Product Design & Engineering Course Slides

Product Design & Engineering Course Slides

1. Product Design & Engineering

2. Service Industry has 55% GVA contribution and employs 28% of population. Manufacturing has 27% contribution to GVA. About 60% of population will be in working age in 2020, with an average of 29 years. And yet the Industry is worried about lack of skilled manpower.... Also, the engineering education is imparted in piece-meal manner and is not usually integrated. The new economy will be project/Product based employment.

3. Product Design is an essential part of Engineering and in a competitive world Innovation is an essential part of product design

4. Design of a product is a complex activity that involves assessing the design with its multiple attributes. One can witness the innovation and complexity in a variety of objects around us that we take for granted. All these objects are the results of a number of decisions which have been made by an individual or a group of individual.

5. Activity -01 Time of the Activity: max 20 min. 1. Identify products around you in the class, in the Institute, Home, other places visited In recent days/week. Form groups of students, not more than 5 in each. 2. Identify the specifications of the products identified in group-wise as per perception Of individuals. Combine all identified specifications for each product. Each group to complete 5 products. 3. Prepare documents on product specifications as perceived by the individual groups .

6. Designing a Product is a Complex and Multifaceted activity involving a variety of human capabilities. There is distinction of the human capability for designing and the output of the process. Both the Process of Design and the Final Product are important.

7. . Activity -02 Time for activity- max-20 min 1. Take any ONE simple product, one per group. 2. Dissemble the product into its constituent components 3. prepare sketches of each component 4. Measure dimensions of each component, 5. prepare a specification sheet Including materials, 6. prepare a documents of the specification sheet

8. Activity -03 Time of the Activity: max 20 min. 1. Identify the processes that are required to prepare each component of a product from Activity -02 2. Prepare process requirements for producing the product at large scale 3. Prepare documents for Requirements

9. The Product Design falls in a variety of contexts There is also great variation in the type of knowledge required by the designers Design teams are, therefore, dynamic and have to bring in a variety of human resources. For example, advice on potential market, information on new material, prototype making, etc. However, the core team should be of people who are able to interpret the information, have developed a certain blend of skills and knowledge which they use to combine and transform information into creative and new products.

10. Generation of Ideas Analogy – A shift register transports values as in a bucket brigade Brainstorming – A brick for a door stop Inversion – Change roles, move the print head rather than the paper Attribute Listing – Size, weight, strength, color, material, shape Checklist – Adapt, modify, magnify, minify, substitute, rearrange, reverse, combine Affinity Diagram

11. Activity-04 Ideation: 10 minutes Generate and Record Ideas Write one idea on each Post-it Large number of ideas in short time Short phrases Each member generates at least 50 ideas

12. What tasks can be performed with a pencil/pen? Each group may be given different situation. The teacher needs to prepare a set of case studies

13. Affinity Diagram - Grouping: 10 minutes SILENTLY!!! Arrange ideas that seem related Try for 6-10 groupings - naturally Use your gut ADD IDEAS THAT ARE MISSING!!! Handling disagreements

14. Affinity Diagram - Header Cards: 10 minutes Create a Header Post-It™ State in 3-5 words the “essence” of the grouping Identify the common thread Reflect “color” and “texture” Arrive to a workable idea or group of ideas

15. Design for Mass production and mass consumption One of the most common thing of the product is they are made in large numbers Design is an essential part of Engineering and in a competitive world, innovation is an essential part of product design

16. One of to approach a Product Design is to consider it as a Problem Solving Activity. For example, design team responsible for a new car has complex problems to solve, including broad market appeal as well as meeting desired performance There are various modelling techniques which designers use to help solve problems and generate solutions. Some of the tools can be used to make the process faster. Product Design as Problem Solving Activity

17. Conceptual Design Generate ideas about HOW to fulfill the PDS. What materials, technologies and processes will be used? Will you use a tried and true approach or will you try a potentially revolutionary, yet unproven, approach? Evaluate ideas – Pugh Matrix Method

18. Evaluation of Ideas Evaluation Criteria are established before any evaluations are made. Evaluation Criteria come from the PDS. Evaluation Criteria are unambiguous. Evaluation Criteria are to evaluate, not to optimize different approaches.

