Design for Electrical and Computer Engineers Chapter 5. Managing the Design Process How much is the...

Design for Electrical and Computer Engineers

Chapter 5. Managing the Design Process

How much is the design going to cost? When can you deliver?

Designer’s responsibility:1. Meeting Design objectives of functionality and performance.

2. Doing so within a limited budget and within a limited amount of time.

To do this responsibility; we have to know1. How many people do we need?

2. What skill must they posses?3. What load will you place on the lab and the machine shop?

4. Will you be using any of you special (and scarce) test equipment?

To answer these questions, The Design process should be organized, structured, and planned in advance.

We need Project management!

5. What kind of materials, How many, When do you need?


Definition of a Project:A quantifiable piece of work, with a defined start and end, and with expectation of specific outputs or deliverables.

(ex) construction of a space shuttle, bridge, building, cell phone,

Attributes of a Project:• The output is low volume (prototypes), a unique product/service.• There are measurable objectives.• It uses a limited set of resources (people, materials, equipment).• The work is often complex, uncertain, and/or urgent.

5.1 The Project Management Approach

5.1.1 Project Organization

project

Subproject 1 Subproject 1 Subproject 1

Large company


electricalmechanical

Project 1

Project 2

Large company

electrical

mechanical

Project 1

small company

Other small company

Meet requirement?

Perform as it is wanted?

Meet requirement?

Perform as it is wanted? +Meet budget?

Meet schedule?


5.1.2 Element of Project Management1. Planning

2. Monitoring

3. Control

- Defines the work to be done, the schedule to complete work, a budget, materials, people, equipment

- Manager must routinely monitor the fund expended, the resources utilized, whether or not the work is being completed on the scheduled date.

To be successful, a project manager should posses the right skill, appropriate resources should be supported.

- Manager must make choices to optimize project performance, Break through.


5.2 The Project Plan

- The project plan answers

- What it will cost.- What it will be completed.

- What resources will be needed.

- The project plan constitutes an agreement between the project team and their employer or client.

- Some companies employ a formal signoff of the plan, requiring marketing, engineering, manufacturing, finance and senior management formally to agree to the plan prior to starting the project.

- In essence, the plan becomes a pact( 계약 ) whereby the company collectively agrees to expend certain resources, in return for which it expect to achieve certain results.

- For engineering firm, the project plan forms part of its legal contract, providing the basis for payment or , in unfortunate circumstances, litigation( 소송 ).

- All project plans contain the following:

1. Definition of work2. Schedule

3. Resource requirement: Estimates of the individulas, materials, equipment, and support services4. Cost Estimate


Planning Process


5.3 Defining the Work (the first step in the planning process)

- The project plan answers come from the block diagram developed in the system design.

- Example: RPM measurement device (RMD) for the lawn-mower repair industry. - A set of system specifications and functional

requirements has been established and block diagrams finalized.

- Now, let’s step back from the design process and organize the project!

For a very simple project, this is sufficient.


This is typical of what one expect as output from the first step of developing a project plan

How many tasks? - properly

- One block is one task- One task that can be an individual. - One task that can be a milestone. - trade-off


5.4 Scheduling5.4.1 Network Diagram (5.4.3 Bar Chart)

- Network diagram = precedence diagram = CPM (Critical Path Method) diagram = PERT (Program Evaluation and Review Technique)

Activity-on-arrow (AOA) method

- The intent of the network diagram is to illustrate graphically each task to show the interdependence or precedence among the task to provide a technique for reordering the tasks so as to optimize the schedule.


Activity-on-node Method (more popular, preferred)

It is easily can be seen - Precedence - Critical Path - Slack Time( 느슨한 시간 , 놀아도 되는 시간 , 여유시간


5.4.2 Reviewing the Work description (improving the first AON)

!!!


5.4.3 Bar Chart =Gantt Chart + milestone chart

Network diagram(good for to know

precedence,critical path)

Bar Chart(good for

Presentation to customers and

manager)

Computerized systems (Myproject- Microsoft) provide all of the features of bar charts.- Presentation of precedence, slack time, and critical path.


Bar Chart Practice


5.4.4 Additional Comments on SchedulingAs we work on the schedule, it is common to revisit the definition of work, modifying, splitting, adding, and deleting tasks so as to improve the plan.

The importance of good schedule should not be underestimated!

