Assessment Cover Sheet Assessment Title Program Title: Assessment 3: Project Management Execution and closing Bachelor of Engineering Technology Course No.: EN8923 Course Title: Engineering Project management Students Name: Students ID: Tutor: Ali Nesaif 201802075 Mr. Adel Awan Due Date: 4.1.2021 Date submitted: 4.1.2021 By submitting this assessment for marking, either electronically or as hard copy, I confirm the following: This assignment is my own work Any information used has been properly referenced. I understand that a copy of my work may be used for moderation. I have kept a copy of this assignment Do not write below this line. For Polytechnic use only. Assessor: Date of Marking: Grade/Mark: / Comments: Contents Scope Management......................................................................................................................... 3 a. Planning Scope......................................................................................................................... 3 Requirements traceability matrix ............................................................................................ 4 Project Scope Statement ......................................................................................................... 5 b. Monitoring and Controlling Scope .......................................................................................... 7 Scope verifying sample ............................................................................................................ 8 Scope control sample .............................................................................................................. 9 Time Management ........................................................................................................................ 10 a. Planning Schedule.................................................................................................................. 10 Gantt chart (Project schedule) .............................................................................................. 11 b. Monitoring and Controlling Schedule ................................................................................... 13 Cost Management ......................................................................................................................... 14 a. Planning Cost ......................................................................................................................... 14 b. Monitoring and Controlling Cost ........................................................................................... 15 Quality management ..................................................................................................................... 16 b. Monitoring and Controlling Cost............................................................................................ 16 Quality control sample .......................................................................................................... 18 Quality assurance sample (Test Case Form) .......................................................................... 19 Project success .............................................................................................................................. 20 What influences project success/failure? ................................................................................. 20 Go-kart projects’ success........................................................................................................... 21 Project Summary ........................................................................................................................... 22 Project objectives and goals .................................................................................................. 22 Project Scope Description ..................................................................................................... 22 Product Scope description..................................................................................................... 22 Go-kart product scope ........................................................................................................... 23 Project Team and Staffing ......................................................................................................... 24 Project Deliverables Status At Closure (PLANNED VS. ACTUAL) ............................................... 25 Why it did not go as planned................................................................................................. 26 Project Schedule Status at Closure ............................................................................................ 26 Project Costs Status at Closure .................................................................................................. 27 Transition to Operations ........................................................................................................... 28 Lessons Learnt ........................................................................................................................... 29 References ..................................................................................................................................... 