19. Pugh Matrix Technique I Set up a matrix (table) with concepts across the columns and criteria across the rows. Rate each concept against important evaluation criteria (generated from PDS).

20. Pugh Matrix Technique II Choose a reference concept; without any prior solution, choose the one the group intuitively thinks is the “best.” Enter a PLUS (+) if a concept is better than the datum; enter a MINUS (-) if a concept is worse than the datum; enter an S if a concept is the same as the datum. Total the PLUSes and MINUSes for each concept and obtain the algebraic sum for each concept.

21. Evaluation of Ideas – Pugh Method

22. Pugh Matrix Technique III Carefully look at the pattern of MINUSes; try to generate improvements to the concept without eroding the PLUSes. If a number of strong concepts do not emerge, usually the criteria are ambiguous or subject to different interpretations or concepts are similar. When one concept is strongest, re-run the matrix using it as the datum to validate it as the strongest.

23. Pugh Matrix Technique IV Greater insight into the requirements of the PDS. Greater understanding of the design problems. Greater understanding of the potential solutions. Understanding of the interaction between the solutions. Knowledge of why one concept is stronger or weaker than another. Natural stimulus to generate other concepts.

24. Detail Design Specific details are determined. The sort of design in individual courses, but with interactions between subsystems. Subsystems and components must be defined in a similar manner to the PDS. Generate Component Design Specification (CDS) with emphasis on local performance, environment, and constraints. Primary emphasis is upon performance.

25. Market Research Who has a real need for the thing I want to sell? How many potential customers are there? How much are they spending for that need now? How much would they be willing to spend? Does my product meet that need in a manner that either saves or makes them substantial amounts of money?

26. Market Overview How big is the potential market? Is the market growing, flat, or shrinking? What changes do you see happening? Is the market segmented by pricing, quality, age, income, or product usage? Who is your target audience? Who are your competitors?

27. The Market Market Analysis Market Segmentation Strengths Weaknesses Competition

28. Requirements Specification (“Analysis”) Design Specification (“Design”) refinement refinement design impacts requirement structure Customer/Market Needs Available Technologies Requirements-design iteration

29. System Environment Requirements (or PDS) Statements at external boundary of subject system What we want the system to be or do

30. System Environment Design Statements about internal physical components and their interaction relationships How we are going to meet requirements

31. Interfaces Connect internal components to external components or actors Help us group attributes and behaviors seen externally System Environment

32. Inside vs. outside System Environment Requirements Design Interfaces Detailed requirement statement More detailed requirement statement Detailed design statement More detailed design statement Requirement statement Design statement Detail does not equal design

33. Inside vs. outside, continued Reference boundaries One person’s design is another person’s requirement System Environment

34. Activity-05 Groupwise Ideation activity: Identify problems faced by each individual in the group Combine all problems from all groups Identify one problem per group to work on by technological intervention Identify expertise required to solve the problem or design the product or process Task each expert with job of coming up with solution in his domain. Invite experts from other discipline if group does not have necessary expertise Identify multiple approaches or solutions for problem and List them in the order of workability.

35. Design problems comprise several factors Those factors that are concerned with how people use, understand and interact with product and their designs, are called human factor s Other may concern with materials or manufacture Each factor is really a groups of related concerns which might be vital to design or marginal The designers need to establish the relative importance of these factors and generate proposals which seem to offer a suitable compromise.

