^{Christopher aoun                                                                                                william ries}

^{tomas kapocius                                    GROUP   7                     christopher Finos}

^{alejandro barroso bueso                                                                                             rabi hurmiz}

Executive Summary:

The ACL rehabilitation exoskeleton project aims to develop a fully functional, adjustable prototype designed specifically for the intended user in order to accelerate the recovery process for anyone suffering from ACL injuries. The prototype will be delivered to 3M for further development into a commercial product, supported by detailed technical documentation.

This project operates under a fixed budget of $10 million and a strict 18-month timeline, that begins on the 3^rd of May 2026 with plans for handover stage on the 3^rd of November 2027. Key milestones include prototype design completion (September 2026), review finalisation (October 2026), and three iterative prototype development and testing phases between January and September 2027, followed by training and final delivery.

Ultimately, the goal or objective is to reduce recovery time by enabling patients to walk, stand, and begin rehabilitation earlier than traditional methods. Core deliverables include a tested prototype, an operational manual, and demonstrated improvements in motor function. The project scope is limited to prototype development and handover, excluding that of commercialisation and post-delivery iterations, maintaining focus on staying within the given budget and timeframe whilst meeting stakeholder expectations.

Table of Contents:

ASSIGNMENT COVERSHEET.. 1

STYLE GUIDE for ASSIGNMENT SUBMISSION.. 0

Writing style. 0

Presentation. 0

Referencing. 0

Executive Summary: 2

1. Scope Overview.. 5

1.1. Objectives, goals, needs. 5

1.2. Deliverables. 5

1.3. Milestones. 5

1.4. Limits, Exclusions. 6

1.5. Assumptions. 6

1.6. In-scope vs. out-of-scope work. 6

1.7. External dependencies. 7

1.8. Other relevant details (e.g., stakeholders, disclaimers) 7

2. Work Breakdown Structure (WBS) 7

3. Network Diagram.. 9

3.1. Activity sequencing. 9

3.2. Critical Path analysis. 10

3.3. Precedence diagram.. 11

3.4. Gantt chart 11

4. Risk Management 12

4.1. Overview.. 12

4.2. Risk Register 12

4.3. Risk Treatment Plan. 13

4.4. Integration of risk management into the project 14

5. Resources. 14

5.1. Human and non-human resource lists. 14

5.1.1 Human Resource List 14

5.1.2 Non-Human Resource List 15

5.2. Detailed Resource Allocation by WBS Activity. 16

5.3. Initial Allocation. 17

5.3.1. Human Resources. 17

5.3.2. Non-human Resources. 18

5.4 Resource Overload Identification and Levelling. 19

5.4.1. Action 1— 3.3.1. Failsafe Sensors & Code Development 19

5.4.2 Action 2 — 4.2. 3M Feedback Sessions. 20

5.5 Resource Allocation after Levelling. 21

5.5.1 Human Resources. 21

5.5.2. Non-human Resources. 22

6. Cost Management 23

6.1. Cost breakdown: activities, phases, deliverables. 23

6.2. Direct, indirect, and general & administrative costs. 23

6.3. Cost S-curve (total costs) 23

6.4. Estimation assumptions. 25

6.5. Current, inflation-adjusted costs (no outdated values) 25

Reference List 27

Appendices. 27

 

1. Scope Overview

1.1. Objectives, goals, needs

Overview of the project:

The project revolves around the development of an ACL exoskeleton prototype that will be passed onto 3M, allowing them to create a fully realised product based on the prototype. The prototype is being designed as an adjustable exoskeleton that can be fitted to a specific individual for their proportions. Additionally, it will also include in-build safety mechanisms to ensure that users can utilise it safely without needing to be monitored by a professional. The end goal of the project is to have this prototype developed to the point that it can be handed over for eventual larger scale production. This prototype will be handed over to 3M alongside documentation regarding features and functionality for them to develop it into a product that can be distributed on their own.

 

Project Objective:  Reduce the time it takes for individuals with an ACL injury to return to full functionality.

 

Project Scope:

1.     First prototype fully planned and ready to be designed and tested. (6 Months)

2.     Customisable sizes/configuration dependent on severity of injury and physical proportions of the patient.  (12 Months)

3.     Injured person returns to walking earlier than when not using the device. (18 Months)

4.     Injured person can begin initial rehabilitation earlier, stand on their own sooner (18 Months)

1.2. Deliverables

Major Deliverables:  

1.     Prototype is fully created and ready to be handed over to 3M for future development.

2.     A fully realised operation manual is provided alongside the prototype to ensure proper use of the prototype.

3.     Developed prototype aids in the improved motor function for the ACL of the testers.

4.     Customisable sizes/configuration capabilities are in the prototype, with the configurations being dependent on severity of injury and physical proportions of the patient.

