Project Management Chapter Eight: Scheduling Resources and Costs PDF

Because learning changes everything. ® Chapter Eight Scheduling Resources and Costs © 2021 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGr...

Because learning changes everything. ® Chapter Eight Scheduling Resources and Costs © 2021 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw Hill.  Where We Are Now © McGraw Hill 2  Review Scenario: Imagine a construction project where certain materials, like steel beams, are crucial for building the foundation of a structure. The project plan depends on these materials arriving on a specific date to begin the next phase. Risk? Delay Impacts: -Cost Overruns. -Schedule Delay -Reputation Damage Strategy? Alternative Suppliers © McGraw Hill 3  Learning Objectives 8-1 Understand the differences between time-constrained and resource- constrained schedules. 8-2 Identify different types of resource constraints. 8-3 Describe how the smoothing approach is used on time-constrained projects. 8-4 Describe how the leveling approach is used for resource-constrained projects. 8-5 Understand how project management software creates resource constrained schedules. 8-6 Understand when and why splitting tasks should be avoided. 8-7 Identify general guidelines for assigning people to specific tasks. 8-8 Identify common problems with multiproject resource scheduling. 8-9 Explain why a time-phased budget baseline is needed. 8-10 Create a time-phased project budget baseline. © McGraw Hill 4  Chapter Outline 8.1 Overview of the Resource Scheduling Problem 8.2 Types of Resource Constraints 8.3 Classification of a Scheduling Problem 8.4 Resource Allocation Methods 8.5 Computer Demonstration of Resource-Constrained Scheduling 8.6 Splitting Activities 8.7 Benefits of Scheduling Resources 8.8 Assigning Project Work 8.9 Multiproject Resource Schedules 8.10 Using the Resource Schedule to Develop a Project Cost Baseline © McGraw Hill 5  Project Planning Process FIGURE 8.1 Access the text alternative for slide images. © McGraw Hill 6  8.1 Overview of the Resource Scheduling Problem Resources and Priorities Project network times are not a schedule until resources have been assigned. There are always more project proposals than there are available resources. The project priority team will add a new project only if resources are available. Cost estimates are not a budget until they have been time- phased. Once resource assignments have been finalized, you are able to develop a baseline budget schedule for the project. © McGraw Hill 7  The Resource Scheduling Problem Resource Smoothing Involves attempting to even out varying demands on resources by delaying noncritical activities (using slack) to lower peak resource demand and, thus, increase resource utilization when resources are adequate over the life of the project. Resource-Constrained Scheduling Occurs when resources are not adequate to meet peak demands. The late start of some activities must be delayed, and the duration of the project may be increased. © McGraw Hill 8  Types of Project Constraints Technical or Logical Constraints Are related to the networked sequence in which project activities must occur. Technical and logical constraints are factors that limit or restrict the design and implementation of a system, project, or solution. Resource Constraints Occur when the absence, shortage, or unique interrelationship and interaction characteristics of resources require a particular sequencing of project activities. Note that the resource dependency takes priority over the technological dependency but does not violate the technological dependency. Types of Resources Constraints People