36. Design Problems usually have many solutions. There is also no simple formula for finding best design solution This makes design activity exciting, challenging and rewarding

37. An attempt to integrate skills, knowledge, abilities and sensitivities in a design is going to be difficult and the outcome of one designer is different from another. In the process of coming up with a design solution, designers use their mental and available physical tools for the process which is termed as ' modelling '. Models and modelling encompass a wide range of applications. Models and modelling

38. Models and modelling encompass a wide range of applications. Model could be an architect's scale model of a proposed building, bigger than life scale model of tooth brush for display. These are three dimensional model. It can be now a model created using computer graphics . Primary function of a model is the communication of information It may be an aid in exploring and developing ideas. Models and modelling

39. Engineering drawings facilitate communication of precise intention Sketches have primary function to assist the designers to creatively resolve problems. They are usually rough but it is their ambiguity which assists creativity of designers. Engineering Drawings vs Sketches

40. Activity 06 Create Sketches of multiple solutions from different groups. Each group needs to defend its design solution Keep in mind the workability of the models Start working on Autocad for preparing basic designs

41. Models can be mathematical equations which include important physical characteristics of the product. For example, stress calculations in a gearbox, including the loads, tooth profile and material properties A computer model of a product might encode the mathematical formulae that might be used to simulate the performance. The computer models might take form of graphic images or highly specified virtual forms Computer modelling

42. Another type of model might be those mental pictures we create when we are thinking about a problem or about ways of solving it. This 'Cognitive Modelling, process involves, knowledge, experience and reasoning as well as perception, aesthetics and instinct . The skill of designing is in part a skill with modelling. Being able to design would imply an ability to link cognitive modelling with various physical modelling tools. Cognitive modelling

43. An ability to make and use models is vital to designing. Models assist in generation, testing, evaluation, communication and selling ideas. Some models might be so quick to construct that they can help in creative generations of ideas. They might be accurate enough to be used shared with other people involved in the process. Some of these can be used to assess potential market before technical details are worked out. Ability to make and use models

44. A good design also anticipates what consumer wants. The wants may range from apparently trivial to fundamental needs Good design also concerns with skilful use of technology, materials, manufacturing techniques. It implies exploitation of knowledge, information so as to make a product easier to use Good Design

45. Features of a PDS Basis for all design decisions May serve as a contract Dynamic rather than static Considers all aspects of the product and it’s interactions Good PDS => Good design Include all aspects at beginning, even if at a superficial level More details as project progresses

46. Elements of a PDS Performance Environment Service Life Maintenance and repair Target Product Cost Competition Shipping Packaging

47. Elements of a PDS Quantity Manufacturing Facility Size Weight Aesthetics, appearance and finish Materials Production Life Span Standards and specifications

48. Elements of a PDS Ergonomics Customer Quality/Reliability Shelf-Life Processes Time-scales Testing Safety

49. Elements of a PDS Company constraints Market constraints Patents, literature, product data Political and social implications Legal Installation Documentation/Training Disposal

50. Guidelines for a PDS PDS represents what you are trying to achieve, not the achievement itself. PDS is for you and your colleagues; it should be written succinctly and clearly.

51. Guidelines for a PDS Never write a PDS in essay form; use short, sharp definitive statement; leave space for amendments. From the beginning quantify parameters, even when they are estimates.

52. To be involved in designing means to be involved in using skills( e.g. Researching, making, testing), using knowledge (about things, people, principles,), Using abilities(time planning, management of resources, ) using sensitivities(values, contexts, markets)

53. Activity -6 Prepare a list of - skills required for researching the required product, - skills required for making product - Skills for testing the product - knowledge required about principles - Abilities of group for time planning, - Resources - values of people using the product - market potential of the product

54. The subject of design is broad and takes place in all sectors of industrial society. Although there will be obvious differences between the knowledge and outputs of designers in different sectors, there will be considerable similarities in the way they design, the skills they have and the tools they use.

55. Does it help an engineering designer to know the wider theoretical background to the discipline? -Yes. Engineers work with many other kind of engineers and can benefit from knowing that different areas of design have different traditions and emphases A knowledge of design theory can also help to identify flaws in a design process.