1.3. Milestones

Milestone Number	Milestone	Date Start Date: 03/05/2026
1	Prototypes Drawn	24/09/2026
2	Finalisation of Prototype Review	24/10/2026
3	Prototype 1 finished and tested	13/01/2027
4	Prototype 2 finished and tested	03/05/2027
5	Prototype 3 finished and tested	13/09/2027
6	Testing and Staff training with 3M	13/10/2027
7	Prototype handover with documentation	03/11/2027

1.4. Limits, Exclusions

·       End goal of 18 months for the handover cannot be shifted as that is when 3M expects it to be done.

·       Budget cannot exceed $10 million as per criteria agreement.

·       Scope of the project ends with the creation and handover of the prototype and additional development into a larger scale project requires a greater cost than available.

·       No further prototype iterations post-handover (hard limit of 3 prototype iterations that improve upon previous throughout the project).

·       Physiotherapist training of prototype as the expectation is that this is handled by 3M post-handover.

1.5. Assumptions

1.     Timeline of events flows smoothly regarding our project scope.

a.     Team members are available consistently.

b.     Project runs on time.

c.     Equipment and resources used are in working order prior to the start date.

2.     Stakeholder requirements remain unchanged throughout the duration of the project.

3.     Costs during project won't change (exception of project crash)

a.     Cost of day-to-day activities.

b.     Cost of employees.

c.     Cost of resources.

4.     Stakeholders are present during necessary meetings/discussions as well as testing sessions.

1.6. In-scope vs. out-of-scope work

In Scope	Out of Scope
·       First prototype fully planned and ready to be designed and tested. ·       Customisable sizes/configuration dependent on severity of injury and physical proportions of the patient. ·       Injured person returns to walking earlier than when not using the device. ·       Injured person can begin initial rehabilitation earlier, stand on their own sooner.	·       Marketing of prototype. ·       Development of multiple, fully iterated prototypes ·       Creation of a plan to turn prototype development into a process. ·       Creation of process to develop prototypes into a product

 

 

1.7. External dependencies

·       For the testing process, we must work around 3M and their availabilities to do out of house testing.

·       External testers are available on the day that they are required.

·       Feedback from external testers is provided on time.

·       Resources/materials for the physical construction are readily available for the creation of the prototype.

1.8. Other relevant details (e.g., stakeholders, disclaimers)

Stakeholders

·       3M

o      Primary External Stakeholder

o      The group we are handing over our prototype to as well as the main group that we are testing with outside of our group. Once the prototypes are developed, it is up to them regarding further development.

·       Group 7 (us, as we are developing the prototype)

o      Primary Internal Stakeholder

o      We are looking to creating an effective set of prototypes in as for us as a group to be able to get funding for future projects, it is in our best interest to work hard on developing the prototype.

·       ACL Injury Patients

o      Primary External Stakeholder

o      The goal of this prototype revolves around people suffering from ACL injuries and as such, input from these stakeholders during the various testing stages is crucial to consider.

2. Work Breakdown Structure (WBS)

WBS - ACL Physical Rehab Project Development

1.     Project Initiation

a.     Physio Re-consultation

b.     Feasibility Assessment

c.     Timeline/Deadline establishment

2.     Designing

a.     Specification Evaluation

b.     Initial Drawings

                                               i.     Prototype 1

                                             ii.     Prototype 2

                                           iii.     Prototype 3

c.     Risk Assessment

d.     Review

                                               i.     Drawing Review

                                             ii.     Risk Review

 

 

3.     Prototyping

a.     Prototype 1: Frame Design

                                               i.     Low fidelity prototype

                                             ii.     In house frame fitting test

                                           iii.     Safety Test

                                            iv.     Design Comparison

                                             v.     Feedback Integration

b.     Prototype 2: Integration of Exoskeleton

                                               i.     Integration into Frame

                                             ii.     Mobility Test

                                           iii.     Safety Test

                                            iv.     Design Comparison

                                             v.     Feedback Integration

c.     Prototype 3: Failsafe Feature

                                               i.     Failsafe Sensors & Code Addition

                                             ii.     Mechanism Integration

                                           iii.     Safety Test

                                            iv.     Design Comparison

                                             v.     Feedback Integration

4.     Testing with 3M (Out of house)

a.     Testing with Clients

b.     3M Feedback Sessions

c.     Training 3M Staff on operation

5.     Handover

a.     Feature Documentation

b.     Operation Manual

c.     Prototype Handover

 

Appendix A: Visualisation of WBS above

3. Network Diagram

3.1. Activity sequencing

Activity sequencing plays a vital role in his project since the progression of prototype development will be dependent on the completion of each phase, which validates the follow one. Four consecutive project phases are identified as Initiation, Design, Prototyping and Out-of-house Testing.