30 Project Monitoring and control report Scope Management a. Planning Scope The scope of the project is a very important aspect to plan for and solidify early on at the start of the project. The requirements for the final product are defined and collected by asking the stakeholders what they want the final product to be, what are all of its’ elements like, how luxurious or not it is, how to should be created/produced, who should work on it and many other elements. Techniques used to collect the requirements include interviews, questionnaires and Delphi technique. Scope is defined after the requirements are collected by analyzing the requirements and creating a vision of the final product which would have all the requirements and elements of the product. After the scope is defined, the Work Breakdown Structure is created to make the scope more detailed by showing all deliverables and what steps are done to do produce these deliverables, the steps could be also split into more activities which resemble Work Packages that could be easily analyzed to have an estimation of the cost and duration of each. Requirements traceability matrix ID Requirement Description 001 General Requirements Go-kart has all the components of a 002 full-size car Priority Requirement Source Deliverable to accomplish Type of Requirement Status Test Case Number Validation and Acceptance Functional Completed 1 Accepted by the project sponsor Functional In Progress 1 Accepted by the project sponsor Functional In Progress 1 Accepted by the project sponsor Functional In Progress 1 Accepted by the project sponsor Functional In Progress 1 Accepted by the project sponsor Functional Completed 1 Accepted by the project sponsor Non-functional In Progress 1 Accepted by the project sponsor Design phase H Stakeholder interview 003 Go-kart is safe H Stakeholder questionnaire 004 Go-kart can reach 60 km/h M Stakeholder questionnaire 005 Go-kart is electric H Stakeholder interview 006 Go-kart chassis is made out of PVC H Stakeholder interview 007 Go-kart is similar to a race car L Stakeholder questionnaire 008 Go-kart is made only by Bahrain Polytechnic students H Stakeholder questionnaire Testing phase Testing phase Design and assembly phase Design and assembly phase Design phase All phases Project Scope Statement Project background The project at hand is the ‘Car Project’ which involves the creation of a Go-kart that is going to be designed from start to finish by the year 3 mechanical students from Bahrain Polytechnic. The project entails the design of a suspension system, chassis, breaking system and the selection of the other major parts of the Go-kart like the wheels, seat, pedals, motor and others. Project objectives and goals 1. Go-kart design incorporates all the elements of a full size car. 2. Suspension system design is able to withstand the stresses applied on it in any dynamic or static condition. 3. Chassis design and structure is able to support the Go-Kart and able to handle the forces applied on it in any dynamic or static condition. 4. Material selection for both Chassis and Suspension is justified and the selection is able to withstand loads in any condition with as little as possible waste in costs. 5. Selected electric motor is able to get the Go-kart to 60km/h and the control systems of braking and steering allow for good handling characteristics in the case of hard cornering. Project Scope Description The project scope describes how the Go-Kart is going to be made and manufactured at the hands of the Bahrain Polytechnic students with the use of the workshop available in the campus of the university. It also includes listing the costs of the project which are the Go-kart components and the costs of the tools used to manufacture and assemble them, the deadlines which state that the project should be completed before 20/6/2021, the stakeholders which are mostly university staff (financier, client, sponsor and owner) and the students which form the team members and the competitors, the assumptions like the availability of the Bahrain Polytechnic workshop and roads, constraints such as only using the Polytechnic workshop and the work is only done by the students, risks like going over-budget and external hazards, and dependencies between the activities of the project. All of the mentioned are very important aspects of the project which are discussed and stated now in the project scope to plan before going into the execution phase so that no surprises are going to happen. Product Scope description The product scope is achieved by using and following the project scope mentioned above which helps in defining and establishing the product scope. The Product scope of this project describes how the final manufactured Go-Kart should be in as much detail as possible explaining every aspect and element of the Go-Kart that is going to be delivered at the end of the project. The deliverable is a fully functioning Go-Kart that has been manufactured and assembled by year 3 mechanical engineering students. The Go-kart should be running on an electric motor and have its chassis made out of PVC pipes, it should have all the functions of a full-size car as in it could do anything a full-size car could do. Work Breakdown Structure b. Monitoring and Controlling Scope Verifying scope is to formally accept the finished deliverables of the project and get the sign-off from the customer that the deliverables satisfy the requirements of the scope and meet the expectations of the stakeholders. This is done by several methods such as: 1. Before giving the product to the consumer, Inspection is used to see if the product is good with the documented standards in the scope management plan and the requirement management plan. 2. Using the documented requirements of the project and product from the stakeholders and the acceptance criteria for each allows for easy comparison with the actual produced product. 