Materials Equipment © McGraw Hill 9  Constraint Examples FIGURE 8.2 Access the text alternative for slide images. © McGraw Hill 10  8.3 Classification of a Scheduling Problem Time-Constrained Project Must be completed by an imposed date. Time (project duration) is fixed and resources are flexible. If required, resources can be added to ensure the project is completed by a specific date. Resource-Constrained Project Assumes the level of resources available cannot be exceeded. Resources are fixed and time is flexible. If the resources are inadequate, it will be acceptable to delay the project. Consult a project priority matrix to determine if the project is time- or resource- constrained. © McGraw Hill 11  8.4 Resource Allocation Methods Limiting Assumptions Splitting activities will not be allowed. Splitting refers to interrupting work on one task and assigning the resources to work on a different task for a period of time, then reassigning them to work on the original task. Level of resources used for an activity cannot be changed. Risk Assumptions Activities with the most slack pose the least risk. Reduction of flexibility does not increase risk. The nature of an activity (easy, complex) doesn’t increase risk. © McGraw Hill 12  Time-Constrained Projects Must be completed by an imposed date. Focus on resource utilization. Require use of resource smoothing techniques that balance demand for a resource. Leveling (Smoothing) Techniques Delay noncritical activities by using positive slack to reduce peak demand and fill in the valleys for the resources without delaying the entire project. Goals of Smoothing Resource Demand Reduce the peak of demand for the resource. Reduce the number of resources over the life of the project. Minimize the fluctuation in resource demand. Downside of Smoothing Resource Demand Loss of flexibility that occurs from reducing slack. Creates more critical activities and/or near-critical activities because of slack reduction. © McGraw Hill 13  Botanical Garden FIGURE 8.3 © McGraw Hill 14  Resource-Constrained Projects Resources are limited in quantity or availability. Activities are scheduled using heuristics (rules of thumb) by following the priority rules: 1. Minimum slack : The minimum slack rule prioritizes activities with the least amount of slack, indicating that these activities are closer to becoming critical and potentially delaying the project. 2. Smallest (least) duration: The smallest duration rule prioritizes activities with the shortest time required for completion. This heuristic assumes that shorter activities can be started and finished more quickly, contributing to the overall progress of the project. 3. Lowest activity identification number: Activities are often assigned unique identification numbers, and the lowest number is given priority. The parallel method is used to apply heuristics. The parallel method is an iterative process that starts from the beginning of project time and, when the resources needed exceed the resources available, retains activities first by the priority rules. © McGraw Hill 15  Resource-Constrained Schedule through Period 2-3 FIGURE 8.4 Access the text alternative for slide images. © McGraw Hill 16 © McGraw Hill 17  Resource-Constrained Schedule through Period 5-6 FIGURE 8.5 Access the text alternative for slide images. © McGraw Hill 18 © McGraw Hill 19  8.5 Computer Demonstration of Resource-Constrained Scheduling EMR Project The development of a hand-held electronic medical reference guide to be used by emergency medical technicians and paramedics. Resource Problem Only eight design engineers can be assigned to the project due to the shortage of design engineers and