Additionally, the specific order in which the project phases were chosen is not random, since consultations with clinical specialists should precede all other steps, as the exoskeleton should be based on certain physiological rehabilitation procedures. Designing should follow assessing technical specifications and validation drawings, because each element used in the project design needs to be throughout analysed before manufacturing. Sequencing plays an even more significant role in the case of developing medical devices, when failure in choosing proper phases may cost extra money spent on revisions and improvements.

At the same time, a wrong sequencing order, especially in material acquisition prior to designing, can cause severe consequences for patients, as the device wont satisfy safety conditions.

ID	Task Name	Immediate Predecesor	Dur (days)
1.1	Physio Re-consultation	Start	5
1.2	Feasibility Assessment	1.1	15
1.3	Timeline / Deadline Establishment	1.2	5
2.1	Specification Evaluation	1.3	15
2.2.1	Prototype 1 Initial Design	2.1	65
2.2.2	Prototype 2 Initial Design	2.1	65
2.2.3	Prototype 3 Initial Design	2.1	65
2.3	Risk Assessment	2.1	60
2.4.1	Drawing Review	2.2.1, 2.2.2, 2.2.3	20
2.4.2	Risk Review	2.3	25
3.1.1	Low Fidelity Prototype	2.4.1, 2.4.2	20
3.1.2	In-house Frame Fitting Test	3.1.1	10
3.1.3	Safety Test	3.1.2	13
3.1.4	Design Comparison	3.1.3	5
3.1.5	Feedback Integration	3.1.4	10
3.2.1	Integration into Frame	3.1.5	25
3.2.2	Mobility Test	3.2.1	15
3.2.3	Safety Test	3.2.2	17
3.2.4	Design Comparison	3.2.3	5
3.2.5	Feedback Integration / Customisation Refinement	3.2.4	15
3.3.1	Failsafe Sensors & Code Development	3.1.1	75
3.3.2	Mechanism Integration	3.2.5, 3.3.1	25
3.3.3	Safety Test	3.3.2	30
3.3.4	Design Comparison	3.3.3	5
3.3.5	Feedback Integration	3.3.4	10
4.3	Training 3M Staff on Operation	3.3.5	8
4.1	Testing with Clients	4.3	27
4.2	3M Feedback Sessions	4.1	10
5.1	Feature Documentation	3.3.5	50
5.2	Operation Manual	3.3.5	50
5.3	Prototype Handover	4.2, 5.1, 5.2	13

 

Appendix B: Activity Sequencing

 

3.2. Critical Path analysis

 The critical path is:

1.1 → 1.2 → 1.3 → 2.1 → [2.2.1 / 2.2.2 / 2.2.3 / 2.3]→ [2.4.1 / 2.4.2]→ 3.1.1 → 3.1.2 → 3.1.3 → 3.1.4 → 3.1.5→ 3.2.1 → 3.2.2 → 3.2.3 → 3.2.4 → 3.2.5→ 3.3.2 → 3.3.3 → 3.3.4 → 3.3.5→ [5.1 / 5.2]→ 5.3

The project begins with the initiation phase: physio re-consultation, feasibility assessment, timeline establishment, and specification evaluation. These are critical because the design work cannot start until the project requirements and constraints are clearly defined.

After 2.1 Specification Evaluation, the project splits into parallel critical activities: 2.2.1, 2.2.2, 2.2.3, 2.3.

These are not sequential. They happen at the same time. However, they are all critical because Drawing Review and Risk Review cannot be completed unless these tasks are finished. If any of them is delayed, the start of prototyping is delayed.

Then the path continues through Prototype 1 and Prototype 2, which are fully critical. This makes sense because Prototype 2 depends on the results of Prototype 1.

The path then moves into Prototype 3, but notice that 3.3.1 Failsafe Sensors & Code Development is not on the critical path. That is because it starts earlier and has slack. It only needs to be ready before 3.3.2 Mechanism Integration begins.

The final critical section is:

3.3.5 → 5.1 / 5.2 → 5.3

This means that after Prototype 3 feedback integration, the Feature Documentation and Operation Manual become critical. They are parallel, not sequential, but both must be complete before the final handover.

