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Before design activity ramps up, the project manager must establish a planning framework that sequences tasks, allocates resources, and identifies schedule risk. A Work Breakdown Structure (WBS) decomposes the project into discrete, manageable packages (e.g., data collection, public engagement sessions, concept alternatives, cost estimation, and permitting). Pairing the WBS with a Gantt chart displays durations, start/finish dates, and dependencies, which enables identification of the critical path—the chain of activities whose delay will extend the overall schedule. This planning tool also supports earned value tracking and facilitates communication with the client and subconsultants. A design development cost estimate (Option B) is appropriate later, after concepts are defined. A change order log (Option C) is a construction-phase instrument used to track scope, time, and cost amendments to the contract. A final punch list (Option D) is a closeout document focused on minor corrective work at substantial completion. Therefore, for initial project organization and schedule control in the inventory and analysis phase, the WBS paired with a Gantt chart is the correct choice.