commitments to other projects. The peak demand is 21 design engineers. © McGraw Hill 20  EMR Project Network View Schedule before Resources Leveled FIGURE 8.6 Access the text alternative for slide images. © McGraw Hill 21  EMR Project before Resources Added FIGURE 8.7 Access the text alternative for slide images. © McGraw Hill 22  EMR Project—Time-Constrained Resource Usage View, January 15-23 Resource Name Work Jan 15 Jan 21 T W T F S S M T W Design engineers 3,024 hrs 72h 136h 136h 168h 168h 144h 104h 88h 64h Architectural decisions 200 hrs Internal specs 480 hrs 40h 40h 40h External specs 224 hrs Feature specs 320 hrs 32h Voice recognition SW 320 hrs 32h 32h 32h 32h 32h 32h Case 64 hrs 16h 16h 16h 16h Screen 48 hrs 24h 24h Database 800 hrs 32h 32h 32h 32h 32h 32h 32h 32h Microphone-soundcard 80 hrs 16h 16h 16h 16h 16h Digital devices 168 hrs 24h 24h 24h 24h 24h 24h 24h Computer I/O 120 hrs 24h 24h 24h 24h 24h Review design 200 hrs FIGURE 8.8A © McGraw Hill 23  Resource Loading Chart for EMR Project, January 15-23 FIGURE 8.8B Access the text alternative for slide images. © McGraw Hill 24  EMR Project Network View Schedule after Resources Leveled FIGURE 8.9 Access the text alternative for slide images. © McGraw Hill 25  EMR Project Resources Leveled FIGURE 8.10 Access the text alternative for slide images. © McGraw Hill 26  The Impacts of Resource-Constrained Scheduling Reduces slack; reduce flexibility Increases the number of critical and near-critical activities Increases scheduling complexity because resource constraints are added to technical constraints May make the traditional critical path no longer meaningful Can break the sequence and leave the network with a set of disjointed critical activities May cause parallel activities to become sequential Can change activities from critical to noncritical © McGraw Hill 27  8.6 Splitting Activities Splitting Tasks Is a scheduling technique used to get a better project schedule and/or to increase resource utilization. Involves interrupting the work and sending the resource to another activity for a period of time and then having the resource resume work on the original activity. Can be useful if the work involved does not include large start- up or shut-down costs. Is considered a major reason why projects fail to meet schedule. © McGraw Hill 28  Splitting Activities FIGURE 8.11 Access the text alternative for slide images. © McGraw Hill 29  8.7 Benefits of Scheduling Resources Leaves time for considering reasonable alternatives Cost-time tradeoffs Changes in priorities Provides the information needed to prepare time-phased work package budgets with dates To gauge the impact of unforeseen events To assess how much flexibility over certain resources © McGraw Hill 30  8.8 Assigning Project Work Reasons why we should not always assign the best people the most difficult tasks: Best people: resent the fact that they are always given the toughest assignments Less experienced participants: resent the fact that they are never given the opportunity to expand their skill/knowledge base Factors to be considered in deciding who should work together: Minimize unnecessary tension; complement each other. Experience: veterans team up with new hires. Future needs: have people work together early on so that they can become familiar with each other. © McGraw Hill 31  8.9 Multiproject Resource Schedules Problems in a multiproject environment 1. Overall schedule slippage Shared resources causes a ripple effect—delays in one project create delays for other projects. 2. Inefficient resource utilization Different schedules and requirements by multiple projects create the peaks and valleys in overall resource demands. 