3.3. Precedence diagram

In the precedence diagram, all 31 tasks are laid out within the context of the project’s seven stages using only finish-to-start logic, making this methodology the most effective one to use when explaining the order in which ACL exoskeleton prototype should be constructed. Initiation and design are the first two steps whose purpose is to lay down the foundations necessary for the development of subsequent phases; in essence, they act as milestones that must be attained before proceeding to the next phase, with all plans and criteria already established prior to starting construction. A special feature about the Design stage lies in the fork at Task 2.2 (Initial Drawings).

 

Afterwards, the three sub-phases under the Prototyping Phase 1, 2, and 3 follow a similar repetitive process involving testing, comparison, and integration of feedback prior to progression. However, this iterative process is very crucial in the case of a medical rehabilitation device since no prototype should move forward to its next level of complexity until it successfully passes the safety test and design evaluation stage. Last but not least, from the project management diagram above, it becomes evident that there is convergence at the Handover phase, where the Feature Documentation and the Operation Manual should be finished before the Training starts, and all three activities should be solved before the one-day Prototype Handover takes place.

 

Appendix C: Precedence Diagram

3.4. Gantt chart

The Gantt Chart is the key daily scheduling and communications document for this project, serving to turn the complex logic of the dependency structure into a practical and timed reference. By commencing on the 4^th of May 2026 and concluding on 25^th of October 2027, provides a practical understanding of how long each phase takes, especially since the Prototyping and Out-of-house testing phases represent the longest parts of the project and include most of the technical aspects required by this project.

In addition to its role as a daily guide, the Gantt Chart play as governance role during the development of such a project because it provides industry partner of 3M and the physiotherapy stakeholders with insights into progress of the project and the current phase.

The clarity with which the dependency arrow links between phases are shown on the Gantt Chart plays are equally important part in communicating with stakeholders because they provide a visual representation of the fact that phases start only after their predecessors have been completed.

Appendix D: Network Diagram

4. Risk Management

4.1. Overview

The risk management plan aims to mitigate any risks that may be encountered during the management of this project. Risks have been identified, mitigating factors have been established and contingencies put in place where possible in order to ensure the project is delivered within budget and on time. A section of the risk register is dedicated to the rating given to risks after a contingency has been put in place and its new threat to the project.

4.2. Risk Register

Risks have been added over the duration of the planning of the proposal with dates included. As planning evolved, more risks were identified according to any changes within the scope that may have been made or any additional factors that may have not been foreseen at the project’s inception.

 

4.3. Risk Treatment Plan

There have been mitigating actions identified for each risk which will allow the project to carry on as smoothly as possible in the event that a risk does occur. Not all risk is inherently bad however, and we aim to produce a prototype that may exceed even our own budgetary sanctions, we aim to use this opportunity to develop a product that is cheaper to produce and more user friendly than initially expected. The main way for this to happen is to continually experiment with strong, lightweight compounds such as different variations of carbon, as an example, and this may reduce costs significantly if testing is successful.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Appendix E: Risk Treatment Plan

4.4. Integration of risk management into the project

Over the course of the planning process, risks have been added and naturally not all risks can be prevented. We aim to have reasonable contingent action to ensure as much uninterrupted development as possible. Since these risks have been identified, it will allow us to create a safer environment overall for all stakeholders and allows us to be prepared for any issues that may arise. As the project continues development, risks will continue to be added to the register.

5. Resources

In this project, most activities have zero total slack and are therefore critical. This means there are limited opportunities to move activities. The main smoothing opportunities are:

Activity	Reason it can be smoothed
3.3.1 Failsafe Sensors & Code Development	It finishes before its successor, 3.3.2 Mechanism Integration, can start.
4.2 3M Feedback Sessions	It finishes before 5.3 Prototype Handover can begin, because documentation activities finish later.

 

As a result, the resource smoothing process focuses on these activities while keeping the final project completion date unchanged.

