1. 4OI4 Engineering Design

2. Objectives
To provide an understanding of the steps involved in the design and prototyping of digital systems.
To gain hands-on experience in design, simulation and implementation of digital systems.
To familiarize with VHDL.

3. Expectations My expectation: Your expectations ? Speak up.
Make the course as interactive as possible.
Your expectations ?

4. Text Books/Reference Books
“Rapid prototyping of digital systems, Second Edition”, by J. O. Hamblen and M. D. Furman, 2001, Kluwer (CD included)
Reference books:
“VHDL for programmable logic”, K. Skahill, Addison Wesley 1996.
“Digital systems design and prototyping using field programmable logic and hardware description languages”, by Z. Salcic and A. Smailagic, 2000, Kluwer.
“VHDL programming by example”, by D.L. Perry, McGraw-Hill, 2002.
“Digital Signal Processing with Field Programmable Gate Array”, by U. Meyer-Baese, Springer 2001

5. Course Outline
Engineering design principles and project management tools.
Tutorials on CAD tool (Maxplus II)
Compare programmable logic technology
Microprocessor, ASIC, CPLD,FPGA
VHDL
UP1core library functions
Seven segment display, VGA_sync.
Using VHDL for synthesis of digital hardware
Multiplexers, Flipflops, ALU

6. Course Outline VGA video signal – to generate a video image
using Altera UP1 board.
Keyboard and mouse interface to the Altera board.
Chapters 1,3,4,5,6,9,10 and 11 will be covered.

7. Project
Students are supposed to complete a project in groups of two (or three)
Every group can choose the subject of their project
A typical project should involve the design of a digital system (e.g., FIR filter, a robot control system)
The design should be entered into CAD tool (MAX+PLUS) using VHDL and be simulated to make sure it meets the specified requirements
A hardware implementation of the project using the UP1 boards is required if the size of the design allows.

8. Students’ responsibilities for the project
Form groups.
Choose a project.
Prepare a project proposal.
Work on the project.
Prepare a progress report.
Prepare a final report.

9. Lab location, time and facilities
Lab: ITB , Room 143.
Lab hours: Mondayss and s, 2:30 to 5:30.
8 UP1 and 2 UP2 boards in the lab.
Student can use the lab facility for their projects at any time in the mornings and afternoons.
This is the only course using the room ITB-153.

10. CD -ROM Contains the MAX+PLUS II software from Altera.
Contains the UP1core library functions(in booksoft directory)
Contains the MAX+PLUS II manual (file Maxiigs.pdf in UG directory)
Contains the UP1 manual (in booksoft\chap2 files univ.pdf and upds_ugs.pdf)
Contains other useful information such as:
Application notes (from Altera) in An directory
Application Briefs in Ab directory
Data sheets in Ds directory

11. Project Students are free to choose any interesting digital system.
Perform preliminary research or literature survey.
Design the system in VHDL and implement it on Altera UP1 or UP2 boards.
The project should use between 10,000 and 200,000 logic gates.

12. Project Ideas
Visit the website of the text book
Exercises in chapters 7 to 13.
The following web page from University of Alberta has interesting projects
Projects done in previous years

13. Project Ideas
Chapter 12 of the text book provides details of robot controlled by UP board. One or two groups can work on robot related projects.
The application note (An) directory in the CD of the text book contains some interesting projects such as
ATP packet scheduler
Implementing cyclic code redundancy code checkers (CRCC)
Implementing RAM
The application note on the Altera website has interesting projects:

14. List of Possible Projects
Video games implementation on UP board.
Motion estimation using FPGA
A train control system using UP board.
A robot controlled by UP board.
IR proximity detector.
Line tracker sensor- program mail delivery robot .
Sonar ranging unit.
IR distance detector.
Ping Pong or Frog game.
A high speed ATM switch using UP board.
Implementation of discrete cosine transform.
Neural networks.