3. Quality reports are given to the customer to review before product acceptance so that they could get an idea of how the quality of the product has been maintained in the quality control process. (Akartal, 2020) Controlling scope is the act of monitoring the project and product scope of a project and then managing changes to the scope baseline when the project is being executed. This is simply done by determining if the current planned activities of the project will result in the delivery of the project deliverables within the set budget and schedule. Controlling scope is done through several steps which include: 1. Variance Analysis: A scope control method used to determine the magnitude and cause of the differences between the project scope baseline and the actual performance of the tasks when the project is being executed. Using this analysis, it is decided whether a corrective action is needed to fix the activities or not depending on the magnitude of the variances. 2. Changing the baseline: After analyzing the variances and taking corrective action, changes have to be made to any documents and plans related to the scope of the project which were affected by the actions that decreased the variances and got the project back on track with the scope baseline. 3. Evaluating the impact of the changes: since the output of scope control are change requests, the impact of these change requests on the other aspects of the project such as costs and schedule has to be evaluated so that the change control board could decide if the changes are worth doing/considering. (Roseke, 2016) Scope verifying sample Scope approval or verification was done after the completion of the final testing of the Go-kart where the stakeholders liked the quality and performance of the Go-kart and approved of its’ compliance with the scope. Scope verification table Date of approval Change requests Project Sponsor 24/6/2021 No request Polytechnic Finance Department Financier 24/6/2021 No request Engineering Department Client 24/6/2021 No request Name Title Ahmed Abdelrhman Signature Scope control sample A sample of scope variance calculation is shown below, this is what is used to determine if the scope of the project or the baseline should be changed. This was done in the middle of the manufacturing phase of the Go-kart project. These are acronyms used in this table: Planned Value (PV): The amount of the task that is supposed to have been completed. (PV = Expected completion % x Task budget) Earned Value (EV): The amount of the task that is actually completed. (EV = % complete x Task budget) Actual Cost (AC): The cost of the activity to date. Schedule variance is calculated using the EV and PV and shows the difference between the two: SV = EV - PV Cost variance is calculated using the EV and AC and shows the difference between the two: CV = EV – AC Task Component collection Suspension cutting Suspension welding Chassis pipe cutting Chassis pipe assembly PV 100% X 1182.09 = 1182.09 BHD 70% X 10 BHD = 7 BHD 30% X 10 BHD = 3 BHD 40% X 10 BHD = 4 BHD 10% X 10 BHD = 1 BHD EV 100% X 1182.09 = 1182.09 BHD 65 % X 10 BHD = 6.5 BHD 25 % X 10 BHD = 2.5 BHD 10% X 10 BHD = 1BHD 0 % X 10 BHD = 0 BHD AC 1000 BHD 7 BHD 3 BHD 2 BHD 0 BHD Schedule variance 0 BHD -7 BHD -0.5 BHD -3 BHD -1 BHD Positive value variance means that the task is under budget, negative variance means that the task is over budget. (Roseke & Roseke, 2016) Cost variance 182.09 BHD -0.5 BHD -0.5 BHD -1 BHD 0 BHD Time Management a. Planning Schedule The time management planning for the project is done in three steps, defining the activities by looking into the WBS made in the scope planning section and using the work packages at the lowest level as the activities that need sequencing, next step is to sequence the activities and state the resources used in each which will give a picture of what activities need the most resources and are the most important, and the final step is to estimate the duration for each of the activities and lay them out on a chart called the Gantt chart to allow for easy management and visualization of how much time each activity should take. Gantt chart (Project schedule) Sample of Gantt chart used in the planning phase of the project, it shows the activities, durations and resources for each and the dependencies between them in a clear manner. b. Monitoring and Controlling Schedule Schedule control is done by: 1. First by comparing the current progress of the activities at several points of the execution of the project activities with the planned schedule baseline from the planning phase and finding the magnitude of the variance between them. 2. Second by finding out which activities are on the critical path of the schedule and cannot be delayed. 3. Third by controlling these activities by managing their resources, applying leads and lags thus preventing them from affecting the whole schedule of the project. 