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Back Hovercraft 2K3 Team Leader Jeff Malmstedt Team Members Leeandrew Long Calvin Cage Matt McLaughlin Vince Thompson Ed Barnes Adrian Vazquez Michael Wallace Justin Dole Joseph Agate Scott Tomaszewski Dhanai Ketruangroch Neil Sprindis Expected Project Time Frame 1/30/03 – 5/1/03 Objectives: To complete the project for testing by April 17, 2003 To complete the project within the budget of $780.00 To achieve all technical performance requirements To be a high performance team Authority Level: Full Budget: $60 * 13 (people) = $780.00 Company Vision: To become the world class leader in quality recreational miniature vehicles. (Cleland Ch.1 p8) Project Vision: To produce a premiere miniature amphibious hovercraft for recreational activity. (Cleland Ch1 p8) Company Mission: To produce a family of affordable, safe, and state-of-the-art miniature recreational vehicles. (Cleland Ch1 p8) Project Mission: To produce an affordable, safe, and state-of-the-art amphibious Hovercraft prototype for mass production. (Cleland Ch1 p8) Project Introduction: This company is well renowned for its adult and children’s miniature recreational vehicles. The first line of products produced was a go-kart for adults and children. These go-karts appealed to the Baby Boomer generation. This generation is purchasing larger models as well as the smaller versions. A survey was sent to the owners of the go-karts. The survey came back with the information that these owners are buying both the larger go-karts as well as the smaller ones so that they can drive around and also give them out as presents to their grandchildren, respectively. The company then tried its luck on a mini-train. This mini-train is primarily used as a comfortable way for the Baby Boomer generation to transport a group of friends or their grandchildren. The company is currently looking into the idea of promoting the mini-train to the universities as a way of commuting students from building to building. This model can support up to nine people. There has also been activity on two newer projects that are currently in the beginning stage. These two plans are a hovercraft and a paddleboat. The hovercraft has been experimented on for a few months now, and it is almost complete with phase 1: hovering. The phase that is currently in progress is to make this vehicle hover and be able to hold one person while it goes over land and water. The paddleboat is in the very beginning stage. Hovercraft 2K3 is working on the design right now and later in the semester will be experimenting with a prototype. Project Purpose: To increase revenue, profit, and profit margin through increased market share. Project Scope: Conceptionalize, develop and determine the feasibility for mass production of the amphibious vehicle lines, particularly the hovercraft. Since there has already been some success with an earlier prototype, Hovercraft 2K3 is going to take it a step further. They will do this by getting the hovercraft to hover, propel forward and turn around, and float over a body of water. Project Objectives: To complete the project for testing by April 17, 2003. To complete the project within the budget of $780.00. To receive customer recommendations. To be a high performance team. To redesign and develop a hovercraft prototype. Company Strategies: Charter two new project development teams. Implement a trade-in, trade-up, and trade-out program. Assess and improve the manufacturing process of each new line of products. Implement a new training program. Engage in a customer research. Project Deliverables: Build a working, amphibious hovercraft prototype. Prototype must be built within the $780.00 budget. Do a formal presentation with our project portfolio. Deliver team manual to the board of directors on May 1st 2003. Change Plan: (Cleland chapt. 6 pg. 162-171) On the page after the organizational charts is a Change Approval Form: Company Organization Chart: Below is an organizational chart for the company: President Academics College of Law C.E.E.T. Finance College of Business College of Education Nursing College Mechanical Engineering Technology Industrial Engineering M.E.T Electrical Engineering E.E.T. Industrial Technology Dr. Mirman Dr. Scarborough Kai Steward Team A: Hovercraft Team B: Hovercraft Team C: Paddleboat Project Organization Chart: Below is an organizational chart for the project: Project Teams Hovercraft 2K3: Hovercraft Team C: The Unsinkables Project Leader: Jeff Malmstedt Financing Purchasing Agent Record Keeping Work Packages VinceThompson Neil Sprindis Calvin Cage Project: Hovercraft Hull Drive Train Power Train Steering Presentation Portfolio Joe Agate Scott Tomaszewski Jeff Malmstedt Mike Wallace Calvin Cage LeeandrewLong Matt McLaughlin