Articles by "Aerodynamic engineering"

3D printing Aerodynamic engineering Aeronautical engineering Aeronautical engineering books Airports Architecture Artificial intelligence Automobiles Blast Resistant Design Books Bridges Building Codes Cabin Systems Civil Engineering Codes Concrete Conferences Construction Management Construction Materials Cooling Cryptocurrency Dams Do it Yourself Docks and Harbours Downloads Earthquake Engineering Electronics Engineering Engines Environmental Design & Construction Environmental Engineering Estimation Fluid Mechanics Fluid Mechanics Books Formwork design foundation engineering General Geotech Books Geotechnical Engineering Global Positioning System HVAC Hydraulics Hydraulics Books Hydro Power Hydrology Irrigation Engineering Machinery Magazines Management Books Masonry Mechanical Engineering Mechanics Mechanics Books Miscellaneous Books Modern Steel Construction Nanotechnology Natural Hazards Network Security Engineer Networking Systems News Noise and Attenuation Nuclear Engineering Nuclear Hazards to Buildings Pavement Design Prestressed Concrete Project Management Project Management Books Quantity Survey Quantity Survey Books railways RCC Structural Designing Remote Sensing Remote Sensing and GIS Books Renewable Energy Reports Resume Roads scholarships Smart devices Software Software Engineering Soil Mechanics Solar Energy Special Concrete Spreadsheets Steel Steel Spreadsheets Structural Analyses structures Structures Books Surveying Surveying Books Testing Thermodynamics Thesis Transportation Books Transportation Engineering Tunnel Engineering Wind Energy Zero Energy Buildings
Showing posts with label Aerodynamic engineering. Show all posts

12:24 PM , , ,
Book: Aerothermodynamics of Aircraft Engine Components by Gordon C. Oates
This book was conceived as a fundamental text and reference for advanced engineering students and practicing engineers. It will, we hope, particularly interest and inform advanced students planning to expand their understanding beyond what they would normally attain in senior or first-year graduate classes. In addition, we hope and expect that engineers planning on embarking upon research will find these writings a solid foundation from which to initiate their own programs.
This book complements a preceding volume in the AIAA Education Series, Aerothermodynamics of Gas Turbine and Rocket Propulsion, by expanding upon the fundamentals and introducing advanced material leading to identification of the research issues of the day. Each chapter is written by an expert in the given specialty. Because of the advanced nature and complexity of the material, only minor efforts have been made to standardize on notation. Taken in total, the book presents, we believe, a comprehensive overview of the fundamentals of the major aircraft engine components.

Read more »

11:33 AM , , , ,
Project Management is the discipline of organizing and managing resources in such a way that these resources deliver all the work required to complete a project within defined scope, quality, and time and cost constraints.

A project is a temporary and one-time endeavor undertaken to create a unique product or service that brings about beneficial change or added value. This property of being a temporary and a one-time undertaking contrast with processes, or operations, which are permanent or semi-permanent ongoing functional work to create the same product or service over and over again. The management of these two systems is often very different and requires varying technical skills and philosophy, hence requiring the development of project management.
The first challenge of project management is to ensure that a project is delivered within defined constraints. The second, more ambitious challenge is the optimized allocation and integration of inputs needed to meet pre-defined objectives. A project is a carefully defined set of activities that use resources (money, people, materials, energy, space, provisions, communication, quality, risk, etc.) to meet the pre-defined objectives.

Definitions:-

  1. PMBOK (Project Management Body of Knowledge - as defined by the Project Management Institute - PMI):
"Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements."

  1. PRINCE2 (Project Management Methodology):
"The planning, monitoring and control of all aspects of the project and the motivation of all those involved in it to achieve the project objectives on time and to the specified cost, quality and performance.”

  1. DIN 69901 (Deutsches Institut für Normung - German Organization for Standardization):
"Project management is the complete set of tasks, techniques, tools applied during project execution." 