 

5.1. Human and non-human resource lists

                     5.1.1 Human Resource List

Code	Human Resource	Type	Cap	Related WBS Activities	Role in Project
PM	Project Manager	Skilled	1	1.2, 1.3, 2.1, 2.3, 2.4.1, 2.4.2, 4.2, 5.3	Manages project coordination, feasibility, scheduling, stakeholder control and handover.
MED	Medical / Physiotherapy Advisor	Skilled	1	1.1, 2.3, 2.4.2, 3.1.2, 3.2.2, 3.3.3, 4.1, 4.3, 5.2, 5.3	Provides clinical rehabilitation input and patient-safety guidance.
BIO	Biomedical Engineer	Skilled	1	1.2, 2.1, 2.4.1, 3.1.4, 3.2.4	Converts rehabilitation requirements into technical and functional specifications.
DES	Design Engineer Team	Skilled	3	2.2.1, 2.2.2, 2.2.3, 2.4.1, 3.1.4, 3.1.5, 3.2.4, 3.2.5, 3.3.4, 3.3.5	Produces drawings, redesigns and design comparisons.
MECH	Mechanical / Prototype Engineer	Skilled	2	3.1.1, 3.1.5, 3.2.1, 3.2.5, 3.3.2, 3.3.5, 4.3, 5.1, 5.2	Builds and integrates the physical frame and exoskeleton structure.
ELEC	Electronics Engineer	Skilled	1	3.2.1, 3.3.1, 3.3.2, 3.3.5, 5.1	Supports electronics, sensor systems and integration work.
SW	Embedded Software Engineer	Skilled	1	3.3.1	Develops failsafe logic, sensor code and control functions.
SAFE	Safety Engineer	Skilled	1	2.3, 2.4.2, 3.1.3, 3.2.3, 3.3.3, 3.3.4	Reviews technical, clinical and operational safety risks.
TEST	Test Engineer	Skilled	1	3.1.2, 3.1.3, 3.2.2, 3.2.3, 3.3.3, 4.1	Conducts fitting, mobility, safety and client testing.
TECH	Technician	Technical support	2	3.1.1, 3.1.2, 3.2.1, 3.3.2	Supports workshop assembly, prototype handling and technical setup.
SUP	Support Staff / Patient Coordination	Support	2	4.1, 4.2, 5.3	Supports test participants, client sessions and feedback collection.
TW	Technical Writer	Documentation	1	5.1, 5.3	Prepares feature documentation and supports handover material.
MAN	Manual Specialist	Documentation	1	5.2, 5.3	Prepares the operation manual and final operating instructions.

 

Appendix F: Human Resource List

 

          5.1.2 Non-Human Resource List

Code	Non-Human Resource	Cap	Related WBS Activities	Purpose
CAD	CAD / Design Workstations	3	2.1, 2.2.1, 2.2.2, 2.2.3, 2.4.1, 3.1.4, 3.2.4, 3.3.4	Used for drawings, redesigns and technical review.
DOCSYS	Documentation Platform	2	1.2, 1.3, 2.1, 5.1, 5.2, 5.3	Used for project documents, manual production and handover files.
WORKSHOP	Prototype Workshop Bay	1	3.1.1, 3.2.1, 3.3.2	Physical prototype construction and integration area.
FAB	Fabrication / 3D Printing / CNC Equipment	1	3.1.1	Produces prototype frame parts and test components.
ELECBENCH	Electronics Bench	1	3.2.1, 3.3.1, 3.3.2, 3.3.5	Used for wiring, electronics, sensor setup and bench testing.
TESTFAC	Testing Facility	1	3.1.2, 3.1.3, 3.2.2, 3.2.3, 3.3.3, 4.1	Used for fitting, mobility, safety and client testing.
GAITKIT	Gait / Mobility Measurement Kit	1	3.2.2, 3.3.3, 4.1	Measures walking, mobility and rehabilitation performance.
ROOM	Training / Feedback Room	1	4.2, 4.3, 5.3	Used for 3M training, feedback sessions and handover.
SURVEY	Feedback / Survey Tools	1	4.2	Used to collect and analyse 3M and user feedback.

 