3. Resource bottlenecks Shortages of critical resources required by multiple projects cause delays and schedule extensions. © McGraw Hill 32  Managing Multiproject Scheduling Create project offices or departments to oversee the scheduling of resources across multiple projects Use a project priority queuing system—first come, first served for resources Treat individual projects as part of one big project and adapt the scheduling heuristics to this “mega project” Utilize project management software to prioritize resource allocation Outsource projects to reduce the number of projects managing internally Hire temporary workers to expedite certain activities that are falling behind schedule Contract project work during peak periods when there are insufficient internal resources to meet the demands of all project © McGraw Hill 33  8.10 Using the Resource Schedule to Develop a Project Cost Baseline Why a Time-Phased Budget Baseline Is Needed To determine if the project is on, ahead, or behind schedule and over or under its budgeted costs To assess how much work has been accomplished for the allocated money spent—the project cost baseline (planned value, PV) Creating a Time-Phased Budget Assign each work package to one responsible person or department and deliverable Compare planned schedule and costs using an integrative system called earned value Generate cash flow statements and resource usage schedules © McGraw Hill 34  Direct Labor Budget Rollup ($000) FIGURE 8.12 Access the text alternative for slide images. © McGraw Hill 35  Time-Phased Work Package Budget (labor cost only) FIGURE 8.13 Access the text alternative for slide images. © McGraw Hill 36  Two Time-Phased Work Packages (labor cost only) FIGURE 8.14 Access the text alternative for slide images. © McGraw Hill 37  Patient Entry Project Network FIGURE 8.15 Access the text alternative for slide images. © McGraw Hill 38  Patient Entry Time-Phased Work Packages Assigned FIGURE 8.16 Access the text alternative for slide images. © McGraw Hill 39  Project Monthly Cash Flow Statement January February March April May June July Project Hardware Hardware specifications $11,480.00 $24,840.00 $3,360.00 Hardware design $23,120.00 $29,920.00 $14,960.00 Hardware documentation $14,080.00 $24,320.00 Prototypes Order GXs Assemble preproduction models Operating system Kernel specifications $5,320.00 $9,880.00 Drivers OC drivers $3,360.00 $12,320.00 $11,760.00 $12,880.00 Serial VO drivers Memory management Operating system documentation $10,240.00 $21,760.00 Network interface Utilities Utilities specifications $8,400.00 Routine utilities $5,760.00 $21,120.00 $20,160.00 $10,560.00 Complex utilities Utilities documentation $7,680.00 $17,920.00 Shell System integration Architectural decisions $20,400.00 Integration first phase System H/S test Project documentation Integration acceptance test Total $37,200.00 $44,960.00 $48,240.00 $55,120.00 $80,400.00 $56,240.00 $23,440.00 FIGURE 8.17 © McGraw Hill 40  Project Weekly Resource Usage Schedule 12/30 1/6 1/13 1/20 1/27 2/03 I. Suzuki 24 hrs 40 hrs 40 hrs 40 hrs 40 hrs 40 hrs Hardware specifications 24 hrs 40 hrs 40 hrs Hardware design Hardware documentation Operating system documentation Utilities documentation Architectural decisions 24 hrs 40 hrs 40 hrs 16 hrs J. Lopez 24 hrs 40 hrs 40 hrs 40 hrs 40 hrs 40 hrs Hardware specifications 12 hrs 20 hrs 20 hrs Hardware design Prototypes Kernel specifications 12 hrs 20 hrs 20 hrs Utilities specifications Architectural decisions 24 hrs 40 hrs 40 hrs 16 hrs Integration first phase J.J. Putz 24 hrs 40 hrs 40 hrs Hardware documentation Kernel specifications 24 hrs 40 hrs 40 hrs Operating system