, since that shows judgment rather than habit. Clear formatting and APA citations support presentation, and consistency with the charter from Unit 2 earns further credit.
BU 345 Unit 3 help before you submit
The most common Unit 3 mistake is decomposing into activities, such as call the electrician, instead of deliverables. Another is stopping too early, leaving packages too large to estimate, or going too far and listing tasks that take an hour. Students often skip acceptance conditions, which leaves nothing to check at closeout. Exclusions are frequently missing or given without reasons. Numbering sometimes changes between the outline and the dictionary, which breaks the link to the schedule and budget. Finally, give every package one owner; a package owned by a team or by nobody is a sign it should be split or combined with another.
Get a BU 345 Unit 3 example written to your instructions
Send the Unit 3 instructions and the rubric from your BU 345 classroom, together with the charter you submitted for the same project. We write a custom example that states deliverables and exclusions first, decomposes to a defended level, numbers every element and adds the dictionary entries. First custom sample free, back in 24 to 48 hours.
More BU 345 papers and project management samples
- BU 345 Unit 1: Project selection record
- BU 345 Unit 2: Charter and stakeholder register
- BU 345 Unit 4: Schedule and dependency chart
- BU 345 Unit 5: Budget baseline sheet
- BU 345 Unit 6: Risk response table
- BU 345 Unit 7: Status report to sponsor
- BU 345 Unit 8: Project closeout file
- BU 436 Unit 3: Decision rights and escalation
- BU 442 Unit 3: Work breakdown and durations
- BU 396 Unit 3: Qualitative analysis and scoring
- BU 433 Unit 3: Backlog with prioritization basis
BU 345 Unit 3 questions, answered
How far down should the breakdown go?
Far enough that a package can be estimated and owned by one person, and no further. Sections differ on whether they want a fixed number of levels, so read the instructions first. Where the choice is yours, say in a sentence what rule you applied and apply it evenly, since uneven depth is easier for a marker to see than excessive depth.
Should the outline be a chart or a list?
Either, unless the instructions specify, and an indented numbered list is often safer in a word processor. A chart drawn in a graphics tool tends to arrive unreadable at the margins, or as an image a marker cannot search. Whichever form you use, keep the numbering visible, because that is what the later units will point at.
Do exclusions need a reason?
A short one helps. Saying that training materials sit outside the project because another team owns them tells a sponsor where the work went, while an unexplained exclusion reads as something the writer forgot to plan for. Two or three exclusions with a clause of reasoning each usually earn more than a longer bare list.
Where can I find a free BU 345 Unit 3 sample paper?
Everything in the BU 345 Unit 3 document, from the scope statement to the dictionary, is available free above. To get a breakdown built for your own project, share your charter and the unit prompt, and a free custom scope document will be drafted, typically within about two days.
How far down should the BU 345 Unit 3 breakdown go?
Until each package can be owned, estimated and scheduled by one person or role. The sample stops at nineteen packages and explains why two were not split further. Going deeper usually produces tasks that belong in the schedule rather than the breakdown.