What is bottom up estimating?
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Bottom up estimating is a method of project cost estimation that involves estimating the cost of individual tasks at the lowest level of the work breakdown structure and aggregating them up through each level. It is most accurate when the project has a detailed work breakdown structure and activity list, and when the resources required for each activity are known. The advantages include high accuracy, reliability, ability to see impact of changes, and enabling detailed tracking and control. The approach involves assigning resources to work packages, calculating package costs, and rolling the estimates up through the WBS levels to the overall project level.
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Unit 5
1. Software project estimation involves decomposing a project into smaller problems like major functions and activities. Estimates can be based on similar past projects, decomposition techniques, or empirical models.
2. Accurate estimates depend on properly estimating the size of the software product using techniques like lines of code, function points, or standard components. Baseline metrics from past projects are then applied to the size estimates.
3. Decomposition techniques involve estimating the effort needed for each task or function and combining them. Process-based estimation decomposes the software process into tasks while problem-based estimation decomposes the problem.
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For better quality, please download the presentation
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There are different types of Cost estimation in project management. But, Here we have mentioned 4 types of cost estimation in project management that are most commonly used by cost estimators for construction.
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The document discusses several techniques for cost estimation:
Parametric uses statistical models to relate costs to independent variables. Analogy estimates costs based on historical data from analogous systems, adjusting for differences. Engineering estimates break systems into components and aggregate labor, materials, and overhead costs. Actual costs project future costs based on experience from prototypes and early production. Cost estimation provides efficiency and control but requires accurate models and data. Demand estimation derives the relationship between demand and factors like price and income to inform pricing and other decisions. Surveys for demand estimation face tradeoffs between information and reliability versus cost and complexity.
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Quality program for half the price of our competitors
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Our spa will take care of you , while you lose weight
1
SEQ CHAPTER \h \r 3work breakdown structure
A Work Breakdown Structure (WBS) is a decomposition of all the work necessary to complete a project. A WBS is arranged in a hierarchy and constructed to allow for clear and logical groupings, either by activities or deliverables. The WBS should represent the work identified in the approved Project Scope Statement and serves as an early foundation for effective schedule development and cost estimating. Project managers typically will develop a WBS as a precursor to a detailed project schedule. The WBS should be accompanied by a WBS Dictionary, which lists and defines WBS elements.
The goals of developing a WBS and WBS Dictionary are 1) for the project team to proactively and logically plan out the project to completion, 2) to collect the information about work that needs to be done for a project, and 3) to organize activities into manageable components that will achieve project objectives. The WBS and WBS Dictionary are not the schedule, but rather the building blocks to it. The progression of WBS and WBS Dictionary development is as follows:
The WBS and WBS Dictionary should not be static documents. WBS construction is subject to project management progressive elaboration, and as new information becomes known, the WBS should be revised to reflect that information. A Project Team that has substantial changes to its WBS should reference the project’s Change Management Plan for guidance on management of changes to project scope.
Example
Below is a simplified WBS example with a limited number of organizing levels. The following list describes key characteristics of the sample WBS:
· Hierarchical Levels – contains three levels of work
· Numbering Sequence – uses outline numbering as a unique identifier for all levels
· Level one is 1.0, which illustrates the project level.
· Level two is 1.X (1.1, 1.2, 1.3, etc.), which is the summary level, and often the level at which reporting is done.
· Level three is 1.X.X (1.1.1, 1.1.2, etc.), which illustrates the work package level. The work package is the lowest level of the WBS where both the cost and schedule can be reliably estimated.
· Lowest Level Descriptions – expressed using verbs and objects, such as “make menu.”
Provide
Banquet
Plan and
Supervise
Dinner
Room and
Equipment
GuestsStaffSpeakers
1.1.1 Create
Plan
1.1.2 Make
Budget
1.1.4
Coordinate
Activities
1.1.3 Prepare
Disbursements/
Reconciliation
1.2.1 Make
Menu
1.2.2
Create
Shopping
List
1.2.4 Cook
1.2.3 Shop
1.4.1 Make
Guest List
1.4.2
Receive
RSVPs
1.4.4 Review
Special Needs
1.4.3 Create
Name Tags
1.2.5 Serve
Dinner
1.3.1
Identify Site/
Room
1.3.2 Set up
Tables/Chairs
1.3.4 Decorate
1.3.3 Lay out
Settings/Utensils
1.3.5 Prepare
.
