CDRom Examples Data Conversion

PROJECT
PLANNING
TECHNIQUES
EXAMPLES:
Data Conversion
Project
Parviz F. Rad
Vittal Anantatmula
Resource Breakdown Structure
The following represents the pool of resources available for assignment to the project. Note that
any project entry requirement costs (e.g., network infrastructure to support remote work) are
assumed by the client external to the project and are not enumerated below.
All internal rates identified are valid for and guaranteed through the calendar year of 2003,
and are valid for use of these resources in any geography in which the CoC operates. These
rates are based upon internally-published and fully-burdened, therefore these already include
many of the incidental ongoing expenses of the practice, such as home office support, cell
phones, laptop computer, general software, office supplies, etc. Note that, within a given
discipline, the band level or title reflects the relative skill level of the individual in that
discipline. The rates for each band level are identified in the final table.
Contractor rates, where used, also are fully burdened and apply to the same time period and
geography, and are the rates negotiated with vendors approved by the Purchasing
Organization.
As XYZ is so large, for all practical purposes, there is no limit to the availability of any of these
skills.
Category Sub-Category Description Unit Cost / Unit

People Project Mgmt Practice Executive Hour Band D
Principal Hour Band 10
Project Office Manager Hour Band 10
Sr. Conversion Manager Hour Band 09
Advisory Conversion Manager Hour Band 08
Sr. Test Manager Hour Band 09
Advisory Test Manager Hour Band 08
Test Coordinator Hour Band 07
Project Assistant Hour Band 07
Project Administrator Hour Band 06
Methodology Sr. Methodology Advocate Hour Band 09
Advisory Methodology Advocate Hour Band 08
Business Analysts Sr. BA – Banking Hour Band 09
Adv. BA – Banking Hour Band 08
Assoc. BA – Banking Hour Band 07
Contracted Adv. BA – Banking Hour $55
Contracted Assoc. BA – Banking Hour $40
Admin Contract Manager Hour Band 07
Admin Support (“secretarial”) Hour Band 05
Contracted Admin Support Hour $20
Sr. SW Librarian Hour Band 07
Associate SW Librarian Hour Band 06
Staffing Manager Hour Band 08
Quality Assurance Manager Hour Band 08
Programming Sr. Conversion Architect Hour Band 09
Advisory Conversion Architect Hour Band 08
Sr. Application Architect Hour Band 09
Advisory Application Architect Hour Band 08
Sr. Programmer – Host Cobol Hour Band 09
Advisory Programmer – Host Cobol Hour Band 08
Associate Programmer – Host Cobol Hour Band 07
Sr. Programmer – Java & WebSphere Hour Band 09
Advisory Programmer – Java & WebSphere Hour Band 08
Associate Programmer – Java & WebSphere Hour Band 07
Category Sub-Category Description Unit Cost / Unit
Apprentice Programmer (general) Hour Band 06
Contract Programmer – Sr. Host Cobol Hour $55
Contract Programmer – Adv. Host Cobol Hour $45
Contract Programmer – Entry Cobol Hour $25
Contract Programmer – Sr. Java & WS Hour $75
Contract Programmer – Adv. Java & WS Hour $55
Contract Programmer – Entry Java Hour $35
Consultants Sr. Consultant – Banking Hour Band 09
Adv. Consultant – Banking Hour Band 08
Assoc. Consultant – Banking Hour Band 07
Apprentice Consultant (general) Hour Band 06
Travel To Client Site Local Resource (est) Person- $10
Day
Remote Resource (est) Person- $1800
Trip-
Week
International Work Total Processing Person- $1000
Permit Year
Media Delivery Local Delivery Event $200
Remote Delivery Event $2000
Fees, Conversion Process Gladstone Limited License – Large installation One $60,000
Licenses Software
Gladstone Limited License – Medium One $40,000
installation
Gladstone Limited License – Small installation One $25,000
Gladstone Permanent License – Large Enterprise One $180,000
Gladstone Permanent License – Medium One $120,000
Enterprise
Gladstone Permanent License – Small Enterprise One $75,000
Meeting Rooms Conf Room – very large (40-75 persons, Hour $350
projector, etc)
Conf Room – Large (20-40 persons, projector, Hour $250
etc)
Conf Room – Medium (10-20 persons, projector, Hour $100
etc)
Conf Room – Small (3-10 persons, no projector) Hour $30
Catered Lunch Deli-style Person $8
Band Level Costs
Band Level Cost/ Hour

5 $60
6 $79
7 $91
8 $125
9 $165
10 $230
D $280
XYZ Corporation Global Services
Conversion Services
Contracted Core Banking Data Conversion
Objectives
This project provides data from an acquired bank converted to a format allowing merging of the
data into the client's applications. Project includes needs assessment, application and process
design, implementation, and creation of the converted files and reports for client testing.
Work Breakdown Structure

0. Banking Data Conversion
1.0 Functioning Environment
1.1 Project Execution Environment
1.2 Host System Environment
1.3 Remote Network Environment
1.4 Workstation Environment
2.0 Needs Analysis Documentation
2.1 Source System Analysis Report
2.2 Source Data Dictionary
2.3 Source Data Analysis Report
2.3.1 Customer Information File Analysis Report
2.3.2 Name & Address Scrubbing Analysis Report
2.3.3 Account File Analysis Report
2.3.4 Account History File Analysis Report
2.3.5 Pre-Authorized Transaction File Analysis Report
2.3.6 Product Definition Table Analysis Report
2.4 Target System Analysis Report
3.0 Design Documentation
3.1 Overall Solution Approach Document
3.2 Product Definition Report
3.3 Target Record Layout Definition
3.4 Detailed Schedule of Mapping Sessions
3.5 Mapping Specifications
3.5.1 Customer Information File Specs
3.5.2 Account File Specs
3.5.3 Account History File Specs
3.5.4 Pre-Authorized Transaction File Specs
3.5.5 Product Definition Table Specs
3.6 Balancing Documentation
3.7 Solution Approach Document
3.8 Loader Program Design Document
4.0 Software and Execution Forms
4.1 Data Conversion Applications
4.1.1 Customer Information File Application
4.1.2 Account File Application
4.1.3 Account History File Application
4.1.4 Pre-Authorized Transaction File Application
4.1.5 Product Definition Table Application
4.2 Prove Reports
4.2.5 Product Definition Table Application
4.3 Data Loader Application
4.4 Conversion Supporting Data
4.4.1 Audit Trail Application
4.4.2 Balancing Spreadsheet Definition
4.4.3 Exception Report Definition
4.4.4 Conversion Job & Activity List
5.0 Converted Files and Reports
5.1 Load-Ready Files
5.2 Balancing Sheets
5.3 Load Data Analysis Report
5.4 Exception Report & Audit Trail File
6.0 Project Completion Analysis Report
XYZ Corporation Global Services
Conversion Services
Contracted Core Banking Data Conversion
Objectives (Restated from Assignment B)
This project provides data from an acquired bank converted to a format allowing merging of the
data into the client's applications. Project includes needs assessment, application and process
design, implementation, and creation of the converted files and reports for client testing and
integration.
Estimates
Notes regarding these estimates:
1. Nearly all lowest-level elements have three or more resources – for those few that do not, it
was determined to be inappropriate. However, many more than the required 35 do so.
2. Many activities begin with work products from the methodology and customize and elaborate
these for the specific project at hand; the client is not charged for the value of the pre-existing
work.
3. PM-related work products (status reports, labor tracking, invoicing, etc.) not listed are
included in the overhead applied to the rate structure of this project.
4. Client personnel resources are not listed on an element if their only involvement is approval;
if their involvement is a contributory evaluation, it is included.
5. Many of the resources in the RBS were not applicable to the scope and size of this particular
project.
6. No hardware or software is required for this project other than what is already installed at the
client (including the Gladstone software license) and installed on the workstations of the
assigned resources.
7. Most intensities are “1,” and should require no explanation. The most common multiple
intensity is “4” and relates to the Business Analyst (P.3.2) resource. As a separate BA will be
used for each Application File (e.g., Customer Information File, Account File, Account
History File, Pre-Authorized Transaction File), this refers to this set of analysts. The
intensities for traveling refer to the number of persons flying (T.1.2) or experiencing per-diem
onsite expenses (T.2.2) for that activity.
8. The effort abbreviation “WH” stands for “Worker-Hours” and is used regardless of the
particular role referred to, even though the rates of a WH vary by role and level. This will be
resolved (expanded) in the next assignment, which addresses cost.
WBS
WBS Element Name Resource Intensity Duration Effort
Num
0 Core Banking Data Conversion N/A
1.0 Needs Analysis Documentation N/A
1.1 Source System Analysis Report N/A
Source Application & Interfaces
1.1.1 P.5.1 Conversion Architect 1 40 40 WH
Report
P.3.1 BA Lead - Banking 1 10 10 WH
C.2.1 Client Architect 1 10 10 WH
C.3.1 Client BA 1 10 10 WH
1.1.2 Source Data Dictionary P.5.1 Conversion Architect 1 40 40 WH
P.3.2 BA - Banking 4 40 160 WH
1.2 Source Data Analysis Report N/A
1.2.1 Source Product Report P.3.1 BA Lead - Banking 1 16 16 WH
P.5.5 Programmer - Host Cobol 1 24 24 WH
Customer Information File
Analysis Report
Name & Address Scrubbing
Analysis Report
1.2.4 Account File Analysis Report P.5.1 Conversion Architect 1 4 4 WH
Account History File Analysis
Report
Pre-Authorized Transaction File
Analysis Report
1.3 Target System Analysis Report N/A
Target Application & Interfaces
Report
1.3.2 Target Data Dictionary P.5.1 Conversion Architect 1 40 40 WH
2.0 Design Documentation N/A
Overall Solution Architecture
2.1 N/A
Document
Conversion Dependency (Intra-
Appl & External) Report
2.1.2 Target Record Layout Definition P.5.1 Conversion Architect 1 4 4 WH
2.1.3 Exception Condition Definition P.5.1 Conversion Architect 1 8 8 WH
2.1.4 Job List Definition P.5.1 Conversion Architect 1 8 8 WH
2.1.5 Conversion Sequencing Report P.5.1 Conversion Architect 1 8 8 WH
P.1.4 Conversion PM 1 2 2 WH
2.1.6 Execution Checklist Definition P.5.1 Conversion Architect 1 4 4 WH
Detailed Schedule of Mapping
2.2 P.5.1 Conversion Architect 1 2 2 WH
Sessions
2.3 Mapping Specifications N/A
2.3.1 Customer Information File Specs P.3.2 BA - Banking 1 60 60 WH
P.5.1 Conversion Architect 1 6 6 WH
C.1.1 Client PM 1 8 8 WH
C.4.1 Client Programmer - Source 1 40 40 WH
C.4.2 Client Programmer - Target 1 40 40 WH
4 Person-
T.1.2 Remote Flight 4 1
Flights
12 Per-
T.2.2 Remote Resource Onsite A 4 3
Diem Days
16 Room
F.2.3 Conf Room M 1 16
Hours
24 Person
F.3.1 Deli Lunch 2 12
Lunches
2.3.2 Account File Specs P.3.2 BA - Banking 1 60 60 WH
4 Person-
Flights
12 Per-
Diem Days
16 Room
Hours
24 Person
Lunches
2.3.3 Account History File Specs P.3.2 BA - Banking 1 60 60 WH
4 Person-
Flights
12 Per-
Diem Days
16 Room
Hours
24 Person
Lunches
2.3.4 P.3.2 BA - Banking 1 40 40 WH
Specs
4 Person-
Flights
12 Per-
Diem Days
16 Room
Hours
24 Person
Lunches
2.3.5 Used/Unused Source Field Report P.3.2 BA - Banking 4 8 32 WH
2.4 Balancing Design Document N/A
2.4.1 P.3.2 BA - Banking 1 16 16 WH
Balancing Design
2.4.2 Account File Balancing Design P.3.2 BA - Banking 1 16 16 WH
Account History File Balancing
2.4.3 P.3.2 BA - Banking 1 16 16 WH
Design
2.4.4 P.3.2 BA - Banking 1 8 8 WH
Balancing Design
3.0 Software and Execution Forms N/A
3.1 Data Conversion Applications N/A
3.1.1 P.3.2 BA - Banking 1 24 24 WH
Application
3.1.2 Account File Application P.3.2 BA - Banking 1 24 24 WH
3.1.3 Account History File Application P.3.2 BA - Banking 1 24 24 WH
3.1.4 P.3.2 BA - Banking 1 12 12 WH
Application
3.2 Prove Reports N/A
3.2.1 P.3.2 BA - Banking 1 12 12 WH
Application
3.2.4 P.3.2 BA - Banking 1 8 8 WH
Application
3.3 Exception Reports N/A
3.3.1 P.3.2 BA - Banking 1 2 2 WH
Application
3.3.4 P.3.2 BA - Banking 1 2 2 WH
Application
3.4 Audit Reports N/A
3.4.1 P.3.2 BA - Banking 1 2 2 WH
Application
3.4.4 P.3.2 BA - Banking 1 2 2 WH
Application
3.5 Conversion Supporting Forms N/A
3.5.1 Balancing Spreadsheet P.3.2 BA - Banking 4 8 32 WH
3.5.2 Conversion Activity Checklist P.1.4 Conversion PM 1 8 8 WH
Conversion Extracts (Note: each
extract consists of code library,
checklist, converted files,
4.0 N/A
balancing sheets, load data
analysis report, exception report,
audit trail file)
4.1 System Test Extract C.4.1 Client Programmer - Source 1 4 4 WH
D.1.1 Local Media Delivery 1 1 1 Delivery
4.2 Dry Run Test Extract C.4.1 Client Programmer - Source 1 4 4 WH
4.3 Conversion Extract C.4.1 Client Programmer - Source 1 4 4 WH
Project Completion Analysis
5.0 N/A
Report
5.1 Plan vs. Actuals Report P.1.4 Conversion PM 1 16 16 WH
5.2 Lessons Learned P.1.2 Principal 1 4 4 WH
Appendix A. Work Breakdown Structure
This WBS has been modified from the original version. Notes regarding this WBS include:
1. This WBS is complete to accomplish the project objectives.
2. The project execution environment (e.g., network infrastructure to support remote work,
host system, specialty software, etc.), testing, loader program, etc. are the responsibility of
the client. Therefore, these are considered external to the project and are not included in
this WBS, even though these resources are crucial to the creation of these elements.
3. Project standards have been established in advance of, and without cost to, this project.
4. Not all of these elements will require three resources but are included here to fully define
the project objectives and/or to clarify the parent element.
5. There are many more than the 35 required Level-3 elements that will use at least 3
resources.
0. Core Banking Data Conversion

1.0 Needs Analysis Documentation
1.1 Source System Analysis Report
1.1.1 Source Application & Interfaces Report
1.1.2 Source Data Dictionary
1.2 Source Data Analysis Report
1.2.1 Source Product Report
1.2.2 Customer Information File Analysis Report
1.2.3 Name & Address Scrubbing Analysis Report
1.2.4 Account File Analysis Report
1.2.5 Account History File Analysis Report
1.2.6 Pre-Authorized Transaction File Analysis Report
1.3 Target System Analysis Report
1.3.1 Target Application & Interface Report
1.3.2 Target Data Dictionary
2.1 Overall Solution Architecture Document
2.1.1 Conversion Dependency (Inter-Appl & External) Report
2.1.2 Target Record Layout Definition
2.1.3 Exception Condition Definition
2.1.4 Job List Definition
2.1.5 Conversion Sequencing Report
2.1.6 Execution Checklist Definition
2.2 Detailed Schedule of Mapping Sessions
2.3.1 Customer Information File Specs
2.3.2 Account File Specs
2.3.3 Account History File Specs
2.3.4 Pre-Authorized Transaction File Specs
2.3.5 Used/Unused Source Field Report
2.4 Balancing Design Document
2.4.1 Customer Information File Balancing Design
2.4.2 Account File Balancing Design
2.4.3 Account History File Balancing Design
2.4.4 Pre-Authorized Transaction File Balancing Design
3.0 Software and Execution Forms
3.1 Data Conversion Applications
3.2 Prove Reports
3.3 Exception Reports
3.4 Audit Reports
3.5 Conversion Supporting Forms
3.5.1 Balancing Spreadsheet
3.5.2 Conversion Activity Checklist
4.0 Conversion Extracts (Note: each extract consists of code library, checklist, converted
files, balancing sheets, load data analysis report, exception report, audit trail file)
4.1 System Test Extract
4.2 Dry Run Test Extract
4.3 Conversion Extract
5.0 Project Completion Analysis Report
5.1 Plan vs. Actuals Report
5.2 Lessons Learned
Appendix B. Resource Breakdown Structure
This RBS has been modified from the original submission. Notes regarding this RBS include:
1. All cost rates for internal and contracted resources (negotiated through Purchasing) are
valid for and guaranteed through the calendar year of 2003, and are valid world-
wide.
2. Resources are XYZ internal, unless described as “contracted.”
3. All internal and contracted rates are fully burdened (i.e., include all overhead costs).
4. As XYZ is so large, for all practical purposes, there is no limit to the availability of any
of these skills.
5. Skill levels reflect, within a given discipline, the relative skill level of the individual in
that discipline. These levels are defined in internal XYZ documentation and are
commonly understood by XYZ resources and XYZ clients.
6. This RBS is probably still not what is expected per the course, but I have not yet
received answers to my questions from the RBS assignment (“A”), so I could not
fix/improve in those areas.
7. Client personnel are generally listed for planning purposes, but at zero cost, as these are
contracted as the responsibility of the client.
8. Even though tape media is used for the transport of data, this media is already client-
owned.
Resource Table – Personnel Resources