documentation Utilities documentation Project documentation R. Sexon 24 hrs 40 hrs 40 hrs Hardware specifications 24 hrs 40 hrs 40 hrs Prototypes Assemble preproduction models OC drivers Complex utilities Integration first phase System H/S test Integration acceptance test FIGURE 8.18 © McGraw Hill 41  Key Terms Heuristics Leveling Planned value (PV) Resource-constrained project Resource-constrained scheduling Resource smoothing Splitting Time-constrained project Time-phased budget baseline © McGraw Hill 42  End of Main Content Because learning changes everything. ® www.mheducation.com © 2021 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw Hill.  Resource-Constrained Schedule through Period 2-3 - Text Alternative Return to parent-slide containing images. Paths: 1-2-7 1-4-7 Activity 1 Activity 2 Activity 3 Activity 4 Activity 5 Activity 6 Activity 7 1-3-5-7 ES: 0 ES: 2 ES: 2 ES: 2 ES: 6 ES: 6 ES: 10 1-3-6-7 EF: 2 EF: 8 EF: 6 EF: 4 EF: 8 EF: 10 EF: 12 Activity 1 points to Activity 2, Activity 3, SL 0 SL 2 SL 0 SL 6 SL 2 SL 0 SL 0 and Activity 4 RES: 2P RES: 2P RES: 2P RES: 1P RES: 1P RES: 1P RES: 1P Activity 3 points to both Activity 5 and SL: 0 SL: 2 SL: 0 SL: 6 SL: 2 SL: 0 SL: 0 Activity 6 LS: 0 LS: 4 LS: 2 LS: 8 LS: 8 LS: 6 LS: 10 Activity 2, Activity 4, Activity 5, and LF: 2 LF: 10 LF: 6 LF: 10 LF: 10 LF: 10 LF: 12 Activity 6 all point to Activity 7 DUR: 2 DUR: 6 DUR: 4 DUR: 2 DUR: 2 DUR: 4 DUR: 2 ID RES DUR ES LF SL 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 ES 1 2P* 2 0 2 0 2* 2* Resource 2 2P* 6 2 10 2 2* 2* 2* 2* 2* 2* * * load chart 3 2P* 4 2 6 0 2* 2* 2* 2* 4 1P* 2 2 10 6 1* 1* * * * * * * 5 1P* 2 6 10 2 1* 1* * * 6 1P* 4 6 10 0 1* 1* 1* 1* 7 1P* 2 10 12 0 1* 1* Note: Cells with Total resource load 2P 2P 5P 5P 4P 4P 4P 4P 1P 1P 1P 1P asterisks (*) are shaded. ID RES DUR ES LF SL 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Resource-constrained 1 2P* 2 0 2 0 2* 2* schedule through 2 2P* 6 3 10 1 X* * * * * * * * period 2-3 3 2P* 4 2 6 0 2* 2* 2* 2* 4 1P* 2 2 10 6 1* 1* * * * * * * 5 1P* 2 6 10 2 * * * * 6 1P* 4 6 10 0 * * * * Note: Cells with 7 1P* 2 10 12 0 * * asterisks (*) are Total resource load 2P 2P 3P 3P 2P 2P shaded. Lines for Resource available 3P 3P 3P 3P 3P 3P 3P 3P 3P 3P 3P 3P periods 2 and 3 in the graph are dashed. Return to parent-slide containing images. © McGraw Hill 47  Resource-Constrained Schedule through Period 5-6 - Text Alternative Return to parent-slide containing images. ID RES DUR ES LF SL 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Resource-constrained 1 2P* 2 0 2 0 2* 2* schedule through 2 2P* 6 6 12 -2 X* X* X* X* * * * * 3 2P* 4 2 6 0 2* 2* 2* 2* period 5-6 4 1P* 2 2 10 6 1* 1* * * * * * * 5 1P* 2 6 10 2 * * * * Note: Cells with 6 1P* 4 6 10 0 * * * * asterisks (*) are 7 1P* 2 12 14 -2 X* X* Total resource load 2P 2P 3P 3P 2P 2P shaded. Lines for Resource available 3P 3P 3P 3P 3P 3P 3P 3P 3P 3P 3P 3P periods 5, 6, and 12 in the graph are dashed. ID RES DUR ES LF SL 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 1 2P* 2 0 2 0 2* 2* Final Resource- 2 2P* 6 6 12 -2 X* X* X* X* 2* 2* 2* 2* 2 2 constrained schedule 3 2P* 4 2 6 0 2* 2* 2* 2* 4 1P* 2 2 6 2 1* 1* SL* SL* * * * * 5 1P* 2 10 12 -2 X* X* X* X* 1 1 6 1P* 4 6 10 0 1* 1* 1* 1* Note: Cells with 7 1P* 2 12 14 -2 X* X* 1 1 asterisks (*) are Total resource load 2P 2P 3P 3P 2P 2P 3P 3P 3P 3P 3P 3P 1P 1P Resource available 3P 3P 3P 3P 3P 3P 3P 3P 3P 3P 3P 3P 3P 3P shaded. Line for period 12 the graph is dashed. New, resource scheduled network Paths: Activity 1 Activity 2 Activity 3 Activity 4 Activity 5 Activity 6 Activity 7 1-2-7 ES: 0 ES: 6 ES: 2 ES: 2 ES: 10 ES: 6 ES: 12 1-4-7 EF: 2 EF: 12 EF: 6 EF: 4 EF: 