SEQ CHAPTER h r 3work breakdown structure A Work Breakdown St.docx
SEQ CHAPTER \h \r 3work breakdown structure
A Work Breakdown Structure (WBS) is a decomposition of all the work necessary to complete a project. A WBS is arranged in a hierarchy and constructed to allow for clear and logical groupings, either by activities or deliverables. The WBS should represent the work identified in the approved Project Scope Statement and serves as an early foundation for effective schedule development and cost estimating. Project managers typically will develop a WBS as a precursor to a detailed project schedule. The WBS should be accompanied by a WBS Dictionary, which lists and defines WBS elements.
The goals of developing a WBS and WBS Dictionary are 1) for the project team to proactively and logically plan out the project to completion, 2) to collect the information about work that needs to be done for a project, and 3) to organize activities into manageable components that will achieve project objectives. The WBS and WBS Dictionary are not the schedule, but rather the building blocks to it. The progression of WBS and WBS Dictionary development is as follows:
The WBS and WBS Dictionary should not be static documents. WBS construction is subject to project management progressive elaboration, and as new information becomes known, the WBS should be revised to reflect that information. A Project Team that has substantial changes to its WBS should reference the project’s Change Management Plan for guidance on management of changes to project scope.
Example
Below is a simplified WBS example with a limited number of organizing levels. The following list describes key characteristics of the sample WBS:
· Hierarchical Levels – contains three levels of work
· Numbering Sequence – uses outline numbering as a unique identifier for all levels
· Level one is 1.0, which illustrates the project level.
· Level two is 1.X (1.1, 1.2, 1.3, etc.), which is the summary level, and often the level at which reporting is done.
· Level three is 1.X.X (1.1.1, 1.1.2, etc.), which illustrates the work package level. The work package is the lowest level of the WBS where both the cost and schedule can be reliably estimated.
· Lowest Level Descriptions – expressed using verbs and objects, such as “make menu.”
Provide
Banquet
Plan and
Supervise
Dinner
Room and
Equipment
GuestsStaffSpeakers
1.1.1 Create
Plan
1.1.2 Make
Budget
1.1.4
Coordinate
Activities
1.1.3 Prepare
Disbursements/
Reconciliation
1.2.1 Make
Menu
1.2.2
Create
Shopping
List
1.2.4 Cook
1.2.3 Shop
1.4.1 Make
Guest List
1.4.2
Receive
RSVPs
1.4.4 Review
Special Needs
1.4.3 Create
Name Tags
1.2.5 Serve
Dinner
1.3.1
Identify Site/
Room
1.3.2 Set up
Tables/Chairs
1.3.4 Decorate
1.3.3 Lay out
Settings/Utensils
1.3.5 Prepare
Equipment, Pots,
Etc.
1.6.1 Invite
1.6.2
Transport
1.6.4 Backup
for No-shows
1.6.3
Coordinate
Topics
1.6.5 Send
Thank Yous
1.5.1 Hire
Shoppers
1.5.2 Hire
Cooks
1.5.4 Hire
Hosts
1.5.3 Hire
Servers
1.5.5 Hire
Cleanup
1.0
...
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For parametric estimation, the person in charge of the estimates will model (or describe) the project using a set of algorithms. For instance: let’s say that your project includes carrying out a survey of 300 people. Each interview contains 20 multiple-choice questions, and past experience has shown that they take 10 minutes to administer. According to parametric estimation, the total effort for this task will be:
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This document discusses software estimation techniques. It defines estimation, targets, and commitments, distinguishing between them. It describes reasons for inaccurate estimates like unstable requirements, omitted activities, and unrealistic optimism. It discusses fundamental estimation techniques like counting and computing, and choosing techniques based on project size, development style, and stage. Throughout, it emphasizes removing uncertainty through techniques like requirements stabilization to improve estimates.