About the Author


Faisal Aman He is B.Sc in Mechanical Engineering from "University of Engineering and Technology, Taxila, Pakistan"
Read more »

5:12 PM , , , , ,
There are several approaches that can be taken to managing project activities including agile, interactive, incremental, and phased approaches.
·        The traditional approach
·        Critical chain
·        Event chain methodology
·        Process-based management
·        The Traditional Triple Constraints
Regardless of the approach employed, careful consideration needs to be given to clarify surrounding project objectives, goals, and importantly, the roles and responsibilities of all participants and stakeholders.

General Methodology

Organization
Each of the Project Stage sections of the document is organized as follows:
    • Project stage overview and description
    • Project stage critical success factors
    • Project stage activities
      • Activity description
      • Activity action plan checklist
    • Project Stage Deliverables

Project Initiation Stage
Every project starts with an idea. That idea may be the result of a unique thought or design;
o       It may respond to a regulatory mandate
o       It may answer a call for operational maintenance
o       It may be as simple as providing scheduled updates
In essence, projects are generated for many different reasons; however, projects warrant special consideration for uniqueness, importance, cost, priority, and duration of effort. Accordingly, potential projects, so as not to underestimate their value-add and timing, need to be subjected to an assessment process that will allow the sponsor, stakeholders, project team and other interested parties to validate the potential project benefits and timing. This assessment of potential projects occurs during the Initiation Stage. During this stage, a potential project is conceptualized, justified, authorized, and funded by the appropriate governing bodies.
Projects will vary in terms of complexity, but all should have a Project Charter. For some projects, it may take only a few hours or days to complete this document; for others, it could take months. This document is critical to guaranteeing buy- in for a project. The goal during this stage, and specifically with the Project Charter, is not to generate a large document, but rather to provide information necessary to understand, and thus to determine, if the project should be initiated and carried into the Planning Stage.

Project Initiation Critical Success Factors (CSFs)
o       Identification of Executive Sponsor
o       Formal acceptance by the sponsor of responsibility for the project, including
§         Achievement of the benefits
§         Costs described in the Project
o       Approval of the Project Charter by the Executive Sponsor
o       Alignment with business/IT strategic plan/direction

Project Initiation Activities
The following is a list of key activities to develop a Project Charter and initiate a project:
o       Assign Project Champion/Leader
o       Identify an Executive Sponsor
o       Define the Business Need/Opportunity
o       Identify Business Objectives and Benefits
o       Define Overall Project Scope
o       Define Project Objectives
o       Ensure Alignment with Strategic Direction and Enterprise
o       Identify Project Constraints and Assumptions
o       Identify and Engage Key Stakeholders
o       Identify Key Potential Risks
o       Define Responsibilities of the Project Manager
o       Determine Cost and Schedule Estimates

Project Planning Activities
The following is a list of key activities required to plan a project:
o       Assign Project Manager
o       Determine the Project Team
o       Refine Project Scope
o       Determine Procurement and Sourcing Strategy
o       Determine Project Schedule
o       Define Project Organization and Governance
o       Identify Other Resource Requirements
o       Refine Project Cost Estimate and Budget
o       Establish Project Life Cycle Phase Checkpoints
o       Develop Stakeholder Management and Project
o       Develop Quality Management Approach
o       Identify Potential Project Risks
o       Determine Process for Issue Identification and Resolution
o       Determine Process for Managing Scope Change
o       Develop Organization Change Management Approach
o       Develop Configuration Management Approach
o       Define a Knowledge Repository for Project Deliverables and Work Products
o       Develop Project Plan

Project Managing Activities
The following is a list of key activities, ranked in order of importance, required to execute and control a project:
o       Manage Risk
o       Communicate Information
o       Manage Schedule
o       Document the Work Results
o       Manage Organizational Change
o       Lead/Manage Change
o       Manage Scope
o       Manage Quality
o       Manage Costs
o       Manage Issues
o       Conduct Status Review Meetings
o       Review Project Life Cycle Phases Checkpoints
o       Execute the Procurement Plan
o       Administer Contract/Vendor
o       Update Project Planning Documents
o       Establish Final Acceptance Process