12 EF: 10 EF: 14 1-3-5-7 SL 0 SL 0 SL 0 SL 2 SL 0 SL 0 SL 0 1-3-6-7 RES: 2P RES: 2P RES: 2P RES: 1P RES: 1P RES: 1P RES: 1P SL: 0 SL: 0 SL: 0 SL: 2 SL: 0 SL: 0 SL: 0 Activity 1 points to Activity 2, Activity 3, and LS: 0 LS: 6 LS: 2 LS: 4 LS: 10 LS: 6 LS: 12 Activity 4 LF: 2 LF: 12 LF: 6 LF: 6 LF: 12 LF: 10 LF: 14 Activity 3 points to both Activity 5 and Activity 6 DUR: 2 DUR: 6 DUR: 4 DUR: 2 DUR: 2 DUR: 4 DUR: 2 Activity 2, Activity 4, Activity 5, and Activity 6 all point to Activity 7 Return to parent-slide containing images. © McGraw Hill 48  EMR Project before Resources Added - Text Alternative Return to parent-slide containing images. ID Task Name Start Finish Late Start Late Finish Free Slack Total Slack 1 EMR project Tue 1/1 Thu 2/14 Tue 1/1 Thu 2/4 0 days 0 days 2 Architectural decisions Tue 1/1 Sat 1/5 Tue 1/1 Sat 1/5 0 days 0 days 3 Internal specs Sun 1/6 Thu 1/17 Sat 1/19 Wed 1/30 0 days 13 days 4 External specs Sun 1/6 Sat 1/12 Thu 1/24 Wed 1/30 5 days 18 days 5 Feature specs Sun 1/6 Tue 1/15 Sun 1/6 Tue 1/15 0 days 0 days 6 Voice recognition SW Fri 1/18 Sun 1/27 Thu 1/31 Sat 2/9 13 days 13 days 7 Case Fri 1/18 Mon 1/21 Wed 2/6 Sat 2/9 19 days 19 days 8 Screen Fri 1/18 Sat 1/19 Fri 2/8 Sat 2/9 21 days 21 days 9 Database Wed 1/16 Sat 2/9 Wed 1/16 Sat 2/9 0 days 0 days 10 Microphone-soundcard Wed 1/16 Sun 1/20 Tue 2/5 Sat 2/9 20 days 20 days 11 Digital devices Wed 1/16 Tue 1/22 Sun 2/3 Sat 2/9 18 days 18 days 12 Computer I/O Wed 1/16 Sun 1/20 Tue 2/5 Sat 2/9 20 days 20 days 13 Review design Sun 2/10 Thu 2/14 Sun 2/10 Thu 2/14 0 days 0 days [Note: To the right of the above table is a bar chart with the following information] ID Task Name Information in bar chart 1 EMR project Summary: Begins 1/1 and ends 2/14 2 Architectural decisions Critical task from 1/1 to 1/5; connects to activities 3, 4, 5 3 Internal specs Task from 1/6 to 1/17; slack from 1/17 to 1/30; connects to activities 6, 7, 8 4 External specs Task from 1/6 to 1/12; slack from 1/12 to 1/30; connects to activities 6, 7, 8 5 Feature specs Critical task from 1/5 to 1/15; connects to activities 9, 10, 11, 12 6 Voice recognition SW Task from 1/18 to 1/27; slack from 1/27 to 2/10; connects to activity 13 7 Case Task from 1/18 to 1/21; slack from 1/21 to 2/10; connects to activity 13 8 Screen Task from 1/18 to 1/19; slack from 1/19 to 2/10; connects to activity 13 9 Database Critical task from 1/16 to 2/9; connects to activity 13 10 Microphone-soundcard Task from 1/16 to 1/20; slack from 1/20 to 2/10; connects to activity 13 11 Digital devices Task from 1/16 to 1/22; slack from 1/22 to 2/10; connects to activity 13 12 Computer I/O Task from 1/16 to 1/20; slack from 1/20 to 2/10; connects to activity 13 13 Review design Critical task from 2/10 to 2/14 Return to parent-slide containing images. © McGraw Hill 50  Resource Loading Chart for EMR Project, January 15-23 - Text Alternative Return to parent-slide containing images. A resource loading chart for EMR project, January 15-23 shows the following data: Jan 15: Design engineers: 900% (Allocated 800%; Overallocated: 100%) Jan 16: Design engineers: 1700% (Allocated 800%; Overallocated: 900%) Jan 17: Design engineers: 1700% (Allocated 800%; Overallocated: 900%) Jan 18: Design engineers: 2100% (Allocated 800%; Overallocated: 1300%) Jan 19: Design engineers: 2100% (Allocated 800%; Overallocated: 1300%) Jan 20: Design engineers: 1800% (Allocated 800%; Overallocated: 1000%) Jan 21: Design engineers: 1300% (Allocated 800%; Overallocated: 500%) Jan 22: Design engineers: 1100% (Allocated 800%; Overallocated: 300%) Jan 23: Design engineers: 800% (Allocated 800%; Overallocated: 0%) Return to parent-slide containing images. © McGraw