4. Fourth by deciding whether the changes made to the schedule of the activities are worth updating the baseline of the project according to the size of the corrective action. (Invensislearning, n.d.) Cost Management a. Planning Cost # 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 The costs of the project are estimated primarily by, taking the defined activities of the project and their resources, seeking help from experts in estimating the costs of each of the resources used in the activities and the costs of the activity itself. The experts could also give advice in what tools and techniques to use in estimating activity costs. Analogous estimation is also used by researching about the costs of a project which was done previously by the company or the costs of similar projects done by other companies. Parametric estimation is the most accurate project cost estimation technique where research is done about the costs of each activity. Then using the historical data as a guide to the costs of each work package that make up the activities. (Christine, 2020) Project budgeting sheet Resource Type of resource 4 Go-kart tires and rims Equipment 4 wheel hubs Equipment Go-kart seat Equipment Steering system kit Equipment Braking system kit Equipment Brake Disk Hub Equipment Forward/Reverse Switch Equipment (For Controller) Pedals (For Controller) Equipment Motor Equipment Motor Controller Equipment Battery Equipment Motor Sprocket Equipment Axle Sprocket Equipment Chain link Equipment Shock Absorber Equipment Bushings Equipment Axle Bearings Equipment Chassis pipes Equipment Chassis T-joints Equipment Chassis Elbow joints Equipment Nuts and Bolts Equipment Rod ends Equipment PVC glue Equipment Glue Brushes Equipment Safety money (in case of Money part failure) SolidWorks student license Software Total Quantity 4 4 1 1 1 1 1 Rate 65.125$ per unit 19.5$ per unit 223.45$ per unit 215.9 $ per unit 67.55 $ per unit 15.35 $ per unit 6.1 $ per unit Total Cost (USD) 248.5 78 223.45 215.9 67.55 15.35 6.1 Type of cost Direct cost Direct cost Direct cost Direct cost Direct cost Direct cost Direct cost 2 1 1 1 1 1 1 2 36 inches 1 60 feet 15 15 10 4 10 5 - 28$ per unit 288 $ per unit 260 $ per unit 700 $ per unit 7.92 $ per unit 20.7 $ per unit 26.15 $ per unit 40 $ per unit 0.49 $ per inch 12.76 $ per unit 9.25 $ per ft 10.5 $ per unit 2.43 $ per unit 11.66 $ per 10 10.5 $ per unit 2.65 $ per unit 1.33 $ per unit - 56 288 260 700 7.92 20.7 26.15 80 26.15 12.76 555 157.5 36.45 11.66 42 26.5 6.65 663.37 (250 BHD) Direct cost Direct cost Direct cost Direct cost Direct cost Direct cost Direct cost Direct cost Direct cost Direct cost Direct cost Direct cost Direct cost Direct cost Direct cost Direct cost Direct cost Direct cost 1 150 $ per copy 150 3981.66 USD 1501.22 BHD Direct cost Direct cost b. Monitoring and Controlling Cost Cost control is done through two major steps: 1. Calculating variance against baseline using any comparison method, but the most common used method for variance analysis is the EVM (Earned Value Management) which has been used previously in scope control too. 2. According to the calculated variances, planning for the corrective or preventive actions to fix the activities that have too much variance between the cost baseline and the actual cost at the time of EMV calculations is done. Since most of the budget is spent on purchasing the components of the Go-kart, not many activities have a specified budget assigned to them and so, EMV calculations can only be done to a handful of activities. However, in other project where each activity has significant effects on the budgeting of the project, EMV calculations are done very frequently (on a weekly bases) to keep the costs of the activities in check. (Shenoy, 2020) Quality management Quality control is the process of monitoring the project metrics established by quality planning and assurance, this is done by creating graphical data that is easy to read and make decisions on regarding the quality of the deliverable by taking the data from the project metrics. Run charts or Pareto charts are graphical tools used to identify variation in the measured quality of the deliverable. Quality assurance is the process of continuous analyzing of the work done by the team members on the activities that produce the deliverable in order to assure that the quality of the product is not going to decrease. This process involves measuring the quality of the product that is going to be delivered as is (or to the metrics established in quality planning) and applying continuous improvement to assure quality. (River, 2007) b. Monitoring and Controlling quality Quality control As mentioned above, many tools are used to identify the variation in the quality of the product. The ones used in the Go-kart project are: 1. Control charts: A tool which plots the performance of a project against time and compares the progress of the project against the Upper control limit and the Lower control limit. There are very useful in monitoring the stability and control of the quality of a product or project progress. 2. Pareto charts: A tool used to identify the few most important inputs that cause the most output of error or quality loss, by identifying those issues quality control can easily be achieved. (PMS, 2020) The chart lists the issues that occur along the horizontal axis in descending order of frequency. The left vertical axis measures the number or frequency of the output for each input and is charted using a bar graph. The right vertical axis measures the cumulative percentage of the outputs and is charted using a line graph. (PMS, 2020) Quality control sample The sample will show the control chart made for when part of the assembly phase was being executed, the table below shows the data the chart is made out from. Date 20-04-21 21-04-21 22-04-21 23-04-21 24-04-21 25-04-21 26-04-21 27-04-21 28-04-21 29-04-21 30-04-21 Team efficiency and attention % 90 80 70 75 85 68 84 56 70 79 90 Control Chart for Assembly Phase 120 100 80 60 40 20 0 1 2 3 4 5 6 7 8 Team efficiency and attention % Mean (CENTER LINE) UCL (UPPER CONTROL