RBS Category Sub-Category Description Skill Unit Cost /
Num Level Unit
P.1.1 People Project Mgmt Practice Executive Band D Hour $280
P.1.2 Principal Band 10 Hour $230
P.1.3 Project Office Manager Band 10 Hour $230
P.1.4 Conversion Project Manager Band 09 Hour $165
P.1.5 Conversion Project Manager Band 08 Hour $125
P.1.6 Test Manager Band 09 Hour $165
P.1.7 Test Manager Band 08 Hour $125
P.1.8 Test Coordinator Band 07 Hour $91
P.1.9 Project Assistant Band 07 Hour $91
P.1.10 Project Administrator Band 06 Hour $79
P.2.1 Methodology Methodology Advocate Band 09 Hour $165
Note: This role is the expert on
the conversion methodology
employed by this practice and
ensures adherence to its tenants.
P.2.2 Methodology Advocate Band 08 Hour $125
P.3.1 Business Analysts BA Lead – Banking Band 09 Hour $165
P.3.2 BA – Banking Band 09 Hour $165
P.3.5 Contracted BA – Banking Advisory Hour $55
P.3.6 Contracted BA – Banking Associate Hour $40
P.4.1 Admin Contract Manager Band 07 Hour $91
P.4.2 Admin Support Band 05 Hour $60
Note: This role is similar to that
of traditional “secretary”
P.4.3 Contracted Admin Support Entry Lvl Hour $20
P.4.4 SW Librarian Band 07 Hour $91
P.4.5 SW Librarian Band 06 Hour $79
P.4.6 Staffing Manager Band 08 Hour $125
P.4.7 Quality Assurance Manager Band 08 Hour $125
P.5.1 Programming Conversion Architect Band 09 Hour $165
RBS Category Sub-Category Description Skill Unit Cost /
Num Level Unit
P.5.2 Conversion Architect Band 08 Hour $125
P.5.3 Application Architect Band 09 Hour $165
P.5.4 Application Architect Band 08 Hour $125
P.5.5 Programmer – Host Cobol Band 09 Hour $165
P.5.8 Programmer – Java & WebSphere Band 09 Hour $165
P.5.11 Programmer (general) Band 06 Hour $79
P.5.12 Contract Programmer – Host Senior Hour $55
Cobol
P.5.13 Contract Programmer – Host Advisory Hour $45
Cobol
P.5.14 Contract Programmer – Cobol Entry Lvl Hour $25
P.5.15 Contract Programmer – Java & Senior Hour $75
WS
P.5.16 Contract Programmer – Java & Advisory Hour $55
WS
P.5.17 Contract Programmer Entry Lvl Hour $35
P.6.1 Consultants Consultant – Banking Band 09 Hour $165
P.6.2 Consultant – Banking Band 08 Hour $125
P.6.3 Consultant – Banking Band 07 Hour $91
P.6.4 Consultant (general) Band 06 Hour $79
C.1.1 People - Project Manager Client Project Manager Senior Hour $0
Client
C.2.1 Business Analyst Client BA Senior Hour $0
C.3.1 Architect Client Architect Senior Hour $0
C.4.1 Programmer Client Programmer – Source Senior Hour $0
System
C.4.2 Client Programmer – Target Senior Hour $0
System
Resource Table – Non-Personnel Resources

RBS Category Sub-Category Description Size (as applies) Unit Cost /
Num Unit
T.1.1 Travel To Client Site Remote Resource Travel North America Flight $600
Note: This is the (flight) (up to 800
transportation miles)
cost to get to the
client city
T.1.2 Remote Resource Travel North America Flight $900
(flight) (over 800 miles)
T.1.3 Remote Resource Travel Central Flight $1400
(flight) America, South
America,
Western Europe
T.1.4 Remote Resource Travel Eastern Europe Flight $1800
(flight)
T.1.5 Remote Resource Travel Middle East, Flight $2500
(flight) Africa, Far East
T.2.1 At Client Site Local Resource Onsite Days $10
Note: This is the
cost per person,
per day for a local
resource to be on-
RBS Category Sub-Category site Description Size (as applies) Unit Cost /
Num Unit
T.2.2 Remote Resource Onsite City Class “A” Days $100

“A”
T.2.3 Remote Resource Onsite City Class “B” Days $150
“B”
T.2.4 Remote Resource Onsite City Class “C” Days $250
“C”
T.2.5 Remote Resource Onsite City Class “D” Days $350
“D”
T.3.1 International Work Total Processing Permit $1000
Permit
D.1.1 Material Media Delivery Local Media Delivery Extract $200
Delivery
D.1.2 Remote Media Delivery Extract $2000
F.1.1 Fees, Conversion Gladstone Limited Large Enterprise License $60,000
Licenses Process Software License
F.1.2 Gladstone Limited Medium License $40,000
License Enterprise
F.1.3 Gladstone Limited Small Enterprise License $25,000
License
F.1.4 Gladstone Permanent Large Enterprise License $180,00
License 0
F.1.5 Gladstone Permanent Medium License $120,00
License Enterprise 0
F.1.6 Gladstone Permanent Small Enterprise License $75,000
License
F.2.1 Meeting Rooms Conf Room VL Very large (40- Hour $350
75 persons,
projector, etc.)
F.2.2 Conf Room L Large (20-40 Hour $250
persons,
projector, etc.)
F.2.3 Conf Room M Medium (10-20 Hour $100
persons,
projector, etc.)
F.2.4 Conf Room S Small (3-10 Hour $30
persons, no
projector)
F.3.1 Catered Lunch Deli Lunch Attendee $8
Appendix A. Totals (Assignment “D”)
The following are the totals (cost and resource), as originally submitted in Assignment “D” and
slightly modified in subsequent assignments. Notes regarding these totals:
1. To keep this table less cluttered, the unit and extended costs for each resource at the
lowest levels of the WBS are shown in the WBS found in the Appendix (“Elemental
Estimates”).
2. The roll-up of cost at Level 1 also has been shown with that cost as a percentage of the
total project. This will be discussed further following the table. Note that this shows a
total of 101%, but this is due to rounding error. However, for purposes of determining
uniformity across the Level-1 elements, this rounding error is insignificant.
3. Costs are shown in whole dollars, which is consistent with all unit costs anyway.
WBS Rollup Cost

WBS Level 0 Level 1 Level 2 Level 3
WBS Element Name
Num %
Cost
Proj
0 Core Banking Data Conversion $493,623
1.0 Needs Analysis Documentation $132,000 27%
1.1 Source System Analysis Report $46,750
Source Application & Interfaces
1.1.1 $9,250
Report
1.1.2 Source Data Dictionary $37,500
1.2 Source Data Analysis Report $37,180
1.2.1 Source Product Report $4,860
1.2.2 $7,710
Analysis Report
Name & Address Scrubbing
1.2.3 $4,490
Analysis Report
1.2.4 Account File Analysis Report $7,710
Account History File Analysis
1.2.5 $7,710
Report
1.2.6 $4,700
Analysis Report
1.3 Target System Analysis Report $48,070
Target Application & Interfaces
1.3.1 $10,570
Report
1.3.2 Target Data Dictionary $37,500
2.0 Design Documentation $176,688 36%
Overall Solution Architecture
2.1 $35,760
Document
Conversion Dependency (Intra-
2.1.1 $7,820
Appl & External) Report
2.1.2 Target Record Layout Definition $14,680
2.1.3 Exception Condition Definition $7,500
2.1.4 Job List Definition $3,170
2.1.5 Conversion Sequencing Report $2,590
Detailed Schedule of Mapping
2.2 $3,540 $3,540
Sessions
2.3 Mapping Specifications $120,658
2.3.1 Customer Information File Specs $28,642
2.3.2 Account File Specs $28,642
2.3.3 Account History File Specs $28,642
2.3.4 $22,212
Specs
2.3.5 Used/Unused Source Field Report $12,520
2.4 Balancing Design Document $16,730
2.4.1 $4,780
Balancing Design
2.4.2 Account File Balancing Design $4,780
Account History File Balancing
2.4.3 $4,780
Design
2.4.4 $2,390
Balancing Design
3.0 Software and Execution Forms $118,875 24%
3.1 Data Conversion Applications $64,295
3.1.1 $17,610
Application
3.1.2 Account File Application $17,610
3.1.3 Account History File Application $17,610
3.1.4 $11,465
Application
3.2 Prove Reports $16,170
3.2.1 $4,290
Application
3.2.4 $3,300
Application
3.3 Exception Reports $9,735
3.3.1 $2,640
Application
3.3.4 $1,815
Application
3.4 Audit Reports $10,395
3.4.1 $2,640
Application
3.4.4 $2,475
Application
3.5 Conversion Supporting Forms $18,280
3.5.1 Balancing Spreadsheet $12,360
3.5.2 Conversion Activity Checklist $5,920
Conversion Extracts (Note: each
extract consists of code library,
4.0 checklist, converted files, balancing $57,000 12%
sheets, load data analysis report,
exception report, audit trail file)
4.1 System Test Extract $19,000 $19,000

4.2 Dry Run Test Extract $19,000 $19,000
4.3 Conversion Extract $19,000 $19,000
Project Completion Analysis
5.0 $9,060 2%
Report
5.1 Plan vs. Actuals Report $4,440 $4,440
5.2 Lessons Learned Report $4,620 $4,620
Level-1 Cost Distribution
As seen in the above table, the distribution of the Level-1 work packages is:
(27%) Needs Analysis
(36%) Design Documentation
(24%) Software & Execution Forms
(12%) Conversion Extracts
(2%) Project Completion Analysis Report
This represents a project heavily invested in pre-implementation in the Needs Analysis and
Design work packages. Keeping in mind that a conversion project has a one-shot execution (the
actual conversion weekend when the old application is removed and the new one enabled), there
is little room for error – the requirements and design must be perfect (hence the more significant
relative investment in the first two packages).
While it is common in many traditional software development projects for a higher relative
investment in the implementation and unit testing (Package 3, “Software & Execution Forms”),
the conversion methodology employed by this practice uses software tools that reduce the
development effort and validation, given thorough requirements and design (hence the more
significant investment in the first two packages). By the time that actual extracts (Package 4,
“Conversion Extracts”) are required, the process is well defined and “rote” – it only hits as high
as 12% because of the number of extract sets that must be created. The final work package
(Package 5, “Project Completion Analysis Report”) is a small wrap-up, so it only amounts to 2%.
I checked this distribution against that of similarly-scoped projects we have completed in the past
18 months, and it is within the percentage point ranges (about a 4-point range for each of these
major areas, when adjusting to the parameters of this course criteria and ignoring impact of
changes resulting from subsequent change control) of our actual experience.
Total Project Cost – Validity?
In addition, the total project cost, just short of $500K, is within 10 percent of our completed
projects of similar scope (four major files to convert), when adjusted consistently with the course
requirements.
Cost by Resource Totals
The following table represents the total project effort and cost by resource. Also shown is the
cost of each resource as a percentage of total project cost. This shows that the heaviest charged
role is that of the Business Analysts, with Cobol Programmer in next place. This is also fairly
consistent with similar projects we have completed and explained by the established
methodology and the reusable components used in these projects.
Total Project Effort % of Total

Extended
Resource Unit Cost Project
Cost
Qty Units Cost
C.1.1 Client PM 38 C.1.1 Client PM Hours $0 $0 0.0%
C.2.1 Client Architect 122 C.2.1 Client Architect Hours $0 $0 0.0%
C.3.1 Client BA 497 C.3.1 Client BA Hours $0 $0 0.0%
C.4.1 Client Programmer - Source 199 C.4.1 Client Programmer Hours $0 $0 0.0%
C.4.2 Client Programmer - Target 172 C.4.2 Client Programmer Hours $0 $0 0.0%
D.1.1 Local Media Delivery 3 D.1.1 Media Deliveries $200 $600 0.1%
F.2.3 Conf Room M 64 F.2.3 Room Hours $100 $6,400 1.3%
F.3.1 Deli Lunch 96 F.3.1 Person Lunches $8 $768 0.2%
P.1.2 Principal 4 P.1.2 Principal Hours $230 $920 0.2%
P.1.4 Conversion PM 154 P.1.4 PM Hours $185 $28,490 5.8%
P.3.1 BA Lead – Banking 258 P.3.1 BA Lead Hours $185 $47,730 9.7%
P.3.2 BA – Banking 1191 P.3.2 BA Hours $165 $196,515 39.8%
P.5.1 Conversion Architect 278 P.5.1 Architect Hours $185 $51,430 10.4%
P.5.5 Programmer - Host Cobol 858 P.5.5 Programmer Hours $165 $141,570 28.7%
T.1.2 Remote Flight 16 T.1.2 Person Flights $900 $14,400 2.9%
T.2.2 Remote Resource Onsite A 48 T.2.2 Per-Diem Days $100 $4,800 1.0%
TOTAL: $493,623 100.0%
Appendix B. Elemental Estimates (Assignment “C”)
The following are the elemental estimates, as originally submitted in Assignment “C” and
slightly modified in subsequent assignments. Assignment “D” also introduced the unit cost and
extended cost columns.
Notes regarding these estimates:

