b. Constraints
Constraints are vital for any type of design project. While you do not want too many of them within your project, they are inevitable and should be worked around accordingly. Most of the constraints we will face involve resources and time. We have a limited budget and all of our group members have busy schedules. While these constraints will conflict with the abstract properties of the system, they are very important to prepare for during the design process. Thus, we carefully determined and listed the necessary constraints for our design project shown in Appendix A.
c. Standards
Standards are also a vital engineering requirement that help ensure the health and safety of any products that are designed, produced, and presented to the market by engineers. Without having a plan to meet a criteria of standards, your product could be a huge safety hazard and unfit for release. We identified and described the different standards that influence our design project in Appendix B.
d. Global, Economic, Environmental, and Societal perspective
Looking at our project from a global, environmental, and societal perspective, I’d say that it’s not hugely impactful. Mostly due to intended use for this project. It’s a training tool used for electrical engineering students. Thus, will only truly impact that small minority of people. However, it should at least be economical. Similar systems found online are quite expensive. The development of this project was relatively cheap
Identify the system’s constraint itself. Learning that the true constraint is often a lack of availability of a specific skill or piece of equipment is helpful in quickly identifying the constraint, and the manager is encouraged to continually ask “why” to diagnose the constraint.
This is to ensure that the necessary raw materials and physical resources are available at each stage, and that the workforce on site has the right skills for the scheduled work. The project management team will need to produce a series of planning documents that can be accessed throughout the project. Each member of the project management team must know their role and responsibilities, including which sections of the workforce they will be directly managing.
Design/Configuration - Systems that use existing constraints to help configure equipment components (Murugavel, 2014). Examples include;
1) This is an experiment because they are manipulating the amount of caffeine given to the participants. The dependant variable is the time spent on the puzzle. The independent variable is the caffeine.
The following steps need to be taken to improve the performance of a system using the theory of constraints approach;
* Place paper towel over clear glass bowl with rubber band holding it in place.
The Design argument is an attempt to prove the existence of God. It is also known as the Teleological argument. This argument is an A Posteriori argument meaning it is based of an observation of how something is rather than an understanding of how something works. The Classical Design Argument states that the Universe is very complex, ordered and has purpose, and this shows evidence of design. For it to have been designed there must have been a designer and therefore concludes that the designer of the universe is God.
Compliance with industry standards (including system engineering processes, design procedures, emission frequency levels, building codes and materials).
The elements of design were created by Arthur Wesley Dow to help people see, describe, and create visual qualities in a systematic way. It consists of 7 elements: line, shape, form, colour, value, texture and space.
When considering operational constraints we looked at people, location, premises, equipment, money, materials, other related activities and services.
When designing any new system special considerations, guidelines, and specification should be taken into consideration. It is best practice that as many people as possible participate in the project, adding some sort of
As president of the National Association of Safety Regulators, Solomon Alvi, had booked a hotel stay for his convention. This was the hotels first convention in 30 years. What seem to be a pleasurable stay ended up to be a catastrophe!
Managing a project is no easy task. A project is a series of tasks or jobs that are related to each other and directed toward a common goal or output. Projects usually require a significant time commitment, and tend to be handled by groups of workers. The employees at Craft Construction, a small business that deals with complete remodeling and some small commercial buildings, generally divide into groups of two or three workers per project. The number of employees assigned to a job usually depends on the size of the project. For each project, a project manager and a lead carpenter are assigned to handle most of the work. Project scheduling is different for every job. Smaller jobs require less planning because there is
“Project management is a series of activities embodied in a process of getting things done” (Cleland, 2007, p.51). What stages would be involved on defining the ‘series of activities’ and what needs to be ‘done’? Would a complete definition of the project and its boundaries be directly linked to the project success?
Finally, many tools were used to document our site visits that would used during the modeling of the buildings. As stated before, PlanGrid was very useful when viewing the construction sheets. PlanGrid was used on an iPad for easy access during the site visit. The iPad, as well as our phones, was used to take pictures of any notable changes or major features of the buildings. The pictures were used as references during the modeling portion of the project. A measuring tape was also used to take the dimensions of sections of the buildings that were not clearly labeled on the construction sheets. For example, the Architecture Annex’s terrance needed a measuring tape to measure its dimensions because the top-down view was absent from the