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The document discusses various software project metrics that can be used at different stages of development. It describes function-oriented metrics like function points which measure functionality delivered and are language independent. It also discusses object-oriented, use-case oriented and quality metrics like defects per KLOC and maintainability. Defect removal efficiency is introduced as a measure of quality assurance activities in filtering defects.
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This document discusses various software project estimation methods, including bottom-up, top-down, parametric, and analogy-based estimation. It describes the COCOMO model for estimating software development effort and provides details on its constants, development effort multipliers, and the stages of analogy-based estimation. Function point models like Mark II and COSMIC are also summarized as methods of measuring software size.
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1. Design patterns are general reusable solutions to common problems in software design. There are creational, structural, and behavioral patterns.
2. Creational patterns deal with object creation mechanisms and include abstract factory, builder, factory method, prototype, and singleton patterns.
3. Structural patterns concern class and object composition, using inheritance to compose interfaces and objects. Examples include adapter, bridge, composite, decorator, facade, flyweight, and proxy patterns.
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1. Software project estimation involves decomposing a project into smaller problems like major functions and activities. Estimates can be based on similar past projects, decomposition techniques, or empirical models.
2. Accurate estimates depend on properly estimating the size of the software product using techniques like lines of code, function points, or standard components. Baseline metrics from past projects are then applied to the size estimates.
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There are different types of Cost estimation in project management. But, Here we have mentioned 4 types of cost estimation in project management that are most commonly used by cost estimators for construction.
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The document discusses several techniques for cost estimation:
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Similar to What is bottom up estimating?
PositioningPositioning of Product or ServiceParis based weig.docx
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Paris based weight loss program that is affordable
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Our spa will take care of you , while you lose weight
1
SEQ CHAPTER \h \r 3work breakdown structure
A Work Breakdown Structure (WBS) is a decomposition of all the work necessary to complete a project. A WBS is arranged in a hierarchy and constructed to allow for clear and logical groupings, either by activities or deliverables. The WBS should represent the work identified in the approved Project Scope Statement and serves as an early foundation for effective schedule development and cost estimating. Project managers typically will develop a WBS as a precursor to a detailed project schedule. The WBS should be accompanied by a WBS Dictionary, which lists and defines WBS elements.
The goals of developing a WBS and WBS Dictionary are 1) for the project team to proactively and logically plan out the project to completion, 2) to collect the information about work that needs to be done for a project, and 3) to organize activities into manageable components that will achieve project objectives. The WBS and WBS Dictionary are not the schedule, but rather the building blocks to it. The progression of WBS and WBS Dictionary development is as follows:
The WBS and WBS Dictionary should not be static documents. WBS construction is subject to project management progressive elaboration, and as new information becomes known, the WBS should be revised to reflect that information. A Project Team that has substantial changes to its WBS should reference the project’s Change Management Plan for guidance on management of changes to project scope.
Example
Below is a simplified WBS example with a limited number of organizing levels. The following list describes key characteristics of the sample WBS:
· Hierarchical Levels – contains three levels of work
· Numbering Sequence – uses outline numbering as a unique identifier for all levels
· Level one is 1.0, which illustrates the project level.
· Level two is 1.X (1.1, 1.2, 1.3, etc.), which is the summary level, and often the level at which reporting is done.
· Level three is 1.X.X (1.1.1, 1.1.2, etc.), which illustrates the work package level. The work package is the lowest level of the WBS where both the cost and schedule can be reliably estimated.
· Lowest Level Descriptions – expressed using verbs and objects, such as “make menu.”