1. Nearly all lowest-level elements have three or more resources – for those few that do not, it
was determined to be inappropriate. However, many more than the required 35 do so.
2. Many activities begin with work products from the methodology and customize and elaborate
these for the specific project at hand; the client is not charged for the value of the pre-existing
work.
3. PM-related work products (status reports, labor tracking, invoicing, etc.) not listed are
included in the overhead applied to the rate structure of this project.
4. Client personnel resources are not listed on an element if their only involvement is approval;
if their involvement is a contributory evaluation, it is included.
5. Many of the resources in the RBS were not applicable to the scope and size of this particular
project.
6. No hardware or software is required for this project other than what is already installed at the
client (including the Gladstone software license) and installed on the workstations of the
assigned resources.
7. Most intensities are “1” and should require no explanation. The most common multiple
intensity is “4” and relates to the Business Analyst (P.3.2) resource. As a separate BA will be
used for each Application File (e.g., Customer Information File, Account File, Account
History File, Pre-Authorized Transaction File), this refers to this set of analysts. The
intensities for traveling refer to the number of persons flying (T.1.2) or experiencing per-diem
onsite expenses (T.2.2) for that activity.
Duration
Intensity
Total Effort
WBS Unit Extended
WBS Element Name Resource
Num Cost Cost
Qty Units
Core Banking Data
0
Conversion
Needs Analysis
1.0
Documentation
Source System Analysis
1.1
Report
Source Application & P.5.1 Conversion
1.1.1 1 40 40 P.5.1 Architect Hours $185 $7,400
Interfaces Report Architect
P.3.1 BA Lead -
1 10 10 P.3.1 BA Lead Hours $185 $1,850
Banking
C.2.1 Client Architect
C.2.1 Client Architect 1 10 10 $0 $0
Hours
C.3.1 Client BA 1 10 10 C.3.1 Client BA Hours $0 $0
P.5.1 Conversion
1.1.2 Source Data Dictionary 1 20 20 P.5.1 Architect Hours $185 $3,700
Architect
P.3.1 BA Lead -
1 40 40 P.3.1 BA Lead Hours $185 $7,400
Banking
P.3.2 BA - Banking 4 40 160 P.3.2 BA Hours $165 $26,400
Source Data Analysis
1.2
Report
P.3.1 BA Lead -
1.2.1 Source Product Report 1 12 12 P.3.1 BA Lead Hours $185 $2,220
Banking
P.5.5 Programmer - Host P.5.5 Programmer
1 16 16 $165 $2,640
Cobol Hours
Customer Information P.5.1 Conversion
1.2.2 1 4 4 P.5.1 Architect Hours $185 $740
File Analysis Report Architect
P.3.1 BA Lead -
1 2 2 P.3.1 BA Lead Hours $185 $370
Banking
1 24 24 $165 $3,960
Cobol Hours
Name & Address
P.5.1 Conversion
1.2.3 Scrubbing Analysis 1 2 2 P.5.1 Architect Hours $185 $370
Architect
Report
P.3.1 BA Lead -
1 8 8 P.3.1 BA Lead Hours $185 $1,480
Banking
1 16 16 $165 $2,640
Cobol Hours
Account File Analysis P.5.1 Conversion
Report Architect
P.3.1 BA Lead -
1 2 2 P.3.1 BA Lead Hours $185 $370
Banking
1 24 24 $165 $3,960
Cobol Hours
Account History File P.5.1 Conversion
Analysis Report Architect
P.3.1 BA Lead -
1 2 2 P.3.1 BA Lead Hours $185 $370
Banking
1 24 24 $165 $3,960
Cobol Hours
Pre-Authorized
P.5.1 Conversion
1.2.6 Transaction File Analysis 1 2 2 P.5.1 Architect Hours $185 $370
Architect
Report
P.3.1 BA Lead -
1 2 2 P.3.1 BA Lead Hours $185 $370
Banking
1 16 16 $165 $2,640
Cobol Hours
Target System Analysis
1.3
Report
Target Application & P.5.1 Conversion
Interfaces Report Architect
P.3.1 BA Lead - 1 10 10 P.3.1 BA Lead Hours $185 $1,850
Banking
Hours
P.5.1 Conversion
1.3.2 Target Data Dictionary 1 20 20 P.5.1 Architect Hours $185 $3,700
Architect
P.3.1 BA Lead -
1 40 40 P.3.1 BA Lead Hours $185 $7,400
Banking
Overall Solution
2.1
Architecture Document
Conversion Dependency
P.5.1 Conversion
2.1.1 (Intra-Appl & External) 1 20 20 P.5.1 Architect Hours $185 $3,700
Architect
Report
P.3.1 BA Lead -
1 8 8 P.3.1 BA Lead Hours $185 $1,480
Banking
Hours
Target Record Layout P.5.1 Conversion
Definition Architect
P.3.1 BA Lead -
1 4 4 P.3.1 BA Lead Hours $185 $740
Banking
4 16 64 $165 $10,560
Cobol Hours
Hours
Exception Condition P.5.1 Conversion
P.3.1 BA Lead -
1 4 4 P.3.1 BA Lead Hours $185 $740
Banking
Hours
P.5.1 Conversion
2.1.4 Job List Definition 1 8 8 P.5.1 Architect Hours $185 $1,480
Architect
P.3.1 BA Lead -
1 2 2 P.3.1 BA Lead Hours $185 $370
Banking
4 2 8 $165 $1,320
Cobol Hours
Conversion Sequencing P.5.1 Conversion
Report Architect
P.3.1 BA Lead -
1 4 4 P.3.1 BA Lead Hours $185 $740
Banking
P.1.4 Conversion PM 1 2 2 P.1.4 PM Hours $185 $370
C.2.1 Client Architect 1 4 4 C.2.1 Client Architect $0 $0
Hours
Detailed Schedule of P.5.1 Conversion
2.2 1 2 2 P.5.1 Architect Hours $185 $370
Mapping Sessions Architect
P.3.1 BA Lead -
1 8 8 P.3.1 BA Lead Hours $185 $1,480
Banking
P.1.4 Conversion PM 1 2 2 P.1.4 PM Hours $185 $370
Customer Information
2.3.1 P.3.2 BA - Banking 1 60 60 P.3.2 BA Hours $165 $9,900
File Specs
P.3.1 BA Lead -
1 8 8 P.3.1 BA Lead Hours $185 $1,480
Banking
P.1.4 Conversion PM 1 16 16 P.1.4 PM Hours $185 $2,960
P.5.1 Conversion
1 6 6 P.5.1 Architect Hours $185 $1,110
Architect
1 40 40 $165 $6,600
Cobol Hours
C.1.1 Client PM 1 8 8 C.1.1 Client PM Hours $0 $0
Hours
C.4.1 Client C.4.1 Client
1 40 40 $0 $0
Programmer - Source Programmer Hours
1 40 40 $0 $0
Programmer - Target Programmer Hours
T.1.2 Remote Flight 4 1 4 T.1.2 Person Flights $900 $3,600
T.2.2 Remote Resource
4 3 12 T.2.2 Per-Diem Days $100 $1,200
Onsite A
F.2.3 Conf Room M 1 16 16 F.2.3 Room Hours $100 $1,600
F.3.1 Deli Lunch 2 12 24 F.3.1 Person Lunches $8 $192
2.3.2 Account File Specs P.3.2 BA - Banking 1 60 60 P.3.2 BA Hours $165 $9,900
P.3.1 BA Lead -
1 8 8 P.3.1 BA Lead Hours $185 $1,480
Banking
P.5.1 Conversion
Architect
1 40 40 $165 $6,600
Cobol Hours
Hours
1 40 40 $0 $0
1 40 40 $0 $0
4 3 12 T.2.2 Per-Diem Days $100 $1,200
Onsite A
Account History File
Specs
P.3.1 BA Lead -
1 8 8 P.3.1 BA Lead Hours $185 $1,480
Banking
P.5.1 Conversion
Architect
1 40 40 $165 $6,600
Cobol Hours
Hours
1 40 40 $0 $0
1 40 40 $0 $0
4 3 12 T.2.2 Per-Diem Days $100 $1,200
Onsite A
Pre-Authorized
Transaction File Specs
P.3.1 BA Lead -
1 6 6 P.3.1 BA Lead Hours $185 $1,110
Banking
P.5.1 Conversion
1 4 4 P.5.1 Architect Hours $185 $740
Architect
1 30 30 $165 $4,950
Cobol Hours
Hours
1 30 30 $0 $0
1 30 30 $0 $0
4 3 12 T.2.2 Per-Diem Days $100 $1,200
Onsite A
Used/Unused Source
Field Report
P.3.1 BA Lead -
1 8 8 P.3.1 BA Lead Hours $185 $1,480
Banking
P.5.1 Conversion
Architect
4 2 8 $165 $1,320
Cobol Hours
Hours
1 8 8 $0 $0
1 8 8 $0 $0
Balancing Design
2.4
Document
File Balancing Design
P.3.1 BA Lead -
1 4 4 P.3.1 BA Lead Hours $185 $740
Banking
P.5.1 Conversion
Architect
1 4 4 $165 $660
Cobol Hours
Hours
1 4 4 $0 $0
1 4 4 $0 $0
Account File Balancing
Design
P.3.1 BA Lead -
1 4 4 P.3.1 BA Lead Hours $185 $740
Banking
P.5.1 Conversion
Architect
1 4 4 $165 $660
Cobol Hours
Hours
1 4 4 $0 $0
1 4 4 $0 $0
Balancing Design
P.3.1 BA Lead -
1 4 4 P.3.1 BA Lead Hours $185 $740
Banking
P.5.1 Conversion
Architect
1 4 4 $165 $660
Cobol Hours
Hours
1 4 4 $0 $0
1 4 4 $0 $0
Pre-Authorized
2.4.4 Transaction File P.3.2 BA - Banking 1 8 8 P.3.2 BA Hours $165 $1,320
Balancing Design
P.3.1 BA Lead -
1 2 2 P.3.1 BA Lead Hours $185 $370
Banking
P.5.1 Conversion
Architect
1 2 2 $165 $330
Cobol Hours
Hours
1 2 2 $0 $0
1 2 2 $0 $0
Software and Execution
3.0
Forms
Data Conversion
3.1
Applications
File Application
P.3.1 BA Lead -
1 6 6 P.3.1 BA Lead Hours $185 $1,110
Banking
1 60 60 $165 $9,900
Cobol Hours
1 4 4 $0 $0
3.1.2 Account File Application P.3.2 BA - Banking 1 40 40 P.3.2 BA Hours $165 $6,600
P.3.1 BA Lead -
1 6 6 P.3.1 BA Lead Hours $185 $1,110
Banking
1 60 60 $165 $9,900
Cobol Hours
1 4 4 $0 $0
Application
P.3.1 BA Lead -
1 6 6 P.3.1 BA Lead Hours $185 $1,110
Banking
1 60 60 $165 $9,900
Cobol Hours
1 4 4 $0 $0
Pre-Authorized
Application
P.3.1 BA Lead -
1 4 4 P.3.1 BA Lead Hours $185 $740
Banking
P.5.5 Programmer - Host 1 40 40 P.5.5 Programmer $165 $6,600
Cobol Hours
1 3 3 $0 $0
3.2 Prove Reports
File Application
1 10 10 $165 $1,650
Cobol Hours
3.2.2 Account File Application P.3.2 BA - Banking 1 16 16 P.3.2 BA Hours $165 $2,640
1 10 10 $165 $1,650
Cobol Hours
Application
1 10 10 $165 $1,650
Cobol Hours
Pre-Authorized
Application
1 8 8 $165 $1,320
Cobol Hours
3.3 Exception Reports
3.3.1 P.3.2 BA - Banking 1 4 4 P.3.2 BA Hours $165 $660
File Application
1 12 12 $165 $1,980
Cobol Hours
3.3.2 Account File Application P.3.2 BA - Banking 1 4 4 P.3.2 BA Hours $165 $660
1 12 12 $165 $1,980
Cobol Hours
Application
1 12 12 $165 $1,980
Cobol Hours
Pre-Authorized
3.3.4 Transaction File P.3.2 BA - Banking 1 3 3 P.3.2 BA Hours $165 $495
Application
1 8 8 $165 $1,320
Cobol Hours
3.4 Audit Reports
File Application
1 12 12 $165 $1,980
Cobol Hours
3.4.2 Account File Application P.3.2 BA - Banking 1 4 4 P.3.2 BA Hours $165 $660
1 12 12 $165 $1,980
Cobol Hours
Application
1 12 12 $165 $1,980
Cobol Hours
Pre-Authorized
3.4.4 Transaction File P.3.2 BA - Banking 1 3 3 P.3.2 BA Hours $165 $495
Application
1 12 12 $165 $1,980
Cobol Hours
Conversion Supporting
3.5
Forms
3.5.1 Balancing Spreadsheet P.3.2 BA - Banking 4 12 48 P.3.2 BA Hours $165 $7,920
P.3.1 BA Lead -
1 12 12 P.3.1 BA Lead Hours $185 $2,220
Banking
P.5.1 Conversion
Architect
Hours
Conversion Activity
3.5.2 P.1.4 Conversion PM 1 10 10 P.1.4 PM Hours $185 $1,850
Checklist
P.3.1 BA Lead -
1 10 10 P.3.1 BA Lead Hours $185 $1,850
Banking
P.5.1 Conversion
Architect
Conversion Extracts
(Note: each extract
consists of code library,
checklist, converted files,
4.0
balancing sheets, load
data analysis report,
exception report, audit
trail file)
4.1 System Test Extract 1 4 4 $0 $0
4 12 48 $165 $7,920
Cobol Hours
D.1.1 Local Media D.1.1 Media
1 1 1 $200 $200
Delivery Deliveries
4.2 Dry Run Test Extract 1 4 4 $0 $0
4 12 48 $165 $7,920
Cobol Hours
1 1 1 $200 $200
Delivery Deliveries
4.3 Conversion Extract 1 4 4 $0 $0
4 12 48 $165 $7,920
Cobol Hours
1 1 1 $200 $200
Delivery Deliveries
Project Completion
5.0
Analysis Report
5.1 Plan vs. Actuals ReportP.1.4 Conversion PM 1 16 16 P.1.4 PM Hours $185 $2,960
P.5.1 Conversion
Architect
5.2 Lessons Learned Report P.1.2 Principal 1 4 4 P.1.2 Principal Hours $230 $920
P.5.1 Conversion
Architect
P.3.1 BA Lead -
1 4 4 P.3.1 BA Lead Hours $185 $740
Banking
Hours
the two-day periods. As this is a supporting resource out of our control
and with no expert backup, this will be a greater challenge. Resource
leveling is critical on this – if not, then other mitigation must be
considered.
Top 5 Resources Across Project
140
120
100
Hours
80
60
40
20
0
7
1/ 9
4
2/ 6
4
3/ 6
1/ 3
1/ 5
1/ 7
1/ 1
1/ 3
1/ 7
1/ 9
31
2/ 0
2/ 2
2/ 4
2/ 8
2/ 0
2/ 4
2/ 6
28
3/ 0
3/ 2
3/ 4
18
1/
1/
2/
2/
3/
3/
1
1
1
2
2
2
2
1
1
1
1
2
2
2
1
1
1
End Dates (2-day Work Periods)
P3.2 BA - Banking P5.5 Prog - Host Cobol C3.1 Client BA

P5.1 Conv Architect P3.1 BA Lead - Banking
Project for Resource: P3.2 BA - Banking
140
120
120
100
8080 80
80
Hours
6464 6464646468 61
60 48 4848
40 40 40
40 32
20 14
8
0 0 0 0 0
0
7
1/ 9
2/4
2/ 6
4
3/ /6
1/ 3
1/ 5
1/ 7
1/ 1
1/23
1/ 7
1/ 9
31
2/ 0
2/ 2
2/14
2/ 8
2/ 0
2/ 4
2/ 6
28
3/ 0
3/12
3/ 4
18
1/
1/
2/
3/
1
1
1
2
1
1
1
2
2
1
2
2
2
1
3
En d D a t e s ( 2 - da y Wor k P e r i od s)
Project for Resource: P5.5 Prog - Host Cobol
120
96
100 88
80
6462 646468
Hours
60 48 4848
40
40 32 34 32
24 26
20
20
0 0 0 0 0 0 0 0 0
0
7
1/ 9
2/4
2/ 6
4
3/ /6
1/ 3
1/ 5
1/ 7
1/ 1
1/23
1/ 7
1/ 9
31
2/ 0
2/ 2
2/14
2/ 8
2/ 0
2/ 4
2/ 6
28
3/ 0
3/12
3/ 4
18
1/
1/
2/
3/
1
1
1
2
1
1
1
2
2
1
2
2
2
1
3
Project for Resource: C3.1 Client BA
70 63 6464
60
60
52
50
40
Hours
34
30
30
20
20 161816 14
10 1212
10 4 4
0 2 0 2 0 0 0 0 0
0
7
9
4
2/ 6
4
3/ /6
1/ 3
1/ 5
1/ 7
1/ 1
1/ 3
1/ 7
1/ 9
31
2/ 0
2/ 2
2/ 4
2/ 8
2/ 0
2/ 4
2/ 6
28
3/ 0
3/ 2
3/ 4
18
1/
1/
3/
2/
2/
2
2
2
1
1
1
1
2
2
2
1
1
1
2
1
1
1
3
1/
Project for Resource: P5.1 Conversion Architect
35 32
30 28
24
25 22
20 20
20 18
Hours
1616 16 16 16 16
15
10 8 8
5 2
0 0 0 0 0 0 0 0 0 0
0
7
9
4
2/ 6
4
3/ /6
1/ 3
1/ 5
1/ 7
1/ 1
1/ 3
1/ 7
1/ 9
31
2/ 0
2/ 2
2/ 4
2/ 8
2/ 0
2/ 4
2/ 6
28
3/ 0
3/ 2
3/ 4
18
1/
1/
3/
2/
2/
2
2
2
1
1
1
1
2
2
2
1
1
1
2
1
1
1
3
1/
Project for Resource: P3.1 BA Lead - Banking
50
44
45
40 36
35 30
30
Hours
24
25
20 18
16 16 16 16
14
15 10 12
10
4
5 2
0 0 0 0 0 0 0 0 0 0 0 0
0
7
9
4
2/ 6
4
3/ /6
1/ 3
1/ 5
1/ 7
1/ 1
1/ 3
1/ 7
1/ 9
31
2/ 0
2/ 2
2/ 4
2/ 8
2/ 0
2/ 4
2/ 6
28
3/ 0
3/ 2
3/ 4
18
1/
1/
3/
2/
2/
2
2
2
1
1
1
1
2
2
2
1
1
1
2
1
1
1
3
1/
Raw Data for Resource Across Project Charts

1/6 1/81/101/14 1/161/20 1/221/24 1/281/30 2/32/5 2/72/11 2/132/17 2/192/21 2/252/27 3/33/5 3/7 3/113/13 3/17
1/7 1/91/131/15 1/171/21 1/231/27 1/291/31 2/42/6 2/102/12 2/142/18 2/202/24 2/262/28 3/43/63/10 3/123/14 3/18
P.3.2 BA -
Banking 0 0 40 64 64 120 80 80 8 64 64 64 64 68 80 61 40 14 48 40 48 48 32 0 0 0
P.5.5
Programmer
- Host Cobol 0 0 0 0 0 96 24 32 40 64 62 26 20 0 48 64 64 68 34 88 48 48 32 0 0 0
C.3.1 Client 10 0 16 18 16 63 20 14 2 64 64 60 52 30 34 0 2 4 12 12 0 0 0 0 0 4
1/6 1/81/101/14 1/161/20 1/221/24 1/281/30 2/32/5 2/72/11 2/132/17 2/192/21 2/252/27 3/33/5 3/7 3/113/13 3/17
1/7 1/91/131/15 1/171/21 1/231/27 1/291/31 2/42/6 2/102/12 2/142/18 2/202/24 2/262/28 3/43/63/10 3/123/14 3/18
BA
P.5.1
Conversion
Architect 16 16 24 28 16 32 20 16 18 22 0 2 16 20 16 0 0 0 0 0 0 0 0 0 8 8
P.3.1 BA
Lead -
Banking 10 0 16 18 16 44 24 16 14 30 0 2 16 12 36 0 0 0 0 0 0 0 0 0 0 4
B. Resource Utilization Bar Charts By Level 1

Notes:
1. For Conversion Extracts, there are only four effort-based resources used in this
phase, so only four are shown.
2. Following each chart is the data used to create the chart.
3. I omitted the fifth (final) Level-1 item from the level-oriented charts, as this is
merely the project wrap-up and consists of only two low-level elements – less
than 2% of the project effort and virtually no risk and no possible conflicts.
Top 5 Resources in 1.0 Needs Analysis
140
120
100
Hours
80
60
40
20
0
1/7 1/9 1/13 1/15 1/17 1/21 1/23 1/27
End Dates (2-day Work Periods)
P3.2 BA - Banking C.3.1 Client BA P.5.1 Conversion Arch P.3.1 BA Lead P5.5 Programmer - Cobol
1/7 1/9 1/13 1/15 1/17 1/21 1/23 1/27

P.3.2 BA - Banking 0 0 40 64 64 120 64 32
C.3.1 Client BA 10 0 16 18 16 63 16 8
P.5.1 Conversion Architect 16 16 24 28 16 32 4 0
P.3.1 BA Lead - Banking 10 0 16 18 16 44 16 8
P.5.5 Programmer - Host Cobol 0 0 0 0 0 96 24 0
Top 5 Resources in 2.0 Design Documentation
100
80
Hours 60
40
20
0
1/15 1/17 1/21 1/23 1/27 1/29 1/31 2/4 2/6
End Dates (2-Day Work Periods)
P.3.2 BA - Banking C.3.1 Client BA

P.5.5 Programmer - Host Cobol C.4.1 Client Programmer - Source
C.4.2 Client Programmer - Target
1/15 1/17 1/21 1/23 1/27 1/29 1/31 2/4 2/6

P.3.2 BA - Banking 16 0 48 40 64 64 56 80 12
C.3.1 Client BA 4 0 6 34 64 64 52 48 12
P.5.5 Programmer - Host Cobol 0 0 72 32 64 54 2 20 0
C.4.1 Client Programmer - Source 0 0 0 32 64 54 2 20 0
C.4.2 Client Programmer - Target 0 0 0 32 64 54 2 20 0
Top 5 Resources in 3.0 SW & Execution Forms
100
80
Hours
60
40
20
0
2/12 2/14 2/18 2/20 2/24 2/26 2/28
P.5.5 Programmer - Host Cobol P.3.2 BA - Banking

C.3.1 Client BA P.3.1 BA Lead - Banking
P.5.1 Conversion Architect
2/12 2/14 2/18 2/20 2/24 2/26 2/28

P.5.5 Programmer - Host Cobol 0 48 64 64 68 34 72
P.3.2 BA - Banking 16 80 61 40 14 48 24
C.3.1 Client BA 2 30 0 2 4 12 12
P.3.1 BA Lead - Banking 8 36 0 0 0 0 0
P.5.1 Conversion Architect 8 16 0 0 0 0 0
Top 4 Resources in 4.0 Conversion Extracts
60
50
Hours 40
30
20
10
0
2/28 3/4 3/6 3/10
P.3.2 BA - Banking P.5.5 Programmer - Host Cobol

P.1.4 Conversion PM C.4.1 Client Programmer - Source
2/28 3/4 3/6 3/10

P.3.2 BA - Banking 16 48 48 32
P.5.5 Programmer - Host Cobol 16 48 48 32
P.1.4 Conversion PM 4 16 16 12
C.4.1 Client Programmer - Source 4 4 4 0
C. Cash-flow (Graphic & Tabular)

Note:
1. The instructions stated to supply a cash-flow “graphic,” not specifically a bar
chart as the other had. I hope that wasn’t a trap, but the following is more of a
“graphic” – in fact, I find it more pleasant to communicate the cash flow than a
bar chart, anyway.
Project Cost Over Schedule
60000
50000
40000
Cost ($)
30000
20000
10000
0
7
9
2/ 6
4
6
13
15
17
21
23
27
29
31
10
12
14
18
20
24
26
28
10
12
14
18
1/
1/
2/
3/
2/
3/
1/
1/
1/
1/
1/
1/
1/
1/
2/
2/
2/
2/
2/
2/
2/
3/
3/
3/
3/
Schedule (two-day work periods)
1/7 1/9 1/13 1/15 1/17 1/21 1/23 1/27 1/29 1/31 2/4 2/6 2/10
Cash Flow
(Period) 4810 2960 14000 19070 16480 49700 25300 24400 14580 49750.4 28700.4 22182 24475.2
Cash Flow
(Cumulative) 4810 7770 21770 40840 57320 107020 132320 156720 171300 221050.4 249750.8 271932.8 296408
2/12 2/14 2/18 2/20 2/24 2/26 2/28 3/4 3/6 3/10 3/12 3/14 3/18
Cash Flow
(Period) 18620 31850 20625 17160 13530 13530 21910 19000 19000 12930 0 3700 5360
Cash Flow
(Cumulative) 315028 346878 367503 384663 398193 411723 433633 452633 471633 484563 484563 488263 493623
D. Cash-flow Bar Chart for Each WBS Level-1 Element