Justin Dole Ed Barnes Dhanai Ketruangroch Project: Matt, Justin Tech Product: Michael, Joseph Team: Leeandrew, Neil Project 2000: Calvin, Vince Summary: Scott, Dhanai Website: Scott, Joseph Drawings/Specs Michael, Matt Team Plan: Jeff Pictures: Leeandrew, Jeff Team Manual: Jeff Adrian Vazquez Neil Sprindis Vince Thompson Change Approval Form Date:_________ Proposal Change:______________________________________ Cost Difference: (Old)___________________________________ (New)___________________________________ Impact of Change:_____________________________________ Submitted by:_________________________________________ Date:___________ Approval:_____________________________________________ Parameters: Any change that is over $10.00 Any change that calls for more time (over 30 minutes) Any design change Procedures: All changes must be submitted to the team leader and rest of the team. Everyone must review the change being submitted, and the team leader must make the final decision if the change will take place. Business Success Factors: The following items are Business Success Factors in place to support the team’s project success: Technology HR Company invested in technology support Finance Company invested in technology support Management Misc. Good facilities Company invested in state- Company of-the-art invested in equipment training support Effective marketing Upper and middle management Exemplary support project planning Investing money back into the Clear company project objectives Reasonable budget Clear company objectives Good production practices Project Success Factors: The following items are Project Success Factors in place to support the team’s project success: Technology HR Finance Dr. Scarborough’s time, support, and training Kai’s time, support and training Management Misc. Clear objectives (alignment of vision and mission statements) Access to facilities (the labs upstairs and Good project downstairs) managers Having the Proper tools for appropriately production of the skilled personnel hovercraft for the project State-of-the-art equipment (five computers, black and white & color printers) Dr. Scarborough’s time and training Kai’s time and training Dr. Mirman’s support Dr. Kasuba’s support Reasonable timeline $420.00 for the project Department’s support Excellent project planning SWOT Analysis & Solutions: The following is the SWOT Analysis for the company: Opportunity Strengths Weaknesses (Solutions) to Improve Threats (Solutions) Company Plan a given date and time Facilities Needing Kai when Kai is (labs upstairs there so the available to and team is able to meet with the downstairs) work project team Make different meeting Bring in your Proper tools times with own tools to to build the Only one set of the other work on the hovercraft tools teams project The company Plan only owns three accordingly If someone computers and so that only a has a laptop, Having state- two printers (1 few people bring that with of-the-art black & white are in the lab him/her equipment and 1 color) at a time always Use the meeting Team meeting times that are times (entire already in Clear team can not place or company meet at the sacrifice a lot objectives same time) for this class Team members & Kai’s morale Use a reward Exemplary is low due to system to project different keep or raise planning meeting times morale Reasonable timeline Reasonable budget Well-trained workforce Work exclusively External on that competitors certain that messed project to get up the it out in the window that market before the team the was going to competitor use does Economy Upper management reduces Go else support and where to get money for financial the project support SWOT Analysis & Solutions: The following is the SWOT Analysis for the company: Opportunity Strengths Weaknesses (Solutions) to Improve Threats (Solutions) Make the project very secure by only letting Cancel other Bring in your team activities and own tools to Someone members Have to plan for work to come work on the sabotaging have access new meeting to the project the project to it times meetings Project Competent work force Have the expert train Plenty of Not having another planned time multiple experts person to do to work as a in the proper the job team technical fields properly If someone has a laptop, bring that with him/her always, or personal Access to Make computers arrangements computers at home and printers Lab availability with Kai Have to come up Extra with a whole research to new find the best Reasonable construction design for the budget concept team’s budget Great Access to the management proper tools and an effort to get the on everyone’s project Having too many part to be very finished team members patient Dr. Make them, or Scarborough find some and her busy work