Provide
Banquet
Plan and
Supervise
Dinner
Room and
Equipment
GuestsStaffSpeakers
1.1.1 Create
Plan
1.1.2 Make
Budget
1.1.4
Coordinate
Activities
1.1.3 Prepare
Disbursements/
Reconciliation
1.2.1 Make
Menu
1.2.2
Create
Shopping
List
1.2.4 Cook
1.2.3 Shop
1.4.1 Make
Guest List
1.4.2
Receive
RSVPs
1.4.4 Review
Special Needs
1.4.3 Create
Name Tags
1.2.5 Serve
Dinner
1.3.1
Identify Site/
Room
1.3.2 Set up
Tables/Chairs
1.3.4 Decorate
1.3.3 Lay out
Settings/Utensils
1.3.5 Prepare
.
SEQ CHAPTER h r 3work breakdown structure A Work Breakdown St.docx
SEQ CHAPTER \h \r 3work breakdown structure
A Work Breakdown Structure (WBS) is a decomposition of all the work necessary to complete a project. A WBS is arranged in a hierarchy and constructed to allow for clear and logical groupings, either by activities or deliverables. The WBS should represent the work identified in the approved Project Scope Statement and serves as an early foundation for effective schedule development and cost estimating. Project managers typically will develop a WBS as a precursor to a detailed project schedule. The WBS should be accompanied by a WBS Dictionary, which lists and defines WBS elements.
The goals of developing a WBS and WBS Dictionary are 1) for the project team to proactively and logically plan out the project to completion, 2) to collect the information about work that needs to be done for a project, and 3) to organize activities into manageable components that will achieve project objectives. The WBS and WBS Dictionary are not the schedule, but rather the building blocks to it. The progression of WBS and WBS Dictionary development is as follows:
The WBS and WBS Dictionary should not be static documents. WBS construction is subject to project management progressive elaboration, and as new information becomes known, the WBS should be revised to reflect that information. A Project Team that has substantial changes to its WBS should reference the project’s Change Management Plan for guidance on management of changes to project scope.
Example
Below is a simplified WBS example with a limited number of organizing levels. The following list describes key characteristics of the sample WBS:
· Hierarchical Levels – contains three levels of work
· Numbering Sequence – uses outline numbering as a unique identifier for all levels
· Level one is 1.0, which illustrates the project level.
· Level two is 1.X (1.1, 1.2, 1.3, etc.), which is the summary level, and often the level at which reporting is done.
· Level three is 1.X.X (1.1.1, 1.1.2, etc.), which illustrates the work package level. The work package is the lowest level of the WBS where both the cost and schedule can be reliably estimated.
· Lowest Level Descriptions – expressed using verbs and objects, such as “make menu.”
Provide
Banquet
Plan and
Supervise
Dinner
Room and
Equipment
GuestsStaffSpeakers
1.1.1 Create
Plan
1.1.2 Make
Budget
1.1.4
Coordinate
Activities
1.1.3 Prepare
Disbursements/
Reconciliation
1.2.1 Make
Menu
1.2.2
Create
Shopping
List
1.2.4 Cook
1.2.3 Shop
1.4.1 Make
Guest List
1.4.2
Receive
RSVPs
1.4.4 Review
Special Needs
1.4.3 Create
Name Tags
1.2.5 Serve
Dinner
1.3.1
Identify Site/
Room
1.3.2 Set up
Tables/Chairs
1.3.4 Decorate
1.3.3 Lay out
Settings/Utensils
1.3.5 Prepare
Equipment, Pots,
Etc.
1.6.1 Invite
1.6.2
Transport
1.6.4 Backup
for No-shows
1.6.3
Coordinate
Topics
1.6.5 Send
Thank Yous
1.5.1 Hire
Shoppers
1.5.2 Hire
Cooks
1.5.4 Hire
Hosts
1.5.3 Hire
Servers
1.5.5 Hire
Cleanup
1.0
...
LAB - Materi ProjectLibre Topik 6.pptx
Level 1 of the WBS includes the overall project. Level 2 breaks the project into three main components: design, development, and testing. Level 3 further divides each component into specific deliverables or work packages. This decomposition allows the scope to be managed in smaller parts and provides the framework to estimate costs, schedules, and monitor performance.