Project Closeout Stage
The last major stage of a project’s life cycle is project closeout. Project closeout is completed once all defined project tasks and milestones have been completed and the customer has accepted the project’s deliverables.
Project closeout includes the following key elements:
o       Verification of formal acceptance by Stakeholders and Steering Committee
o       Redistributing resources—staff, facilities, equipment and automated systems
o       Closing out any financial issues such as labor charge codes and contract closure
o       Documenting the successes, problems and issues of the project
o       Documenting “lessons learned”
o       Celebrating project success
o       Producing an Outcomes Assessment Report
o       Completing, collecting and archiving project records
These activities are particularly important on large projects with extensive records and resources.

Project Closeout Critical Success Factors
o       End- user acceptance
o       Business objectives and anticipated benefits are achieved
o       Project objectives are achieved
o       Knowledge transfer is achieved
o       Project materials are archived

Project Closeout Activities
The following is a list of key activities required to close out a project:
o       Conduct Final Acceptance Meeting
o       Conduct Final Contract Review
o       Conduct Outcomes Assessment Meeting
o       Conduct Knowledge Transfer

Project Closure Document
The Project Closure document summarizes the Final System Acceptance meeting. This includes, but is not limited to:
o       The results of the review of the product delivered against the baseline requirements and specifications
o       List of deviations, documented, and approved; with justifications and future action plans
o       Action items closed or reassigned to the support organization
o       References to other deliverables, key features and pertinent information about final product delivery
o       Approval of project closure via signatures of the Executive Sponsor and key stakeholders

Outcomes Assessment Report
The Outcomes Assessment Report documents the successes and failures of the project. It provides an historical record of the planned and actual budget and schedule. Other selected metrics on the project can also be collected, based on documented procedures. The report also contains recommendations for future projects of similar size and scope. Information within the report should include, but not be limited to, the following:
o       Project sign-off
o       Staffing and skills
o       Project organizational structure
o       Schedule management
o       Cost management
o       Risk management
o       Quality management
o       Configuration management
o       Customer expectations management
o       Lessons learned
o       Recommendations for process improvement and/or template modifications
o       Key Project Roles and Responsibilities


About the Author


Faisal Aman He is B.Sc in Mechanical Engineering from "University of Engineering and Technology, Taxila, Pakistan"
Read more »

5:30 PM , , , ,
Definition:
“Engineering is the discipline and profession of applying technical and scientific knowledge and utilizing natural laws and physical resources in order to design and implement materials, structures, machines, devices, systems, and processes that safely realize a desired objective and meet specified criteria.”
 The American Engineers' Council for Professional Development (ECPD, the predecessor of ABET) has defined engineering as follows:

“The creative application of scientific principles to design or develop structures, machines, apparatus, or manufacturing processes, or works utilizing them singly or in combination; or to construct or operate the same with full cognizance of their design; or to forecast their behavior under specific operating conditions; all as respects an intended function, economics of operation and safety to life and property.” 

One who practices engineering is called an engineer, and those licensed to do so may have more formal designations such as European Engineer, Professional Engineer, Chartered Engineer, or Incorporated Engineer. The broad discipline of engineering encompasses a range of more specialized sub disciplines, each with a more specific emphasis on certain fields of application and particular areas of technology.
History

The concept of engineering has existed since ancient times as humans devised fundamental inventions such as the pulley, lever, and wheel. Each of these inventions is consistent with the modern definition of engineering, exploiting basic mechanical principles to develop useful tools and objects.

The term engineering itself has a much more recent etymology, deriving from the word engineer, which itself dates back to 1325, when an engine’er (literally, one who operates an engine) originally referred to a constructor of military engines. 

The word “engine” itself is of even older origin, ultimately deriving from the Latin ingenium (c. 1250), meaning “innate quality, especially mental power, hence a clever invention.” 