Notes:
1. The instructions again specified “bar chart.” I really don’t think that a bar chart
communicates something like this as well as a traditional graph. However, I am
providing what was requested below.
2. Each chart is followed by its spreadsheet data.
Cash Flow for 1.0 Needs Analysis
60000
49700
50000
40000
Cash ($)
30000
19070 16480 18220
20000 14000
4810 6760
10000 2960
0
1/7 1/9 1/13 1/15 1/17 1/21 1/23 1/27
Schedule (2-day work periods)
Cash Flow (2-day work periods)

Dates: 1/7 1/9 1/13 1/15 1/17 1/21 1/23 1/27
Cash: 4810 2960 14000 19070 16480 49700 18220 6760
Cumulative: 4810 7770 21770 40840 57320 107020 125240 132000
Cash Flow for 2.0 Design Docs
40000 36185.2
34210.4
35000
30000 27380.4 27438.4
25350
25000
Cash ($)
20000 15583.6
15000
10000 5600
5000 2220 2720
0
1/15 1/17 1/21 1/23 1/27 1/29 1/31 2/4 2/6

Dates: 1/15 1/17 1/21 1/23 1/27 1/29 1/31 2/4 2/6
Cash: 5600 2220 25350 36185.2 34210.4 27380.4 15583.6 27438.4 2720
Cumulative: 5600 7820 33170 69355.2 103566 130946 146530 173968 176688
Cash Flow for 3.0 SW and Forms
35000 31850
30000
25000 20625
Cash ($)
20000 17160 15840

13530 13530
15000
10000 6340
5000
0
2/12 2/14 2/18 2/20 2/24 2/26 2/28
Schedule (2-day w ork periods)

Dates: 2/12 2/14 2/18 2/20 2/24 2/26 2/28
Cash: 6340 31850 20625 17160 13530 13530 15840
Cumulative: 6340 38190 58815 75975 89505 103035 118875
Cash Flow for 4.0 Conversion Extracts
19000 19000
20000
15000 12930
Cash ($)
10000
6070
5000
0
2/28 3/4 3/6 3/10
Schedule (2-day w ork periods)

Dates: 2/28 3/4 3/6 3/10
Cash: 6070 19000 19000 12930
Cumulative: 6070 25070 44070 57000
Cash Flow for 5.0 Project Completion Analysis
6000 5360
5000
3700
Cash ($)
4000
3000
2000
1000
0
3/14 3/18
Cash Flow (2-day work

periods)
Dates: 3/14 3/18
Cash: 3700 5360
Cumulative: 3700 9060
\
Introduction
As the optimum total duration of the project is 412 hours, this assignment’s call for a
reduction of 15% amounts to 61.8 hours (to be considered as 62 hours).
Note that the following table provides data at the WBS element level only – a decrease in
the duration of a single element does not necessarily provide the same duration decrease
at the project level (e.g., multiple parallel tasks might need to be decreased by “x” hours
in order to achieve an “x” hours decrease at the project level). The impact at the project
level is discussed in the details following the table.
WBS Element Duration (Hours) Effort (Total Worker Hours) Cost ($)
% % %
Num Name Orig Compressed Chg Chg Orig CompressedChg Chg Orig Compressed Chg Chg
Source Application
& Interfaces
1.1.1 Report 40 28 -12 -30% 70 82 12 17% $9,250 $10,510 $1,260 14%
Mapping Specs -
Cust Info File
2.3.1 Specs 60 48 -12 -20% 294 314 20 7% $28,642 $30,662 $2,020 7%
Mapping Specs -
2.3.2 Acct File Specs 60 48 -12 -20% 294 314 20 7% $28,642 $30,662 $2,020 7%
Mapping Specs -
Acct Hist File
2.3.3 Specs 60 48 -12 -20% 294 314 20 7% $28,642 $30,662 $2,020 7%
Used/Unused
2.3.5 Source Report 24 16 -8 -33% 124 132 8 6% $12,520 $12,520 $0 0%
Application - Cust
3.1.1 Info File 60 40 -20 -33% 118 138 20 17% $17,610 $19,310 $1,700 10%
Application - Acct
3.1.2 File 60 40 -20 -33% 118 138 20 17% $17,610 $19,310 $1,700 10%
Application - Acct
3.1.3 Hist File 60 40 -20 -33% 118 138 20 17% $17,610 $19,310 $1,700 10%
Prove Report -
3.2.1 Cust Info File 16 12 -4 -25% 30 34 4 13% $4,290 $4,630 $340 8%
Prove Report -
3.2.2 Acct File 16 12 -4 -25% 30 34 4 13% $4,290 $4,630 $340 8%
Prove Report -
3.2.3 Acct Hist File 16 12 -4 -25% 30 34 4 13% $4,290 $4,630 $340 8%
System Test
4.1 Extract 16 13 -3 -19% 116 116 0 0% $19,000 $19,278 $278 1%
Dry Run Test
4.2 Extract 16 13 -3 -19% 116 116 0 0% $19,000 $19,278 $278 1%
TOTALS (WBS
SUBSET) --> (Not Meaningful) 1752 1904 152 9%$211,396 $225,391$13,995 7%
WBS 1.1.1 “Source Application & Interface Report”

1. APPROACH: Add another Conversion Architect, but at a lower skill and cost
level, to work under the leadership and direction of the original Conversion
Architect.
2. DETAILED CHANGES:
a. Add 24 hours of this new P.5.2 Conversion Architect B8 ($145/hour);
b. Drop original P.5.1 Conversion Architect from 40 to 28 hours. The 4
hours of excess worked by the lead architect (compared to the new
architect) allows her to provide final consolidation of the deliverable into a
consistent format, as no help from the new Architect would be required at
that point.
3. DURATION IMPACT: This change results in a WBS element duration decrease
of 12 hours to 28 hours. There were no parallel tasks to this, so it contributed the
entire 12 hours to reducing the overall project duration.
4. COST PENALTY: The cost penalty of $1,260 ($10,510 - $9,250) is the result of
the additional time required in coordination, communication and convergence of
work products, as well as the less efficient work performed by the new lower-
skilled worker. When considering only the Architecture skill support, this
represents a 17% increase in cost ($8,660 - $7,400) for a 42% decrease in element
schedule duration.
Original Compressed
Duration
Duration
Intensity
Intensity
WBS
WBS Element Name Resource Effort Effort
Num
Source Application &

1.1.1 P.5.1 Conversion Architect 1 40 40 1 28 28
Interfaces Report
P.5.2 Conversion Architect B8 0 0 0 1 24 24
P.3.1 BA Lead - Banking 1 10 10 1 10 10

C.2.1 Client Architect 1 10 10 1 10 10
C.3.1 Client BA 1 10 10 1 10 10
WBS 2.3.1, 2.3.2, 2.3.3 “Mapping Specifications”

1. APPROACH: WBS 2.3.1, 2.3.2 and 2.3.3 are parallel elements of similar
structure. Each one has the same work content and duration (60 hours), but is
being performed for a different Application File (Customer Information File,
Account File, and Account History File). A fourth parallel element, WBS 2.3.4 is
also similar structure, but is for a smaller Application File (Pre-Authorized
Transaction File) of a shorter duration of 40 hours. A common approach will be
made for each of these three elements – that is, a new, lower-skilled ‘P.3.3 BA –
Banking B8’ resource will be added to supplement and work under the direction
of the ‘P.3.2 BA – Banking’ resource.
2. DETAILED CHANGES (Per Each of 3 Tasks):
a. Add 32 hours of new resource ‘P.3.3 BA – Banking B8’ ($125/hour);
b. Decrease hours of ‘P.3.2 BA – Banking’ from 60 to 48; With the new BA
largely working in support of capturing and integrating the notes from the
meetings into the mapping document, and researching tasks, this allows
the original BA to focus more on the business issues, thereby supporting
this reduction.
c. The ‘C.3.1 Client BA’, also originally marked for 60 hours on each task,
remains at a total of 60 hours, although the intensity is increased (adding
part-time resource) to provide this total effort in a shorter period. There is
no need to increase the total effort for the Client BA because this role (in
these elements) is performing as a Subject Matter Expert (SME) only, and
is merely supporting the information gathering of the XYZ BAs, thus no
added effort is needed for inefficiency, coordination, communication, etc.
These are also a no-cost resource from the project management
perspective, so no cost impact would be realized in any case.
3. DURATION IMPACT: Each of these three elements will be reduced by 12 hours
to 48 hours duration and, as the other parallel element had greater than 12 hours
of slack, the entire project duration is decreased by the 12 hours total.
4. COST PENALTY: Each of these three elements will incur a cost penalty of
$2,020 ($30,662 – 28,642), for a total of $6,060. When considering only the
Business Analysts skill support, this represents a 20% increase in cost ($11,920 -
$9,900 for each task) for a 20% decrease in element schedule duration.
Original Compressed
Duration
Duration
Intensity
Intensity
WBS
Num
2.3.1 P.3.2 BA - Banking 1 60 60 1 48 48
File Specs
P.3.3 PA - Banking B8 0 0 0 1 32 32
P.3.1 BA Lead - Banking 1 8 8 1 8 8
P.1.4 Conversion PM 1 16 16 1 16 16
P.5.1 Conversion Architect 1 6 6 1 6 6
P.5.5 Programmer - Host Cobol 1 40 40 1 40 40
C.3.1 Client BA 1 60 60 2 30 60
C.1.1 Client PM 1 8 8 1 8 8
C.4.1 Client Programmer - Source 1 40 40 1 40 40
C.4.2 Client Programmer - Target 1 40 40 1 40 40
T.1.2 Remote Flight 4 1 4 4 1 4
T.2.2 Remote Resource Onsite A 4 3 12 4 3 12
F.2.3 Conf Room M 1 16 16 1 16 16
F.3.1 Deli Lunch 2 12 24 2 12 24
2.3.2 Account File Specs P.3.2 BA - Banking 1 60 60 1 48 48
P.3.3 PA - Banking B8 0 0 0 1 32 32
P.1.4 Conversion PM 1 16 16 1 16 16
C.3.1 Client BA 1 60 60 2 30 60
C.1.1 Client PM 1 8 8 1 8 8
Original Compressed
Duration
Duration
Intensity
Intensity
WBS
Num
F.2.3 Conf Room M 1 16 16 1 16 16

F.3.1 Deli Lunch 2 12 24 2 12 24
2.3.3 P.3.2 BA - Banking 1 60 60 1 48 48
Specs
P.3.3 PA - Banking B8 0 0 0 1 32 32
P.1.4 Conversion PM 1 16 16 1 16 16
C.3.1 Client BA 1 60 60 2 30 60
C.1.1 Client PM 1 8 8 1 8 8
F.2.3 Conf Room M 1 16 16 1 16 16
F.3.1 Deli Lunch 2 12 24 2 12 24
WBS 2.3.5 “Used/Unused Source Field Report”

1. APPROACH: Add additional ‘C.3.1 Client BA’ resource to this aggregation
document (it pulls data together and analyzes from WBS elements developed for
the four application files).
2. DETAILED CHANGES:
a. Increase the ‘C.3.1 Client BA’ resources intensity to 2, increasing the total
effort hours from 24 to 32. This role, in this element, is largely as Subject
Matter Experts, but some more communication between these two
resources is required to ensure consistency. There would be no impact to
the other resources on this effort.
3. DURATION IMPACT: This element is reduced by 8 hours from 24 hours to 16
hours duration. As the elements parallel to this had sufficient slack to
accommodate this, the impact to the overall project was also a reduction of 8
hours.
4. COST PENALTY: None – yes, that’s right! While the increase in effort is a real
cost to someone (the client), this particular resource is owned by the client; their
contract makes them responsible for providing this expertise to the project at no
cost to the service provider – so, from a managed project perspective, it is no cost
penalty. In hindsight, perhaps this element should have been defined like this
from the beginning.
Original Compressed
Duration
Duration
Intensity
Intensity
WBS
Num
Used/Unused Source
2.3.5 P.3.2 BA - Banking 4 8 32 4 8 32
Field Report
P.1.4 Conversion PM 1 8 8 1 8 8
C.3.1 Client BA 1 24 24 2 16 32
C.1.1 Client PM 1 4 4 1 4 4
WBS 3.1.1, 3.1.2, 3.1.3 “Data Conversion Applications”

made for each of these three elements – that is, a new, lower-skilled ‘P.5.6
Programmer – Host Cobol B8’ resource will be added to supplement and work
under the direction of the ‘P.5.5 Programmer – Host Cobol’ resource.
a. Add 40 hours of new resource ‘P.5.6 Programmer – Host Cobol B8’
($125/hour);
b. Decrease hours of ‘P.5.5 Programmer – Host Cobol’ from 60 to 40; With
the new programmer working under the direction of the more senior
programmer, the work can be shared to reduce the schedule. The new
programmer will not require significant knowledge of the system, as the
senior programmer will provide the knowledge and guidance as needed.
to 40 hours duration and, as the other parallel element had exactly that much
slack, the entire project duration is decreased by the 20 hours total.
4. COST PENALTY: Each of these three elements will incur a cost penalty of
$1,700 ($19,310 – 17,610), for a total of $5,100. When considering only the
Programmer skill support, this represents a 17.1% increase in cost ($11,600 -
$9,900 for each task) for a 33% decrease in element schedule duration.
Original Compressed
Duration
Duration
Intensity
Intensity
WBS
Num
3.1.1 P.3.2 BA - Banking 1 40 40 1 40 40
File Application
P.5.6 Programmer - Host Cobol B8 0 0 0 1 40 40
C.3.1 Client BA 1 8 8 1 8 8
Account File
3.1.2 P.3.2 BA - Banking 1 40 40 1 40 40
Application
C.3.1 Client BA 1 8 8 1 8 8
3.1.3 P.3.2 BA - Banking 1 40 40 1 40 40
Application
C.3.1 Client BA 1 8 8 1 8 8
WBS 3.2.1, 3.2.2, 3.2.3 “Prove Reports”

made for each of these three elements – that is, a new, lower-skilled ‘P.3.3 BA
Banking B8’ resource will be added to supplement and work under the direction
of the ‘P.3.2 BA Banking’ resource.
c. Add 8 hours of new resource (introduced in earlier task) ‘P.3.3 BA
Banking B8’ ($125/hour);
d. Decrease hours of ‘P.3.2 BA Banking’ from 16 to 12; The Prove Reports
require only a minimum of ramp-up (one hour at most) and supervision to
allow the added resource to become fully productive, so these four hours
are easily saved by the new resources hours.
to 12 hours duration and, as the other parallel element had exactly that much
slack, the entire project duration is decreased by the 4 hours total.
4. COST PENALTY: Each of these three elements will incur a cost penalty of $340
($4,630 – 4,290), for a total of $1,020. When considering only the BA skill
support, this represents an 11.4% increase in cost ($2,980 - $2,640 for each task)
for a 25% decrease in element schedule duration.
Original Compressed
Duration
Duration
Intensity
Intensity
WBS
Num
3.2.1 P.3.2 BA - Banking 1 16 16 1 12 12
File Application
P.3.3 PA - Banking B8 0 0 0 1 8 8
C.3.1 Client BA 1 4 4 1 4 4
Account File
3.2.2 P.3.2 BA - Banking 1 16 16 1 12 12
Application
P.3.3 PA - Banking B8 0 0 0 1 8 8
C.3.1 Client BA 1 4 4 1 4 4
3.2.3 P.3.2 BA - Banking 1 16 16 1 12 12
Application
P.3.3 PA - Banking B8 0 0 0 1 8 8
C.3.1 Client BA 1 4 4 1 4 4
WBS 4.1, 4.2 “Conversion Extracts”

1. APPROACH: WBS 4.1, and 4.2 are sequential elements of similar structure.
Each one has the same work content and duration (16 hours), but is being
performed for a test event (System Test, Dry Run). A common approach will be
made for each of these two elements – that is, three hours of overtime will be
assigned to ‘P.1.4 Conversion PM’.
a. Schedule 3 hours of overtime to ‘P.1.4 Conversion PM’ at a rate of time-
and-a-half ($277.50/hour); while overtime often reduces one’s efficiency,
overtime used sparingly, as in this case, does not generally result in
inefficiency.
3. DURATION IMPACT: Each of these two elements will be reduced by 3 hours to
13 hours duration and, as these are sequential elements, the entire project duration
is decreased by 6 hours total.
4. COST PENALTY: Each of these two elements will incur a cost penalty of
$277.50 for a total of $555.
Original Compressed
Duration
Duration
Intensity
Intensity
WBS
Num
Original Compressed
Duration
Duration
Intensity
Intensity
WBS
Num
4.1 System Test Extract C.4.1 Client Programmer - Source 1 4 4 1 4 4

P.1.4 Conversion PM 1 16 16 1 16 16
P.3.2 BA - Banking 4 12 48 4 12 48
D.1.1 Local Media Delivery 1 1 1 1 1 1
4.2 Dry Run Test Extract C.4.1 Client Programmer - Source 1 4 4 1 4 4

P.1.4 Conversion PM 1 16 16 1 16 16
P.3.2 BA - Banking 4 12 48 4 12 48
D.1.1 Local Media Delivery 1 1 1 1 1 1
New Critical Path