knowledge in Team members that they can training in the not willing to put do and not field of the time and include them project effort in to the into the final management project presentation Kai’s support, knowledge Get to know and time that new team he gives up members, and for this Losing group form new project dynamics dynamic Project Constraints: There are some constraints that can hold back and create stress for the team and these are listed below: Team composition: Lack of electrician Budget concerns: Funds needed for completion of the project may be underestimated Time constraints for total project to be completed Approval process for new parts is too comprehensive Cultural differences between group members Limited resources Scope creep Lab availability time Lack of team coordination Team leader does not communicate to others Inadequately defined objectives and strategies Team communication between members Materials not delivered in adequate time frame Inconsistent quality of materials ordered Lack of stakeholder support ‘Crashing’ could cause a decline in quality Work packages not balanced between group members Not getting presentation material composed Environmental concerns require remaking of parts and pieces Weather concerns (rain, snow, sleet, ice) will cause the team to be unable to test the project Project Risk Analysis: The following list describes the project hazards, dangers, or potential losses that may prevent our team not to deliver the project. Hazards and Dangers: Going over our allocated budget Not being able to finish in the specified time frame Not being able to complete our performance standards Potential Losses: Not receiving an ‘A’ for the class Not graduating Not receiving funding for future projects Lose all research and design costs because of time constraints Not receiving customer recommendations Risk/Contingency/Tradeoff Chart: The following chart details what risks may occur and the current contingencies that are in place if the risks do occur. Risk Going over budget Contingency - Seek donations from: Blackberry Fence A.B.&D Custom Furniture - Use contingency budget of $290.00 Time Tradeoff Budget Not being able to finish in the specified time frame - Crash on Tuesdays and Thursday s from 4 to 6 p.m. - Assign work to team members to be done at home Time Time and Performance Not having all the proper team skills to properly manufacture all the parts - Research for the work packages that need to be done Time -DeAndre from the Unsinkable has Time and Budget agreed to weld and machine if needed Scope creep - Follow current objectives and Strategies already in place - Achieve project goals and only Improve once all major goals are successfully accomplished Performance and Customer Recommendation Performance and Customer Recommendation Not being able to obtain materials from Vendors in time - Establish communication with vendor before project begins - Allow more time to receive parts than vendor states Time Time Lack of communication between group members - Schedule frequent team meetings Time - Have an open question and answer session Time Not being able to complete performance standards -Crash to allow time for proper completion - Consult outside resource to keep project within specs. Time and performance Time and budget Statement of Work: (Cleland chap. 11 pg. 326-327) To achieve the six objectives, the project team has to make sure there is an expert in all technical fields, explore the competition and make the hovercraft amphibious. To complete the objectives precisely, the project is split between the structure/steering and lift/thrust. Hovercraft 2K3 has the responsibility for the research, design, building, testing, modifying, and finalizing of the lift and the thrust systems. Hovercraft 2K3 will appoint appropriate people to specific tasks. There are team members that have a lot of experience with AutoCAD and SolidWorks, so they will have exclusive responsibility to make 3-D models and other models of the prototype. There are environmental safety majors on the team. They will be in charge of making sure that the hovercraft prototype will operate safely. The team leader/manager will have the responsibility to make sure that everything gets done on time, within budget and within specs. Everyone will play a role in the building, testing, modifying and finalizing of the hovercraft. Hovercraft 2K3 will seek an outside source for the sewing of the skirt. The team members with the appropriate technical skills will be held accountable for the development of team members that do not possess skills such as welding and solid modeling. Project Goals (by objectives): The following list describes the project objectives and the measurable statements of work. Objective 1: To research a variety