1. SOW / Open Workbench By Wilmer Arellano Fall 2010

2. Please download and install http://open-workbench.en.softonic.com/

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. The goals of successful product development are: 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) 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

7. 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

8. 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. http://www.visitask.com/task-g.asp

9. 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.ht m http://www.maxwideman.com/musings/wbswar.ht m We will base our WBS on deliverables. Please make that clear in your WBS

10. 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

11. Work Breakdown Structure (WBS) This is what we want Deliverables based WBS http://en.wikipedia.org/wiki/Work_breakdown_structure#Example_of_a_work_breakd own_structure

12. 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.

13. 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

14. 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

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

16. 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.

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

18. 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.

19. 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.

20. Example

24. 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

25. Possible Research (Missing Percentages)

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

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

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

30. The first phase has been created

31. 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

32. The first task has been entered

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

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

35. Click here to auto- schedule

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

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

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

48. 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

49. Another Low Frequency Engineer was included Two more Lab Spaces were included It was not necessary increase the project duration

50. Click on controlling and then Revise Schedule to see the budget

51. Set The base Line Updating The Project Status

53. Double Click on the affected tasks and change the changes in estimated and actual time per Resource

54. 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)

55. Updating The Project Status If the task is completed enter 0 in Estimate

56. Updating The Project Status We reduced 20 hours but because of the weekend it appears to be a longer time

57. Milestones

58. Drag the milestone to the desired location

59. Milestones

60. Copy and Paste Table cells can be copied and pasted into excel By the way, this is a representation of the WBS

61. You can use the information from Openworkbench to build your WBS

63. The Budget Even the Components are included here

64. & & Q uestions A nswers