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

2. 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. Wilmer Arellano © 2010

4. Please download and install http://open-workbench.en.softonic.com/ My Web Site Wilmer Arellano © 2010

5. 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/ Wilmer Arellano © 2010

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. Wilmer Arellano © 2010

7. Project management Project management is the activity of planning and coordinating resources and tasks to achieve the project goals. Wilmer Arellano © 2010

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 Wilmer Arellano © 2010

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. http://office.microsoft.com/en- us/assistance/HA011361531033.aspx#Step%201 Wilmer Arellano © 2010

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. http://www.visitask.com/task-g.asp 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. 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 Wilmer Arellano © 2010

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 Wilmer Arellano © 2010

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_breakd own_structure Wilmer Arellano © 2010

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. Wilmer Arellano © 2010

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 Wilmer Arellano © 2010

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 Wilmer Arellano © 2010

17. Project Timeline/ Parallel task Two tasks are parallel when they are both dependent on the same task but are independent of each other. Wilmer Arellano © 2010

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. Wilmer Arellano © 2010

19. Milestones Examples: Prototype Implementation. Testing. Documentation. Demonstration. Each Milestone should be explained with a sentence or two Wilmer Arellano © 2010

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. Wilmer Arellano © 2010

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. Wilmer Arellano © 2010

22. Example Wilmer Arellano © 2010

23. Example Wilmer Arellano © 2010

24. Example Wilmer Arellano © 2010

25. Example Wilmer Arellano © 2010

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 Wilmer Arellano © 2010

27. Possible Research (Missing Percentages) Wilmer Arellano © 2010

28. http://en.wikipedia.org/wiki/Work_breakdown_structure Alternate Style (not the one that we want to use) Wilmer Arellano © 2010

30. This is just an example, you can customize as you like. Wilmer Arellano © 2010

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 Wilmer Arellano © 2010

32. The first phase has been created Wilmer Arellano © 2010

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 Wilmer Arellano © 2010

34. The first task has been entered Wilmer Arellano © 2010

35. This is how it would look after all tasks for the first phase have been entered Wilmer Arellano © 2010

36. To indicate task’s dependencies drag from the end of one task to the beginning of the next one Wilmer Arellano © 2010

37. Click here to auto- schedule Wilmer Arellano © 2010

38. This is how it would look like Red Color indicates the Critical Path Wilmer Arellano © 2010

40. Project with two phases included It is a coincidence that the two phases have same duration Wilmer Arellano © 2010

41. Click to see the PERT The zoom commands were used to fit the chart in the window Wilmer Arellano © 2010

42. On planning, Resource assignment, double click the little square to enter the resources and their costs Wilmer Arellano © 2010

43. Do the same for non labor resources Use Equipment for Space Wilmer Arellano © 2010

44. You can add the cost of components as “material” Wilmer Arellano © 2010

45. Right click on the tasks and select assignment to assign resources to the tasks Wilmer Arellano © 2010

46. Select Resource and click on Assign Enter estimated hours in Estimate Wilmer Arellano © 2010

47. As components were entered with a rate of $100, 1.5 will represent $150 Wilmer Arellano © 2010

48. 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 Wilmer Arellano © 2010

49. A problem will show when you click schedule again Wilmer Arellano © 2010

50. 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 Wilmer Arellano © 2010

51. Another Low Frequency Engineer was included Two more Lab Spaces were included It was not necessary increase the project duration Wilmer Arellano © 2010

52. Click on controlling and then Revise Schedule to see the budget Wilmer Arellano © 2010

53. Set The base Line Updating The Project Status Wilmer Arellano © 2010

54. Updating The Project Status Wilmer Arellano © 2010

55. Updating The Project Status Double Click on the affected tasks and change the changes in estimated and actual time per Resource Wilmer Arellano © 2010

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) Wilmer Arellano © 2010

57. Updating The Project Status If the task is completed enter 0 in Estimate Wilmer Arellano © 2010

58. Updating The Project Status We reduced 20 hours but because of the weekend it appears to be a longer time Wilmer Arellano © 2010

59. Milestones Wilmer Arellano © 2010

60. Milestones Drag the milestone to the desired location Wilmer Arellano © 2010

61. Milestones Wilmer Arellano © 2010

62. Copy and Paste Table cells can be copied and pasted into excel By the way, this is a representation of the WBS Wilmer Arellano © 2010

63. You can use the information from Openworkbench to build your WBS Wilmer Arellano © 2010

65. The Budget Even the Components are included here 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. Wilmer Arellano © 2010

66. & & Q uestions A nswers Wilmer Arellano © 2010