Hill 51  EMR Project Resources Leveled - Text Alternative Return to parent-slide containing images. ID Task Name Start Finish Late Start Late Finish Free Slack Total Slack 1 EMR project Tue 1/1 Thu 2/26 Tue 1/1 Tue 2/26 0 days 0 days 2 Architectural decisions Tue 1/1 Sat 1/5 Tue 1/1 Sat 1/5 0 days 0 days 3 Internal specs Wed 1/16 Sun 1/27 Sun 1/20 Thu 1/31 0 days 4 days 4 External specs Sun 1/6 Sat 1/12 Fri 1/25 Thu 1/31 15 days 19 days 5 Feature specs Sun 1/6 Tue 1/15 Sun 1/6 Tue 1/15 0 days 0 days 6 Voice recognition SW Sat 2/2 Mon 2/11 Tue 2/12 Thu 2/21 10 days 10 days 7 Case Tue 2/12 Fri 2/15 Mon 2/18 Thu 2/21 6 days 6 days 8 Screen Sat 2/16 Sun 2/17 Wed 2/20 Thu 2/21 4 days 4 days 9 Database Mon 1/28 Thu 2/21 Mon 1/28 Thu 2/21 0 days 0 days 10 Microphone-soundcard Wed 1/16 Sun 1/20 Sun 2/17 Thu 2/21 32 days 32 days 11 Digital devices Sat 1/26 Fri 2/1 Fri 2/15 Thu 2/21 20 days 20 days 12 Computer I/O Mon 1/21 Fri 1/25 Sun 2/17 Thu 2/21 27 days 27 days 13 Review design Fri 2/22 Tue 2/26 Fri 2/22 Tue 2/26 0 days 0 days [Note: To the right of the above table is a bar chart with the following information] ID Task Name Information in bar chart 1 EMR project Summary: Begins 1/1 and ends 2/26 2 Architectural decisions Critical task (5) from 1/1 to 1/5; connects to activities 3, 4, 5 3 Internal specs Critical task (5) from 1/16 to 1/27; slack from 1/27 to 1/30; connects to activities 6, 7, 8 4 External specs Task (4) from 1/6 to 1/12; slack from 1/12 to 1/30; connects to activities 6, 7, 8 5 Feature specs Critical task (4) from 1/6 to 1/15; connects to activities 9, 10, 11, 12 6 Voice recognition SW Task (4) from 2/2 to 2/11; slack from 2/11 to 2/22; connects to activity 13 7 Case Task (2) from 2/12 to 2/15; slack from 2/15 to 2/22; connects to activity 13 8 Screen Task (4) from 2/16 to 2/17; slack from 2/17 to 2/22; connects to activity 13 9 Database Critical task (4) from 1/28 to 2/21; connects to activity 13 10 Microphone-soundcard Task (2) from 1/16 to 1/20; slack from 1/20 to 2/22; connects to activity 13 11 Digital devices Task (3) from 1/26 to 2/1; slack from 2/1 to 2/22; connects to activity 13 12 Computer I/O Task (3) from 1/21 to 1/25; slack from 1/25 to 2/22; connects to activity 13 13 Review design Critical task (5) from 2/22 to 2/26 Return to parent-slide containing images. © McGraw Hill 53  Time-Phased Work Package Budget (labor cost only) - Text Alternative Return to parent-slide containing images. Time-Phased Work Package Budget Labor Cost only Page 1 of 1 Work Package Description: Test Project: PC Prototype Work Package ID: 1.1.3.2.3 Date: 3/24/xx Deliverable: Circuit board Estimator: CEG Responsible organization unit: Test Total labor cost: $120,000 Work Package Duration: 3 weeks Time-Phased Labor Budget ($000) Work Work Periods—Weeks Resource Labor rate Package 1 2 3 4 5 Total Code Quality $xxx/week $40 $30 $50 $120 1.1.3.2.3 testers Return to parent-slide containing images. © McGraw Hill 56  Two Time-Phased Work Packages (labor cost only) - Text Alternative Return to parent-slide containing images. Time-Phased Work Package Budget Labor Cost only Work Package Description: Software Page 1 of 1 Work Package ID: 1.1.3.2.4.1 and 1.1.3.2.4.2 Project: PC Prototype Deliverable: Circuit board Date: 3/24/xx Responsible organization unit: Software Estimator: LGG Work Package Duration: 4 weeks Total labor cost: $180,000 Time-Phased Labor Budget ($000) Work Periods—Weeks Work Package Resource Labor rate 1 2 3 4 5 Total Code Program’rs $2,000/week $20 $15 $15 $50 1.1.3.2.4.1 Integration System/ 1.1.3.2.4.2 program’rs $2,500/week $60 $70 $130 $180 Total $20 $15 $75 $70 Return to parent-slide containing images. © McGraw Hill 57