The document outlines the requirements, work breakdown structure (WBS), schedule, and cost for a student project to build a model siege engine called a trebuchet. The project must meet accuracy and repeatability goals by propelling a 7 gram projectile over 15 feet and a 5 foot barrier from 7 feet away. The WBS divides the project into design, fabrication, inspection/testing, and meetings phases over 13 weeks. The schedule and cost baselines track labor hours and expenses against the $103,200 budget.

1. ISE515 Engineering Project
Management
Gayatri Vilas Nilangekar
Changda Ren
Yanli Tang
Huijian Tian
Xue Yang
Siege Engine Project - Trebuchet
CDR-Team 3

2. CDR Outline
Requirements summary
SOW, WBS, Schedule, Cost, CV, SV
Engineering Design Layout
Risk Management
Performance & Test Results
Lessons Learned

3. Requirements Summary
1. Build a model siege engine to enter the new weapons competition for William’s expedition.
2. The Siege Engine must demonstrate the ability to meet accuracy and repeatability performance goals.
3. The Siege Engine must propel a 7 gram projectile a distance of 15 feet over a 5 foot barrier located 7
feet from the model Siege Engine.
4. The Siege Engine can hit the target in successive 5 attempts.
5. Duration: from January 27, 2015 to April 30, 2015.
(PDR review: February 3; CDR review: April 28;Test: April 30.)
6. Cost: for labor cost: $100 ISE/hour/person (overtime: $150 ISE/hour/person ),
for purchased parts, $1 = $1000 ISE

4. Statement of work
• Build a model Siege Engine that meet all the requirements before
April 30th . The performance is the most important element of
the triple constraint.

5. WBS

6. Task Name Task # Duration (Days) Task Starts Task Ends Predecessors Resource Name Resource Rate ($ISE)
Materials Rate
($ISE)
Design 1 6 2015/1/28 2015/2/6
Concept finalising 1.1 1 2015/1/28 2015/1/28 All five team members 1,000
Initial sketch and analysis 1.2 2 2015/1/29 2015/1/30 1.1 Gayatri, Huijian 800
Create a parts list 1.3 1 2015/1/29 2015/1/29 1.2 Yanli 200
Finalising the material 1.4 1 2015/1/30 2015/1/30 1.3 Yanli 200
AutoCAD drawing (detailed analysis with tolerances) 1.5 2 2015/2/4 2015/2/5 1.4 Huijian 400
Design validation 1.6 1 2015/2/6 2015/2/6 1.5 Huijian 200
Cost estimate and data compilation 2 2 2015/1/30 2015/2/2 1.1 Xue 400
Fabricate 3 21 2015/2/9 2015/3/26
Identifying the tool requirement 3.1 1 2015/2/9 2015/2/9 1 Yanli 200
Procurement 3.2 3 2015/2/10 2015/2/12
Materials and tools buying 3.2.1 2 2015/2/10 2015/2/11 3.1 Yanli, Changda 800 70,000
Quality check of materials 3.2.2 1 2015/2/12 2015/2/12 3.2.1 Changda 200
Assembly 3.3 17 2015/3/24 2015/4/15
Fabrication of child parts 3.3.1 4 2015/3/24 2015/3/27 3.2 All five team members 4,000
Subassembly of frame 3.3.2 3 2015/3/30 2015/4/1 3.3.1 Gayatri, Changda, Xue 1,800
Quality Check 3.3.3 1 2015/4/2 2015/4/2 3.3.2 Xue 200
Subassembly of long arm 3.3.4 1 2015/4/3 2015/4/3 3.3.3 Gayatri, Changda, Xue 600
Quality check 3.3.5 1 2015/4/6 2015/4/6 3.3.4 Xue 200
Subassembly of short arm 3.3.6 2 2015/4/7 2015/4/8 3.3.5 Gayatri, Changda, Xue 1,200
Quality check 3.3.7 1 2015/4/9 2015/4/9 3.3.6 Changda 200
Final Assembly 3.3.8 4 2015/4/10 2015/4/15 3.3.7 Gayatri, Yanli, Huijian 2,400
Inspection and test 4 6 2015/4/16 2015/4/23
Inspection 4.1 1 2015/4/16 2015/4/16 3.3 Yanli 200
Performance test 4.2 3 2015/4/17 2015/4/21 4.1 All five team members 3,000
Modification (if required) 4.3 2 2015/4/22 2015/4/23 4.2 Huijian 400
Operating manual 4.4 2 2015/4/22 2015/4/23 4.2 Gayatri, Changda, Xue, Yanli 1,600
Weekly meetings 5 13 Time depends on schedule of team members All five team members 13,000
Task Durations & List of Resources
• Labor hours/person/day = 2

