1. Work Breakdown Structure &
Project Cost Estimation
Mr. Mubashir Ali
Lecturer(Dept. of Computer Science)
dr.mubashirali1@gmail.com
Lecture-5

2. Introduction
 Dividing complex projects to simpler and
manageable tasks is the process identified
as Work Breakdown Structure (WBS).
 Usually, the project managers use this
method for simplifying the project
execution. In WBS, much larger tasks are
broken-down to manageable chunks of
work. These chunks can be easily
supervised and estimated.

3. A work breakdown structure
 In project management and systems
engineering, is a deliverable oriented
decomposition of a project into smaller
components.
 A work breakdown structure element may
be a product, data, a service, or any
combination. A WBS also provides the
necessary framework for detailed cost
estimating and control along with
providing guidance for schedule
development and control.

4. example of outlined WBS.

5. WBS helps manager
• Facilitates evaluation of cost, time, and technical
performance of the organization on a project.
• Provides management with information
appropriate to each organizational level.
• Helps in the development of the organization.
breakdown structure which assigns project
responsibilities to organizational units and
individuals
• Helps manager plan, schedule, and budget.
• Defines communication channels and assists in
coordinating the various project elements.

6. few reasons for creating a WBS in a
project.
 Accurate and readable project organization.
 Accurate assignment of responsibilities to the
project team.
 Indicates the project milestones and control
points.
 Helps to estimate the cost, time, and risk.
 Illustrate the project scope, so the stakeholders
can have a better understanding of the same.

7. Purpose of WBS
 There are three reasons to use aWBS in
your projects:
first is that is helps more accurately and specifically
define and organize the scope of the total project.
 The second reason for using aWBS in your
projects is to help with assigning responsibilities,
resource allocation, monitoring the project, and
controlling the project
 Finally, it allows you double check all the
deliverables' specifics with the stakeholders and
make sure there is nothing missing or overlapping.

8. Process of WBS
 You will use certain tools as well:
Work Breakdown StructureTemplates
Decomposition - (PMBOK Guide)

9. Process of WBS
 Finally, using these inputs and tools you
will create the following outputs:
Work Breakdown Structure
WBS Dictionary
Scope Baseline
Project Scope Statement (updates)
Project Scope Management Plan (updates)
Requested Changes - (PMBOK Guide)

10. How to build a WBS
 Begin with the Charter, focusing on Objectives and
Deliverables
 Break the main product(s) down into sub-products
 Set the structure to match how you’ll manage the
project
 Lowest level not too detailed, not too large
 Is there a need for Integration?
 Identify support activities
 Check for completeness - is all the effort included?
 Develop a coding structure if needed
 Assign work package managers

11. Goals For WBS
 Giving visibility to important work efforts.
 Giving visibility to risky work efforts.
 Illustrate the correlation between the
activities and deliverables.
 Show clear ownership by task leaders.

12. Software Cost Estimation
Predicting the resources required for a
software development process.

13. Economic Feasibility =
Cost-Benefit Analysis
Costs:
 Development costs are one time costs that will not recur
after the project has been completed.
 Operating costs are costs that tend to recur throughout
the lifetime of the system. Such costs can be classified as:
◦ Fixed costs — occur at regular intervals but at relatively fixed rates.
◦ Variable costs — occur in proportion to some usage factor.
Benefits:
 Tangible benefits are those that can be easily quantified.
 Intangible benefits are those benefits believed to be
difficult or impossible to quantify.

14. Three PopularTechniques to
Assess Economic Feasibility
 Payback Analysis
 Return On Investment
 Net PresentValue
The Time Value of Money is a concept that
should be applied to each technique. The time
value of money recognizes that a dollar today
is worth more than a dollar one year from now.

15. Software cost components
 Hardware and software costs
 Travel and training costs
 Personnel costs (the dominant factor in
most
projects)
◦ salaries of people involved in the project
◦ benefits and insurance costs
 Must also take project overhead into
account
◦ costs of building, heating, lighting
◦ costs of networking and communications
◦ costs of shared facilities (e.g library, staff
restaurant, etc.)