SEN-22413 - UNIT - V.pptx
Software project scheduling involves allocating estimated effort across the planned project duration by assigning tasks to specific engineering activities. A project schedule communicates what work must be done, who will perform it, and the timeline. There are seven principles for software project scheduling: compartmentalizing work, dividing tasks, sequencing dependent tasks, assigning time periods, allocating effort, assigning tasks to team members, and defining outcomes for each task. Project tracking involves comparing the project plan to actual progress by determining work completed and resources spent.
Wbs & Project Scheduling
The document discusses key concepts for project management including work breakdown structures (WBS), organizational breakdown structures (OBS), responsibility assignment matrices (RAM), project schedules, critical paths, variance tracking, and earned value management. It provides examples and explanations of how these tools are used to plan, organize, assign responsibilities, track progress, and measure performance for software projects.
Lect2
The document discusses project scope and management. It defines key terms like the Project Overview Statement (POS) which captures the project's key objectives and conditions of satisfaction. The POS helps communicate the project goals to stakeholders. It also defines the Work Breakdown Structure (WBS) which provides a hierarchical breakdown of tasks needed to complete the project. The WBS helps plan, estimate, and track the project work.
Engineering Economics|Work Breakdown Structure
The document discusses work breakdown structures (WBS), which involve dividing complex projects into simpler, more manageable tasks. A WBS breaks projects down into work packages that can be estimated, supervised, and used to assign responsibilities and allocate resources. It provides a framework for cost estimating, schedule development, and project control. The document outlines different approaches for developing a WBS, such as top-down and brainstorming, and formats for displaying WBS hierarchies.
Work breakdown structure (WBS) PRESENTATION.pptx
The document discusses work breakdown structures (WBS), which are hierarchical decompositions of projects into smaller, more manageable components. A WBS breaks a project down into work packages, which are the smallest units of work that can be planned and executed independently. There are different types of WBS, including deliverable-based, phase-based, resource-based, risk-based, and responsibility-based structures. A WBS typically has three levels - the overall project at level 1, deliverables at level 2, and work packages at level 3. The document provides examples and rules for developing an effective WBS.
Work breakdown structure ppt
The document discusses Work Breakdown Structure (WBS), which is a deliverable-oriented decomposition of a project into smaller, more manageable components. A WBS breaks down the project scope into smaller parts for estimating, scheduling, and monitoring and control. It helps define the total scope of work, assign responsibilities, and track costs, schedule, and deliverables. The key steps to develop a WBS are to identify the main project deliverables and break them down into successively smaller work packages or tasks in a hierarchical manner. This allows estimating time and costs for each component and monitoring project progress.
Creating a work breakdown structure with microsoft project
This presentation explains the overview of Creating a Work Breakdown Structure With Microsoft Project.
workbreakdownstructureppt-130410021152-phpapp02 (1).pdf
The document discusses the Work Breakdown Structure (WBS) process which divides complex projects into smaller, more manageable tasks. A WBS breaks down projects into deliverable components that can be estimated, scheduled, and monitored more easily. It provides a framework for cost estimating, schedule development, and performance measurement. Key benefits of a WBS include accurate project organization, responsibility assignment, cost/schedule estimation, and stakeholder understanding of project scope. The document outlines the process of developing a WBS using inputs like the project scope statement and tools like decomposition, then creating outputs such as the WBS dictionary and scope baseline. Common pitfalls to avoid are improper task detail levels and including activities instead of deliverables.
Workbreakdownstructureppt 130410021152-phpapp02
The document discusses the Work Breakdown Structure (WBS) process which divides complex projects into smaller, more manageable tasks. A WBS breaks down projects into deliverable components that can be estimated, scheduled, and monitored more easily. It provides a framework for cost estimating, schedule development, and control. Developing a WBS involves identifying deliverables, decomposing high-level tasks, and assigning responsibilities to ensure all work is captured accurately. The WBS helps define project scope, assign roles, track progress, and manage costs and risks.
