1. Statement of the Work SOW By: Wilmer Arellano FIU Summer 2007 (Updated)

2. Overview  Strategy Plan of Action Statement of Work (SOW) Work Breakdown Structure (WBS) Project Milestones Results Evaluation

3. References Some Excerpts from the book:  Karl T Ulrich and Steven D. Eppinger. (2004). Product Design and Development. Third Edition. Mc Graw Hill, Irwin. ISBN-13: 978-0-07-247146-5. Some Excerpts from the book  “Engineering Design, a Project Based Introduction”, second edition by Clive I. Dym and Patrick Little. John Wiley and Sons, Inc. ISBN 0-471-25687-0 http://en.wikipedia.org/wiki/Statement_of_work http://en.wikipedia.org/wiki/Work_breakdown_structure http://www.maxwideman.com/musings/wbswar.htm http://www.inforapid.com/ http://office.microsoft.com/en- us/assistance/HA011361531033.aspx#Step%201 http://www.openworkbench.org/

4. Project management Product development involves:  many people  many different tasks. Successful product development projects result in:  high-quality;  low-cost products  efficient use of time,  money,  and other resources. Project management is the activity of planning and coordinating resources and tasks to achieve these goals.

5. Statement Of Work (SOW) A statement of work (SOW) is a document used in the Project Development Life Cycle. Certain areas that need to be addressed are as follows:  Scope of Work, 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.

6. 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

7. Work Breakdown Structure (WBS) The WBS is the hierarchical list of the project's phases, tasks and milestones  Phase: A group of related tasks that completes a major step in a project.  Task: An activity that has a beginning and an end. Project plans are made up of tasks.  Milestone: A reference point marking a major event in a project and used to monitor the project's progress. The WBS is critical because it drives the scope 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. Taking the time to map out the WBS will save you significant time later by helping you to avoid rework and false starts. http://office.microsoft.com/en- us/assistance/HA011361531033.aspx#Step%201

8. http://en.wikipedia.org/wiki/Work_breakdown_structure

9. Work Breakdown Structure (WBS) The WBS may describe:  the activities of the project or Activities speak to the work involved in the project,  of its deliverables. Deliverables speak to end results. If activities, then the WBS is expressed by sentences commencing with verbs, but if deliverables, then the entries are expresses as nouns. http://www.maxwideman.com/musings/wbswar.htm We will base our WBS on deliverables. Please make that clear in your WBS

10. Work Breakdown Structure (WBS) The 100% rule  is one of the most important principles guiding the development, decomposition and evaluation of the WBS. 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  If the WBS designer attempts to capture any action-oriented details in the WBS, he/she will likely include either too many actions or too few actions. Too many actions will exceed 100% of the parent's scope and too few will fall short of 100% of the parent's scope. The best way to adhere to the 100% Rule is to define WBS elements in terms of outcomes or results. The Practice Standard for Work Breakdown Structures (Second Edition), published by the Project Management Institute (PMI)Project Management Institute http://en.wikipedia.org/wiki/Work_breakdown_structure#Example_of_a_work_breakdown_structur e

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

13. Understanding and Representing Tasks The tasks are represented by boxes, and the information (data) dependencies among the tasks are represented by arrows. We refer to this representation as  information-processing view or a  data-driven perspective of product

14. Documenting (WBS) Subtask 2c-Technology Research  Objective: The criteria from subtask 2b will be used to evaluate the technologies, but it is necessary to understand each technology properly in order to properly evaluate it. Research will thus be done to attempt to understand each of the technologies in the group’s list.  Approach: Resources such as the internet, library, university faculty, and anything else available to the group will be used to obtain as much information on each technology as possible.  Expected Results: A complete understanding of all the available technologies by each member of the group should result from the research done during this subtask. This is the right approach. In our case it could make the proposal to long. If that is the case, instead of describing Objective, approach and expected results for the tasks, do it for the phases and list the tasks involved. Remember this is a deliverable based description

15. 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 Remember this is a deliverable based description

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

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

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.

19. The Design Structure Matrix This representation was originally developed by Steward (1981) for the analysis of design descriptions and has more recently been used to analyze development projects modeled at the task level

20. The Design Structure Matrix An above-diagonal mark could mean that two sequentially dependent tasks are ordered backward, in which case the order of the tasks can be changed to eliminate the above-diagonal mark. However, when there is no ordering of the tasks that will eliminate an above—diagonal mark, the mark reveals that two or more tasks are coupled. Changing the order of tasks is called sequencing or partitioning the DSM.

21. Gantt Charts The traditional tool for representing the timing of tasks is the Gantt chart. The filled-in portion of each bar represents the fraction of the task that is complete. The vertical line shows the current date, so we can observe directly that task D is behind schedule, while task E is ahead of schedule.

22. Gantt Charts

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

24. 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.

25. 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.

26. BUDGET (Task Cost)

27. BUDGET

28. Class Assignment 1 Elaborate SOW of your Senior 1 Project Include:  Follow Style Guidelines  Include TITLE PAGE AND CONTENTS  WBS (using 100% Rule)  Design Structure Matrix  Gant Chart  Pert  Critical Path

29. Review Intellectual Property Considerations Standards Considerations  Strategy Plan of Action Statement of Work (SOW) Work Breakdown Structure (WBS) Project Milestones Results Evaluation

30. Software Primavera Open Workbench MS Project

31. & & Q uestions A nswers