LIMIT) LCL (Lower control limit) 9 10 11 From this chart it could be seen that at 27-april-2021 the efficiency of the team went down to 56% which is well below the mean value and improvements were done to increase the efficiency again in the later days. Quality assurance sample (Test Case Form) The test case form is list created to track the progress on assurance of the quality of the deliverable, it should have many different quality requirements going through-out the whole project to assure quality standards from start to finish. Quality requirement for Go-kart project Suspension type selection is justified with selection matrix Suspension material selection is justified with selection matrix Suspension design calculations are done correctly using standard steps/procedure for suspension design Final suspension design was optimized using CAD software to assure the efficiency in material usage Chassis type selection is justified with selection matrix Chassis material selection is justified with selection matrix Final chassis design is optimized using CAD software with justified pipe shape selection All off-the-shelf component selection is justified by research and comparison between parts from different manufacturers Braking system type selection is justified with selection matrix Braking system design calculations are done correctly using standard steps/procedure for braking system design Final braking system design done with proper selection/design of pedals Manufacturing the suspension system (cutting and welding) is done properly with correct procedure and safety Manufacturing the chassis (cutting and assembling) is done properly with correct procedure and order Buying the off-the-shelf components goes smoothly with no problems with stock or price changes Delivery of off-the-shelf components for assembly is done swiftly and smoothly with no delays Mounting of Go-kart components on chassis is done properly with no play in the fitment or unintentional loose components No go-kart components are damaged/fail during the assembly Wiring of control systems to the components of the Go-kart is proper with everything connected and working Stationary testing of Go-kart goes smoothly with no failure in any of the Go-kart components and data is recorded correctly to allow for optimization Initial drive of Go-kart goes smoothly with no failure in any parts and controller settings are modified to suit the Go-kart Final testing of Go-kart goes smoothly with no failure in any parts and the Go-kart reaching 60km/h with no problems Achieved (A)/ Not achieved (NA) A A A A A A A A A A A A A NA NA NA A NA A A A Project success What influences project success/failure? Many factors influence the success or failure of a project, some of the most significant influencers are listed below from the most significant to lesser: 1. Formal establishing of Project Manager: The project manager of the project is formally selected and established and is given all the authority a project manager has on a project. 2. The project goal set in a clear and measurable way: The main goal of the project is clearly defined and the success of it being accomplished is easily measureable. 3. Establishing an experienced and competent project team: The project team should consist of experienced and competent individuals which could produce all the deliverables of the project properly with as little as possible error. 4. Effective communication procedures: the use of proper communication procedures between team members and between the Project Manager and the Stakeholders. 5. Diversity in interest of the people involved in the project: Having many stakeholders with different interests involved in the project would increase the success rate of the project. 6. Focus on Risk Management: The project Manager gives risk management the importance it deserves which would decrease the effects of the issues that would arise in the execution of the project. (Spalec, 2005) Go-kart projects’ success The Go-kart project done by the year 3 mechanical engineering students in Bahrain Polytechnic ended in success as a result of the following factors: 1. The early establishment of the Project Manager: The selection and establishment of Ali Nesaif to be the Project Manager early on the life-cycle of the project resulted in all the important planning factors of project management like scope, time, cost, quality management to be done adequately. 2. The focus on Risk Management: All the risks involved in the execution of the deliverables of the project have been identified which allowed the work on the activities to be done with no issues arising. 3. Good communication: Effective communication procedures have been used throughout the projects’ life-cycle to communicate with the stakeholders which allowed the scope requirements to be clearly defined and controlled continuously. The communication with the team members also allowed for the activities to be carried out on time. 4. Project budget: the sizable budget that the finance department of the Bahrain Polytechnic gave the project allowed the completion of all the activities with a high amount of money left as safety in the case of any part failure or delays. Efficient tool and techniques were also used in the control of the budget to allow for the previous to happen. Project Summary Ali Nesaifs’ team at the Bahrain Polytechnic recently completed the Go-kart Project successfully and thus a summary of the projects’ important points is done below. Project objectives and goals 1. Go-kart design incorporates all the elements of a full size car. 2. Suspension system design is able to withstand the stresses applied on it in any dynamic or static condition. 