Appendix G: Non-Human Resource List

5.2. Detailed Resource Allocation by WBS Activity

ID	Task Name	Human Resources Allocated	Non-Human Resources Allocated
1.1	Physio Re-consultation	MED 1, PM 0.5	DOCSYS 1
1.2	Feasibility Assessment	PM 1, BIO 0.5, MECH 0.5	DOCSYS 1
1.3	Timeline / Deadline Establishment	PM 1	DOCSYS 1
2.1	Specification Evaluation	BIO 1, DES 1, PM 0.5	CAD 1, DOCSYS 1
2.2.1	Prototype 1 Initial Design	DES 1	CAD 1
2.2.2	Prototype 2 Initial Design	DES 1	CAD 1
2.2.3	Prototype 3 Initial Design	DES 1	CAD 1
2.3	Risk Assessment	SAFE 1, MED 0.25, PM 0.25	DOCSYS 1
2.4.1	Drawing Review	DES 2, BIO 0.5, PM 0.5	CAD 2, DOCSYS 1
2.4.2	Risk Review	SAFE 1, MED 0.25, PM 0.25	DOCSYS 1
3.1.1	Low Fidelity Prototype	MECH 2, TECH 1	WORKSHOP 1, FAB 1
3.1.2	In-house Frame Fitting Test	TEST 1, TECH 1, MED 0.5	TESTFAC 1
3.1.3	Safety Test	SAFE 1, TEST 1	TESTFAC 1
3.1.4	Design Comparison	DES 1, BIO 0.5	CAD 1, DOCSYS 1
3.1.5	Feedback Integration	MECH 1, DES 1	CAD 1, WORKSHOP 0.5
3.2.1	Integration into Frame	MECH 2, ELEC 1, TECH 1	WORKSHOP 1, ELECBENCH 1
3.2.2	Mobility Test	TEST 1, MED 0.5	TESTFAC 1, GAITKIT 1
3.2.3	Safety Test	SAFE 1, TEST 1	TESTFAC 1
3.2.4	Design Comparison	DES 1, BIO 0.5	CAD 1, DOCSYS 1
3.2.5	Feedback Integration / Customisation Refinement	MECH 1, DES 1	CAD 1, WORKSHOP 0.5
3.3.1	Failsafe Sensors & Code Development	ELEC 1, SW 1	ELECBENCH 1
3.3.2	Mechanism Integration	MECH 2, ELEC 1, TECH 1	WORKSHOP 1, ELECBENCH 1
3.3.3	Safety Test	SAFE 1, TEST 1, MED 0.5	TESTFAC 1, GAITKIT 1
3.3.4	Design Comparison	DES 1, SAFE 0.5	CAD 1, DOCSYS 1
3.3.5	Feedback Integration	MECH 1, ELEC 1, DES 1	CAD 1, ELECBENCH 1
4.3	Training 3M Staff on Operation	MED 1, MECH 1, PM 0.5	ROOM 1, DOCSYS 1
4.1	Testing with Clients	TEST 1, MED 1, SUP 2	TESTFAC 1, GAITKIT 1
4.2	3M Feedback Sessions	SUP 3, PM 0.5	ROOM 2, SURVEY 1
5.1	Feature Documentation	TW 1, MECH 0.25, ELEC 0.25	DOCSYS 1
5.2	Operation Manual	MAN 1, MED 0.25, MECH 0.25	DOCSYS 1
5.3	Prototype Handover	PM 1, TW 0.5, MAN 0.5, MED 0.25, SUP 1	ROOM 1, DOCSYS 1

 

Appendix H: Resource Allocation

 

5.3. Initial Allocation

5.3.1. Human Resources

 

Appendix I: Human Resources

 

The initial human resource allocation table shows the number of resource units required during each project period before resource smoothing. The table highlights the periods where resource demand exceeds available capacity. Most human resources remain within their capacity, but two key over-allocations are identified: the Electronics Engineer and Support Staff.

 

Appendix J: Initial Human Resource Histogram

 

The initial human resource histogram shows resource demand as a proportion of available capacity. A value of 1.0 represents full resource capacity, while any value above 1.0 indicates over-allocation. The chart shows that the Electronics Engineer exceeds capacity during the overlap between prototype integration and failsafe development. It also shows that Support Staff exceed capacity during the 3M feedback period.

 

Overloaded Human Resources:

Resource	Capacity	Overloaded Period	Initial Demand	Cause of Overload
Electronics Engineer	1	14-Jan-27 to 17-Feb-27	2	3.2.1 Integration into Frame overlaps with 3.3.1 Failsafe Sensors & Code Development
Support Staff	2	27-Sep-27 to 08-Oct-27	3	4.2 3M Feedback Sessions are too concentrated

 

5.3.2. Non-human Resources

 

Appendix K: Non-Human Resources

The initial non-human resource allocation table shows the use of equipment, facilities and support tools before smoothing. Most non-human resources remain within capacity, but the Electronics Bench and Feedback Room show over-allocation during specific periods.

 

 

Appendix L: Initial Non-Human Resource Histogram

 

The initial non-human resource histogram shows that the Electronics Bench exceeds capacity when failsafe development overlaps with electronics integration work. The Feedback Room also exceeds capacity during the 3M feedback period, because the original allocation required more room availability than was realistically available.

Overloaded non-human Resources:

Resource	Capacity	Overloaded Period	Initial Demand	Cause of Overload
Electronics Bench	1	14-Jan-27 to 17-Feb-27	2	3.2.1 and 3.3.1 both require electronics bench capacity
Feedback Room	1	27-Sep-27 to 08-Oct-27	2	4.2 feedback sessions require more room capacity than available

 

5.4 Resource Overload Identification and Levelling

Since the project is time-constrained, resource smoothing was used rather than extending the project duration. The objective was to reduce resource peaks while keeping the final handover date unchanged. Smoothing was only applied to activities with available slack, so critical path activities were not delayed.