Later, as the design of civilian structures such as bridges and buildings matured as a technical discipline, the term civil engineering entered the lexicon as a way to distinguish between those specializing in the construction of such non-military projects and those involved in the older discipline of military engineering.

Ancient Era

The Acropolis and the Parthenon in Greece, the Roman aqueducts, Via Appia and the Colosseum, the Hanging Gardens of Babylon, the Pharos of Alexandria, the pyramids in Egypt, Teotihuacán and the cities and pyramids of the Mayan, Inca and Aztec Empires, the Great Wall of China, among many others, stand as a testament to the ingenuity and skill of the ancient civil and military engineers.

The earliest civil engineer known by name is Imhotep. As one of the officials of the Pharaoh, Djosèr, he probably designed and supervised the construction of the Pyramid of Djoser (the Step Pyramid) at Saqqara in Egypt around 2630-2611 BC. He may also have been responsible for the first known use of columns in architecture. 

Ancient Greece developed machines in both in the civilian and military domains. The Antikythera mechanism, the earliest known model of a mechanical computer in history, and the mechanical inventions of Archimedes are examples of early mechanical engineering. Some of Archimedes' inventions as well as the Antikythera mechanism required sophisticated knowledge of differential gearing or epicyclic gearing, two key principles in machine theory that helped design the gear trains of the Industrial revolution and are still widely used today in diverse fields such as robotics and automotive engineering. 

Chinese and Roman armies employed complex military machines including the Ballista and catapult. In the Middle Ages, the Trebuchet was developed.

Middle Era

An Iraqi by the name of al-Jazari helped influence the design of today's modern machines when sometime in between 1174 and 1200 he built five machines to pump water for the kings of the Turkish Artuqid dynasty and their palaces. The double-acting reciprocating piston pump was instrumental in the later development of engineering in general because it was the first machine to incorporate both the connecting rod and the crankshaft, thus, converting rotational motion to reciprocating motion. 

Renaissance Era

The first electrical engineer is considered to be William Gilbert, with his 1600 publication of De Magnete, who was the originator of the term "electricity".

The first steam engine was built in 1698 by mechanical engineer Thomas Savery. The development of this device gave rise to the industrial revolution in the coming decades, allowing for the beginnings of mass production.

With the rise of engineering as a profession in the eighteenth century, the term became more narrowly applied to fields in which mathematics and science were applied to these ends. Similarly, in addition to military and civil engineering the fields then known as the mechanic arts became incorporated into engineering.

Modern Era

Electrical Engineering can trace its origins in the experiments of Alessandro Volta in the 1800s, the experiments of Michael Faraday, Georg Ohm and others and the invention of the electric motor in 1872. The work of James Maxwell and Heinrich Hertz in the late 19th century gave rise to the field of Electronics. The later inventions of the vacuum tube and the transistor further accelerated the development of Electronics to such an extent that electrical and electronics engineers currently outnumber their colleagues of any other Engineering specialty. 

The inventions of Thomas Savery and the Scottish engineer James Watt gave rise to modern Mechanical Engineering. The development of specialized machines and their maintenance tools during the industrial revolution led to the rapid growth of Mechanical Engineering both in its birthplace Britain and abroad. 

Chemical Engineering, like its counterpart Mechanical Engineering, developed in the nineteenth century during the Industrial Revolution. Industrial scale manufacturing demanded new materials and new processes and by 1880 the need for large scale production of chemicals was such that a new industry was created, dedicated to the development and large scale manufacturing of chemicals in new industrial plants. The role of the chemical engineer was the design of these chemical plants and processes. 