15. Time Table Two lab experiments – between Jan 15 and Feb 10.
The goal is to familiarize students with UP1 boards.
By Jan 22 – Form groups of two and submit the names of project partners to the TA (Roman Kordasiewicz,
By Jan 25, groups should be finalized.
By Feb 13 – should be ready to submit project proposal and give a short presentation on the proposal.
March 15 – Progress report ( 4 to 5 pages)

16. Time Table Mid April - Final presentation and report. Jan Feb Mar
Lab
Proposal
Progress
Report
Final report
Presentation
Forming groups

17. Assessment Assignments 20 % Proposal and Progress Report 20%
Project Proposal %
Proposal Presentation %
Progress Report %
Project %
Final Report %
Presentation %
Project %
Functionally complete 20%
Design complexity %
Novelty %

18. Suggestions and requests
Start working on the project as soon as possible
Partition your project into modules and implement and test each module separately
Do not take the UP boards out of the lab
Do not play with equipment not related to this course which is in the lab
Do not drink or eat in the lab
Do not login on a computer and leave it idle
If you are working late in the lab do not prop the door to the lab or to the building open

19. Contact Info
Instructor: Dr. S. Kumar
Office hours: Thursday and Friday 10:00 to 1:00.
Office: CRL #204
Lab: ITB, Room 153
Lab hours: Thursday, Friday 2:30 to 5:30
TA: Roman Kordasiewicz s:
Web page of the course:

20. Outline Project proposal Engineering design process
Project management tools
Work breakdown structure
Linear responsibility chart
Gantt chart

21. Project Proposal Objectives : Clear and concise – up to 10 lines.
Resources:
People - Names and effective time
Facility/Equipment/Software/Funding.
Description: (4 pages maximum)
Motivation
Background and previous work
Project Details – Provide details of each milestone
and expected time for its completion.

22. Project Proposal Scheduling: Assumptions/Risks: Examples:
Make use of Gantt Charts.
Assumptions/Risks:
Examples:
Components may not arrive on time.
They may be too expensive.
Deliverables:
Itemize each deliverable.
Summary: (Maximum 10 lines)
Focus on expected end results.

23. Gantt Chart

24. Definition of Engineering Design
The process of devising a system, component, or process to meet desired needs

25. Design Process Example 1: Design of a juice container.
Suppose you are in a design firm. Develop an attractive, unbreakable container for a juice maker.
Example 2: Design of an optical fiber for Metro networks.
Design an inexpensive optical fiber that is compatible with client’s network equipments.
Example 3: Digital system design to fulfill the course requirement

26. The development process
Required product
Design specifications
Initial design
Simulation
Redesign No
Design correct?
Yes
Prototype implementation
Make corrections
Yes
Testing
Minor errors? No No
Meets specifications?
Yes
Finished product
The development process

27. Design Process
Define specifications: essential features of the product are identified.
Specifications must be tight enough to ensure that the developed product will meet the general expectations, but not be unnecessarily constraining.

28. Design Process
Simulation: CAD tools are used to simulate the behavior of the initial design to determine whether the obtained design meets the required specifications.
If errors are found appropriate changes are made and verification is repeated through simulation.
Usually all except subtle problems are discovered in this way.
When simulation indicated that the design is correct, a prototype of the product is constructed.

29. Design Process
The prototype is thoroughly tested for conformance with the specifications.
Minor errors are often eliminated by making small corrections directly on the prototype.
In the case of large errors, it is necessary to redesign the product.

30. Project Management
3Ss of Project Management: scope, spending and scheduling.
The project
must accomplish the goals (i.e. the design should
be successful),
must be completed within the resource limits
available,
must be done “on time”.

31. 3Ss of Project Management
Example 1: Design of a juice container.
The design that is developed must meet the requirements
of the client (Juice maker). It could be
(i) developing an attractive, unbreakable juice container.
(ii) inexpensive and easy to handle.
An agreed upon budget must be met. Otherwise the design firm may not be able to stay in business over the long run.
The scheduling is governed by marketing requirements. That is the container should be produced in time to sell the new juice in the coming school year.
Successful design effort will balance all the 3Ss (scope, spending and scheduling). They are
client’s goal of introducing a new product.
budgetary constraints of the design firm.
timing dictated by the client’s marketing plan.

32. 3Ss of Project Management
Example 2: Fiber design for metro networks.
The design that is developed must meet the requirements
of the client (system makers such as AT&T). They are
(i) should be able to carry data over 300 km at 10 Gb/s.
(ii) should be compatible with directly modulated lasers.
It should be easier to manufacture and cost of manufacturing should be less than that of standard single mode fibers.
The scheduling is governed by marketing requirements. The fiber should be manufactured in time to sell the new system client is installing next year.
Successful design effort will balance all the 3Ss (scope, spending and scheduling). They are
client’s goal of introducing a new system.
budgetary constraints of the fiber design firm.
timing dictated by the client’s marketing plan.

