1. By Wilmer Arellano Fall 2010
SOW / Open Workbench
By Wilmer Arellano
Fall 2010
Wilmer Arellano © 2010

2. Under the following conditions:
You are free:
to Share — to copy, distribute and transmit the work
Under the following conditions:
Attribution — You must attribute the work in the manner specified by the author or licensor (but not in any way that suggests that they endorse you or your use of the work).
Noncommercial — You may not use this work for commercial purposes.
No Derivative Works — You may not alter, transform, or build upon this work.
Wilmer Arellano © 2010

3. With the understanding that:
Public Domain — Where the work or any of its elements is in the public domain under applicable law, that status is in no way affected by the license.
Other Rights — In no way are any of the following rights affected by the license:
Your fair dealing or fair use rights, or other applicable copyright exceptions and limitations;
The author's moral rights;
Rights other persons may have either in the work itself or in how the work is used, such aspublicity or privacy rights.
Notice — For any reuse or distribution, you must make clear to others the license terms of this work.
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4. Please download and install
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5. References http://www.inforapid.com/ 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:
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
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6. Project management Product development involves:
many people
many different tasks.
The goals of successful product development are:
high-quality;
low-cost products
efficient use of time,
money,
and other resources.
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7. Project management
Project management is the activity of planning and coordinating resources and tasks to achieve the project goals.
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8. Statement Of Work (SOW)
A statement of work (SOW) is a document used in the Product 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
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9. 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.
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10. 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 consume resources.
We prefer tasks specified as deliverables.
Wilmer Arellano © 2010

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 expressed as nouns.
We will base our WBS on deliverables. Please make that clear in your WBS
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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”
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13. Work Breakdown Structure (WBS)
This is what we want Deliverables based WBS
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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.
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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
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16. 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
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17. Project Timeline/ Parallel task
Two tasks are parallel when they are both dependent on the same task but are independent of each other.
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18. 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.
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19. Milestones
Examples:
Prototype Implementation.
Testing.
Documentation.
Demonstration.
Each Milestone should be explained with a sentence or two
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20. 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.
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21. 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.
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22. Example
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23. Example
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24. Example
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25. Example
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26. 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
Antenna Packaging
Antenna Monitoring
Remember this is a deliverable based description
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27. Possible Research (Missing Percentages)
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28. Alternate Style (not the one that we want to use)
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29. Wilmer Arellano © 2010

30. This is just an example, you can customize as you like.
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31. In Favorites Gantt Charts, double-click the little square and enter:
A new Phases with:
Name
Category
And ID
Make sure to select phase
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32. The first phase has been created
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33. 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
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34. The first task has been entered
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35. This is how it would look after all tasks for the first phase have been entered
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36. To indicate task’s dependencies drag from the end of one task to the beginning of the next one
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37. Click here to auto-schedule
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38. This is how it would look like
Red Color indicates the Critical Path
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40. Project with two phases included
It is a coincidence that the two phases have same duration
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41. The zoom commands were used to fit the chart in the window
Click to see the PERT
The zoom commands were used to fit the chart in the window
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42. On planning, Resource assignment, double click the little square to enter the resources and their costs
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43. Do the same for non labor resources Use Equipment for Space
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45. Right click on the tasks and select assignment to assign resources to the tasks
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46. Select Resource and click on Assign Enter estimated hours in Estimate
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48. 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
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49. A problem will show when you click schedule again
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50. You would need to add more resources to keep the tasks in parallel
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
The zoom commands were used to fit the chart in the window
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51. Another Low Frequency Engineer was included
Two more Lab Spaces were included
It was not necessary increase the project duration
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52. Click on controlling and then Revise Schedule to see the budget
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53. Updating The Project Status
Set The base Line
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54. Updating The Project Status
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55. Updating The Project Status
Double Click on the affected tasks and change the changes in estimated and actual time per Resource
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56. Updating The Project Status
The task bar changes colour to reflect status (Red / Blue – Not Started) (Purple – Started) (Grey – Progress completed)
The task name changes colour to reflect status (Red – Not Started) (Purple – Started) (Green – Completed)
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57. Updating The Project Status
If the task is completed enter 0 in Estimate
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58. Updating The Project Status
We reduced 20 hours but because of the weekend it appears to be a longer time
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59. Milestones
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60. Milestones Drag the milestone to the desired location
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61. Milestones
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62. Copy and Paste Table cells can be copied and pasted into excel
By the way, this is a representation of the WBS
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63. You can use the information from Openworkbench to build your WBS
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64. Wilmer Arellano © 2010

65. The Budget
The budget must be a result of using a project planning software.
It cannot be a rough estimate of guessed hours times cost per hour.
Even the Components are included here
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66. &
Questions
Answers
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