Aeronautical Engineering deals with aircraft design while Aerospace Engineering is a more modern term that expands the reach envelope of the discipline by including spacecraft design. Its origins can be traced back to the aviation pioneers around the turn of the century from the 19th century to the 20th although the work of Sir George Cayley has recently been dated as being from the last decade of the 18th century. Early knowledge of aeronautical engineering was largely empirical with some concepts and skills imported from other branches of engineering. Only a decade after the successful flights by the Wright brothers, the 1920s saw extensive development of aeronautical engineering through development of World War I military aircraft. Meanwhile, research to provide fundamental background science continued by combining theoretical physics with experiments.

Methodology

Engineers apply the sciences of physics and mathematics to find suitable solutions to problems or to make improvements to the status quo. More than ever, Engineers are now required to have knowledge of relevant sciences for their design projects, as a result, they keep on learning new material throughout their career. If multiple options exist, engineers weigh different design choices on their merits and choose the solution that best matches the requirements. The crucial and unique task of the engineer is to identify, understand, and interpret the constraints on a design in order to produce a successful result. It is usually not enough to build a technically successful product; it must also meet further requirements. Constraints may include available resources, physical, imaginative or technical limitations, flexibility for future modifications and additions, and other factors, such as requirements for cost, safety, marketability, productibility, and serviceability. By understanding the constraints, engineers derive specifications for the limits within which a viable object or system may be produced and operated.

Problem solving

Engineers use their knowledge of science, mathematics, and appropriate experience to find suitable solutions to a problem. Engineering is considered a branch of applied mathematics and science. Creating an appropriate mathematical model of a problem allows them to analyze it (sometimes definitively), and to test potential solutions. Usually multiple reasonable solutions exist, so engineers must evaluate the different design choices on their merits and choose the solution that best meets their requirements.

Computer use
A computer simulation of high velocity air flow around the Space Shuttle during re-entry

As with all modern scientific and technological endeavors, computers and software play an increasingly important role. As well as the typical business application software there are a number of computer aided applications specifically for engineering. Computers can be used to generate models of fundamental physical processes, which can be solved using numerical methods. 

There are also many tools to support specific engineering tasks such as Computer-aided manufacture (CAM) software to generate CNC machining instructions; Manufacturing Process Management software for production engineering; EDA for printed circuit board (PCB) and circuit schematics for electronic engineers; MRO applications for maintenance management; and AEC software for civil engineering.

There exists an overlap between the sciences and engineering practice; in engineering, one applies science. Both areas of endeavor rely on accurate observation of materials and phenomena. Both use mathematics and classification criteria to analyze and communicate observations. Scientists are expected to interpret their observations and to make expert recommendations for practical action based on those interpretations.


About the Author

Hina Rehman She is a student of B.Sc in Transportation Engineering at "University of Engineering and Technology, Lahore, Pakistan"
Read more »

4:15 PM ,
The cabin air system in today's jetliners is designed to provide a safe, comfortable cabin environment at cruising altitudes that can reach upwards of 40,000 feet.
At those altitudes, the cabin must be pressurized to enable passengers and crew to breathe normally. By government regulation, the cabin pressure cannot be less than the equivalent of outside air pressure at 8,000 feet.
Here's briefly how the system works:
Image Courtesy www.boeing.com

Cabin Air System Operation

Pressurized air for the cabin comes from the compressor stages in the aircraft's jet engines. Moving through the compressor, the outside air gets very hot as it becomes pressurized. The portion drawn off for the passenger cabin is first cooled by heat exchangers in the engine struts and then, after flowing through ducting in the wing, is further cooled by the main air conditioning units.
The cooled air then flows to a chamber where it is mixed with an approximately equal amount of highly filtered air from the passenger cabin. The combined outside and filtered air is ducted to the cabin and distributed through overhead outlets.
Inside the cabin, the air flows in a circular pattern and exits through floor grilles on either side of the cabin or, on some airplanes, through overhead intakes. The exiting air goes below the cabin floor into the lower lobe of the fuselage. The airflow is continuous and is used for maintaining a comfortable cabin temperature. About half of the air exiting the cabin is exhausted from the airplane through an outflow valve in the lower lobe, which also controls the cabin pressure. The other half is drawn by fans through special filters under the cabin floor, and then is mixed with the outside air coming in from the engine compressors.
Image Courtesy www.ogarajets.com
These high efficiency filters have similar performance to those filters used to keep the air clean in hospitals. Such filters are very effective at trapping microscopic particles such as bacteria and viruses.

