Scheduling Resources and

Costs

Dr. M. Ramkumar
Associate Professor
Indian Institute of Management Raipur
Where We Are Now
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 the 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.
Project Planning

• Upfront planning – big payoffs (predictable projects)

• Master plan – resource and cost scheduling
• Resource schedule – time-phased cost – project budget
baseline
• Time phased baseline – comparisons – actual and
planned schedule and cost
• Many project proposals than available resources
• Then how to choose the best projects?
 Project Planning Process

FIGURE 8.1 Access the text alternative for slide images.

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.
Resource scheduling problem

• Will the assigned labor and/ or equipment be adequate

and available to deal with my project?
• Will outside contractors have to be used?
• Do unforeseen resource dependencies exist? Is there a
new critical path?
• How much flexibility do we have in using the resources?
• Is the original deadline realistic?
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.
 Constraint Examples

FIGURE 8.2 Access the text alternative for slide images.

Types of Project Constraints

Technical or Logical Constraints

• Are related to the networked sequence in which project activities must
occur.
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
8.3 Classification of a Scheduling Problem
• If the critical path is delayed, will resources be added to get back
on schedule?

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.
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.
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.
Botanical Garden
Question 2. Sarah Mitchell is managing a software development project at DevTech Solutions
with a strict deadline of 8 weeks. The project involves creating a new feature for an existing
AI-driven analytics platform. Sarah’s team consists of developers, designers, and testers, and
the project must be completed within the set timeframe due to a high-profile client launch.
 The project includes five tasks: Analysis (A), Development (B), Testing (C),
Integration (D), and Deployment (E).
 The tasks, their durations, and resource requirements are as follows

Task Duration (Weeks) Resources Required (Developers)

A 1 2
B 3 4
C 2 3
D 1 2
E 1 1
  The tasks are scheduled sequentially with no slack (i.e., Task A → B → C → D → E).
 The total number of available developers each week is 5.
 The project has no room for delays, and the completion date must not exceed 8 weeks.

Sarah realizes that resource demands exceed the available number of developers in weeks 2, 3,
and 4, potentially causing burnout or delays if not addressed.

a. Identify the weeks where the resource demand exceeds availability.

b. Propose a resource smoothing strategy to balance the resource demand without
extending the project duration.
c. What is the impact of your proposed solution on the project schedule and resource
allocation?
d. Explain the benefits and potential drawbacks of resource smoothing in this scenario.
e. How should Sarah monitor and adjust resource allocations during the project to ensure
smooth progress?
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
2. Smallest (least) duration
3. Lowest activity identification number
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.
 Resource-Constrained Schedule through Period 2-3

FIGURE 8.4 Access the text alternative for slide images.

 Resource-Constrained Schedule through Period 5-6

FIGURE 8.5 Access the text alternative for slide images.

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.
 EMR Project Network View Schedule before Resources
Leveled

FIGURE 8.6 Access the text alternative for slide images.

 EMR Project before Resources Added

FIGURE 8.7 Access the text alternative for slide images.

 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
 Resource Loading Chart for EMR Project, January 15-23

FIGURE 8.8B Access the text alternative for slide images.

 EMR Project Network View Schedule after Resources
Leveled

FIGURE 8.9 Access the text alternative for slide images.

 EMR Project Resources Leveled

FIGURE 8.10 Access the text alternative for slide images.

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

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.
 Splitting Activities

FIGURE 8.11 Access the text alternative for slide images.

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
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.
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.
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
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

WBS - Recall

• Define work (What)

• Identify time to complete a work package (how long)
• Identify a time phased budget to complete a work package
(cost)
• Identify resources needed to complete a work package
(how much)
• Identify single person responsible for units of work (who)
• Identify monitoring points for measuring progress (how
well)
 Direct Labor Budget Rollup ($000)

FIGURE 8.12 Access the text alternative for slide images.

 Time-Phased Work Package Budget (labor cost only)

FIGURE 8.13 Access the text alternative for slide images.

 Two Time-Phased Work Packages (labor cost only)

FIGURE 8.14 Access the text alternative for slide images.

 Patient Entry Project Network

FIGURE 8.15 Access the text alternative for slide images.

 Patient Entry Time-Phased Work Packages Assigned

FIGURE 8.16 Access the text alternative for slide images.

 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
Key Terms

Heuristics
Leveling
Planned value (PV)
Resource-constrained project
Resource-constrained scheduling
Resource smoothing
Splitting
Time-constrained project
Time-phased budget baseline
 End of Main Content

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 Resource-Constrained Schedule through Period 2-3 -
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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 Activity LF: 2 LF: 10 LF: 6 LF: 10 LF: 10 LF: 10 LF: 12
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* Note: Cells with
7 1P* 2 10 12 0 1* 1* asterisks (*) are
Total resource load 2P 2P 5P 5P 4P 4P 4P 4P 1P 1P 1P 1P 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 * * * * Note: Cells with
6 1P* 4 6 10 0 * * * * asterisks (*) are
7 1P* 2 10 12 0 * *
shaded. Lines for
Total resource load 2P 2P 3P 3P 2P 2P
Resource available 3P 3P 3P 3P 3P 3P 3P 3P 3P 3P 3P 3P periods 2 and 3 in the
graph are dashed.
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 Resource-Constrained Schedule through Period 5-6 -
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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* * * * *
period 5-6 3 2P* 4 2 6 0 2* 2* 2* 2*
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* shaded. Lines for
Total resource load 2P 2P 3P 3P 2P 2P periods 5, 6, and 12
Resource available 3P 3P 3P 3P 3P 3P 3P 3P 3P 3P 3P 3P 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 shaded. Line for
Resource available 3P 3P 3P 3P 3P 3P 3P 3P 3P 3P 3P 3P 3P 3P 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
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EMR Project before Resources Added - Text Alternative
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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

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Resource Loading Chart for EMR Project, January 15-23
- Text Alternative
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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%)

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EMR Project Resources Leveled - Text Alternative
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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

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Time-Phased Work Package Budget (labor cost only) -
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Time-Phased Work Package Budget

Labor Cost only
Page 1 of 1
Work Package Description: Test
Project: PC Prototype
Work Package ID: [Link].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
[Link].3 testers

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Two Time-Phased Work Packages (labor cost only) - Text
Alternative
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Time-Phased Work Package Budget

Labor Cost only

Work Package Description: Software Page 1 of 1

Work Package ID: [Link].4.1 and [Link].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
[Link].4.1
Integration System/
$2,500/week $60 $70 $130
[Link].4.2 program’rs
$180
Total $20 $15 $75 $70

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