7. Schedule Baseline Plan – Gantt Chart
• G: Gayatri; H: Huijian; Y: Yanli; C: Changda; X: Xue
• All: Gayatri, Huijian, Yanli, Changda, Xue

8. Gantt Chart-Actual
• G: Gayatri; H: Huijian; Y: Yanli; C: Changda; X: Xue
• All: Gayatri, Huijian, Yanli, Changda, Xue

9. Task Name Task # Duration (Days) Task Starts Task Ends Predecessors Resource Name Resource Rate ($ISE)
Materials Rate
($ISE)
Design 1 6 2015/1/28 2015/2/6
Concept finalising 1.1 1 2015/1/28 2015/1/28 All five team members 1,000
Initial sketch and analysis 1.2 2 2015/1/29 2015/1/30 1.1 Gayatri, Huijian 800
Create a parts list 1.3 1 2015/1/29 2015/1/29 1.2 Yanli 200
Finalising the material 1.4 1 2015/1/30 2015/1/30 1.3 Yanli 200
AutoCAD drawing (detailed analysis with tolerances) 1.5 2 2015/2/4 2015/2/5 1.4 Huijian 400
Design validation 1.6 1 2015/2/6 2015/2/6 1.5 Huijian 200
Cost estimate and data compilation 2 2 2015/1/30 2015/2/2 1.1 Xue 400
Fabricate 3 21 2015/2/9 2015/3/26
Identifying the tool requirement 3.1 1 2015/2/9 2015/2/9 1 Yanli 200
Procurement 3.2 3 2015/2/10 2015/2/12
Materials and tools buying 3.2.1 2 2015/2/10 2015/2/11 3.1 Yanli, Changda 800 70,000
Quality check of materials 3.2.2 1 2015/2/12 2015/2/12 3.2.1 Changda 200
Assembly 3.3 17 2015/3/24 2015/4/15
Fabrication of child parts 3.3.1 4 2015/3/24 2015/3/27 3.2 All five team members 4,000
Subassembly of frame 3.3.2 3 2015/3/30 2015/4/1 3.3.1 Gayatri, Changda, Xue 1,800
Quality Check 3.3.3 1 2015/4/2 2015/4/2 3.3.2 Xue 200
Subassembly of long arm 3.3.4 1 2015/4/3 2015/4/3 3.3.3 Gayatri, Changda, Xue 600
Quality check 3.3.5 1 2015/4/6 2015/4/6 3.3.4 Xue 200
Subassembly of short arm 3.3.6 2 2015/4/7 2015/4/8 3.3.5 Gayatri, Changda, Xue 1,200
Quality check 3.3.7 1 2015/4/9 2015/4/9 3.3.6 Changda 200
Final Assembly 3.3.8 4 2015/4/10 2015/4/15 3.3.7 Gayatri, Yanli, Huijian 2,400
Inspection and test 4 6 2015/4/16 2015/4/23
Inspection 4.1 1 2015/4/16 2015/4/16 3.3 Yanli 200
Performance test 4.2 3 2015/4/17 2015/4/21 4.1 All five team members 3,000
Modification (if required) 4.3 2 2015/4/22 2015/4/23 4.2 Huijian 400
Operating manual 4.4 2 2015/4/22 2015/4/23 4.2 Gayatri, Changda, Xue, Yanli 1,600
Weekly meetings 5 13 Time depends on schedule of team members All five team members 13,000
Cost Baseline
• Labor hours/person/day = 2

10. Cost Baseline
0
100
200
300
400
500
600
700
800
900
1000
Cost Baseline Graph
Daily total cost
($ISE/100)
Cum total cost
($ISE/100)