Copyright © 2000 Artemis Management SystemsCreating The Wo.docx
Copyright © 2000 Artemis Management Systems
Creating The Work Breakdown Structure
By Kim Colenso, Managing Principal, Artemis Management Systems
The Work Breakdown Structure (WBS) is the foundation for project planning and control. It is the
connecting point for work and cost estimates, schedule information, actual work effort/cost expenditures,
and accountability. It must exist before the project manager can plan these related and vital aspects of the
project, and they all must be planned before the project manager will be able to measure progress and
variance from plan. In order to perform this vital function, the WBS is at its core a hierarchy of
deliverables or tangible outcomes. This article describes a proven approach for creating and implementing
a WBS.
Before we get started, lets establish some terms to facilitate communication within this article1.
• Phase – The Phase is a major component within the project life cycle. When creating a process-based
WBS, the Phase is the highest level within the WBS. When creating a deliverables-based WBS, the
term is probably not appropriate. For the purpose of examples, the Phase is at Level 1.
• Activity – The lowest level within the WBS. Activities are where deliverables are assigned to an
individual. The individual will perform a work process to create the deliverable. Therefore, the
Activity is a combination of deliverable and process. For the purpose of examples, the Activity is at
Level 3.
• WBS Entry – A generic term for any level within the WBS, but always representing a deliverable.
WBS Entries are decomposed into other WBS Entries, and at the lowest level, are decomposed into
Activities. For the purpose of examples, the WBS Entry (at Level 2) will fall below the Phase and
above the Activities at Level 3. In actual practice, there can be as many levels of WBS Entry as
needed.
The WBS As Hierarchy
Before looking at how to build a WBS, it is generally a good idea to create a mental model for what we are
going to build. The mental model I have used many times in the past is the Outline. If you go back to your
time in grade school (and if you’re as old as I am, that can be a challenge), you will remember that your
teacher always wanted you to create an outline as the first step in writing a report. The outline had some
very specific characteristics and rules, and if you didn’t follow them, the teacher would apply ‘corrective
discipline’, and you would make the necessary changes. Well, the Work Breakdown Structure has many
aspects in common with the outline.
Topic Project Level 1 Level 2 Level 3
I. Phase 1
A WBS Entry 1-1
1 Activity 1-1-1
2 Activity 1-1-2
B WBS Entry 1-2
1 Activity 1-2-1
2 ...
II. Phase 2
A WBS Entry 2-1
1 Activity 2-1-1
.. ...
1 Note: the naming of levels within a WBS is not standardized within the project management discipline,
nor is it standardized within many industries. The term.
Lecture 2. Software Measurement and Techniques.pdf
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Babu 143
The document discusses the Work Breakdown Structure (WBS), which involves dividing complex projects into smaller, more manageable tasks. A WBS breaks down projects into deliverable components that can be estimated, scheduled, and monitored more easily. It provides a framework for cost estimating, schedule development, and control. A WBS also clearly defines the project scope and assigns responsibilities to help manage the project.
Work Breakdown Structure Aritrya Kumar.pptx
The document discusses the Work Breakdown Structure (WBS), which breaks a project down into smaller, more manageable tasks. There are two types of WBS - deliverable-based and phase-based. A deliverable-based WBS clearly shows the relationship between project deliverables and scope, while a phase-based WBS uses typical project phases for the top level. The document outlines the steps to create a WBS, including gathering documents, identifying deliverables, decomposing work, and creating a WBS dictionary. Finally, it discusses how the WBS is used for planning, scheduling, cost estimating, and monitoring and controlling project work.
WBS-final-1.Project Management and Ethics.pptx
The document discusses the work breakdown structure (WBS), which is a key project management tool used to plan and organize a project. A WBS breaks a project down into smaller, more manageable components called deliverables. It has a hierarchical structure with the project goals at the top level and specific tasks and subtasks below. Developing a high-quality WBS involves iterative decomposition of deliverables, definition of work packages, and creation of a WBS dictionary for planning, tracking progress, and managing costs and schedules.