of hovercrafts through the Internet and magazine sources Goal 1: To search for a variety of parts within our budget Goal 2: To search for a variety of suppliers which are available Goal 3: To search for available math principles Goal 4: To search for available properties of material Objective 2: To design the hovercraft Goal 1: To research different properties of materials through Goal 2: Internet sources and different vendors Goal 3: To research available parts for hovercrafts that are available Goal 4: To investigate different companies, manufacturers, and vendors for donations Goal 4:To draw basic sketches on AutoCAD Goal 5: To draw complete plans for the project on AutoCAD and SolidWorks Objective 3: To build the hovercraft Goal 1: To fully assemble the hull by the week of April 3 Goal 2: To fully assemble the skirt by the week of April 7 Goal 3: To fully assemble the drive train by the week of April 14 Goal 4: To fully assemble the power train by the week of April 14 Goal 4: To fully assemble the steering mechanism by the week of April 14 Goal 5: To fully assemble the entire hovercraft by April 17 within the $780 budget Objective 4: To test the hovercraft by April 17 Goal 1: To test the lift that is necessary to move the hovercraft Goal 2: To test the propulsion speed that is necessary to move the hovercraft Goal 3: To test the stability of the hovercraft Objective 5: To modify the prototype (If necessary) Goal 1: To modify the fans Goal 2: To modify the skirt Goal 3: To modify the power train Goal 4: To modify the drive train Goal 5: To modify the hull Objective 6: To finalize the project Goal 1: To paint the outer hull Goal 2: To create esthetics on the outer hull Goal 3: To get ready for final presentation Objective 7: To develop the team presentation Goal 1: To develop and design the company website by the week of April 28 Goal 2: To develop the team portfolio by the week of April 28 Goal 3: To develop the team manual by the week of April 28 Goal 4: To be a high performance team - Achieving all technical performance requirements - To complete the project on time and within our budget - To earn excellent marks from peer assessments Work Breakdown Structure: The following work breakdown structure divides the overall project into all the different work elements. (Cleland Ch11 p318) 1.0 Amphibious boat 2.0 Hovercraft 2.1 Research 2.1.1 Mathematic equations 2.1.2 Parts/Materials 2.1.3 Suppliers 2.1.4 Power train 2.1.5 Drive train 2.1.6 Hull 2.1.7 Steering 2.1.8 Shroud 2.1.9 Skirt 2.1.10 Airflow 2.1.11 Aesthetics 2.2 Design 2.2.1 Calculations for lift/thrust 2.2.2 Power train 2.2.3 Drive train 2.2.4 Hull 2.2.5 Steering 2.2.6 Shroud 2.2.7 Skirt 2.2.8 Airflow 2.2.9 Aesthetics 2.2.10 AutoCAD drawings 2.3 Purchase 2.3.1 Wood 2.3.2 Styrofoam 2.3.3 Fasteners 2.3.4 Battery 2.3.5 Gas tank 2.3.6 Gas/oil 2.3.7 Battery cables 2.3.8 Wires 2.3.9 Cables/accessories 2.3.10 Pulleys 2.3.11 Steel 2.3.12 Welding materials 2.3.13 Drive belt 2.3.14 Drive pulley 2.3.15 Steering pulley 2.4 Build 2.4.1 Hull 2.4.2 Skirt 2.4.3 Shroud 2.4.4 Power train 2.4.5 Drive train 2.4.6 Steering 2.4.7 Engine 2.4.8 Gas tank 2.4.9 Aesthetics 2.4.10 Assemble 2.5 Test 2.5.1 Power train 2.5.1.1 Assess 2.5.1.2 Modify 2.5.2 Drive train 2.5.2.1 Assess 2.5.2.2 Modify 2.5.3 Hull 2.5.3.1 Assess 2.5.3.2 Modify 2.5.4 Steering 2.5.4.1 Assess 2.5.4.2 Modify 2.5.5 Shroud 2.5.5.1 Assess 2.5.5.2 Modify 2.5.6 Skirt 2.5.6.1 Assess 2.5.6.2 Modify 2.5.7 Engine 2.5.7.1 Assess 2.5.7.2 Modify 2.6 Finalize 2.6.1 Operational manual 2.6.2 Team manual 2.6.3 Team project proposal 2.6.4 Website 2.6.5 Presentation Work Breakdown Structure: On the following page is the work breakdown structure: 2.0 Hovercraft 2.1 Research 2.2 Design 2.3 Purchasing 2.4 Build 2.5 Test 2.6 Finalize 2.1.1 Math 2.2.1 Calculations 2.3.1 Wood 2.4.1 Hull 2.5.1 Power train 2.6.1 Operation manual 2.1.2 Parts 2.2.2 Power train 2.3.2 Styrofoam 2.4.2 Skirt 2.5.1.1 Assess 2.6.2 Team manual 2.1.3 Suppliers 2.2.3 Drive train 2.3.3 Fasteners 2.4.3 Shrouds 2.5.1.2 Modify 2.6.3 Team project proposal 2.1.4 Power train 2.2.4 Hull 2.3.4 Battery 2.4.4 Power train 2.5.2 Drive train 2.6.4 Website 2.1.5 Drive train 2.2.5 Steering 2.3.5 Gas tank 2.4.5 Drive train 2.5.2.1 Assess 2.6.5 Presentation 2.1.6 Hull 2.2.6 Shroud 2.3.6 Gas/oil 2.4.6 Steering 2.5.2.2 Modify 2.1.7 Steering 2.2.7 Skirt 2.3.7 Battery cables 2.4.7 Engine 2.5.3 Hull 2.1.8 Shroud 2.2.8 Air flow 2.3.8 Wires 2.4.8 Gas tank 2.5.3.1 Assess 2.1.9 Skirt 2.2.9 Aesthetics 2.3.9 Cable accessories 2.4.9 Aesthetics 2.5.3.2 Modify 2.1.10 Air flow 2.2.10 CAD drawings 2.3.10 Pulleys 2.4.10 Assemble 2.5.4 Steering 2.1.11 Aesthetics 2.3.11 Steel 2.5.4.1 Assess 2.3.12 Welding materials 2.5.4.2 Modify 2.3.13 Drive belts 2.5.5 Shroud 2.3.14 Drive pulleys 2.5.5.1 Assess 2.3.15 Steering