3. Chassis design and structure is able to support the Go-Kart and able to handle the forces applied on it in any dynamic or static condition. 4. Material selection for both Chassis and Suspension is justified and the selection is able to withstand loads in any condition with as little as possible waste in costs. 5. Selected electric motor is able to get the Go-kart to 60km/h and the control systems of braking and steering allow for good handling characteristics in the case of hard cornering. Project Scope Description The project scope describes how the Go-Kart is going to be made and manufactured at the hands of the Bahrain Polytechnic students with the use of the workshop available in the campus of the university. It also includes listing the costs of the project which are the Go-kart components and the costs of the tools used to manufacture and assemble them, the deadlines which state that the project should be completed before 20/6/2021, the stakeholders which are mostly university staff (financier, client, sponsor and owner) and the students which form the team members and the competitors, the assumptions like the availability of the Bahrain Polytechnic workshop and roads, constraints such as only using the Polytechnic workshop and the work is only done by the students, risks like going over-budget and external hazards, and dependencies between the activities of the project. All of the mentioned are very important aspects of the project which are discussed and stated now in the project scope to plan before going into the execution phase so that no surprises are going to happen. Product Scope description The product scope is achieved by using and following the project scope mentioned above which helps in defining and establishing the product scope. The Product scope of this project describes how the final manufactured Go-Kart should be in as much detail as possible explaining every aspect and element of the Go-Kart that is going to be delivered at the end of the project. The deliverable is a fully functioning Go-Kart that has been manufactured and assembled by year 3 mechanical engineering students. The Go-kart should be running on an electric motor and have its chassis made out of PVC pipes, it should have all the functions of a full-size car as in it could do anything a full-size car could do. A list of the major deliverables of the Go-kart can be found below: Go-kart product scope Deliverable Go-kart has all the components of a full-size car Product Scope Acceptance criteria Exclusion (out of scope) Risks The final Go-kart should have a working suspension system, acceleration and braking system, gears, steering wheel, pedals and a seat. Proper factor of safety considered in correct calculations for the suspension system while considering the cases of acceleration, braking, cornering and combined braking and cornering. Also, appropriate material selection, roll cage and seat belt. The motor of the Go-kart has to produce enough power to be able to get the Go-kart to a maximum speed of 60km/h in the Bahrain Polytechnic campus. Go-kart is an electric vehicle using an electric motor instead of a gas powered engine. The final Go-kart has a working suspension system, acceleration and braking systems, gears, steering wheel, pedals, a seat and four tires. The final Go-kart has a roll-bar, a seat belt, all components of the vehicle have appropriate material selection and the chassis and suspension could handle the stresses in all directions. Side and front mirrors, license plate, radio and infotainment system, external body panels and paint job, trunk and storage space. Front and side airbags, mirrors, head lights and back lights, signal lights and hazards. Online shop is late on delivery or their parts fail, going over-budget to provide all elements and availability of workshop and tools. Failure of online parts, rain and weather effecting the handling properties or making the Go-kart components rust. The final Go-kart can reach 60km/h while testing at the end of the project. Go-kart able to reach higher speeds. The final Go-kart runs on an electric motor. Motor strong enough to get the Gokart to more than 60km/h, a high battery capacity. Go-kart chassis is made out of PVC Go-kart chassis is made out of lightweight PVC pipes bought with standard dimension and assembled by the students into a tubular space frame chassis. Chassis allows for installation of bumpers Go-kart is similar to a race car Go-kart design should enable it to be used as a racing Go-kart with excellent handling, acceleration and braking systems. The final chassis design out of PVC and is in the space frame shape with the use of triangulation, chassis could handle forces acting in all sides during static and dynamic conditions. The final Go-kart suspension, motor and center of gravity design allow for excellent handling and cornering characteristics. Possibility of breakdown at high speeds and high stress situations, not having enough land for the Go-kart to reach 60km/h. Going over budget since motors are expensive, false advertising on motor website, motor not fitting in Go-kart assembly. Not enough pipes bought to complete chassis, chassis manufacturing taking too much time because of the space frame shape. - Go-kart is safe Go-kart can reach 60 km/h Go-kart is electric Description Having a wing or spoiler, racecar paintjob and exterior Project Team and Staffing