Key Characteristics and Overall Effectiveness

There are several characteristics of the cabin air system that deserve special emphasis:
  • Air circulation is continuous. Air is always flowing into and out of the cabin.
  • Outside-air mixing replenishes the cabin air constantly. The outside-air content keeps carbon dioxide and other contaminants well within standard limits and replaces oxygen far faster than the rate at which it is consumed.
There are multiple factors associated with the aircraft cabin environment that can influence comfort. Symptoms occasionally reported by passengers and crew, including headache and fatigue, can be caused by complex interactions of factors including the individual's health, jet lag, medications, alcohol consumption and motion sickness in combination with factors such as cabin altitude effects and low humidity. Boeing supports industry efforts to develop a better understanding of how these factors interact.

Differences Between Older and Newer Cabin Air Systems

Engines that produced all or most of their thrust directly from the engine core powered early-generation jetliners. Air extracted from the compressor in these older aircraft provided the cabin with 100 percent outside air with only a modest impact on fuel economy. But by today's standards, the engines themselves were very noisy, emitted much higher levels of pollutants into the atmosphere and were much less fuel-efficient.
By contrast, most newer jetliners are powered by high-bypass-ratio fan engines which are much quieter, much cleaner burning, more powerful and much more efficient. At the front end of this engine type is a large-diameter fan, which is powered by the core. The fan moves a large volume of air past the core rather than through it, and actually generates most of the thrust. Every unit of pressurized air extracted from the engine core has the effect of reducing fan thrust by an even greater amount, and that degrades fuel efficiency more severely on this type of engine than on the older type. By providing the cabin with a mixture of about 50 percent outside air taken from the compressor and 50 percent recirculated air, a balance has been achieved that maintains a high level of cabin air quality, good fuel efficiency and less impact to our environment.
However, that's only part of the rationale for the current design of cabin air systems. Cabin air is typically quite dry at cruise altitudes. With 50 percent recirculation, the cabin is provided with at least a modest level of humidity in newer jetliners compared to the very low levels in earlier models. 

Read more »

5:22 PM , , , , ,
A successful project requires the project team to participate (at some level) in the planning process, buy in to the project plan, and be responsible for completion of assignments. It is important to have a defined formal structure for the project and for the project staff. This provides each individual with a clear understanding of the authority given and responsibility necessary for the successful accomplishment of project activities.
Project team members need to be accountable for the effective performance of their assignments. Project organizations come in many forms. On a large project, individual role assignments may require full-time attention to the function. On smaller projects, role assignments may be performed part-time, with staff sharing in the execution of multiple functions.

Executive Sponsor
The project sponsor is usually a member of the Agency’s management team, which will ultimately be the recipient of the project’s end result. The sponsor is an important stakeholder, usually head of a program area and not normally a day-to-day staff person. This is the person who makes the business argument for the project to exist and usually controls the overall funding of the project.

  • General Functions
o       Articulate program or State Agency requirements
o       Ensure that requirements are met
o       Provide necessary funding and resources as appropriate
o       Champion the project to provide exposure and buy-in from State government and officials
o       Communicate the sponsor’s views on project progress and success factors to the project team and other stakeholders

  • Project Initiation Stage
o       Provide strategic plans and guidance to correctly identify the relevance and value of the project both today and in the future
o       Define sponsor needs
o       Obtain funding for project when necessary
o       Assign sponsorship personnel as points of contact
o       Approve Project Charter

·        Project Planning Stage
o       Assign Project Manager
o       Attend Kick-off meeting
o       Participate in planning sessions
o       Assign personnel through the Project Manager
o       Approve funding along with Steering Committee
o       Review and approve Scope Statement and Project Plan