11. Week ending Weekly time spent Total hrs.
Labor Expenses
($ISE)
Weekly cost
($ISE)
Cum. cost ($ISE)
($ISE)
Gayatri Changda Yanli Huijian Xue
30-Jan 8 4 8 8 6 34 3,400 0 3,400 3,400
6-Feb 2 2 2 8 4 18 1,800 70,000 71,800 75,200
13-Feb 2 8 8 2 2 22 2,200 0 2,200 77,400
20-Feb 2 2 2 2 2 10 1,000 0 1,000 78,400
27-Feb 2 2 2 2 2 10 1,000 0 1,000 79,400
6-Mar 2 2 2 2 2 10 1,000 0 1,000 80,400
13-Mar 2 2 2 2 2 10 1,000 0 1,000 81,400
20-Mar 2 2 2 2 2 10 1,000 0 1,000 82,400
27-Mar 10 10 10 10 10 50 5,000 0 5,000 87,400
3-Apr 10 10 2 2 12 36 3,600 0 3,600 91,000
10-Apr 8 8 4 4 8 32 3,200 0 3,200 94,200
17-Apr 10 4 12 10 4 40 4,000 0 4,000 98,200
24-Apr 10 10 10 10 10 50 5,000 0 5,000 103,200
Weekly Cost Baseline

12. Week
ending
Weekly time spent Total hrs.
Labor ($
ISE)
Expen
ses ($)
Expense
s ($ISE)
Weekly
cost
($ISE)
Cum.
cost
($ISE)
Cum.
budget
($ISE)
Variance
Gayatri Changda Yanli Huijian Xue
Jan 30 6 2 6 6 4 24 2400 0 0 2400 2400 3400 1000
Feb 6 2 2 2 8 4 18 1800 0 0 1800 4200 75200 71000
Feb 13 2 2 2 4 2 12 1200 0 0 1200 5400 77400 72000
Feb 20 4 4 5 2 4 19 1900 25.78 25780 27680 33080 78400 45320
Feb 27 2 2 2 2 2 10 1000 0 0 1000 34080 79400 45320
Mar 6 2 2 2 2 2 10 1000 0 0 1000 35080 80400 45320
Mar 13 0 0 0 0 0 0 0 0 0 0 35080 81400 46320
Mar 20 0 0 0 0 0 0 0 0 0 0 35080 82400 47320
Mar 27 4 4 4 4 4 20 2000 0 0 2000 37080 87400 50320
April 3 7 7 7 7 7 35 4250 6.28 6280 10530 47610 91000 43390
April 10 5 5 5 5 5 25 3250 0 0 3250 50860 94200 43340
April 17 5 5 5 5 5 5 3250 0 0 3250 54110 98200 44090
April 24 9 8 8 8 9 42 5200 0 0 5200 59310 103200 43890
Cost – Actual Cost

13. Cost – Actual Cost
0
20000
40000
60000
80000
100000
120000
Cum. cost
Cum. budget
Variance

14. Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10 Week 11 Week 12 Week 13
Day 5 10 15 20 25 30 35 40 45 50 55 60 64
Plan Value ($ISE) 2400 3200 74400 74400 74400 74400 74400 74400 78400 81000 83200 86200 90200
Actual Cost ($ISE) 2400 3200 3400 30880 30880 30880 30880 30880 32880 36050 38300 40050 45250
Earned Value ($ISE) 2200 3200 3400 30880 30880 30880 30880 30880 32880 36050 37550 37550 45250
CV = EV - AC ($ISE) -200 0 0 0 0 0 0 0 0 0 -750 -2500 0
SV = EV - PV ($ISE) -200 0 -71000 -43520 -43520 -43520 -43520 -43520 -45520 -44950 -45650 -48650 -44950
-3000
-2500
-2000
-1500
-1000
-500
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51 53 55 57 59 61 63
Cost Variance
SV and CV - Performance (0-100 Rule)
-80000
-70000
-60000
-50000
-40000
-30000
-20000
-10000
0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51 53 55 57 59 61 63
Schedule Variance

15. SV and CV – Analysis
• Week 1: CV and SV are negative because we didn’t count the weekly meeting cost($ISE200)
• Week 2 – Week 10:
CV are zero, because we finished the tasks of second week. But during week 3- Week 8, due to our midterm and spring break,
we didn’t work at that period. At Week 9, we requested for change of schedule baseline and cost baseline, afterwards, we followed
on the schedule of week 9 and week 10.
SV: There is a big variance in week 3, it is because we didn’t buy material as the schedule required. During week 4 – week 8,
there are a constant variance ($ISE43520) because we bought the material at a much lower price than we estimated, the difference
is $ISE43520 . At week 9, the variance becomes bigger, it just because we finished task 3.3.1 with $ISE2000 instead of $ISE4000.
Week 10, because we used less time to finish the tasks than we planned.
• Week 11 – Week 12:
CV - There are two negative variance because we started the tasks of 4.3 and 4.4 ahead of schedule, and finished them on
time. Therefore the time span is longer than our schedule baseline which results the big variance.
SV – During these two weeks, the variances become larger. This is also we started the tasks of 4.3 and 4.4 ahead of
schedule, and finished them on time. Therefore the time span is longer than our schedule baseline which results the big variance.
• Week 13:
CV is zero.
SV is negative because we save a lot of cost than we estimated on the materials buying.
In a word, from SV and CV graphs, our CV and SV are always non-positive. This is because we fall behind the schedule. For the
SV, there is another reason that results in the negative SV, which is our overestimation of our material costs.