The new critical path is shown on the next page. In printed view, it only shows the high-
level structure of the critical path. However, when the reader is using Adobe Acrobat, the
zoom and pan tools allow the complete navigation by the reader. Details can be seen
including WBS ID and Name, Duration, Start, Finish, Total Slack (0 for critical path),
Late Start and Late Finish. For quick reference, the WBS elements on the critical path
are:
1.1.1, 1.3.1, 1.3.2, 2.1.2, 2.2, (2.3.1, 2.3.2, 2.3.3), (2.4.1, 2.3.5, 2.4.2, 2.4.3),
(3.1.1, 3.1.2, 3.1.3), (3.2.1, 3.2.2, 3.2.3), (3.3.1, 3.3.2, 3.3.3), 4.1, 4.2, 4.3, 5.1, 5.2
It is of interest to note that the critical path is now more populated than it was before the
compression. By compressing items on the former critical path as much as the slack of
parallel tasks allowed, these parallel tasks became part of the critical path as well.
Source Applications & Detailed Schedule of Mapping Customer Information File Customer Information File Customer Information File Customer Information File Customer Information File
WBS: 0.1.1.1 WBS: 0.2.2 WBS: 0.2.3.1 WBS: 0.2.4.1 WBS: 0.3.1.1 WBS: 0.3.2.1 WBS: 0.3.3.1 WBS: 0.4.1 System Test Extract WBS: 0.4.2 Dry Run Test Extract WBS: 0.4.3 Conversion Extract WBS: 0.5.1 Plan vs. Actuals Report WBS: 0.5.2 Lessons Learned Report
Interfaces Report Sessions Specs Balancing Design Application Application Application
Duration: 28 Duration: 8 Finish: Duration: 48 Duration: 16 Duration: 40 Finish: Duration: 12 Finish: Duration: 12 Finish: Duration: 13 Finish: Duration: 13 Finish: Duration: 16 Finish: Duration: 16 Duration: 8
Start: 1/6/03 Finish: 1/9/03 Start: 1/27/03 Start: 1/28/03 Finish: 2/5/03 Start: 2/5/03 Finish: 2/7/03 Start: 2/7/03 Start: 2/14/03 Start: 2/18/03 Start: 2/19/03 Start: 2/21/03 Start: 2/24/03 Start: 3/3/03 Finish: 3/5/03 Start: 3/5/03 Finish: 3/6/03
hrs hrs 1/28/03 hrs hrs hrs 2/14/03 hrs 2/17/03 hrs 2/19/03 hrs 2/21/03 hrs 2/24/03 hrs 2/26/03 hrs hrs
Total Slack: 0 Late Start: Late Finish: Total Slack: 0 Late Start: Late Finish: Total Slack: 0 Late Start: Late Finish: Total Slack: 0 Late Start: Late Finish: Total Slack: 0 Late Start: Late Finish: Total Slack: 0 Late Start: Late Finish: Total Slack: 0 Late Start: Late Finish: Total Slack: 0 Late Start: Late Finish: Total Slack: 0 Late Start: Late Finish: Total Slack: 0 Late Start: Late Finish: Total Slack: 0 Late Start: Late Finish: Total Slack: 0 Late Start: Late Finish:
hrs 1/6/03 1/9/03 hrs 1/27/03 1/28/03 hrs 1/28/03 2/5/03 hrs 2/5/03 2/7/03 hrs 2/7/03 2/14/03 hrs 2/14/03 2/17/03 hrs 2/18/03 2/19/03 hrs 2/19/03 2/21/03 hrs 2/21/03 2/24/03 hrs 2/24/03 2/26/03 hrs 3/3/03 3/5/03 hrs 3/5/03 3/6/03
Used/Unused Source Field

WBS: 0.2.3.2 Account File Specs WBS: 0.2.3.5 WBS: 0.3.1.2 Account File Application WBS: 0.3.2.2 Account File Application WBS: 0.3.3.2 Account File Application
Report
Duration: 48 Duration: 16 Duration: 40 Finish: Duration: 12 Finish: Duration: 12 Finish:
Start: 1/28/03 Finish: 2/5/03 Start: 2/5/03 Finish: 2/7/03 Start: 2/7/03 Start: 2/14/03 Start: 2/18/03
hrs hrs hrs 2/14/03 hrs 2/17/03 hrs 2/19/03
Total Slack: 0 Late Start: Late Finish: Total Slack: 0 Late Start: Late Finish: Total Slack: 0 Late Start: Late Finish: Total Slack: 0 Late Start: Late Finish: Total Slack: 0 Late Start: Late Finish:
hrs 1/28/03 2/5/03 hrs 2/5/03 2/7/03 hrs 2/7/03 2/14/03 hrs 2/14/03 2/17/03 hrs 2/18/03 2/19/03
WBS: 0.2.4.2 Account File Balancing Design
Duration: 16
Start: 2/5/03 Finish: 2/7/03
hrs
Total Slack: 0 Late Start: Late Finish:
hrs 2/5/03 2/7/03
Account History File Balancing Account History File Account History File Account History File
WBS: 0.2.3.3 Account History File Specs WBS: 0.2.4.3 WBS: 0.3.1.3 WBS: 0.3.2.3 WBS: 0.3.3.3
Design Application Application Application
Duration: 48 Duration: 16 Duration: 40 Finish: Duration: 12 Finish: Duration: 12 Finish:
Start: 1/28/03 Finish: 2/5/03 Start: 2/5/03 Finish: 2/7/03 Start: 2/7/03 Start: 2/14/03 Start: 2/18/03
hrs hrs hrs 2/14/03 hrs 2/17/03 hrs 2/19/03
Total Slack: 0 Late Start: Late Finish: Total Slack: 0 Late Start: Late Finish: Total Slack: 0 Late Start: Late Finish: Total Slack: 0 Late Start: Late Finish: Total Slack: 0 Late Start: Late Finish:
hrs 1/28/03 2/5/03 hrs 2/5/03 2/7/03 hrs 2/7/03 2/14/03 hrs 2/14/03 2/17/03 hrs 2/18/03 2/19/03
Target Applications & Target Record Layout

WBS: 0.1.3.1 WBS: 0.1.3.2 Target Data Dictionary WBS: 0.2.1.2
Interfaces Report Definition
Duration: 40 Finish: Duration: 40 Finish: Duration: 16 Finish:
Start: 1/9/03 Start: 1/16/03 Start: 1/23/03
hrs 1/16/03 hrs 1/23/03 hrs 1/27/03
Total Slack: 0 Late Start: Late Finish: Total Slack: 0 Late Start: Late Finish: Total Slack: 0 Late Start: Late Finish:
hrs 1/9/03 1/16/03 hrs 1/16/03 1/23/03 hrs 1/23/03 1/27/03
Page 1
1.1.1, 1.3.1, 1.3.2, 2.1.2, 2.2, 2.3.3, 2.3.5, 3.1.3, 3.2.3, 3.3.3, 0.4.1, 0.4.2, 0.4.3,
0.5.1, 0.5.2
Q. The Client’s Wish to Recover the Schedule
There are times in which the only way a good Project Manager can best serve his client is
to disappoint her by saying “No” to a request. This is one of those times. While every
client wants the shortest possible schedule, it is not always possible or, if possible, not
worth the risk of failure. Here are some of the reasons that I would not deliver a Project
Schedule of modified scope that is based on the original date:
1. Data Conversion projects have a high cost of failure. Specifically, these generally
involve moving millions of data elements and hundreds of millions of dollars, all
belonging to the client’s active customers. Any data improperly converted risks
the business relationship of valuable customers (recall that this is banking!). In
addition, having to reverse a conversion and/or missing the published schedule is
often worthy of note in the Wall Street Journal (I had one of these two years
ago!), resulting in embarrassment and loss of business to the client.
2. As noted above, the project began with a duration of 412 hours, but is now
projected at a total of 612 hours. To recover the schedule, would require a
duration reduction of 200 hours when there is only 178 hours left to the very
original project schedule. Roughly speaking, our productivity would have to
double over the remaining period. With all elements already at optimum duration,
and this short run-way, this is totally impractical.
3. The short runway also makes it very difficult to obtain and orient skilled
resources in time to contribute.
4. As the Schedule Performance Index (SPI) was calculated in assignment H as
being 0.83, and that is not factored into any of the above duration projections. If
we made a realistic projection, based on prior performance, we would be adding
about another 20% to the already-impossible duration.
The client can find another PM if they are not happy with the message, but “NO” is in
their best interest.
Detail Table
Original Adjusted Scope

Effort Scope Budget Duration
Duration (Worker- Budget % Change %EV Budget Cost Change Effort
Ref WBS Element Name (Hours) Hours) Cost Complete (%Orig) Penalty Cost Change (Hours) Change
Source
Applications &
1 0.1.1.1 Interfaces Report 40 70 $9,250 47% 7% 5% $10,115 $865 3.7 6.5
Source Data
2 0.1.1.2 Dictionary 40 260 $37,500 47% 7% 0% $40,125 $2,625 2.8 18.2
Target
Applications &
3 0.1.3.1 Interfaces Report 40 78 $10,570 47% 15% 9% $12,603 $2,033 7.7 15.0
Source Product
4 0.1.2.1 Report 16 36 $4,860 47% -15% 25% $4,702 -$158 -0.5 -1.2
Name & Address
Scrubbing
5 0.1.2.3 Analysis Report 16 30 $4,490 47% 7% 0% $4,804 $314 1.1 2.1
Pre-Authorized
Transaction File
6 0.1.2.6 Analysis Report 16 33 $4,700 47% 7% 5% $5,139 $439 1.5 3.1
Customer
Information File
7 0.1.2.2 Analysis Report 24 56 $7,710 47% 35% 12% $10,843 $3,133 9.8 22.8
Account File
8 0.1.2.4 Analysis Report 24 56 $7,710 47% 7% 5% $8,431 $721 2.2 5.2
Account History
File Analysis
9 0.1.2.5 Report 24 56 $7,710 47% 7% 5% $8,431 $721 2.2 5.2
Conversion
Dependency
(Intra-Appl &
10 0.2.1.1 External) Report 20 52 $7,820 47% 7% 5% $8,551 $731 1.9 4.9
Target Data
11 0.1.3.2 Dictionary 40 260 $37,500 43% 7% 0% $40,125 $2,625 2.8 18.2
Exception
Condition
12 0.2.1.3 Definition 8 52 $7,500 43% 7% 5% $8,186 $686 0.7 4.8
Target Record
13 0.2.1.2 Layout Definition 16 92 $14,680 43% 15% 9% $17,450 $2,770 3.0 17.4
14 0.2.1.4 Job List Definition 8 18 $3,170 43% -15% 25% $3,035 -$135 -0.3 -0.8
Conversion
Sequencing
15 0.2.1.5 Report 8 20 $2,590 43% 7% 5% $2,827 $237 0.7 1.8
Detailed Schedule
of Mapping
16 0.2.2 Sessions 8 20 $3,540 43% 7% 5% $3,864 $324 0.7 1.8
Pre-Authorized
Transaction File
17 0.2.3.4 Specs 40 266 $22,212 43% 35% 15% $31,419 $9,207 16.6 110.3
Pre-Authorized
Transaction File
18 0.2.4.4 Balancing Design 8 24 $2,390 43% 7% 5% $2,609 $219 0.7 2.2
Change Order
19 0.6.1 Analysis #001 40 180 $18,500 100% 0% 0% $18,500 $0 0.0 0.0
Customer
Information File
20 0.2.3.1 Specs 100 350 $28,642 43% 7% 5% $31,263 $2,621 5.5 32.0
Account File
21 0.2.3.2 Specs 100 350 $28,642 43% 7% 5% $31,263 $2,621 5.5 32.0
Account History
22 0.2.3.3 File Specs 100 350 $28,642 40% 7% 5% $31,220 $2,578 5.4 31.5
Customer
Information File
23 0.2.4.1 Balancing Design 16 48 $4,780 40% 15% 9% $5,669 $889 3.0 8.9
Account File
24 0.2.4.2 Balancing Design 16 48 $4,780 40% -15% 25% $4,541 -$239 -0.8 -2.4
Account History
File Balancing
25 0.2.4.3 Design 16 48 $4,780 40% 7% 5% $5,210 $430 1.4 4.3
Used/Unused
Source Field
26 0.2.3.5 Report 24 124 $12,520 40% 7% 5% $13,647 $1,127 2.2 11.2
Balancing
27 0.3.5.1 Spreadsheet 12 76 $12,360 40% 35% 12% $17,279 $4,919 4.8 30.2
Conversion
28 0.3.5.2 Activity Checklist 12 32 $5,920 40% 7% 5% $6,453 $533 1.1 2.9
Pre-Authorized
Transaction File
29 0.3.1.4 Application 40 78 $11,465 40% 7% 5% $12,497 $1,032 3.6 7.0
Pre-Authorized
Transaction File
30 0.3.2.4 Application 12 22 $3,300 40% 7% 5% $3,597 $297 1.1 2.0
Customer
Information File
31 0.3.1.1 Application 60 118 $17,610 40% 7% 5% $19,195 $1,585 5.4 10.6
Account File
32 0.3.1.2 Application 60 118 $17,610 30% 7% 5% $19,107 $1,497 5.1 10.0
Account History
33 0.3.1.3 File Application 60 118 $17,610 30% 15% 9% $20,727 $3,117 10.6 20.9
Pre-Authorized
Transaction File
34 0.3.3.4 Application 8 13 $1,815 30% -15% 25% $1,679 -$136 -0.6 -1.0
Pre-Authorized
Transaction File
35 0.3.4.4 Application 12 17 $2,475 30% 7% 5% $2,685 $210 1.0 1.4
Customer
Information File
36 0.3.2.1 Application 16 30 $4,290 30% 7% 5% $4,655 $365 1.4 2.6
Account File
37 0.3.2.2 Application 16 30 $4,290 30% 35% 15% $5,985 $1,695 6.3 11.9
Account History
38 0.3.2.3 File Application 16 30 $4,290 30% 7% 5% $4,655 $365 1.4 2.6
Customer
Information File
39 0.3.3.1 Application 12 18 $2,640 30% 7% 5% $2,864 $224 1.0 1.5
Account File
40 0.3.3.2 Application 12 18 $2,640 30% 7% 5% $2,864 $224 1.0 1.5
Account History
41 0.3.3.3 File Application 12 18 $2,640 30% 7% 5% $2,864 $224 1.0 1.5
Customer
Information File
42 0.3.4.1 Application 12 18 $2,640 30% 7% 5% $2,864 $224 1.0 1.5
Account File
43 0.3.4.2 Application 12 18 $2,640 30% 15% 10% $3,115 $475 2.2 3.2
Account History
44 0.3.4.3 File Application 12 18 $2,640 30% -15% 25% $2,442 -$198 -0.9 -1.4
System Test
45 0.4.1 Extract 16 117 $19,000 30% 7% 0% $20,330 $1,330 1.1 8.2
Dry Run Test
46 0.4.2 Extract 16 117 $19,000 30% 7% 0% $20,330 $1,330 1.1 8.2
Conversion
47 0.4.3 Extract 16 117 $19,000 30% 35% 0% $25,650 $6,650 5.6 41.0
Plan vs. Actuals
48 0.5.1 Report 16 24 $4,440 30% 7% 5% $4,817 $377 1.4 2.0
Lessons Learned
49 0.5.2 Report 8 36 $4,620 30% 7% 5% $5,013 $393 0.7 3.1
Totals --> 4178 $512,123 $576,240 $64,117 526.6
Remaining
Completed Work (Old
Original Plan Work (New Difference
Rates)
Rates)
% Sched PV
Total
Tot Total Duration (BCWS) Est To Total Budget Budget
WBS Slack Critical Comp
Cost Cost Expired at Complete Cost Change Incr
Element (Float) Path? (%)
(BAC) (BCWP) at Stat Status (ETC) (BAC) ($) (%)
Hours
Date Date
1.1.1 Source
Application
$9,250 0 Yes 47% $4,347.50 100% $9,250 $4,931.92 $9,279.42 29.42 0.3%
& Interfaces
Report
1.1.2 Source
Data $37,500 40 47%$17,625.00 100% $37,500 $21,109.37$38,734.37 1,234.37 3.3%
Dictionary
1.2.1 Source
Product $4,860 48 47% $2,284.20 100% $4,860 $2,644.17 $4,928.37 68.37 1.4%
Report
1.2.2
Customer
Information $7,710 40 47% $3,623.70 100% $7,710 $4,173.06 $7,796.76 86.76 1.1%
File Analysis
Report
1.2.3 Name
& Address
Scrubbing $4,490 80 47% $2,110.30 100% $4,490 $2,418.66 $4,528.96 38.95 0.9%
Analysis
Report
1.2.4
Account File
$7,710 40 47% $3,623.70 100% $7,710 $4,173.06 $7,796.76 86.76 1.1%
Analysis
Report
1.2.5
Account
History File $7,710 40 47% $3,623.70 100% $7,710 $4,173.06 $7,796.76 86.76 1.1%
Analysis
Report
1.2.6 Pre-
Authorized
Transaction $4,700 68 47% $2,209.00 100% $4,700 $2,537.75 $4,746.75 46.75 1.0%
File Analysis
Report
1.3.1 Target
Application
$10,570 0 Yes 47% $4,967.90 100% $10,570 $5,680.49$10,648.39 78.39 0.7%
& Interfaces
Report
1.3.2 Target
Data $37,500 0 Yes 43%$16,125.00 100% $37,500 $22,702.53$38,827.53 1,327.53 3.5%
Dictionary
2.1.1
Conversion
Dependency
$7,820 80 47% $3,675.40 100% $7,820 $4,277.84 $7,953.24 133.24 1.7%
(Intra-Appl
& External)
Report
2.1.2 Target
Record
$14,680 0 Yes 43% $6,312.40 100% $14,680 $8,438.05$14,750.45 70.45 0.5%
Layout
Definition
Remaining
Completed Work (Old
Rates)
Rates)
% Sched PV
Total
Hours
Date Date
2.1.3
Exception
$7,500 68 43% $3,225.00 100% $7,500 $4,506.76 $7,731.76 231.76 3.1%
Condition
Definition
2.1.4 Job
List $3,170 68 43% $1,363.10 100% $3,170 $1,805.70 $3,168.80 (1.20) 0.0%
Definition
2.1.5
Conversion
$2,590 68 43% $1,113.70 100% $2,590 $1,520.59 $2,634.29 44.29 1.7%
Sequencing
Report
2.2 Detailed
Schedule of
$3,540 0 Yes 43% $1,522.20 100% $3,540 $2,150.61 $3,672.81 132.81 3.8%
Mapping
Sessions
2.3.1
Customer
$28,642 0 Yes 43%$12,316.06 83% $23,868 $17,034.37$29,350.43 708.43 2.5%
Information
File Specs
2.3.2
Account File $28,642 0 Yes 43%$12,316.06 83% $23,868 $17,034.37$29,350.43 708.43 2.5%
Specs
2.3.3
Account
$28,642 0 Yes 40%$11,456.80 83% $23,868 $17,930.92$29,387.72 745.72 2.6%
History File
Specs
2.3.4 Pre-
Authorized
$22,212 20 43% $9,551.16 100% $22,212 $13,187.95$22,739.11 527.11 2.4%
Transaction
File Specs
2.3.5
Used/Unused
$12,520 0 Yes 40% $5,008.00 0% $0 $7,867.92$12,875.92 355.92 2.8%
Source Field
Report
2.4.1
Customer
Information
$4,780 8 40% $1,912.00 0% $0 $3,001.56 $4,913.56 133.56 2.8%
File
Balancing
Design
2.4.2
Account File
$4,780 8 40% $1,912.00 0% $0 $3,001.56 $4,913.56 133.56 2.8%
Balancing
Design
2.4.3
Account
History File $4,780 8 40% $1,912.00 0% $0 $3,001.56 $4,913.56 133.56 2.8%
Balancing
Design
2.4.4 Pre-
Authorized $2,390 64 43% $1,027.70 100% $2,390 $1,425.74 $2,453.44 63.44 2.7%
Transaction
Remaining
Completed Work (Old
Rates)
Rates)
% Sched PV
Total
Hours
Date Date
File
Balancing
Design
3.1.1
Customer
Information $17,610 0 Yes 40% $7,044.00 0% $0 $10,830.42$17,874.42 264.42 1.5%
File
Application
3.1.2
Account File $17,610 0 Yes 30% $5,283.00 0% $0 $12,635.49$17,918.49 308.49 1.8%
Application
3.1.3
Account
$17,610 0 Yes 30% $5,283.00 0% $0 $12,635.49$17,918.49 308.49 1.8%
History File
Application
3.1.4 Pre-
Authorized
Transaction $11,465 28 40% $4,586.00 0% $0 $7,043.73$11,629.73 164.73 1.4%
File
Application
3.2.1
Customer
Information $4,290 0 Yes 30% $1,287.00 0% $0 $3,120.81 $4,407.81 117.81 2.7%
File
Application
3.2.2
Account File $4,290 0 Yes 30% $1,287.00 0% $0 $3,120.81 $4,407.81 117.81 2.7%
Application
3.2.3
Account
$4,290 0 Yes 30% $1,287.00 0% $0 $3,120.81 $4,407.81 117.81 2.7%
History File
Application
3.2.4 Pre-
Authorized
Transaction $3,300 28 40% $1,320.00 0% $0 $2,055.24 $3,375.24 75.24 2.3%
File
Application
3.3.1
Customer
Information $2,640 0 Yes 30% $792.00 0% $0 $1,866.48 $2,658.48 18.48 0.7%
File
Application
3.3.2
Account File $2,640 0 Yes 30% $792.00 0% $0 $1,866.48 $2,658.48 18.48 0.7%
Application
3.3.3
Account
$2,640 0 Yes 30% $792.00 0% $0 $1,866.48 $2,658.48 18.48 0.7%
History File
Application
3.3.4 Pre-
Authorized $1,815 28 30% $544.50 0% $0 $1,285.52 $1,830.02 15.02 0.8%
Transaction
Remaining
Completed Work (Old
Rates)
Rates)
% Sched PV
Total
Hours
Date Date
File
Application
3.4.1
Customer
Information $2,640 16 30% $792.00 0% $0 $1,866.48 $2,658.48 18.48 0.7%
File
Application
3.4.2
Account File $2,640 16 30% $792.00 0% $0 $1,866.48 $2,658.48 18.48 0.7%
Application
3.4.3
Account
$2,640 16 30% $792.00 0% $0 $1,866.48 $2,658.48 18.48 0.7%
History File
Application
3.4.4 Pre-
Authorized
Transaction $2,475 40 30% $742.50 0% $0 $1,742.90 $2,485.40 10.40 0.4%
File
Application
3.5.1
Balancing $12,360 84 40% $4,944.00 0% $0 $7,828.56$12,772.56 412.56 3.3%
Spreadsheet
3.5.2
Conversion
$5,920 84 40% $2,368.00 0% $0 $3,738.48 $6,106.48 186.48 3.1%
Activity
Checklist
4.1 System
$19,000 0 Yes 30% $5,700.00 0% $0 $13,864.76$19,564.76 564.76 3.0%
Test Extract
4.2 Dry Run
$19,000 0 Yes 30% $5,700.00 0% $0 $13,864.76$19,564.76 564.76 3.0%
Test Extract
4.3
Conversion $19,000 0 Yes 30% $5,700.00 0% $0 $13,864.76$19,564.76 564.76 3.0%
Extract
5.1 Plan vs.
Actuals $4,440 0 Yes 30% $1,332.00 0% $0 $3,325.56 $4,657.56 217.56 4.9%
Report
5.2 Lessons
Learned $4,620 0 Yes 30% $1,386.00 0% $0 $3,444.70 $4,830.70 210.70 4.6%
Report
$493,623 $195,710 $267,507 $309,451 $505,161 11,537.81 2.3%
Q. Who Absorbs the Cost Impact?