·        Project Managing Stage
o       Attend executive requirement reviews
o       Provide written agreement to requirements and qualifying criteria
o       Help resolve requirements problems
o       Help resolve issues, as appropriate
o       Attend and participate as needed at Project Status Reviews and Steering Committee meetings

·        Project Closeout Stage
o       Attend Final System Acceptance meeting
o       Provide representatives to attend Outcomes Assessment meeting
o       Attend Outcomes Assessment meeting
o       Sign off on project completion

Project Manager
The project manager has total responsibility for the overall project and its successful completion. To succeed in this responsibility, the project manager must work closely with the sponsor to ensure that adequate resources are applied. The project manager also has responsibility for planning and ensuring that the project is successfully completed on time, within budget, and at an acceptable level of quality. The project manager must be assigned during the Project Planning Stage so the plan will be owned by the person responsible for its execution.

·        General Functions
o       Implement project policies and procedures
o       Acquire resources required to perform work
o       Maintain staff technical proficiency and productivity, and provide training where required
o       Establish and maintain quality in the project
o       Identify and procure tools to be used on the project

·        Project Initiation Stage
o       Define project success criteria
o       Document project constraints
o       Document project assumptions
o       Conduct cost-benefit analyses
o       Develop Project Charter

·        Project Planning Stage
The Project Manager assigned during the Planning Stage may be someone other than the Project Champion/ Leader who carried the project through the Initiation Stage. In these cases the Project Manager must thoroughly review all of the materials previously created or assembled.
o       Develop detailed Project Plan with the assistance of the project team, tailoring methodology to reflect project needs
o       Create a Work Breakdown Structure and an Organizational Breakdown Structure with the assistance of the project team
o       Develop, or assist in the development of, a Scope Statement, Project Schedule, Communications Approach, Risk Management Approach (which includes a Contingency Approach), Cost Benefit Analysis, Procurement Plan, Configuration Management Approach, Project Budget Estimate, and a Project Transition Checklist
o       Ensure that management, users, affected State agencies, and contractors agree to project commitments
o       Ensure that the Project Plan is approved and base lined
o       Assign resources to project and assign work packages (Resource Plan)
o       Approve Project Quality and Configuration Management Approaches

·        Project Managing Stage
o       Manage day-to-day tasks and provide direction to team members performing work on the project
o       Regularly review project status, comparing budgeted to actual values
o       Regularly review project networks, comparing baseline schedules to actual work completed
o       Ensure that Project Plan is updated and signed off as needed
o       Make changes to budgets and schedules and make recommendations as needed
o       Review the results of quality assurance reviews
o       Participate in change control board to approve product/project changes
o       Review project risks and establish mitigation procedures

·        Project Closeout Stage
o       Develop an action plan for any product deficiencies, open issues, etc
o       Obtain customer and management approval of completed project
o       Close out open action items
o       Conduct Final System Acceptance meeting
o       Create Project Closure document
o       Close out any financial accounts or charge codes
o       Conduct Outcomes Assessment meeting
o       Create Outcomes Assessment Report
o       Assist as needed with any post-project delivery audits
o       Assist purchasing contract administrator(s) in contract closeout
o       Archive all project data
o       Celebrate success with stakeholders and the project team

Steering Committee
State organization management or the Steering Committee identifies the need for projects, assesses project risk, and approves project commitments. They are responsible for establishing the strategic information technology plans and for ensuring that projects are consistent with state organization and overall state information technology plans. They are also responsible for developing the procedures to ensure that IT policies are followed.