56. we discussed problem-solving as the need for product design before generating design proposals. But some needs may only come to light as a results of getting involved in generation and testing of various ideas. We might become aware of perimeters of the work, and impose guidelines for planning and execution. Product Design is a continuous Process

57. Prepare list of - competitions for products - comparison with existing products for specifications - availability of materials - availability of production facilities - availability of market data for selling volumes an cost - constraints on production of required specifications - modification of specifications - discussion with potential customers

58. Often real problems can be uncovered only by generating models which provide feedback. Designers have to formulate problems and needs as best they can at the outset of design activity and.... .... yet sometimes they cannot define problems and needs before embarking on creative design activities

59. Designing means getting the correct type and quality of feedback at the correct time . With pressures on manufactures to reduce the time it takes for a new product to be developed and put on sale then strategies for generating the appropriate feedback early in the design process are critical.

60. Product lag to reach 20% ownership car(1886) 30 10 telephone[phone] electricity(1873) 27 18 radio(1905) 17 05 Television(1926) 18 05 Microwave(1953) 20 05 PC(1975) 12 Cell phone(1983) 10

61. Designing as Heuristic Problem Solving Generally, solving design problems is different from solving mathematical equations. One major difference is that design problems are often not well specified. Another difference is that design problems do not have a single correct solutions. there are many possibilities of approaching a problem and many solutions but not meeting all the specifications.

62. In general, there is no formula which leads to a good solution but a set of rules , based on experience, can be used for solving the problems. A heuristic is a rule or procedure which works most of the time but sometimes fails. One heuristic used by designers is to look at previous designs to see if there is already a solution to the problem. Often solutions are found for similar problems that can be adopted to the design problem at hand.

63. Another heuristic used in solving problems with many possible solutions is to reduce the number of options . Removal of each option, reduced the set of possibilities dramatically. The catch is in asking right questions to weed out a majority of non-solutions

64. Convert Ideas into specific plans or drawings To design means convert ing generalized idea and concepts into specific plans or drawings . A design comprises specific plans, drawings and instructions to enable the manufacture of product, processes and systems. A design can be physical embodiment of a product or service.

65. Invent & Invention To invent is the process of transforming a novel idea into reality, giving it a form such as a description, sketch or model for a new product, process or system An invention is a novel idea that has been transformed into reality and given a physical form such as a description, sketch or model conveying the essential principles of a new product, process or system

66. To innovate is the process of translating an idea or invention into a new product, process or system on the market of in social use an innovation is a novel product, process or system, at the point of its first commercial introduction or use. Innovate & Innovation

67. Models of Design Process Models (physical or conceptual) are used extensively in design to give information about what the final product might look like or what its properties will be . This is a way of trying to make design more understandable during its initial phase One thing all models have in common is that they are incomplete in one or more respects when compared to the thing they represent. Models are used to explore some properties of things; other properties considered to be unimportant for the purpose in hand may be excluded from the model.

68. March's Model of Design The Act of Synthesis is central to design. Synthesis means bringing things together to make something new, something different from its constituent parts.

69. March's model of design describes three type of processes that act together in order to create a new design. The Process of Production The process of Deduction The Process of Induction

70. The Process of production produces an initial design proposal from many possibilities that is a candidate to solve the design problem in hand, i.e. the process of design from data and models

71. The P rocess of Deduction applies known theories and understanding to predict performance of a design

72. The Process of Induction evaluates the design against its specifications or desired characteristics

73. Project Test Plan What is a test plan? A formal procedure that is used to determine if the final design meets the requirements of the specification .

74. Project Test Plan Contents of the Test Plan What is to be tested How is it to be tested What are the expected results

75. Project Test Plan Steps in the Development What is to be tested The functions , not the apparatus Why is it to be tested Check for conformance with specification To get paid!

76. Project Test Plan How is it to be tested equipment to be used test methods time manual or automated In-house or outside

77. Project Test Plan The expected results signal levels signal properties tolerances does it work at all reporting format

78. Project Test Plan General Guidelines must be based on specification concise precise complete doable

79. The Process of Production, Deduction and Induction are cyclic. At each cycle, there can be changes in product specifications and characteristics. The resulting changes and refinements help generate a new design proposal. The cycle repeats towards a solution.