16. Risk Management – the Plan
Task Risk Event # and
Description
Prob. %
(A)
Impact
$ISE (B)
Risk Event
Status (A
x B)
Action Owner
Preventive (Main
Plan)
Trigger Point Contingent (Plan B)
Concept
Finalizing &
Initial Sketch
1 Design does not meet
requirement of client
40% 1,800 720 Use Matlab to
simulate the
throwing process
and calculate the
optimal parameters
Lack of experience in
mechanical analysis
and engineering design
Re-design Gayatri,
Huijian
Cost Estimate 2 Cost is
underestimated
60% 200 120 Sum up costs task by
task based on WBS
Lack of practical
experience
Change the cost
baseline and
request approval
from client
Xue
Tool
Requirement
Identification
3 Incomplete
identification of tools
20% 400 80 Identify the tools as
the designers’
specification
Lack of communication
between design and
manufacturing team
Identify the
missing tools and
buy them
Yanli
Materials and
Tools Buying
4 Material is weak or of
low quality
20% 5,000 1,000 Research and
comparison of
different material
resources
Lack of knowledge to
identify the quality
Buy new materials
with good quality
Yanli,
Changd
a
Assembly 5 Child parts or
subassemblies not
match design
specifications
40% 5,300 2,120 Measure and cut as
the design’s
specification
Errors in measuring or
cutting
Fabricate new
parts or change
design
All five
membe
rs

17. Risk Management – the Steps Taken
• Design: we use Matlab to validate design and decide the tolerance on critical part
• Tools: we looked for additional resources for tools instead of depending on only one resource
• Materials: search for suppliers (bookstore, Home Depot) and finalizing the suppliers based on
quality and cost; bought extra materials in case of manufacturing damage
• Assembly: Extra time allocated to assembly; thorough discussion for any change in design, and
changes in design are for ease of assembly, no change in critical parts
• Schedule: we work extra time; we crash the project; we develop agenda before meeting and follow
up the decided activities
• Monitor and control: we apply project management tools such as inch-stone, EVA to control the
triple constraints of the project

18. Design Layout (Preliminary Design )

19. Final Design

20. Design – Prototype

21. Trial Distance to target (inch)
1 1.4
2 0
3 0
4 2.1
5 1.9
6 0.7
7 0
8 1.2
9 2.7
10 0
Mean 1.0
Variance 1.022
0
1
2
3
4
5
6
7
8
0 1 2 3 4 5 6 7 8 9 10
Distance /inch
Trial
Evidence That the Trebuchet Meets Requirements
• We recorded a video which will show the performance.

22. Video Evidence

23. Performance - Design Evolution
Parameters
Length 1.5m
Height 1m
Weight 2Kg
Projectile 7g
Angle -30°; 45°

24. Lessons Learned
Project Management aspect
• Team is the core of entire project. We take fully advantage of every team member’s strongpoint and distribute work
package accordingly.(eg, one person is dedicated to monitor project activities is very effective)
• We abide by the control requirements of triple constraint and it is useful.(eg, time - on time, ahead of schedule 10
days; cost – within budget, save 46%; performance – acceptable)
• Project schedule is the critical tool for project success. We should spend more time to build and track schedule so that
better control the progress.
• Developing risk response plan early is important.
• Since the duration of this project is quite long, it is very necessary to develop and maintain the team morale and
harmony.
• It is quite important to distribute the work equally.
• Make sure all team members are bought in and keep everyone updated.

25. Lessons Learned
Technical Aspect
• We should explore more and make better use of MS project software to control and monitor the entire project.
• Consider the DFMEA (Design for Manufacturing and Assembly) points in initial design.
• Preparation of prototype to identify tools and manufacturing issues.
• Use cost estimation methods(eg, WBS elements, up-down) in order to predict the cost of the project more
realistically.
Project Management aspect _ Continue
• In order to make the weekly meeting more efficient, we should spend more time for the preparation of the
agenda and while meeting we should clear with the agenda and follow up of the responsibilities decided.
• Involvement and agreement of each team member in each critical decision of the project.

27. T
E
A
M
03