If the contract were fixed-price to the client, then the client would have no visibility to these
increases, and the impact would be borne by the contractor. If this were cost-plus, or internal,
then the project owner (client or internal organization) would “own” the impact of the cost
change. Discussion below assumes that this is an internal project.
Appendix B. Cost Rate Impact to WBS
The table below shows the WBS and the effect of the new cost rates to begin
immediately. The “Original plan” section shows, for each resource assigned to an
element, the baseline intensity, duration, total units and total cost originally projected at
project completion. The “Completed” section shows, for the work completed thus far (as
reported by the contractor in “H”), the Earned Value (a.k.a. BCWP) using the original
budgeted cost rates. The “Remaining” section shows, for the incomplete portions of the
elements, the budget required to complete the work at the new rates. This last section
also shows the total budget impact of the change, in dollars and in percentage.
Completed at Status
Original Plan Remaining at New Cost Rates
Date (original rates)
Tot Units
Duration
Intensity
Tot Units Extended Budget Budget

WBS Comp Unit Units Tot Cost Unit Tot Cost
Resource Cost To Cost Change Incr
Element (%) Cost Done (BCWP) Cost (BAC)
(BAC) Go (ETC) ($) (%)
1.1.1 Source
P.5.1
Application
Conversion 1 40 40 $7,400 47% $185 18.8 $3,478.00$183.15 21.2 $3,882.78 $7,360.78 (39.22) -0.5%
& Interfaces
Architect
Report
P.3.1 BA
Lead - 1 10 10 $1,850 47% $185 4.7 $869.50$197.95 5.3 $1,049.14 $1,918.64 68.63 3.7%
Banking
C.2.1 Client
1 10 10 $0 47% $0 4.7 $0.00 $0.00 5.3 $0.00 $0.00 0.00 0.0%
Architect
C.3.1 Client
1 10 10 $0 47% $0 4.7 $0.00 $0.00 5.3 $0.00 $0.00 0.00 0.0%
BA
1.1.2 Source P.5.1
Data Conversion 1 20 20 $3,700 47% $185 9.4 $1,739.00$183.15 10.6 $1,941.39 $3,680.39 (19.61) -0.5%
Dictionary Architect
P.3.1 BA
Lead - 1 40 40 $7,400 47% $185 18.8 $3,478.00$197.95 21.2 $4,196.54 $7,674.54 274.54 3.7%
Banking
P.3.2 BA -
4 40 160 $26,400 47% $165 75.2$12,408.00$176.55 84.8$14,971.44$27,379.44 979.44 3.7%
Banking
C.3.1 Client
1 40 40 $0 47% $0 18.8 $0.00 $0.00 21.2 $0.00 $0.00 0.00 0.0%
BA
1.2.1 Source P.3.1 BA
Product Lead - 1 12 12 $2,220 47% $185 5.6 $1,043.40$197.95 6.4 $1,258.96 $2,302.36 82.36 3.7%
Report Banking
P.5.5
Programmer
1 16 16 $2,640 47% $165 7.5 $1,240.80$163.35 8.5 $1,385.21 $2,626.01 (13.99) -0.5%
- Host
Cobol
C.3.1 Client
1 8 8 $0 47% $0 3.8 $0.00 $0.00 4.2 $0.00 $0.00 0.00 0.0%
BA
1.2.2
Customer P.5.1
Information Conversion 1 4 4 $740 47% $185 1.9 $347.80$183.15 2.1 $388.28 $736.08 (3.92) -0.5%
File Analysis Architect
Report
P.3.1 BA
Lead - 1 2 2 $370 47% $185 0.9 $173.90$197.95 1.1 $209.83 $383.73 13.73 3.7%
Banking
P.3.2 BA -
1 16 16 $2,640 47% $165 7.5 $1,240.80$176.55 8.5 $1,497.14 $2,737.94 97.94 3.7%
Banking
Completed at Status
Tot Units
Duration
Intensity
(BAC) Go (ETC) ($) (%)
P.5.5
Programmer
1 24 24 $3,960 47% $165 11.3 $1,861.20$163.35 12.7 $2,077.81 $3,939.01 (20.99) -0.5%
- Host
Cobol
C.3.1 Client
1 10 10 $0 47% $0 4.7 $0.00 $0.00 5.3 $0.00 $0.00 0.00 0.0%
BA
1.2.3 Name
& Address P.5.1
Scrubbing Conversion 1 2 2 $370 47% $185 0.9 $173.90$183.15 1.1 $194.14 $368.04 (1.96) -0.5%
Analysis Architect
Report
P.3.1 BA
Lead - 1 8 8 $1,480 47% $185 3.8 $695.60$197.95 4.2 $839.31 $1,534.91 54.91 3.7%
Banking
P.5.5
Programmer
1 16 16 $2,640 47% $165 7.5 $1,240.80$163.35 8.5 $1,385.21 $2,626.01 (13.99) -0.5%
- Host
Cobol
C.3.1 Client
1 4 4 $0 47% $0 1.9 $0.00 $0.00 2.1 $0.00 $0.00 0.00 0.0%
BA
1.2.4
P.5.1
Account File
Conversion 1 4 4 $740 47% $185 1.9 $347.80$183.15 2.1 $388.28 $736.08 (3.92) -0.5%
Analysis
Architect
Report
P.3.1 BA
Lead - 1 2 2 $370 47% $185 0.9 $173.90$197.95 1.1 $209.83 $383.73 13.73 3.7%
Banking
P.3.2 BA -
1 16 16 $2,640 47% $165 7.5 $1,240.80$176.55 8.5 $1,497.14 $2,737.94 97.94 3.7%
Banking
P.5.5
Programmer
1 24 24 $3,960 47% $165 11.3 $1,861.20$163.35 12.7 $2,077.81 $3,939.01 (20.99) -0.5%
- Host
Cobol
C.3.1 Client
1 10 10 $0 47% $0 4.7 $0.00 $0.00 5.3 $0.00 $0.00 0.00 0.0%
BA
1.2.5
Account P.5.1
History File Conversion 1 4 4 $740 47% $185 1.9 $347.80$183.15 2.1 $388.28 $736.08 (3.92) -0.5%
Analysis Architect
Report
P.3.1 BA
Lead - 1 2 2 $370 47% $185 0.9 $173.90$197.95 1.1 $209.83 $383.73 13.73 3.7%
Banking
P.3.2 BA -
1 16 16 $2,640 47% $165 7.5 $1,240.80$176.55 8.5 $1,497.14 $2,737.94 97.94 3.7%
Banking
P.5.5
Programmer
1 24 24 $3,960 47% $165 11.3 $1,861.20$163.35 12.7 $2,077.81 $3,939.01 (20.99) -0.5%
- Host
Cobol
C.3.1 Client
1 10 10 $0 47% $0 4.7 $0.00 $0.00 5.3 $0.00 $0.00 0.00 0.0%
BA
Completed at Status
Tot Units
Duration
Intensity
(BAC) Go (ETC) ($) (%)
1.2.6 Pre-
Authorized P.5.1
Transaction Conversion 1 2 2 $370 47% $185 0.9 $173.90$183.15 1.1 $194.14 $368.04 (1.96) -0.5%
File Analysis Architect
Report
P.3.1 BA
Lead - 1 2 2 $370 47% $185 0.9 $173.90$197.95 1.1 $209.83 $383.73 13.73 3.7%
Banking
P.3.2 BA -
1 8 8 $1,320 47% $165 3.8 $620.40$176.55 4.2 $748.57 $1,368.97 48.97 3.7%
Banking
P.5.5
Programmer
1 16 16 $2,640 47% $165 7.5 $1,240.80$163.35 8.5 $1,385.21 $2,626.01 (13.99) -0.5%
- Host
Cobol
C.3.1 Client
1 5 5 $0 47% $0 2.4 $0.00 $0.00 2.7 $0.00 $0.00 0.00 0.0%
BA
1.3.1 Target
P.5.1
Application
Conversion 1 40 40 $7,400 47% $185 18.8 $3,478.00$183.15 21.2 $3,882.78 $7,360.78 (39.22) -0.5%
& Interfaces
Architect
Report
P.3.1 BA
Lead - 1 10 10 $1,850 47% $185 4.7 $869.50$197.95 5.3 $1,049.14 $1,918.64 68.63 3.7%
Banking
P.3.2 BA -
4 2 8 $1,320 47% $165 3.8 $620.40$176.55 4.2 $748.57 $1,368.97 48.97 3.7%
Banking
C.2.1 Client
1 10 10 $0 47% $0 4.7 $0.00 $0.00 5.3 $0.00 $0.00 0.00 0.0%
Architect
C.3.1 Client
1 10 10 $0 47% $0 4.7 $0.00 $0.00 5.3 $0.00 $0.00 0.00 0.0%
BA
1.3.2 Target P.5.1
Data Conversion 1 20 20 $3,700 43% $185 8.6 $1,591.00$183.15 11.4 $2,087.91 $3,678.91 (21.09) -0.6%
Dictionary Architect
P.3.1 BA
Lead - 1 40 40 $7,400 43% $185 17.2 $3,182.00$197.95 22.8 $4,513.26 $7,695.26 295.26 4.0%
Banking
P.3.2 BA -
4 40 160 $26,400 43% $165 68.8$11,352.00$176.55 91.2$16,101.36$27,453.36 1,053.36 4.0%
Banking
C.3.1 Client
1 40 40 $0 43% $0 17.2 $0.00 $0.00 22.8 $0.00 $0.00 0.00 0.0%
BA
2.1.1
Conversion
P.5.1
Dependency
Conversion 1 20 20 $3,700 47% $185 9.4 $1,739.00$183.15 10.6 $1,941.39 $3,680.39 (19.61) -0.5%
(Intra-Appl
Architect
& External)
Report
P.3.1 BA
Lead - 1 8 8 $1,480 47% $185 3.8 $695.60$197.95 4.2 $839.31 $1,534.91 54.91 3.7%
Banking
P.3.2 BA -
4 4 16 $2,640 47% $165 7.5 $1,240.80$176.55 8.5 $1,497.14 $2,737.94 97.94 3.7%
Banking
C.2.1 Client
1 4 4 $0 47% $0 1.9 $0.00 $0.00 2.1 $0.00 $0.00 0.00 0.0%
Architect
C.3.1 Client 1 4 4 $0 47% $0 1.9 $0.00 $0.00 2.1 $0.00 $0.00 0.00 0.0%
Completed at Status
Tot Units
Duration
Intensity
(BAC) Go (ETC) ($) (%)
BA
2.1.2 Target
P.5.1
Record
Conversion 1 4 4 $740 43% $185 1.7 $318.20$183.15 2.3 $417.58 $735.78 (4.22) -0.6%
Layout
Architect
Definition
P.3.1 BA
Lead - 1 4 4 $740 43% $185 1.7 $318.20$197.95 2.3 $451.33 $769.53 29.53 4.0%
Banking
P.3.2 BA -
4 4 16 $2,640 43% $165 6.9 $1,135.20$176.55 9.1 $1,610.14 $2,745.34 105.34 4.0%
Banking
P.5.5
Programmer
4 16 64 $10,560 43% $165 27.5 $4,540.80$163.35 36.5 $5,959.01$10,499.81 (60.19) -0.6%
- Host
Cobol
C.2.1 Client
1 2 2 $0 43% $0 0.9 $0.00 $0.00 1.1 $0.00 $0.00 0.00 0.0%
Architect
C.3.1 Client
1 2 2 $0 43% $0 0.9 $0.00 $0.00 1.1 $0.00 $0.00 0.00 0.0%
BA
2.1.3
P.5.1
Exception
Conversion 1 8 8 $1,480 43% $185 3.4 $636.40$183.15 4.6 $835.16 $1,471.56 (8.44) -0.6%
Condition
Architect
Definition
P.3.1 BA
Lead - 1 4 4 $740 43% $185 1.7 $318.20$197.95 2.3 $451.33 $769.53 29.53 4.0%
Banking
P.3.2 BA -
4 8 32 $5,280 43% $165 13.8 $2,270.40$176.55 18.2 $3,220.27 $5,490.67 210.67 4.0%
Banking
C.2.1 Client
1 4 4 $0 43% $0 1.7 $0.00 $0.00 2.3 $0.00 $0.00 0.00 0.0%
Architect
C.3.1 Client
1 4 4 $0 43% $0 1.7 $0.00 $0.00 2.3 $0.00 $0.00 0.00 0.0%
BA
2.1.4 Job P.5.1
List Conversion 1 8 8 $1,480 43% $185 3.4 $636.40$183.15 4.6 $835.16 $1,471.56 (8.44) -0.6%
P.3.1 BA
Lead - 1 2 2 $370 43% $185 0.9 $159.10$197.95 1.1 $225.66 $384.76 14.76 4.0%
Banking
P.5.5
Programmer
4 2 8 $1,320 43% $165 3.4 $567.60$163.35 4.6 $744.88 $1,312.48 (7.52) -0.6%
- Host
Cobol
2.1.5
P.5.1
Conversion
Conversion 1 8 8 $1,480 43% $185 3.4 $636.40$183.15 4.6 $835.16 $1,471.56 (8.44) -0.6%
Sequencing
Architect
Report
P.3.1 BA
Lead - 1 4 4 $740 43% $185 1.7 $318.20$197.95 2.3 $451.33 $769.53 29.53 4.0%
Banking
P.1.4
Conversion 1 2 2 $370 43% $185 0.9 $159.10$205.35 1.1 $234.10 $393.20 23.20 6.3%
PM
C.2.1 Client
1 4 4 $0 43% $0 1.7 $0.00 $0.00 2.3 $0.00 $0.00 0.00 0.0%
Architect
Completed at Status
Tot Units
Duration
Intensity
(BAC) Go (ETC) ($) (%)
C.3.1 Client
1 2 2 $0 43% $0 0.9 $0.00 $0.00 1.1 $0.00 $0.00 0.00 0.0%
BA
2.2 Detailed
P.5.1
Schedule of
Conversion 1 2 2 $370 43% $185 0.9 $159.10$183.15 1.1 $208.79 $367.89 (2.11) -0.6%
Mapping
Architect
Sessions
P.3.1 BA
Lead - 1 8 8 $1,480 43% $185 3.4 $636.40$197.95 4.6 $902.65 $1,539.05 59.05 4.0%
Banking
P.3.2 BA -
4 2 8 $1,320 43% $165 3.4 $567.60$176.55 4.6 $805.07 $1,372.67 52.67 4.0%
Banking
P.1.4
Conversion 1 2 2 $370 43% $185 0.9 $159.10$205.35 1.1 $234.10 $393.20 23.20 6.3%
PM
2.3.1
Customer P.3.2 BA -
1 60 60 $9,900 43% $165 25.8 $4,257.00$176.55 34.2 $6,038.01$10,295.01 395.01 4.0%
Information Banking
File Specs
P.3.1 BA
Lead - 1 8 8 $1,480 43% $185 3.4 $636.40$197.95 4.6 $902.65 $1,539.05 59.05 4.0%
Banking
P.1.4
Conversion 1 16 16 $2,960 43% $185 6.9 $1,272.80$205.35 9.1 $1,872.79 $3,145.59 185.59 6.3%
PM
P.5.1
Conversion 1 6 6 $1,110 43% $185 2.6 $477.30$183.15 3.4 $626.37 $1,103.67 (6.33) -0.6%
Architect
P.5.5
Programmer
1 40 40 $6,600 43% $165 17.2 $2,838.00$163.35 22.8 $3,724.38 $6,562.38 (37.62) -0.6%
- Host
Cobol
C.3.1 Client
1 60 60 $0 43% $0 25.8 $0.00 $0.00 34.2 $0.00 $0.00 0.00 0.0%
BA
C.1.1 Client
1 8 8 $0 43% $0 3.4 $0.00 $0.00 4.6 $0.00 $0.00 0.00 0.0%
PM
C.2.1 Client
1 16 16 $0 43% $0 6.9 $0.00 $0.00 9.1 $0.00 $0.00 0.00 0.0%
Architect
C.4.1 Client
Programmer 1 40 40 $0 43% $0 17.2 $0.00 $0.00 22.8 $0.00 $0.00 0.00 0.0%
- Source
C.4.2 Client
Programmer 1 40 40 $0 43% $0 17.2 $0.00 $0.00 22.8 $0.00 $0.00 0.00 0.0%
- Target
T.1.2
Remote 4 1 4 $3,600 43% $900 1.7 $1,548.00$927.00 2.3 $2,113.56 $3,661.56 61.56 1.7%
Flight
T.2.2
Remote
4 3 12 $1,200 43% $100 5.2 $516.00$103.00 6.8 $704.52 $1,220.52 20.52 1.7%
Resource
Onsite A
F.2.3 Conf
1 16 16 $1,600 43% $100 6.9 $688.00$103.00 9.1 $939.36 $1,627.36 27.36 1.7%
Room M
F.3.1 Deli 2 12 24 $192 43% $8 10.3 $82.56 $8.24 13.7 $112.72 $195.28 3.28 1.7%
Completed at Status
Tot Units
Duration
Intensity
(BAC) Go (ETC) ($) (%)
Lunch
2.3.2
P.3.2 BA -
Account File 1 60 60 $9,900 43% $165 25.8 $4,257.00$176.55 34.2 $6,038.01$10,295.01 395.01 4.0%
Banking
Specs
P.3.1 BA
Lead - 1 8 8 $1,480 43% $185 3.4 $636.40$197.95 4.6 $902.65 $1,539.05 59.05 4.0%
Banking
P.1.4
Conversion 1 16 16 $2,960 43% $185 6.9 $1,272.80$205.35 9.1 $1,872.79 $3,145.59 185.59 6.3%
PM
P.5.1
Conversion 1 6 6 $1,110 43% $185 2.6 $477.30$183.15 3.4 $626.37 $1,103.67 (6.33) -0.6%
Architect
P.5.5
Programmer
1 40 40 $6,600 43% $165 17.2 $2,838.00$163.35 22.8 $3,724.38 $6,562.38 (37.62) -0.6%
- Host
Cobol
C.3.1 Client
1 60 60 $0 43% $0 25.8 $0.00 $0.00 34.2 $0.00 $0.00 0.00 0.0%
BA
C.1.1 Client
1 8 8 $0 43% $0 3.4 $0.00 $0.00 4.6 $0.00 $0.00 0.00 0.0%
PM
C.2.1 Client
1 16 16 $0 43% $0 6.9 $0.00 $0.00 9.1 $0.00 $0.00 0.00 0.0%
Architect
C.4.1 Client
Programmer 1 40 40 $0 43% $0 17.2 $0.00 $0.00 22.8 $0.00 $0.00 0.00 0.0%
- Source
C.4.2 Client
Programmer 1 40 40 $0 43% $0 17.2 $0.00 $0.00 22.8 $0.00 $0.00 0.00 0.0%
- Target
T.1.2
Remote 4 1 4 $3,600 43% $900 1.7 $1,548.00$927.00 2.3 $2,113.56 $3,661.56 61.56 1.7%
Flight
T.2.2
Remote
4 3 12 $1,200 43% $100 5.2 $516.00$103.00 6.8 $704.52 $1,220.52 20.52 1.7%
Resource
Onsite A
F.2.3 Conf
1 16 16 $1,600 43% $100 6.9 $688.00$103.00 9.1 $939.36 $1,627.36 27.36 1.7%
Room M
F.3.1 Deli
2 12 24 $192 43% $8 10.3 $82.56 $8.24 13.7 $112.72 $195.28 3.28 1.7%
Lunch
2.3.3
Account P.3.2 BA -
1 60 60 $9,900 40% $165 24.0 $3,960.00$176.55 36.0 $6,355.80$10,315.80 415.80 4.2%
History File Banking
Specs
P.3.1 BA
Lead - 1 8 8 $1,480 40% $185 3.2 $592.00$197.95 4.8 $950.16 $1,542.16 62.16 4.2%
Banking
P.1.4
Conversion 1 16 16 $2,960 40% $185 6.4 $1,184.00$205.35 9.6 $1,971.36 $3,155.36 195.36 6.6%
PM
P.5.1
Conversion 1 6 6 $1,110 40% $185 2.4 $444.00$183.15 3.6 $659.34 $1,103.34 (6.66) -0.6%
Architect
Completed at Status
Tot Units
Duration
Intensity
(BAC) Go (ETC) ($) (%)
P.5.5
Programmer
1 40 40 $6,600 40% $165 16.0 $2,640.00$163.35 24.0 $3,920.40 $6,560.40 (39.60) -0.6%
- Host
Cobol
C.3.1 Client
1 60 60 $0 40% $0 24.0 $0.00 $0.00 36.0 $0.00 $0.00 0.00 0.0%
BA
C.1.1 Client
1 8 8 $0 40% $0 3.2 $0.00 $0.00 4.8 $0.00 $0.00 0.00 0.0%
PM
C.2.1 Client
1 16 16 $0 40% $0 6.4 $0.00 $0.00 9.6 $0.00 $0.00 0.00 0.0%
Architect
C.4.1 Client
Programmer 1 40 40 $0 40% $0 16.0 $0.00 $0.00 24.0 $0.00 $0.00 0.00 0.0%
- Source
C.4.2 Client
Programmer 1 40 40 $0 40% $0 16.0 $0.00 $0.00 24.0 $0.00 $0.00 0.00 0.0%
- Target
T.1.2
Remote 4 1 4 $3,600 40% $900 1.6 $1,440.00$927.00 2.4 $2,224.80 $3,664.80 64.80 1.8%
Flight
T.2.2
Remote
4 3 12 $1,200 40% $100 4.8 $480.00$103.00 7.2 $741.60 $1,221.60 21.60 1.8%
Resource
Onsite A
F.2.3 Conf
1 16 16 $1,600 40% $100 6.4 $640.00$103.00 9.6 $988.80 $1,628.80 28.80 1.8%
Room M
F.3.1 Deli
2 12 24 $192 40% $8 9.6 $76.80 $8.24 14.4 $118.66 $195.46 3.46 1.8%
Lunch
2.3.4 Pre-
Authorized P.3.2 BA -
1 40 40 $6,600 43% $165 17.2 $2,838.00$176.55 22.8 $4,025.34 $6,863.34 263.34 4.0%
Transaction Banking
File Specs
P.3.1 BA
Lead - 1 6 6 $1,110 43% $185 2.6 $477.30$197.95 3.4 $676.99 $1,154.29 44.29 4.0%
Banking
P.1.4
Conversion 1 12 12 $2,220 43% $185 5.2 $954.60$205.35 6.8 $1,404.59 $2,359.19 139.19 6.3%
PM
P.5.1
Conversion 1 4 4 $740 43% $185 1.7 $318.20$183.15 2.3 $417.58 $735.78 (4.22) -0.6%
Architect
P.5.5
Programmer
1 30 30 $4,950 43% $165 12.9 $2,128.50$163.35 17.1 $2,793.29 $4,921.79 (28.22) -0.6%
- Host
Cobol
C.3.1 Client
1 40 40 $0 43% $0 17.2 $0.00 $0.00 22.8 $0.00 $0.00 0.00 0.0%
BA
C.1.1 Client
1 6 6 $0 43% $0 2.6 $0.00 $0.00 3.4 $0.00 $0.00 0.00 0.0%
PM
C.2.1 Client
1 12 12 $0 43% $0 5.2 $0.00 $0.00 6.8 $0.00 $0.00 0.00 0.0%
Architect
C.4.1 Client
Programmer 1 30 30 $0 43% $0 12.9 $0.00 $0.00 17.1 $0.00 $0.00 0.00 0.0%
- Source
Completed at Status
Tot Units
Duration
Intensity
(BAC) Go (ETC) ($) (%)
