1 / 66

SOW / Open Workbench

SOW / Open Workbench. By Wilmer Arellano Fall 2009. Please download and install. http://www.openworkbench.org/ http://www.openworkbench.org/index.php?option=com_docman&Itemid=55. References. Some Excerpts from the book:

carpio
Download Presentation

SOW / Open Workbench

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. SOW / Open Workbench By Wilmer Arellano Fall 2009

  2. Please download and install • http://www.openworkbench.org/ • http://www.openworkbench.org/index.php?option=com_docman&Itemid=55

  3. References • Some Excerpts from the book: • Karl T Ulrich and Steven D. Eppinger. (2004). Product Design and Development. Third Edition. Mc Graw Hill, Irwin. ISBN-13: 978-0-07-247146-5. • Some Excerpts from the book • “Engineering Design, a Project Based Introduction”, second edition by Clive I. Dym and Patrick Little. John Wiley and Sons, Inc. ISBN 0-471-25687-0 http://en.wikipedia.org/wiki/Statement_of_work http://en.wikipedia.org/wiki/Work_breakdown_structure http://www.maxwideman.com/musings/wbswar.htm http://www.inforapid.com/ • http://office.microsoft.com/en-us/assistance/HA011361531033.aspx#Step%201 http://www.openworkbench.org/

  4. Project management • Product development involves: • many people • many different tasks. • Successful product development projects result in: • high-quality; • low-cost products • efficient use of time, • money, • and other resources.

  5. Project management • Project management is the activity of planning and coordinating resources and tasks to achieve the project goals.

  6. Statement Of Work (SOW) • The Statement Of Work is a document that captures and defines • the work activities, • deliverables and • timeline a vendor will execute against in performance of specified work for a customer. • http://en.wikipedia.org/wiki/Statement_of_work

  7. Statement Of Work (SOW) (More Precise) • A statement of work (SOW) is a document used in the Project Development and organizes information about: • Scope of Work (WBS), Describes the work to be done in detail and specifies the hardware and software involved and the exact nature of the work to be done. • Location of Work, Describes where the work is to be performed. Specifies location of hardware and software and where people will meet to perform the work. • Period of Performance, This specifies the allowable time for projects, such as start and finish times. • Deliverables Schedule, This part list the specific deliverables, describing what and when it is due. • Who is responsible for what. • Similar to an estimate of somebody fixing your roof

  8. Statement Of Work (SOW) • The information indicated in the previous slide is presented distributed in the corresponding section of the proposal as needed • There is no need to summarize as presented in the slide

  9. Tasks • A piece of work requiring effort, resources and having a concrete outcome (a deliverable). • Although a task may be of any size (a project is a very large task), the term task is usually used to refer a smaller piece of work. • Tasks are sometimes specified as activities. They take place over a period of time and generally consumes resources. Projects are made up of tasks, usually grouped in what is called a work packages. • http://www.visitask.com/task-g.asp

  10. Work Breakdown Structure (WBS) • The WBS is the hierarchical list of the project's phases, tasks and milestones • Phase: A group of related tasks that completes a major step in a project. • Task: An activity that has a beginning and an end. Project plans are made up of tasks. • Milestone: A reference point marking a major event in a project and used to monitor the project's progress. • Scope: The combination of all project goals and tasks, and the work required to accomplish them. • The scope translates into the timeline and budget. • Budget: The estimated cost of a project. • http://office.microsoft.com/en-us/assistance/HA011361531033.aspx#Step%201

  11. Work Breakdown Structure (WBS) • The WBS may describe: • the activities of the project or • Activities speak to the work involved in the project, • or its deliverables. • Deliverables speak to end results. • If activities, then the WBS is expressed by sentences commencing with verbs, • but if deliverables, then the entries are expresses as nouns. • http://www.maxwideman.com/musings/wbswar.htm • We will base our WBS on deliverables. Please make that clear in your WBS

  12. Work Breakdown Structure (WBS) • The WBS was initially developed by the U.S. defense establishment, and it is described in Military Standard as follows: • “A work breakdown structure is a product-oriented family tree composed of hardware, software, services, data and facilities” • http://h2o.enr.state.nc.us/bims/WBS/Support_Project_WBS.html

  13. Work Breakdown Structure (WBS) • This is what we want Deliverables based WBS • http://en.wikipedia.org/wiki/Work_breakdown_structure#Example_of_a_work_breakdown_structure

  14. Work Breakdown Structure (WBS) • The 100% rule • The rule applies at all levels within the hierarchy: the sum of the work at the “child” level must equal 100% of the work represented by the “parent” and the WBS should not include any work that falls outside the actual scope of the project, that is, it cannot include more than 100% of the work • The best way to adhere to the 100% Rule is to define WBS elements in terms of deliverables.