5.4.1. Action 1— 3.3.1. Failsafe Sensors & Code Development

Overload problem:

The first overload happens during 14-Jan-27 to 17-Feb-27. During this period, (3.2.1 Integration into Frame) and (3.3.1 Failsafe Sensors & Code Development) both require the same scarce resources.

 

The activity causing the problem is (3.3.1 Failsafe Sensors & Code Development) because it is non-critical and has available slack.

 

Available slack:

Activity	Early Start	Early Finish	Late Start	Late Finish	Slack
3.3.1 Failsafe Sensors & Code Development	23-Nov-26	05-Mar-27	18-Jan-27	30-Apr-27	40 working days

 

This means 3.3.1 can finish as late as 30-Apr-27 without delaying 3.3.2, which starts on 03-May-27.

 

Levelling decision:

The electronics-heavy part of 3.3.1 is pushed back so that it no longer overlaps with 3.2.1 Integration into Frame.

 

Activity	Initial Allocation	Levelled Allocation	Change
3.3.1 Failsafe Sensors & Code Development	23-Nov-26 to 05-Mar-27	18-Jan-27 to 30-Apr-27	Pushed back by 40 working days within available slack

 

The whole activity is not delayed beyond its late finish. Instead, its electronics-intensive work is moved later inside the available slack window. This avoids using the Electronics Engineer and Electronics Bench at the same time as 3.2.1 Integration into Frame.

5.4.2 Action 2 — 4.2. 3M Feedback Sessions

Overload problem:

The second overload happens during 27-Sep-27 to 08-Oct-27. The issue is activity (4.2 3M Feedback Sessions). It requires too many support and room resources at the same time.

 

 

Available slack:

Activity	Early Start	Early Finish	Late Start	Late Finish	Slack
4.2 3M Feedback Sessions	27-Sep-27	08-Oct-27	04-Oct-27	15-Oct-27	5 working days

 

This activity has slack because (5.3 Prototype Handover) cannot begin until (5.1 Feature Documentation) and (5.2 Operation Manual) are also complete.

 

Levelling decision:

For this activity, the correct levelling action is to spread the feedback sessions across the available slack window.

Activity	Initial Allocation	Levelled Allocation	Change
4.2 3M Feedback Sessions	27-Sep-27 to 08-Oct-27	27-Sep-27 to 15-Oct-27	Extended across 5 extra working days of slack

In practical terms:

5 working days of feedback work are pushed into 09-Oct-27 to 15-Oct-27. This reduces the peak demand.

 

5.5 Resource Allocation after Levelling

5.5.1 Human Resources

 

Appendix M: Human Resources

 

After levelling, the human resource allocation is more balanced. The Electronics Engineer no longer exceeds capacity, because the failsafe development work has been shifted within its slack window. Support Staff demand is also reduced to available capacity because the feedback sessions are spread over a longer period.

 

Appendix N: Levelled Human Resource Histogram

 

The levelled human resource histogram shows that all human resources are now at or below their available capacity. The previous peaks for the Electronics Engineer and Support Staff have been removed. This confirms that resource smoothing successfully reduced peak demand without changing the final project completion date.

 

5.5.2. Non-human Resources

 

Appendix O: Non-Human Resources

 

The levelled non-human resource allocation shows that equipment and facility demand has been reduced to available capacity. The Electronics Bench and Feedback Room no longer exceed their capacity limits after the smoothing changes.

 

Appendix P: Levelled Non-Human Resource Histogram

 

The levelled non-human resource histogram confirms that all equipment and facility resources are now within their available capacity. The previous over-allocation of the Electronics Bench and Feedback Room has been removed by shifting work within available slack.

 

6. Cost Management

6.1. Cost breakdown: activities, phases, deliverables

Appendix Q: Cost Breakdown

6.2. Direct, indirect, and general & administrative costs

The project costs are divided into direct, indirect, and general & administrative (G&A) costs. The direct cost are what form the larger components, for example the labour, materials and prototype development. All this can be at least 70% of the total cost whereas the indirect costs would be about 15-20%, which come from the overheads such as, facility usage, utilities, and software required to support the project but not directly attributable to specific tasks. General and administrative costs account for the remaining percentage which allow for project management, legal compliance, and organisational support functions. This cost distribution aligns with industry standards for medical device development projects and ensures a realistic budgeting within the project’s $500K - $10M constraint.