The Work Breakdown StructureAwork breakdown structure (WBS) brea.docx
The Work Breakdown Structure
Awork breakdown structure (WBS) breaks down all of the work defined in the scope of the project into manageable tasks. It focuses on the deliverables, the personnel who will create these products and the timing of tasks. The WBS can be organized in several ways. Each of the deliverables can be broken down into its components. For example, the delivery of a statewide GIS demographic survey may be broken down by county. Alternatively, the deliverables can be broken down into phases. For example, the demographic survey may involve data collection, data input, data verification, data formatting, analysis and display, with each phase having associated deliverables. Finally, a WBS may be organized around the project management process groups we discussed in Lesson 2. In this case, deliverables may be associated with initiating, planning, executing, controlling and closing the project.
A WBS may be in any format that clearly defines tasks, deliverables, and timing. One popular format, the Gantt chart, makes a list of project activities leading to deliverables along with the corresponding start and finish date. Project activities are listed separately on individual rows, and time intervals are delineated moving down these rows.
The project activities in a Gantt chart are organized into a hierarchy of levels. Level 0 generally represents the entire project. Level 1 represents the major products, summary tasks, or phases of the project, as listed above. These levels continue to increase as project activities are broken into more and more manageable pieces of work. When project activities have been broken down into the smallest desired tasks or work packages, the WBS has achieved its most detailed level corresponding to the highest numbered level.
A work package may take anywhere from a day to a week to several weeks to complete. It shouldn't be so small as to be trivial, nor should it be so large that it is composed of several deliverables. If you work with a Gantt chart in Microsoft Project, you will enter duration times for these work packages. It is important to have good estimates of how long individual task will truly take to complete. The best source for this information is input from team members who have worked on identical or similar tasks in the past.
The WBS is often created by one of three approaches. The analogy approach uses a similar WBS as a starting point. If you are working for a consulting firm that does similar projects for the same client, this approach may be simple and effective. Such an approach is greatly facilitated if the consulting firm keeps good records and has archives of past projects.
Thetop-down approach begins with the final or largest deliverables. Then, all of the components that make up these deliverables are identified. This process continues to greater and greater detail until all work packages are identified. A project manager attempting to do this alone had better have significant e ...
Untitled document (24).pdf
The document discusses the Work Breakdown Structure (WBS), which is a key project management tool used to break projects down into smaller, more manageable tasks. There are two main types of WBS - deliverable-based and phase-based. A deliverable-based WBS clearly shows the relationship between project deliverables and scope by listing deliverables at each level, while a phase-based WBS structures the WBS by typical project phases. The document provides guidelines for creating a WBS through an iterative process involving gathering documents, identifying deliverables, defining levels, and decomposition until the work is manageable.
Spm unit 3
This document discusses activity planning and scheduling for projects. It covers defining activities, identifying activities using different approaches, sequencing activities based on dependencies, and scheduling activities while considering resource availability and allocation. The key steps in developing a project schedule are deciding on activities and their order, creating an ideal activity plan, risk analysis to identify potential issues, and allocating resources which could impact the schedule.
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20240608 QFM019 Engineering Leadership Reading List May 2024
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Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
What is bottom up estimating?
- 2. Bottom up estimating is a form of project estimating for cost, resource and duration
- 4. Estimate derived by first estimating the cost of the project’s elemental tasks at the lower levels of the WBS and then aggregating those estimates at successively higher levels. “ ” Dictionary of Project Management Terms, 3rd Edition, J. LeRoy Ward
- 5. What? It uses detailed estimates for small chunks of the project and adds them together
- 6. Bottom up estimating is used when...
- 7. 1. You have a detailed Work Breakdown Structure (WBS) 2. You have an activity list
- 8. 3. You know the resources required for each activity
- 9. Advantages • It is the most accurate form of estimating • It is the most reliable • It makes it easier to see the impact of changes later on • It enables detailed tracking and better project control
- 10. Approach • Assign the resources to work packages • Calculate the cost of the work packages • Roll up all the estimates to the intermediate level of the WBS • Roll up the estimates to the project level
- 11. Bottom up estimating provides solid estimates when you have a detailed plan