Bad schedule:

Too many tasksToo few tasksImbalance in tasksNo rule allocation

Be cautious!

- The project management system must serve the project, not the converse.- The sophistication of the system has no bearing on( 관계없다 ) the accuracy of the information it present.


5.5 Planning Resources and Estimating Costs

5.5.1 Costing Practice

Costs of personnel is not included!Accounting department will reject!

Direct costs: salaries, benefits, and other costs directly attributed to the employeeIndirect Costs (overhead costs): rent, telephone, ….

Burdened rate = personnel costs + overhead costsUnburdened rate = personnel costs


• The important thing for the project manager who is establishing the budget to knowis which of the resources will be charged to the project and what rates those charges will be made.

Personnel: per hour or per dayInternal facilities: charging fee of cost centers (shop, drafting office…) Outside services (outsourcing):Supplies and materials: PCB, Tr, R, L, C, Op amps… (exclude paper, solder,… these are in overhead)

5.5.2 Estimating Personnel Requirements (largest part of the project cost)

Approach 1: take the work definition and schedule then simply determine how many people are require.

Approach 1.5 is preferred.

Approach 2: look around at who is available then figure out how to organize them to complete the project, revising the schedule to meet end date.

days

1. Too abrupt increase!

2.SE works 40~80% of the time!

Can do another project!

System design

Main BoardPWR designPackagingInt & testFinalize

PrototypePM

3.Can be move to here for load leveling

Not plan for a person to work more than 80~90% !

(one may be sick.)


5.5.3 Budget PreparationCash flow is especially important;-when the project is financed from lank loans-when it is contractually tied to a advance

payments from a client.


5.5.4 Putting the Plan Together (Making Plan Document)

1.Background

2. Project overview

3. Organization and management

4. Description of work

5. Schedule

6. Budget

Attachments: A Requirements specification B System specification

Why this project? What has been done? Constraints, Key technology and special skill,Key decisions and their justification (commitments to customers), Market forecasts, Feasibility studies, Relations with other effect

Summary of entire project, deliverables, dates, costs, for someone who has no time to delve into the details.

3.1 Personnel: duty, skill, deliverables of each 3.2 Organization and responsibilities: diagrammatic structure, frequency of report and content3.3 Monitoring and reporting: , method for budget and schedule control

Detailed description of work similar to Table 5. 2

A bar-chart-type

similar to Table 5. 4, 5.5

This document forms a commitment or contract within an organization or between organizations.


5.6 Managing the Project

- Three functions of project manager: Monitoring, reporting, and problem resolution

- Project manager should be able to answer these questions;

1. Are performance objectives being met? Will the design do what we promised it work?2. Are resources being used effectively? Do we need more (or less) of certain skills?

3. Is the project on schedule? Will we deliver when we promised we would?

4. Is the project on budget? Will it cost what we said it would or is additional funding required?

5.6.1 Performance Monitoring

5.6.2 Task Progress- Project manager should regularly discuss the process of each task with the team member responsible for its completion.

- More formal input may be required such as weekly or monthly written report. (how much % of work has been done.)

- Evaluation of whether or not the design process is going to meet the performance as stated in the system specification.


5.6.3 Schedule Status


5.6.4 Budget Status- A budget status is prepared at regular intervals. Are expenditures occurring in the amount planned? Are expenditure occurring when they were planned? Will the project cost end up the same as was estimated by the plan?


5.6.5 Reporting- At regular interval, it is necessary to report the status and progress of the project – monthly is common.- Important to; project manager project members firm’s management client to other departments (marketing ,personnel, accounting, manufacturing,….)

RMD Design Monthly Report1 Summary of work completed2. Problem areas3. Plans for next period4. Schedule and budget

Attachments; A Project schedule B Budget summary


5.6.6 Problem Resolution- A project may encounter three types of problems: 1. It is taking longer than expected. 2. It is taking more resources than expected 3. It is proving technically infeasible to meet objectives.

- How to solve? 1. Accept a delay but stay within the budget. (you can wait without using resources) 2. Add resources and increase the project cost. 3. Change the deliverables. Adjust specification, reduce or eliminate deliverables with approval. These are good euphemism ( 완화 ) 4. Reorganize the project to utilize more effectively with approval.

Design for Electrical and Computer Engineers Chapter 5. Managing the Design Process How much is the...

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