80. The degree to which each component is present in the mix could vary. For example, designing an electrical circuit with similar characteristics to previous one might involve deductive process while designing an advanced space vehicle would require a great deal of production.

81. motivation operation creation disposal trigger Product planning Feasibility studies design development production distribution operation disposal internal/external Product idea Project proposal Design Brief Product definition Refined Product definition unused Product installed Product used Product BS 7000 Model

82. Needs and System Definition Needs and Marketing System Definition Requirements Specifications High Level Design Conceptual Design Detail Design Test Reporting Stage 1 – Needs, System Definition, & PDS or Requirements Specification Stage 2 – Design Stage 3 – Test, Verification, & Reporting Deliver Product = $$$ Manufacturing Stage 4 –Manufacturing, Sales, & Distribution Verification Sales Distribution

83. The major limitation of the BS 7000 model is that it has no feedback loop.

84. Project Technical Review Project Technical Reviews (PTRs) are common for all engineering projects PTRs are used to evaluate projects and their progress at all stages PTRs allow “new eyes” to view project PTRs provide insight to potential problem areas and weaknesses PTRs provide a chance for mid-point corrections

85. Project Technical Review Scheduled for a specified date Each team will be allocated 10 minutes for making a presentation Each team gives brief technical description of their product Questions and observations by class and instructors Suggestions for future work

86. Project Technical Review What is the technical feasibility of the product? What are the strengths of this product? What are its weaknesses? What are the specifications of the subsystems? Can these subsystems be fabricated and tested separately?

87. Project Technical Review What technologies are likely candidates for implementing the project? Are these technologies readily available and affordable? Do these technologies require special equipment or skills? Is the equipment available? What strengths and weaknesses does your team have to complete the project?

88. Project Technical Review What tasks must be accomplished to complete the project? What is the timeline for completing the required tasks? How will you verify that the PDS has been achieved, i.e., the product performs properly? What are the most risky aspects of the product development? What contingencies do you have for failure of these aspects?

89. Need Analysis of Problem Conceptual design select design Embodiments of Schemes Statement of Problem Detailing Working drawings feedback FRENCH MODEL Has feedback at every stage

90. Pahl and Bietz Model- Elaborated French Model Search for it on net!!

91. In reality , design process is continual process by the designers on the job to achieve best results. However, industries may impose procedures based on formal design methods with explicit set of steps.

92. Conceptual Design In the Conceptual Stage the Designer has to define appropriate Solution Space which matches the best the known problem space It is not easy because - the problem may not be well defined - the problem gets redefined during the stage of finding solutions - new boundaries are created that facilitates new ideas in the solution space This may change the problem statement

93. At the concept stage, there can be huge variations in the specifications Thus the designers seek to improve specifications so that it accurately represents what is actually required secondly seek to offer a range of ideas which meet the designing design specifications Concept Stage

94. The process of generating concepts is important as it helps in design space and obtain the right concept. e.g. The decision to try for perfect aerodynamics of an aircraft may increase the power required to fly it.

95. Generating concepts helps to define the 'Design Space( that is the problem space and the 'solution space) which may be returned to and re-examined via various iterations in the process. All details are not defined and there is still room for variation, decision and choice. This freedom identifies the design space, albeit limited Design Space

96. In any practical situations, it is important to get the concept right. Remember we are limited at future stages by the concept chosen. As the design progresses to manufacture and market, there is little can be done to influence the costs incurred. Therefore reduce weak ideas early in the process

97. Concept to Prototype Towards the end of conceptual stage, ideas for a design are given some detail. However, they are not far enough advanced to be made as a prototype nor can they undergo rigorous testing. They are still ideas.

98. many features developed during the concept stage should work in principle. One aspect is theory , which indicates by rough calculations, possibilities, shapes and materials. Another aspect is experience - something that has worked in similar circumstances.