C.4.2 Client
Programmer 1 30 30 $0 43% $0 12.9 $0.00 $0.00 17.1 $0.00 $0.00 0.00 0.0%
- Target
T.1.2
Remote 4 1 4 $3,600 43% $900 1.7 $1,548.00$927.00 2.3 $2,113.56 $3,661.56 61.56 1.7%
Flight
T.2.2
Remote
4 3 12 $1,200 43% $100 5.2 $516.00$103.00 6.8 $704.52 $1,220.52 20.52 1.7%
Resource
Onsite A
F.2.3 Conf
1 16 16 $1,600 43% $100 6.9 $688.00$103.00 9.1 $939.36 $1,627.36 27.36 1.7%
Room M
F.3.1 Deli
2 12 24 $192 43% $8 10.3 $82.56 $8.24 13.7 $112.72 $195.28 3.28 1.7%
Lunch
2.3.5
Used/Unused P.3.2 BA -
4 8 32 $5,280 40% $165 12.8 $2,112.00$176.55 19.2 $3,389.76 $5,501.76 221.76 4.2%
Source Field Banking
Report
P.3.1 BA
Lead - 1 8 8 $1,480 40% $185 3.2 $592.00$197.95 4.8 $950.16 $1,542.16 62.16 4.2%
Banking
P.1.4
Conversion 1 8 8 $1,480 40% $185 3.2 $592.00$205.35 4.8 $985.68 $1,577.68 97.68 6.6%
PM
P.5.1
Conversion 1 16 16 $2,960 40% $185 6.4 $1,184.00$183.15 9.6 $1,758.24 $2,942.24 (17.76) -0.6%
Architect
P.5.5
Programmer
4 2 8 $1,320 40% $165 3.2 $528.00$163.35 4.8 $784.08 $1,312.08 (7.92) -0.6%
- Host
Cobol
C.3.1 Client
1 24 24 $0 40% $0 9.6 $0.00 $0.00 14.4 $0.00 $0.00 0.00 0.0%
BA
C.1.1 Client
1 4 4 $0 40% $0 1.6 $0.00 $0.00 2.4 $0.00 $0.00 0.00 0.0%
PM
C.2.1 Client
1 8 8 $0 40% $0 3.2 $0.00 $0.00 4.8 $0.00 $0.00 0.00 0.0%
Architect
C.4.1 Client
Programmer 1 8 8 $0 40% $0 3.2 $0.00 $0.00 4.8 $0.00 $0.00 0.00 0.0%
- Source
C.4.2 Client
Programmer 1 8 8 $0 40% $0 3.2 $0.00 $0.00 4.8 $0.00 $0.00 0.00 0.0%
- Target
2.4.1
Customer
Information P.3.2 BA -
1 16 16 $2,640 40% $165 6.4 $1,056.00$176.55 9.6 $1,694.88 $2,750.88 110.88 4.2%
File Banking
Balancing
Design
P.3.1 BA
Lead - 1 4 4 $740 40% $185 1.6 $296.00$197.95 2.4 $475.08 $771.08 31.08 4.2%
Banking
Completed at Status
Tot Units
Duration
Intensity
(BAC) Go (ETC) ($) (%)
P.5.1
Conversion 1 4 4 $740 40% $185 1.6 $296.00$183.15 2.4 $439.56 $735.56 (4.44) -0.6%
Architect
P.5.5
Programmer
1 4 4 $660 40% $165 1.6 $264.00$163.35 2.4 $392.04 $656.04 (3.96) -0.6%
- Host
Cobol
C.3.1 Client
1 8 8 $0 40% $0 3.2 $0.00 $0.00 4.8 $0.00 $0.00 0.00 0.0%
BA
C.2.1 Client
1 4 4 $0 40% $0 1.6 $0.00 $0.00 2.4 $0.00 $0.00 0.00 0.0%
Architect
C.4.1 Client
Programmer 1 4 4 $0 40% $0 1.6 $0.00 $0.00 2.4 $0.00 $0.00 0.00 0.0%
- Source
C.4.2 Client
Programmer 1 4 4 $0 40% $0 1.6 $0.00 $0.00 2.4 $0.00 $0.00 0.00 0.0%
- Target
2.4.2
Account File P.3.2 BA -
1 16 16 $2,640 40% $165 6.4 $1,056.00$176.55 9.6 $1,694.88 $2,750.88 110.88 4.2%
Balancing Banking
Design
P.3.1 BA
Lead - 1 4 4 $740 40% $185 1.6 $296.00$197.95 2.4 $475.08 $771.08 31.08 4.2%
Banking
P.5.1
Conversion 1 4 4 $740 40% $185 1.6 $296.00$183.15 2.4 $439.56 $735.56 (4.44) -0.6%
Architect
P.5.5
Programmer
1 4 4 $660 40% $165 1.6 $264.00$163.35 2.4 $392.04 $656.04 (3.96) -0.6%
- Host
Cobol
C.3.1 Client
1 8 8 $0 40% $0 3.2 $0.00 $0.00 4.8 $0.00 $0.00 0.00 0.0%
BA
C.2.1 Client
1 4 4 $0 40% $0 1.6 $0.00 $0.00 2.4 $0.00 $0.00 0.00 0.0%
Architect
C.4.1 Client
Programmer 1 4 4 $0 40% $0 1.6 $0.00 $0.00 2.4 $0.00 $0.00 0.00 0.0%
- Source
C.4.2 Client
Programmer 1 4 4 $0 40% $0 1.6 $0.00 $0.00 2.4 $0.00 $0.00 0.00 0.0%
- Target
2.4.3
Account
P.3.2 BA -
History File 1 16 16 $2,640 40% $165 6.4 $1,056.00$176.55 9.6 $1,694.88 $2,750.88 110.88 4.2%
Banking
Balancing
Design
P.3.1 BA
Lead - 1 4 4 $740 40% $185 1.6 $296.00$197.95 2.4 $475.08 $771.08 31.08 4.2%
Banking
P.5.1
Conversion 1 4 4 $740 40% $185 1.6 $296.00$183.15 2.4 $439.56 $735.56 (4.44) -0.6%
Architect
Completed at Status
Tot Units
Duration
Intensity
(BAC) Go (ETC) ($) (%)
P.5.5
Programmer
1 4 4 $660 40% $165 1.6 $264.00$163.35 2.4 $392.04 $656.04 (3.96) -0.6%
- Host
Cobol
C.3.1 Client
1 8 8 $0 40% $0 3.2 $0.00 $0.00 4.8 $0.00 $0.00 0.00 0.0%
BA
C.2.1 Client
1 4 4 $0 40% $0 1.6 $0.00 $0.00 2.4 $0.00 $0.00 0.00 0.0%
Architect
C.4.1 Client
Programmer 1 4 4 $0 40% $0 1.6 $0.00 $0.00 2.4 $0.00 $0.00 0.00 0.0%
- Source
C.4.2 Client
Programmer 1 4 4 $0 40% $0 1.6 $0.00 $0.00 2.4 $0.00 $0.00 0.00 0.0%
- Target
2.4.4 Pre-
Authorized
Transaction P.3.2 BA -
1 8 8 $1,320 43% $165 3.4 $567.60$176.55 4.6 $805.07 $1,372.67 52.67 4.0%
File Banking
Balancing
Design
P.3.1 BA
Lead - 1 2 2 $370 43% $185 0.9 $159.10$197.95 1.1 $225.66 $384.76 14.76 4.0%
Banking
P.5.1
Conversion 1 2 2 $370 43% $185 0.9 $159.10$183.15 1.1 $208.79 $367.89 (2.11) -0.6%
Architect
P.5.5
Programmer
1 2 2 $330 43% $165 0.9 $141.90$163.35 1.1 $186.22 $328.12 (1.88) -0.6%
- Host
Cobol
C.3.1 Client
1 4 4 $0 43% $0 1.7 $0.00 $0.00 2.3 $0.00 $0.00 0.00 0.0%
BA
C.2.1 Client
1 2 2 $0 43% $0 0.9 $0.00 $0.00 1.1 $0.00 $0.00 0.00 0.0%
Architect
C.4.1 Client
Programmer 1 2 2 $0 43% $0 0.9 $0.00 $0.00 1.1 $0.00 $0.00 0.00 0.0%
- Source
C.4.2 Client
Programmer 1 2 2 $0 43% $0 0.9 $0.00 $0.00 1.1 $0.00 $0.00 0.00 0.0%
- Target
3.1.1
Customer
P.3.2 BA -
Information 1 40 40 $6,600 40% $165 16.0 $2,640.00$176.55 24.0 $4,237.20 $6,877.20 277.20 4.2%
Banking
File
Application
P.3.1 BA
Lead - 1 6 6 $1,110 40% $185 2.4 $444.00$197.95 3.6 $712.62 $1,156.62 46.62 4.2%
Banking
P.5.5
Programmer
1 60 60 $9,900 40% $165 24.0 $3,960.00$163.35 36.0 $5,880.60 $9,840.60 (59.40) -0.6%
- Host
Cobol
C.3.1 Client 1 8 8 $0 40% $0 3.2 $0.00 $0.00 4.8 $0.00 $0.00 0.00 0.0%
Completed at Status
Tot Units
Duration
Intensity
(BAC) Go (ETC) ($) (%)
BA
C.4.1 Client
Programmer 1 4 4 $0 40% $0 1.6 $0.00 $0.00 2.4 $0.00 $0.00 0.00 0.0%
- Source
3.1.2
P.3.2 BA -
Account File 1 40 40 $6,600 30% $165 12.0 $1,980.00$176.55 28.0 $4,943.40 $6,923.40 323.40 4.9%
Banking
Application
P.3.1 BA
Lead - 1 6 6 $1,110 30% $185 1.8 $333.00$197.95 4.2 $831.39 $1,164.39 54.39 4.9%
Banking
P.5.5
Programmer
1 60 60 $9,900 30% $165 18.0 $2,970.00$163.35 42.0 $6,860.70 $9,830.70 (69.30) -0.7%
- Host
Cobol
C.3.1 Client
1 8 8 $0 30% $0 2.4 $0.00 $0.00 5.6 $0.00 $0.00 0.00 0.0%
BA
C.4.1 Client
Programmer 1 4 4 $0 30% $0 1.2 $0.00 $0.00 2.8 $0.00 $0.00 0.00 0.0%
- Source
3.1.3
Account P.3.2 BA -
1 40 40 $6,600 30% $165 12.0 $1,980.00$176.55 28.0 $4,943.40 $6,923.40 323.40 4.9%
Application
P.3.1 BA
Lead - 1 6 6 $1,110 30% $185 1.8 $333.00$197.95 4.2 $831.39 $1,164.39 54.39 4.9%
Banking
P.5.5
Programmer
1 60 60 $9,900 30% $165 18.0 $2,970.00$163.35 42.0 $6,860.70 $9,830.70 (69.30) -0.7%
- Host
Cobol
C.3.1 Client
1 8 8 $0 30% $0 2.4 $0.00 $0.00 5.6 $0.00 $0.00 0.00 0.0%
BA
C.4.1 Client
Programmer 1 4 4 $0 30% $0 1.2 $0.00 $0.00 2.8 $0.00 $0.00 0.00 0.0%
- Source
3.1.4 Pre-
Authorized
P.3.2 BA -
Transaction 1 25 25 $4,125 40% $165 10.0 $1,650.00$176.55 15.0 $2,648.25 $4,298.25 173.25 4.2%
Banking
File
Application
P.3.1 BA
Lead - 1 4 4 $740 40% $185 1.6 $296.00$197.95 2.4 $475.08 $771.08 31.08 4.2%
Banking
P.5.5
Programmer
1 40 40 $6,600 40% $165 16.0 $2,640.00$163.35 24.0 $3,920.40 $6,560.40 (39.60) -0.6%
- Host
Cobol
C.3.1 Client
1 6 6 $0 40% $0 2.4 $0.00 $0.00 3.6 $0.00 $0.00 0.00 0.0%
BA
C.4.1 Client
Programmer 1 3 3 $0 40% $0 1.2 $0.00 $0.00 1.8 $0.00 $0.00 0.00 0.0%
- Source
Completed at Status
Tot Units
Duration
Intensity
(BAC) Go (ETC) ($) (%)
3.2.1
Customer
P.3.2 BA -
Information 1 16 16 $2,640 30% $165 4.8 $792.00$176.55 11.2 $1,977.36 $2,769.36 129.36 4.9%
Banking
File
Application
P.5.5
Programmer
1 10 10 $1,650 30% $165 3.0 $495.00$163.35 7.0 $1,143.45 $1,638.45 (11.55) -0.7%
- Host
Cobol
C.3.1 Client
1 4 4 $0 30% $0 1.2 $0.00 $0.00 2.8 $0.00 $0.00 0.00 0.0%
BA
3.2.2
P.3.2 BA -
Account File 1 16 16 $2,640 30% $165 4.8 $792.00$176.55 11.2 $1,977.36 $2,769.36 129.36 4.9%
Banking
Application
P.5.5
Programmer
1 10 10 $1,650 30% $165 3.0 $495.00$163.35 7.0 $1,143.45 $1,638.45 (11.55) -0.7%
- Host
Cobol
C.3.1 Client
1 4 4 $0 30% $0 1.2 $0.00 $0.00 2.8 $0.00 $0.00 0.00 0.0%
BA
3.2.3
Account P.3.2 BA -
1 16 16 $2,640 30% $165 4.8 $792.00$176.55 11.2 $1,977.36 $2,769.36 129.36 4.9%
Application
P.5.5
Programmer
1 10 10 $1,650 30% $165 3.0 $495.00$163.35 7.0 $1,143.45 $1,638.45 (11.55) -0.7%
- Host
Cobol
C.3.1 Client
1 4 4 $0 30% $0 1.2 $0.00 $0.00 2.8 $0.00 $0.00 0.00 0.0%
BA
3.2.4 Pre-
Authorized
P.3.2 BA -
Transaction 1 12 12 $1,980 40% $165 4.8 $792.00$176.55 7.2 $1,271.16 $2,063.16 83.16 4.2%
Banking
File
Application
P.5.5
Programmer
1 8 8 $1,320 40% $165 3.2 $528.00$163.35 4.8 $784.08 $1,312.08 (7.92) -0.6%
- Host
Cobol
C.3.1 Client
1 2 2 $0 40% $0 0.8 $0.00 $0.00 1.2 $0.00 $0.00 0.00 0.0%
BA
3.3.1
Customer
P.3.2 BA -
Information 1 4 4 $660 30% $165 1.2 $198.00$176.55 2.8 $494.34 $692.34 32.34 4.9%
Banking
File
Application
P.5.5
Programmer
1 12 12 $1,980 30% $165 3.6 $594.00$163.35 8.4 $1,372.14 $1,966.14 (13.86) -0.7%
- Host
Cobol
C.3.1 Client
1 2 2 $0 30% $0 0.6 $0.00 $0.00 1.4 $0.00 $0.00 0.00 0.0%
BA
Completed at Status
Tot Units
Duration
Intensity
(BAC) Go (ETC) ($) (%)
3.3.2
P.3.2 BA -
Account File 1 4 4 $660 30% $165 1.2 $198.00$176.55 2.8 $494.34 $692.34 32.34 4.9%
Banking
Application
P.5.5
Programmer
1 12 12 $1,980 30% $165 3.6 $594.00$163.35 8.4 $1,372.14 $1,966.14 (13.86) -0.7%
- Host
Cobol
C.3.1 Client
1 2 2 $0 30% $0 0.6 $0.00 $0.00 1.4 $0.00 $0.00 0.00 0.0%
BA
3.3.3
Account P.3.2 BA -
1 4 4 $660 30% $165 1.2 $198.00$176.55 2.8 $494.34 $692.34 32.34 4.9%
Application
P.5.5
Programmer
1 12 12 $1,980 30% $165 3.6 $594.00$163.35 8.4 $1,372.14 $1,966.14 (13.86) -0.7%
- Host
Cobol
C.3.1 Client
1 2 2 $0 30% $0 0.6 $0.00 $0.00 1.4 $0.00 $0.00 0.00 0.0%
BA
3.3.4 Pre-
Authorized
P.3.2 BA -
Transaction 1 3 3 $495 30% $165 0.9 $148.50$176.55 2.1 $370.76 $519.26 24.26 4.9%
Banking
File
Application
P.5.5
Programmer
1 8 8 $1,320 30% $165 2.4 $396.00$163.35 5.6 $914.76 $1,310.76 (9.24) -0.7%
- Host
Cobol
C.3.1 Client
1 2 2 $0 30% $0 0.6 $0.00 $0.00 1.4 $0.00 $0.00 0.00 0.0%
BA
3.4.1
Customer
P.3.2 BA -
Information 1 4 4 $660 30% $165 1.2 $198.00$176.55 2.8 $494.34 $692.34 32.34 4.9%
Banking
File
Application
P.5.5
Programmer
1 12 12 $1,980 30% $165 3.6 $594.00$163.35 8.4 $1,372.14 $1,966.14 (13.86) -0.7%
- Host
Cobol
C.3.1 Client
1 2 2 $0 30% $0 0.6 $0.00 $0.00 1.4 $0.00 $0.00 0.00 0.0%
BA
3.4.2
P.3.2 BA -
Account File 1 4 4 $660 30% $165 1.2 $198.00$176.55 2.8 $494.34 $692.34 32.34 4.9%
Banking
Application
P.5.5
Programmer
1 12 12 $1,980 30% $165 3.6 $594.00$163.35 8.4 $1,372.14 $1,966.14 (13.86) -0.7%
- Host
Cobol
C.3.1 Client
1 2 2 $0 30% $0 0.6 $0.00 $0.00 1.4 $0.00 $0.00 0.00 0.0%
BA
3.4.3
Account P.3.2 BA -
1 4 4 $660 30% $165 1.2 $198.00$176.55 2.8 $494.34 $692.34 32.34 4.9%
Application
Completed at Status
Tot Units
Duration
Intensity
(BAC) Go (ETC) ($) (%)
P.5.5
Programmer
1 12 12 $1,980 30% $165 3.6 $594.00$163.35 8.4 $1,372.14 $1,966.14 (13.86) -0.7%
- Host
Cobol
C.3.1 Client
1 2 2 $0 30% $0 0.6 $0.00 $0.00 1.4 $0.00 $0.00 0.00 0.0%
BA
3.4.4 Pre-
Authorized
P.3.2 BA -
Transaction 1 3 3 $495 30% $165 0.9 $148.50$176.55 2.1 $370.76 $519.26 24.26 4.9%
Banking
File
Application
P.5.5
Programmer
1 12 12 $1,980 30% $165 3.6 $594.00$163.35 8.4 $1,372.14 $1,966.14 (13.86) -0.7%
- Host
Cobol
C.3.1 Client
1 2 2 $0 30% $0 0.6 $0.00 $0.00 1.4 $0.00 $0.00 0.00 0.0%
BA
3.5.1
P.3.2 BA -
Balancing 4 12 48 $7,920 40% $165 19.2 $3,168.00$176.55 28.8 $5,084.64 $8,252.64 332.64 4.2%
Banking
Spreadsheet
P.3.1 BA
Lead - 1 12 12 $2,220 40% $185 4.8 $888.00$197.95 7.2 $1,425.24 $2,313.24 93.24 4.2%
Banking
P.5.1
Conversion 1 12 12 $2,220 40% $185 4.8 $888.00$183.15 7.2 $1,318.68 $2,206.68 (13.32) -0.6%
Architect
C.3.1 Client
1 2 2 $0 40% $0 0.8 $0.00 $0.00 1.2 $0.00 $0.00 0.00 0.0%
BA
C.2.1 Client
1 2 2 $0 40% $0 0.8 $0.00 $0.00 1.2 $0.00 $0.00 0.00 0.0%
Architect
3.5.2
P.1.4
Conversion
Conversion 1 10 10 $1,850 40% $185 4.0 $740.00$205.35 6.0 $1,232.10 $1,972.10 122.10 6.6%
Activity
PM
Checklist
P.3.1 BA
Lead - 1 10 10 $1,850 40% $185 4.0 $740.00$197.95 6.0 $1,187.70 $1,927.70 77.70 4.2%
Banking
P.5.1
Conversion 1 12 12 $2,220 40% $185 4.8 $888.00$183.15 7.2 $1,318.68 $2,206.68 (13.32) -0.6%
Architect
C.4.1 Client
4.1 System
Programmer 1 4 4 $0 30% $0 1.2 $0.00 $0.00 2.8 $0.00 $0.00 0.00 0.0%
Test Extract
- Source
P.1.4
Conversion 1 16 16 $2,960 30% $185 4.8 $888.00$205.35 11.2 $2,299.92 $3,187.92 227.92 7.7%
PM
P.5.5
Programmer
4 12 48 $7,920 30% $165 14.4 $2,376.00$163.35 33.6 $5,488.56 $7,864.56 (55.44) -0.7%
- Host
Cobol
P.3.2 BA -
4 12 48 $7,920 30% $165 14.4 $2,376.00$176.55 33.6 $5,932.08 $8,308.08 388.08 4.9%
Banking
Completed at Status
Tot Units
Duration
Intensity
(BAC) Go (ETC) ($) (%)
D.1.1 Local
Media 1 1 1 $200 30% $200 0.3 $60.00$206.00 0.7 $144.20 $204.20 4.20 2.1%
Delivery
C.4.1 Client
4.2 Dry Run
Programmer 1 4 4 $0 30% $0 1.2 $0.00 $0.00 2.8 $0.00 $0.00 0.00 0.0%
Test Extract
- Source
P.1.4
Conversion 1 16 16 $2,960 30% $185 4.8 $888.00$205.35 11.2 $2,299.92 $3,187.92 227.92 7.7%
PM
P.5.5
Programmer
4 12 48 $7,920 30% $165 14.4 $2,376.00$163.35 33.6 $5,488.56 $7,864.56 (55.44) -0.7%
- Host
Cobol
P.3.2 BA -
4 12 48 $7,920 30% $165 14.4 $2,376.00$176.55 33.6 $5,932.08 $8,308.08 388.08 4.9%
Banking
D.1.1 Local
Media 1 1 1 $200 30% $200 0.3 $60.00$206.00 0.7 $144.20 $204.20 4.20 2.1%
Delivery
4.3 C.4.1 Client
Conversion Programmer 1 4 4 $0 30% $0 1.2 $0.00 $0.00 2.8 $0.00 $0.00 0.00 0.0%
Extract - Source
P.1.4
Conversion 1 16 16 $2,960 30% $185 4.8 $888.00$205.35 11.2 $2,299.92 $3,187.92 227.92 7.7%
PM
P.5.5
Programmer
4 12 48 $7,920 30% $165 14.4 $2,376.00$163.35 33.6 $5,488.56 $7,864.56 (55.44) -0.7%
- Host
Cobol
P.3.2 BA -
4 12 48 $7,920 30% $165 14.4 $2,376.00$176.55 33.6 $5,932.08 $8,308.08 388.08 4.9%
Banking
D.1.1 Local
Media 1 1 1 $200 30% $200 0.3 $60.00$206.00 0.7 $144.20 $204.20 4.20 2.1%
Delivery
5.1 Plan vs. P.1.4
Actuals Conversion 1 16 16 $2,960 30% $185 4.8 $888.00$205.35 11.2 $2,299.92 $3,187.92 227.92 7.7%
Report PM
P.5.1
Conversion 1 8 8 $1,480 30% $185 2.4 $444.00$183.15 5.6 $1,025.64 $1,469.64 (10.36) -0.7%
Architect
5.2 Lessons
P.1.2
Learned 1 4 4 $920 30% $230 1.2 $276.00$255.30 2.8 $714.84 $990.84 70.84 7.7%
Principal
Report
P.1.4
Conversion 1 8 8 $1,480 30% $185 2.4 $444.00$205.35 5.6 $1,149.96 $1,593.96 113.96 7.7%
PM
P.5.1
Conversion 1 8 8 $1,480 30% $185 2.4 $444.00$183.15 5.6 $1,025.64 $1,469.64 (10.36) -0.7%
Architect
P.3.1 BA
Lead - 1 4 4 $740 30% $185 1.2 $222.00$197.95 2.8 $554.26 $776.26 36.26 4.9%
Banking
C.1.1 Client
1 4 4 $0 30% $0 1.2 $0.00 $0.00 2.8 $0.00 $0.00 0.00 0.0%
PM
Completed at Status
Tot Units
Duration
Intensity
(BAC) Go (ETC) ($) (%)
C.3.1 Client
1 4 4 $0 30% $0 1.2 $0.00 $0.00 2.8 $0.00 $0.00 0.00 0.0%
BA
C.2.1 Client
1 4 4 $0 30% $0 1.2 $0.00 $0.00 2.8 $0.00 $0.00 0.00 0.0%
Architect
Totals --> $493,623 $195,710 $309,451 $505,16111,537.81 2.3%