Name The table below states the team members of Ali Nesaifs’ team which accomplished the project deliverables and produced the final product. Their contact emails are also there. Title Ahmed Abdelrhman Project Sponsor Ali Nesaif Project Manager Role in project Got permission from the head of Polytechnic to start the project. Provides resources and support of teaching and supervises the manufacturing process. Manages stakeholders, scope, schedule, budget and team member roles and responsibilities. Responsible for keeping in contact with stakeholders and updating them. Mohamed Salman Yousif Hujair Mashael Turk Ali Mohamed Sayed Hashem Email at Ahmed.Abdelrhman@polytechnic.b h 201802075@student.polytechnic.bh 201700606@student.polytechnic.bh Responsible for research and design of all of the systems of the Go-kart Ahmed Alghannami Husain Alghannami Contact details Project Team Responsible for manufacturing and assembling the Gokart. Thus achieving the objectives of the project. Responsible for documenting the process and updating the Project Manager 201701971@student.polytechnic.bh 201701923@student.polytechnic.bh 201702152@student.polytechnic.bh 201700502@student.polytechnic.bh 201700765@student.polytechnic.bh 201702054@student.polytechnic.bh Project Deliverables Status At Closure (PLANNED VS. ACTUAL) The table below states the status of the actual deliverables of the project and compares it with the planned deliverables with a summary of variances. Planned deliverable Component selection Suspension design Chassis design Control Systems design Component collection Suspension cutting Suspension welding Chassis pipe cutting Chassis pipe assembly Suspension mounting Tire mounting Motor, controller and battery mounting Minor Go-kart components mounting Control system connections and wiring Stationary alignment and fitment testing Initial Go-kart drive Go-kart controller setting optimization Final testing and report Actual Deliverable Phase 1 (Design Phase) Components selected fully Suspension designed fully Chassis designed fully Control Systems designed but with too much time wasted due to errors Phase 2 (Manufacturing Phase) All components are in stock and were bought and delivered successfully Suspension control arms cut to size successfully Time wasted in redoing the welding of the control arms several times but the control arm was welded successfully Chassis PVC pipes cut to size successfully Time wasted in getting the pipes to fit together in the joints but chassis was assembled successfully Phase 3 (Assembly Phase) Suspension mounted on chassis successfully Tire mounted on suspension successfully All components successfully mounted on chassis Not done due to being De-scoped Time and resources wasted in connecting the control systems of the Go-kart but eventually finished successfully Phase 4 (Testing phase) Stationary alignment and fitment testing done fully Initial Go-kart drive is successful with no accidents or unplanned for situations Motor Controller setting optimized using data from the drive successfully Final testing went flawlessly and product was delivered to the Engineering department successfully Summary (Completed as planned, Uncompleted as planned, de-scoped) Completed as planned Completed as planned Completed as planned Uncompleted as planned Completed as planned Completed as planned Uncompleted as planned Completed as planned Uncompleted as planned Completed as planned Completed as planned Completed as planned De-scoped Uncompleted as planned Completed as planned Completed as planned Completed as planned Completed as planned Why it did not go as planned Control systems design: took longer than expected because of some error in the equations used for the input and output of the control systems. Suspension welding: lack of experience in welding between the team members caused weak welding and waste of time since several students had to try and weld the control arms together. Chassis pipe welding: Students being unfamiliar with the PVC pipe joints and fitting caused delay in the assembly of the chassis. Minor Go-kart components mounting: this deliverable got de-scoped due to the lack of time. Control system connections and wiring: lack of experience in wiring and electricity between mechanical engineering students. Project Schedule Status at Closure The table below shows the status of the schedule at the closure of the project, it shows all four phases with comparison between the planned completion and the actual completion for each of the phases. This is interesting to see since even if some of the phases were behind schedule the project still winded-up being successful. Most of the delays are due to the deliverable status above. Project Phase Scheduled Completion (Date) Actual Completion (Date) Comments (Completed Ahead of time, on time, behind schedule) Phase 1 (Design Phase) Phase 2 (Manufacturing Phase) Phase 3 (Assembly Phase) Phase 4 (Testing phase) 20/1/2021 17/4/2021 30/5/2021 24/6/2021 23/1/2021 25/4/2021 30/5/2021 24/6/2021 behind schedule behind schedule on time on time Project Costs Status at Closure The budgeted cost for the Go-kart project was set at 1432.09 BHD. This cost was broken out by project phase in the following chart with actual costs compared to the planned/budgeted cost. Project Phase Budgeted Cost Actual Cost Comments (On Budget, Over spent, Below Budget) Safety money 250 BHD 56.55 BHD (SolidWorks) 1182.09 BHD 1182.09 BHD 12.5 BHD 9.99 BHD 2.51 BHD 0 1501.11 BHD 250 BHD 0 BHD (COVID-19 free student license) 1105.11 BHD 1105.11 BHD 12.5 BHD 