99. PROCESS FLOW IN PROCESS DESIGN Preparation of a PDS Generation and Evaluation of Product Ideas Conduct a Market analysis for the product Investigate the Intellectual Property (IP) including a patent search associated with their product Prepare a technical description of the product Prepare a business plan for the development of the product Prepare a schedule for development of the product Prepare a budget for the costs of development of the product Complete a written proposal for the development of the product Make an oral presentation for the development of the product Submit weekly agendas prior to team meetings Submit weekly minutes following team meetings Maintain website with documentation of the team activities

100. Product design & performance issue Find answers for each questions on each following slides as group /discussion activity for each product that students have thought of.... Expected product size and weight – customer requirement??? Expected product performance requirements - the voice of the customer!

101. Product design & performance issue s Operational requirements. Speed (How fast? How slow? How often?) Continuous or discontinuous Loadings likely encountered Product power requirements. Product shelf life. Product service life

102. Product design & performance issue Expected product service environment . What is the operating temperature range for this product? What is the operating humidity range for this product? Subject to shock loading? Will the product be exposed to dirt or other contaminants (corrosive fluids, etc.)? Will there be any anomalies in power/fuel available for this product? How will the product be treated in service? What impact will the product have on its environment?

103. Product design & performance issue Expected product safety requirements . Potential sources of product liability litigation. Potential operator hazards. Potential manufacturing and assembly hazards. Potential for misuse/abuse.

104. Product design & performance issue Expected product reliability standards and requirements . What level of reliability can we expect for this product? Expected product ergonomic requirements -- customer requirement Which user/operator features are desirable in this product? Are there problem areas for users/operators? Can we design around them?

105. Product design & performance issue Expected product maintenance requirements. Can product be maintenance-free? If routine maintenance is required, can it be done by the owner/operator? Will professional maintenance be required? Possible off-the-shelf component parts. Which parts of this product be purchased instead of being made by us? Is the quality and reliability of purchases parts adequate for this design? Material requirements.. What are the strength requirements? What are the rigidity/compliance requirements? Is product weight of importance?

106. Product design & performance issue Expected product recycling potential and expected disposal Process Does the disposal of this product constitute an environmental hazard? Can parts of this product be effectively recycled by existing processes?

107. Product design & performance issue Manufacturing process requirements and limitations. Is protection from the environment necessary? Is there a customer preference for a particular finish? How do we minimize environmental impact? Product packaging requirements. Can we use environmentally friendly packaging and packing materials? How much packaging and packing materials are really necessary? Applicable codes and standards to be checked.

108. Patents to be checked . Processes to research/ benchmark. (special processes needed for fabrication?) Product part and prototype testing requirements.

109. Market issues Potential customer base Who will buy this product? Why? Have you listed all potential classes of customers? Can we tap into a new segment of the market? How?

110. Market issues Market constraints on product . Who is buying this type product? (customer base) What is currently selling? What is currently not selling? Expected product competition (These will be benchmarked) What are the strengths of each competing product? Can we incorporate them? What are the weaknesses of each competing product? Can we improve? What are the market shares of competing products?

111. Market issues Target product price -- OEM and MSRP Target production volume and market share. Is there a market for this product? How do you know? Is the potential market sufficiently large to justify investment in a new product? Is the new product sufficiently better than the competition?

112. Market issues Expected product distribution environment. How will the packaged product be treated in shipping, storage, and on the shelf? Are adequate shipping facilities available? Will installation require a professional?

113. Capability issues.. .. Company constraints on product design, manufacture, and distribution . What are our manufacturing capabilities? Should we manufacture ourselves or outsource? Schedule requirements -- time to market. When should we have this product to market to capture maximum market share? How much time should we allocate to design? How much time do we need to implement a manufacturing process?

114. Intellectual Property Intellectual Property Agreement Patents, Trademarks, and Copyrights Trade Secrets

115. Patents Intended to provide incentive for effort and expense of invention. In exchange for public disclosure, the Patent and Trademark Office grants an exclusive rights to an inventor for a specified period. Patented inventions can be used by others through licensing and royalty arrangements.