·        General Functions
o       Prioritize IT needs and include in state organization strategic plan
o       Ensure that sufficient resources are available to conduct projects
o       Review/approve commitments to external entities (e.g., vendors, other agencies)
o       Ensure that staff is properly trained

·        Project Initiation Stage
o       Select project manager and assist in staffing effort in cooperation with the Executive Sponsor
o       Review/approve Project Charter
o       Review/validate Risk Analysis
o       Ensure that funding is available

·        Project Planning Stage
o       Review/approve project plan
o       Review/validate and approve risk analysis
o       Budget and establish financial reserves based on Risk Analysis Worksheet
o       Ensure project staff availability
o       Ensure that funding is available

·        Project Managing Stage
o       Regularly participate in executive management reviews and/or Steering Committee Meetings
o       Approve changes to the project plan
o       Review risk mitigation plans and act on Project Manager’s recommendations
o       Review/approve changes in contract commitments
o       Review/approve project deliverables
o       Approve project/phase completion

·        Project Closeout Stage
o       Ensure customer and sponsor acceptance
o       Participate in Final System Acceptance meeting
o       Sign Project Closure document, if key stakeholder
o       Ensure closing of accounting/financial files
o       Participate in Outcomes Assessment meeting

Project Team
The project team has responsibility for conducting project activities. Project team members, as necessary, assist the project manager in planning the development effort and help construct commitments to complete the project within established schedule and budget constraints. The project team may include the subject matter experts responsible for implementing the project solution. Customers and/or stakeholders should interact with the project team to ensure that requirements are properly understood and implemented.

·        General Functions
o       Identify technical solution alternatives
o       Implement solution within budgeted cost and schedule
o       Coordinate with quality assurance organization
o       Support project planning and tracking

·        Project Initiation Stage
o       Provide estimates for developing products
o       Ensure that requirements are feasible and appropriate for available resources
o       Analyze requirements for completeness, consistency, and clarity

·        Project Planning Stage
o       Develop technical approach
o       Partition and assign development tasks
o       Assist in development of estimates and schedules
o       Assist in development of a quality assurance and configuration management plan
o       Identify tools needed for the project
o       Ensure that all members of the project team understand the Project Plan
o       Identify staff training needs
o       Ensure that project execution staff fully understands requirements

·        Project Managing Stage
o       Create product and process solutions
o       Track the project execution effort and submit status reports
o       Conduct internal and external reviews and walk-through
o       Create configuration control and baseline documents
o       Create testing plan and coordinate test activities
o       Execute assigned project tasks
o       Identify problems and schedule fixes
o       Coordinate with quality assurance, review quality assurance results, and correct any deviations
o       Identify and react to risks as they are found
o       Participate in change reviews

·        Project Closeout Stage
o       Participate in Final System Acceptance meeting, as appropriate
o       Participate in Outcomes Assessment meeting, as appropriate
o       Identify ways to improve project processes
o       Turn over all project-related documentation to the project manager for archiving

Enterprise Project Management Office
The enterprise project management office oversees the project through all phases of the project. Oversight responsibilities include review of key deliverables, attending monthly status review meetings, and consultation throughout the project as needed. Should the project encounter problems, the enterprise project management office should support project recovery efforts.

·        General Functions
o       Review and audit key project deliverables
o       Ensure that project status is regularly communicated and the project remains on track, within acceptable schedule, cost, and quality variances
o       Support the archival of key project information

  • Project Initiation Stage
o       Review and audit the project charter

  • Project Planning Stage
o       Review and audit the project plan
o       Assist in assignment of resources if necessary
o       Provide consultative support if necessary

  • Project Managing Stage
o       Track the project execution effort and review status reports
o       Attend monthly status review meetings

  • Project Closeout Stage
o       Participate in Final System Acceptance meeting
o       Participate in Outcomes Assessment meeting
o       Review and audit the Project Closure document
o       Review and audit the Outcomes Assessment report
o       Provide archival processes and procedures for retaining the key project documentation.


About the Author


Faisal Aman He is B.Sc in Mechanical Engineering from "University of Engineering and Technology, Taxila, Pakistan"
Read more »
Subscribe to: Posts (Atom)
Engineersdaily | Free Engineering Database © All Rights Reserved.

Author Name

Engineeersdaily

Contact Form

Name

Email *

Message *

Powered by Blogger.