  15. Phase: A group of related tasks that completes a major step in a project. Task: An activity that has a beginning and an end. The end is marked by a deliverable

  16. Documenting (WBS) • Phase 1.1-Antenna Design • Objective: To produce a 50 Ohm input impedance antenna with a power handling capability of 100 Watts with minimum cost and a minimum power gain of 3 dB • Approach: Two method will be used and compared to select the more economical design. Method 1 will consist of the recently acquired Antenna Design Software and method 2 will be based on newly published formulas by A. Jones [4] • Expected Results: A fully functional transmit antenna with accompanying literature and mounting hardware. • This phase will consist of the following tasks: • Antenna Design • Antenna Construction • Antenna Testing • Remember this is a deliverable based description

  17. Project Timeline/ Sequential Tasks • Tasks are sequential when they are dependent on the output of another task. These because the dependencies impose a sequential order in which the tasks must be completed. • We do not necessarily mean that the later task cannot be started before the earlier one has been completed

  18. Project Timeline/ Parallel task • Two tasks are parallel when they are both dependent on the same task but are independent of each other.

  19. Project Timeline/ Coupled tasks • Coupled tasks are mutually dependent; each task requires the result of the other tasks in order to be completed. Coupled tasks either must be executed • simultaneously with continual exchanges of information or • must he carried out in an iterative fashion.

  20. Milestones • Examples: • Prototype Implementation. • Testing. • Documentation. • Demonstration. • Each Milestone should be explained with a sentence or two

  21. PERT Charts (program evaluation and review technique) • PERT (program evaluation and review technique) charts explicitly represent both dependencies and timing, in effect combining some of the information contained in the DSM and Gantt chart.

  22. The Critical Path • The dependencies among the tasks in a PERT chart, some of which may be arranged sequentially and some of which may be arranged in parallel, lead to the concept of a critical path. The critical path is the longest chain of dependent events.

  23. Example

  24. Example

  25. Example

  26. Example

  27. Possible Research (Missing Percentages)

  28. Alternate Style (not what we want to use) http://en.wikipedia.org/wiki/Work_breakdown_structure

  29. This is just an example, you can customize as you like.

  30. In Favorites Gantt Charts, double-click the little square and enter: • A new Phases with: • Name • Category • And ID • Make sure to select phase

  31. The first phase has been created

  32. In Favorites Gantt Charts, double-click the little square and enter: • The Tasks with: • Names • Category • And ID • Duration • Could leave blank • Probably Better • Make sure to select task

  33. The first task has been entered

  34. This is how it would look after all tasks for the first phase have been entered

  35. To indicate task’s dependencies drag from the end of one task to the beginning of the next one

  36. Click here to auto-schedule

  37. This is how it would look like Red Color indicates the Critical Path

  38. Project with two phases included It is a coincidence that the two phases have same duration

  39. The zoom commands were used to fit the chart in the window Click to see the PERT

  40. On planning, Resource assignment, double click the little square to enter the resources and their costs

  41. Do the same for non labor resources Use Equipment for Space

  42. You can add the cost of components as “material”

  43. Right click on the tasks and select assignment to assign resources to the tasks

  44. Select Resource and click on Assign Enter estimated hours in Estimate

  45. As components were entered with a rate of $100, 1.5 will represent $150

  46. If you need to add a new task or phase in between tasks or phases, right click the square and select insert task The yellow color indicates that the task is low in resources, more hours or space or equipment, etc are needed

  47. There will be a problem if you click schedule again

  48. The zoom commands were used to fit the chart in the window As the Audio Interface Module and the Mixer Module were using the same resources, they were converted to sequential. You would need to add more resources to keep the tasks in parallel

More Related