6.3. Cost S-curve (total costs)

1. Beginning (Months 1–4)

Low cost accumulation.

Activities: planning, feasibility, early design.

Labour-heavy, minimal materials.

 

2. Main Process (Months 5–13)

High spending on:

Prototype fabrication.

Materials (actuators, sensors).

Engineering labour.

3. Plateau Phase (Months 14–18)

Costs begin to stabilise.

Activities:

Testing.

Training 3M.

Final evaluation.

Minimal new materials → mostly labour.

 

Appendix R: Excel of Cost S Curve

 

 

The graph above demonstrates a cost S curve which is the cumulative project expenditure over the course of the proposed 18 month period. Initially, costs increase gradually due to the planning and design activities, which are mainly labour based. Then a there is a significant rise in costs during prototype development phase, where material procurement, fabrication, and iterative testing start eating away at the budget. This phase represents the steepest section of the curve, accounting for most of the total costs. Towards the final stages, the curve begins to plateau as activities shift to testing, training, and project handover, which require fewer material inputs. Overall, the S-curve reflects a typical engineering project cost distribution, with peak expenditure occurring during development and stabilisation near completion.

 

 

6.4. Estimation assumptions

When it comes to estimating, costs can vary extremely depending on the main things used, especially between material and how many variations will be created before the final product. The cost estimate for the ACL rehabilitation exoskeleton project is based on a total budget of approximately $2.1 million, which sits within the approved project budget range of $500,000 to $10 million. This is estimated with a hybrid of top-down approach for the

prototyping section while other sections are estimated with a bottom-up approach, this is due to the nature of a prototyping phase which can have a very volatile cost so we approached with a set budget for our engineers to follow during the prototyping phase. The estimate assumes the project will run for 18 months, from 03 May 2026 to 03 November 2027, with no extension to the handover deadline.

 

It is assumed that only three prototype iterations will be developed and tested before handover to 3M. The direct costs, include labour, materials, prototype fabrication, testing, training, documentation, and a 15% contingency allowance for design changes, testing issues, and minor cost increases. Labour rates are assumed to remain stable throughout the project as it will be over a pretty short period of time. Specialist staff, including biomedical engineers, design engineers, safety engineers, physiotherapists, technicians, and project managers, are assumed to be available when required. Material costs for actuators, sensors, control systems, and structural components are also assumed to remain within the predicted values.

The estimate excludes mass production, marketing, commercial product launch, and post-handover development, as these activities are outside the project scope and will be handled by 3M.

 

6.5. Current, inflation-adjusted costs (no outdated values)

Cost adjustments have been applied using the most recent inflation and wage growth data published by the Australian Bureau of Statistics. According to the ABS, the Consumer Price Index (CPI) increased by approximately 4.6% over the year to March 2026, while the Wage Price Index (WPI) increased by approximately 3.4% over the year to December 2025 (Australian Bureau of Statistics). These values have been used to adjust historical cost data to present-day conditions. Labour costs (engineers, technicians, physiotherapists) were escalated using the 3.4% WPI. Material and equipment costs (actuators, sensors, fabrication, utilities) were escalated using the 4.6% CPI.

 

 

Inflation Adjustment Formula

Adjusted Cost = Base Cost × (1 + Inflation Rate (%))

 

Example:

Materials: $100,000 × 1.046 = $104,600

Labour: $100,000 × 1.034 = $103,400

The total project cost of approximately $2.1 million is therefore presented as a current (2026) estimate, inclusive of a 15% contingency allowance to account for uncertainty and potential cost escalation during the project lifecycle.

 

48260 ENGINEERING PROJECT MANAGEMENT

 Group Report - RESPONSIBILITY MATRIX

 

LECTURE:  MORNING / EVENING                                       GROUP NUMBER: 07

(Strike out)

SEMESTER:  AUTUMN / SPRING                                         YEAR:                                                  2 0 2 6

(Strike out)                                             See example on last page

 

List Report Components and Deliverables	Student Roles: P = Prime (e.g. author), C = Contributed, R = Reviewed
	Group member names
	Christopher Aoun	Alejandro Barroso	Christopher Finos	Rabi Hurmiz	Tomas Kapocius	William Ries
Objectives, Scope & Deliverables	C/R	C	P	C	C	C
WBS Diagram			P		C	C
Network Diagrams		C	C		C	P
Risk Management			C		P	C
Resources	C	P		C
Cost Management	P	C		P
Prepare Final Report	R	R	P	R	R	R