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PROJECT

Category Sub-Category Description Unit Cost / Unit

Band Level Costs

Band Level Cost/ Hour

Work Breakdown Structure

Objectives (Restated from Assignment B)

0. Core Banking Data Conversion

Resource Table – Personnel Resources

Resource Table – Non-Personnel Resources

T.2.2 Remote Resource Onsite City Class “A” Days $100

WBS Rollup Cost

4.1 System Test Extract $19,000 $19,000

Level-1 Cost Distribution

Total Project Cost – Validity?

Total Project Effort % of Total

Notes regarding these estimates:

Top 5 Resources Across Project

P3.2 BA - Banking P5.5 Prog - Host Cobol C3.1 Client BA

Project for Resource: P3.2 BA - Banking

Project for Resource: C3.1 Client BA

Project for Resource: P3.1 BA Lead - Banking

Raw Data for Resource Across Project Charts

B. Resource Utilization Bar Charts By Level 1

1/7 1/9 1/13 1/15 1/17 1/21 1/23 1/27

P.3.2 BA - Banking C.3.1 Client BA

1/15 1/17 1/21 1/23 1/27 1/29 1/31 2/4 2/6

Top 5 Resources in 3.0 SW & Execution Forms

P.5.5 Programmer - Host Cobol P.3.2 BA - Banking

2/12 2/14 2/18 2/20 2/24 2/26 2/28

P.3.2 BA - Banking P.5.5 Programmer - Host Cobol

2/28 3/4 3/6 3/10

C. Cash-flow (Graphic & Tabular)

Project Cost Over Schedule

Schedule (two-day work periods)

D. Cash-flow Bar Chart for Each WBS Level-1 Element

Cash Flow for 1.0 Needs Analysis

Cash Flow (2-day work periods)

Cash Flow (2-day work periods)

Cash Flow for 3.0 SW and Forms

20000 17160 15840

Cash Flow (2-day work periods)

Cash Flow (2-day work periods)

Cash Flow for 5.0 Project Completion Analysis

Cash Flow (2-day work

WBS 1.1.1 “Source Application & Interface Report”

Source Application &

P.5.2 Conversion Architect B8 0 0 0 1 24 24

P.3.1 BA Lead - Banking 1 10 10 1 10 10

WBS 2.3.1, 2.3.2, 2.3.3 “Mapping Specifications”

F.2.3 Conf Room M 1 16 16 1 16 16

WBS 2.3.5 “Used/Unused Source Field Report”

WBS 3.1.1, 3.1.2, 3.1.3 “Data Conversion Applications”

WBS 3.2.1, 3.2.2, 3.2.3 “Prove Reports”

WBS 4.1, 4.2 “Conversion Extracts”

4.1 System Test Extract C.4.1 Client Programmer - Source 1 4 4 1 4 4

4.2 Dry Run Test Extract C.4.1 Client Programmer - Source 1 4 4 1 4 4

New Critical Path

Used/Unused Source Field

WBS: 0.2.4.2 Account File Balancing Design

Target Applications & Target Record Layout

Q. The Client’s Wish to Recover the Schedule

Original Adjusted Scope

Q. Who Absorbs the Cost Impact?

Tot Units Extended Budget Budget