9.99 BHD 2.51 BHD 10 BHD 1377.61 BHD On Budget Below Budget Phase 1 (Design Phase) Phase 2 (Manufacturing Phase) Component Costs Phase 3 (Assembly Phase) PVC glue Brushes for applying glue Phase 4 (Testing phase) Total Below Budget Below Budget On Budget On Budget On Budget Over spent Below Budget Transition to Operations Transition to operations is the process of the project manager continuing to support the project to ensure the products’ effectiveness over a period after the project is closed and to provide ongoing maintenance on the product. Operations are the customer that operates the product and uses it. There are five tasks that should be done to assure the success of the Transition to Operations: 1. Ensure the capability of the receiver to handle all the responsibilities of maintaining the effectiveness of the product, this is done by stating what the maintenance team of the receiver should know and choosing the proper team for the job. 2. Developing exit criteria and exit plan: The criteria describes when the project team that delivered a product of a certain quality has to be replaced by the maintenance team of the receiver. This exit plan should have the responsibilities of the maintenance team that would result in keeping the product healthy. 3. Service level metrics: the project manager should produce metrics for the maintenance team to follow to insure the quality and cost effectiveness of the maintaining of the product. 4. Knowledge transfer: Knowledge should be transferred from the project team to the maintenance team to ensure the proper maintenance of the product, this is done by having walk-throughs, training classes and on the job training through-out the project. To ensure knowledge transfer, it is needed to determine the knowledge gaps in the maintenance team in order to fill them by developing learning plans. 5. Controlling the maintenance: The maintenance process has to be controlled just as well as the project was during execution to not allow the quality of the product to reduce over time. The methods of control are: Financial tracking, Request approval and tracking and configuration Management. (Milanowsky, 2007) Lessons Learnt Any good project should involve the learning of many lessons that enable the next projects to be more successful and have less issues rising throughout. Lesson Having non-experienced team members will decrease the efficiency of the work being done on the activities and waste time. Not checking the calculation thoroughly before going into the practical use for them will result is wasted time and effort. Learning how to use new tools during the activity execution time will decrease work efficiency. Having a problem at an early phase of the project and not fixing it will result in it rising afterwards and delaying work The focus on communication in the project played a big role in the project being successful Recommendation Make your team out of members with diverse skills and experience since always having a member that is experienced in the subject at hand will increase the probability of success in doing the activity. Always check all calculations twice before proceeding with using them in practice. This will insure that if the correct equations are used, the correct results would be obtained. If there are any new tools that are going to be utilized in the execution of the project, training on them should be done before the activity time comes. If any issues arise during an early phase of the project then any opportunity to fix it has to be taken Effective communication measures have to be used in any future project to get the same good results References 1. Akkartal, C. (2020, December 08). Validate Scope Process: Summary In 5 Steps. Retrieved December 31, 2020, from https://blog.masterofproject.com/validate-scopeprocess/ 2. Christine, S. (2020, January 13). Top 10 Tools and Techniques to Estimate Project Cost. Retrieved December 31, 2020, from https://www.tutorialspoint.com/top-10-tools-andtechniques-to-estimate-project-cost 3. Invensislearning. (n.d.). How to Control a Schedule in a Project? Retrieved December 31, 2020, from https://www.invensislearning.com/articles/pmp/how-to-control-a-schedulein-a-project 4. Invensislearning. (2020). How does one Validate Scope in a Project? Retrieved January 02, 2021, from https://www.invensislearning.com/articles/pmp/how-does-one-validatescope-in-a-project 5. Malinowski, M. F. (2007). Beyond successful projects—leadership in transitioning IT projects to maintain continued business value. Paper presented at PMI® Global Congress 2007—North America, Atlanta, GA. Newtown Square, PA: Project Management Institute. 6. PMS. (2020). How Pareto Chart Analysis Can Improve Your Project. Retrieved December 31, 2020, from https://www.project-management-skills.com/pareto-chart.html 7. Roseke, B., & Roseke, A. (2016, February 02). How to Control Project Scope. Retrieved December 31, 2020, from https://www.projectengineer.net/how-to-controlproject-scope/ 8. Roseke, B., & Roseke, A. (2016, October 25). An Earned Value Example. Retrieved January 02, 2021, from https://www.projectengineer.net/an-earned-value-example/ 9. Shenoy, S. (2019, February 12). How to Control Costs on the Project? Retrieved December 31, 2020, from https://www.pmexamsmartnotes.com/control-costs-process/ 10. Spalek, S. (2005). Critical success factors in project management. To fail or not to fail, that is the question! Paper presented at PMI® Global Congress 2005—EMEA, Edinburgh, Scotland. Newtown Square, PA: Project Management Institute.