16. Costs for a Proposed System

17. Fundamental estimation questions
 How much effort is required to complete
an activity?
 How much calendar time is needed to
complete an activity?
 What is the total cost of an activity?
 Project estimation and scheduling are
interleaved management activities

18. Costing and pricing
 Estimates are made to discover the cost,
to the developer, of producing a software
system
 There is not a simple relationship
between the development cost and the
price charged to the customer
 Broader organisational, economic, political
and business considerations influence the
price charged

19.  Size related measures based on some
output from the software process.This
may be lines of delivered source code,
object code instructions, etc.
 Function-related measures based on an
estimate of the functionality of the
delivered software. Function-points are
the best known of this type of measure
Productivity measures

20.  What is a line of code?
 Productivity measures will vary from
language to language – consider difference
between lines of code in assembler versus
Java
 Relationship to functionality must be
based on past efforts in the same language
Lines of code

21. Productivity estimates - LOC
System Category LOC/person-month
Real-time embedded systems 40-160
Systems programs 150-400
Commercial applications 200-800

22. Productivity estimates –
Function points
 Based on a combination of program
characteristics
◦ external inputs and outputs
◦ user interactions
◦ external interfaces
◦ files used by the system
 A weight is associated with each of these
 The function point count is computed by
multiplying each raw count by the weight
and summing all values

23. Function points
 Function point count modified by complexity of the
project
 FPs can be used to estimate LOC depending on the
average number of LOC per FP for a given language
◦ LOC = AVC * number of function points
◦ AVC is a language-dependent factor varying from 200-300 for assemble
language to 2-40 for a high-level languages
 FPs are very subjective.They depend on the estimator.
◦ Automatic function-point counting is impossible

24.  All metrics based on volume/unit time are
flawed because they do not take quality
into
account.
 Productivity may generally be increased at
the cost of quality.
 It is not clear how productivity/quality
metrics are related.
 If change is constant then an approach
based on counting lines of code is not as
meaningful
Quality and productivity

25. Estimation techniques
 Expert judgement
 Estimation by analogy
 Parkinson's Law ?
 Pricing to win
 Algorithmic cost modelling ?
 COCOMO ?

26. Expert judgement
 One or more experts in both software
development and the application domain use
their experience to predict software costs.
Process iterates until some consensus is
reached.
 Advantages: Relatively cheap estimation
method. Can be accurate if experts have
direct experience of similar systems
 Disadvantages: Very inaccurate if there are
no experts!

27. Estimation by analogy
 The cost of a project is computed by
comparing the project to a similar project
in the same application domain
 Advantages: Accurate if project data
available
 Disadvantages: Impossible if no
comparable project has been tackled.
Needs systematically maintained cost
database.

28. Pricing to win
 The project costs whatever the customer
has to spend on it.
 Advantages:You get the contract.
 Disadvantages: Costs do not accurately
reflect the work required. Either:
◦ The customer does not get the desired system, or
◦ The customer overpays.

29. Pricing to win
 This approach may seem unethical and
unbusiness-like
 However, when detailed information is
lacking it may be the only appropriate
strategy
 The most ethical approach:
◦ The project cost is agreed on the basis of an
outline proposal and the development is
constrained by that cost
◦ A detailed specification may be negotiated or an
evolutionary approach used for system
development

30. Top-down and bottom-up estimation
 Any of these approaches may be used
top-down or bottom-up
 Top-down
◦ Start at the system level and assess the overall
system functionality and how this is delivered
through sub-systems
 Bottom-up
◦ Start at the component level and estimate the
effort required for each component.Add
these efforts to reach a final estimate

31. Top-down estimation
 Can be used without knowledge of the
system architecture and the components
that might be part of the system
 Takes into account costs such as
integration, configuration management
and documentation
 Can underestimate the cost of solving
difficult low-level technical problems

32. Bottom-up estimation
 Usable when the architecture of the
system is known and components
identified
 Accurate method if the system has been
designed in detail
 May underestimate costs of system level
activities such as integration and
documentation

33. Estimation methods
 Each method has strengths and weaknesses
 Estimation should be based on several
methods
 If these do not return approximately the
same result and the differences cannot be
reconciled, there is insufficient information
available
 Some action should be taken to find out
more in order to make more accurate
estimates

34. Reference & Readings:
 Software Project Management by Bob-
Hughes & Mike Cotterell (Chapter-5)
 Software Engineering 6th Edition by
Sommerville (Chapter-23)
 Software Estimation – A Guide for
Practitioner’s