116. Patents New, non-obvious, and useful. Specifications (including claims and drawings as needed) and an oath. First to invent, not first to file. Patent searches automated over web. Patent regulations differ throughout the world. No world-wide, universal patent.

117. To Patent or not to Patent? Patents offer IP protection through the legal system. Attorneys are needed to defend a patent. A large corporation can out-maneuver a small company and tie up decisions in litigation for many years. Patents may not be useful for product with short life < time for patent grant.

118. Poor Folk’s Patents Inventor’s Notebook - Document the details of your idea, date, sign, and witnessed. Send a copy of product technical description, date, signed and witnessed to yourself in order to have the official postmark to verify the date.

119. Trade Secrets Patent may be too time consuming considering the product life time No protection offered by legal system Corporate security Corporate espionage/Reverse engineering Non-disclosure agreements

120. Copyrights Artistic Expression Written articles, recorded music, software Recent legislation and judicial decisions put into a state of “chaos” DMCA Anti-DMCA Fair Use

121. Non-Disclosure Agreement Document that protects IP property owner Agreement enables others to develop products that use the IP without public disclosure Agreement enables simultaneous release of new product and third party accessories or applications

122. Elements of NDA Definition of Confidential Information Explanation of Purpose for Disclosure Disclosure No Disclosure . whether or not to include a "best efforts" clause, whether to limit access of Recipient employees to a "need to know" basis, and whether Recipient should merely agree to protect the confidential information in a manner similar to the way the Recipient protects its own confidential information

123. Elements of NDA No Use Limits on Information Deemed Confidential Term Other Provisions

124. Project Planning - Charter The Project Charter Team’s response to the clients statement of work (SOW) Sets the scope of the project It can include the following activities: 1. Write an Overview of the Project Scope 2. Determine the Team’s Boundaries for Creating the Deliverables 3. Define the Customer’s Criteria for Acceptance

125. Project Planning - Charter 4. Determine the Required Reviews and Approvals 5. Establish Risk Limits 6. Select the Project Leader and Team Members 7. Set Deadlines for Delivery of the Final Deliverables 8. Set Limits on Staffing & Spending 9. Create a List of Required Reports 10. Identify Organizational Constraints & Project Priorities.

126. Project Planning - WBS Work Breakdown Structure (WBS) “ A deliverable-oriented grouping of project elements that organizes and defines the total scope of a project” Three to six levels in WBS’s, such as program, project, task, and subtask.

127. Quality Quality in engineering is a measure of how well engineering services meet the client’s needs and conform to governing criteria and current practice standards.

128. Quality Quality is defined as meeting established requirements. Quality in the constructed project is achieved if the completed project conforms to the stated requirements of the principle participants (owner, design professional, constructor) while conforming to applicable codes, safety requirements, and regulations.

129. Executive Summary An executive summary is a brief overview of a report designed to give readers a quick preview of its contents. Its purpose is to consolidate the principal points of a document in one place. After reading the summary, your audience should understand the main points you are making and your evidence for those points without having to read every part of your report in full.

130. Executive Summary An executive summary should explain why you wrote the report, emphasize your conclusions or recommendation, and include only the essential or most significant information to support those conclusions . Make the summary concise, but be sure to show why you've arrived at your conclusions .

131. Executive Summary Write the executive summary after you have completed the report and decided on your recommendations. Look at first and last sentences of paragraphs to begin to outline your summary. Don't introduce any new information that is not in your report.

132. Executive Summary Go through the report to find key words and use those words to organize a draft of your summary; look for words that enumerate (first, next, finally); words that express causation (therefore, consequently); words that signal essentials (basically, central, leading, principal, major) and contrast (however, similarly, more than, less likely).

133. Executive Summary Executive summaries should communicate independently of the report. The executive summary should tell what you are proposing (technical details), why it is a good idea (market analysis), when & how you will do it (schedule), why you are a qualified team (personnel), how much it will cost (budget), and how you will handle risks.