33. 3Ss of Project Management
Example 3: Student design to fulfill the course requirement.
The design should be successful.
The cost of hardware components should not exceed $X. Otherwise the department will not reimburse the cost.
The scheduling is governed by the timing of the course (In our case it is April second week).

34. Project Management Tools: Work Breakdown Structure (WBS)
WBS is the breakdown of the task into several subtasks. In our example of juice container design, at the top level, we could have the following subtasks:
Understand customer requirements.
Generate and list all the possible designs.
Select among designs.
Document the design process.

35. Work Breakdown Structure (WBS)
Design a juice
container
Understand customer
requirements
Select among
designs
Document
Design process
Generate and evaluate
designs.
Make initial
selection
Draft final
report
Brainstorm ideas
Research consumer
needs
List all possible
designs
Review with
client
Review with
client
Research prior
designs
Develop weights for
objectives & apply
Final report

36. Work Breakdown Structure (WBS)
Design fiber for
Metro networks
Understand client’s
requirements
Do a field trial
with the client
Generate and evaluate
designs.
Test the design
by doing lab expt.
Coordinate between
experimentalist and
fiber maker.
Coordinate
Between in-house
Experimentalist and
client
Brainstorm ideas
Research client’s
needs
List all possible
designs
Review with
client
Research prior
designs
Develop weights for
objectives & apply
Final report

37. Work Breakdown Structure (WBS)
WBS is
Not an organization chart for completing a project.
Not a flow chart showing logical relationship among tasks.
Not a listing of all the disciplines or skills required to complete a task.
a break down of task, not of roles or people in an organization.

38. Project Management Tools: Linear Responsibility Chart (LRC)
The design team has to decide who will take responsibility for each task. This is achieved by building linear responsibility chart (LRC).
LRC is a very important document translating “what” of the WBS into “who” of responsibility.
In LRC, the rows show the tasks and subtasks and the columns show the team member names. Roles of each participant for a particular task is shown in the intersection.
Team leader need not always have the primary responsibility for every task.
LRC can be used to let stakeholders in a project understand what they are expected to do.

39. LRC 1=Primary responsibility 2=Support/work
Director
Of design
Client Director
member #1
member #2
1.0 Understand Custom.
requirement 1
1.1 Problem Statement 1 2 3 4
1.2 Conduct research 1 2 4
2.0 Analyze function
requirements 2 2 5 3
1=Primary responsibility 2=Support/work
3=Must be consulted =May be consulted
5=Review =Final approval

40. Time Management Tools
Team calendars: Mapping of deadlines onto a conventional calendar.
Activity Networks: Distinguish “activity” from an “event” and determine the precedence relationship between activities.
Example: Building construction
“activity” – digging a hole for the foundation.
“event” foundation completed.
“activity” – build forms.
“event” forms erected.

41. Time Management Tools: Activity Networks
Represent an “activity” with a node and identify “event” with an arc that extends from a node.
You can switch – i.e. “activity” is an arc and “event” is a node.
Most of the project management software use “activity on node” convention called as AON networks.
Activity network provides the logical relationships between various activities.

42. Activity-on-node (AON) Network
Develop
test protocol
Clarify problem
statement
Understand customer
requirements
Start
project
Conduct
research
Develop
weighted
objectives

43. Time Management Tools: Activity Networks
Suppose the team is busy during some time interval, but idle during some other time. Some tasks can be delayed for the “idle” period. But some tasks can not be delayed.
An activity for which we can delay the start time is said to have “slack”.
“slack” is the time difference between the earliest date we can start that activity and the latest date on which we can start it without affecting the overall timing of the project.

44. Time Management Tools: Activity Networks
Activities that have no slack are said to be on critical path .
Identifying critical path and completion of activities on critical path is of central importance to the success of a project.

45. Time Management Tools: Gantt Chart
The information incorporated into activity network can be displayed as a bar graph called as “Gantt chart”.
This approach to scheduling is originated from Henry Gantt.
For each activity, there is a start date and an end date that can be read from the time axis.

46. Gantt Chart

47. Summary Project proposal Engineering Design Project Management tools
WBS
LRC
Activity networks
Gantt-charts