pulleys 2.5.5.2 Modify 2.5.6 Skirt 2.5.6.1 Assess 2.5.6.2 Modify 2.5.7 Engine 2.5.7.1 Assess 2.5.7.2 Modify Productivity Plan: The work packages on the next few pages are used to determine which team members are going to be in charge of and/or what work process they will be doing. Quality Standards and Metric: The following chart describes each determined standard and the predetermined metrics to determine if the standards are met. Quality Chart Standards Metric Process Metric Tool Evaluation Company Timeline deadline Develop Project 2000 charts and follow the timelines and graphs Develop a standard budget for the team to follow. Seek donations whenever possible. Finish a quality project on time, and within budget. Project 2000 graphs Budget Microsoft Word Customer recommendation Buy product next year Project Payload weight Must hold at least 200 lbs. Test payload weight Calculations behind Engineering Building. Visual inspection Must lift at least 1” off the ground. Calculations Test lift height behind the Engineering Tape measure Building. Must be visibly level by Dr. Scarborough while Calculations hovering. Test for balance will be held behind Visual inspection the Engineering Building with Dr. Scarborough and Hovercraft 2K3 present. Must move at least 5mph on land and 3mph Radar gun on the water. Test speed behind the Engineering Building with Dr. Scarborough and Hovercraft 2K3 a police officer present with his/her radar gun. Is able to allow for the hull to go no more than Calculations 3” in the water. Test will be in the east lagoon East Lagoon with Dr. Scarborough and Hovercraft 2K3 Tape measure present. Must travel at least 100 yards. This will be Industrial tape measure Tested behind the Engineering Building with Dr. Scarborough and Hovercraft 2K3 present. Lift Height Balance standard Propulsion speed Flotation ability Distance traveled Work Package What: Research mathematic equations (2.1.1), parts and materials (2.1.2), hull (2.1.6), and skirt (2.1.9). Description: Research will be done on the hull that is currently available to the public. The research will be conducted through books, magazines, and Internet sources. Special attention will be given to the math principles of parts and materials involved with the hull weight and air flow of the skirt and basic plans for designing the hull and skirt. Manager: Date: Adrian Vazquez February 28 – March 7 Budget: No cost Members: Joe Agate, Scott Tomaszewski, Neil Sprindis When/Where: The group members will be required to perform this work package on their own time and place. All members must meet with their research material and explanation of research no later than March 7 during specified lab times. Work Package What: Research mathematic equations (2.1.1), parts and materials (2.1.2), and drive train (2.1.5). Description: Research will be done on the drive train, math equations and the parts and materials available to the public. The research will be conducted through magazines and Internet sources. Once information is found team members will give specific information to the rest of the team so that everyone understands exactly what is going to be done. Co-Managers: Matt McLaughlin, Vince Thompson February 28 – March 7 Date: Budget: No cost Members: Jeff Malmstedt, Mike Wallace, Calvin Cage When/Where: The group members will be required to perform this work package on their own time and place. All members must meet with their research material and explanation of research no later than March 7 during specified lab times. Work Package What: Research mathematic equations (2.1.1), parts and materials (2.1.2), and the power train (2.1.4). Description: Research will be done on the drive train that is currently available to the public. The research will be conducted through books, magazines, and Internet sources. Special attention will be given to math principles and parts and materials involved with the power train and basic plans for designing the power train. Co-Managers: Matt McLaughlin and Justin Dole February 28 – March 6 Date: Budget: No cost Members: Leeandrew Long When/Where: The group members will be required to perform this work package on their own time and place. All members must meet with their research material and explanation of research no later than March 6 during specified lab times. Work Package What: Research mathematic equations (2.1.1), parts and materials (2.1.2), shroud (2.1.8), airflow (2.1.10), and the steering (2.1.7). Description: Research will be done on the airflow, shroud and steering. The research will be conducted through books, magazines, and Internet sources. Special attention will be given to math principles involved with steering and basic plans for designing the steering of the hovercraft. Co-Managers: Matt McLaughlin, Dhanai Ketruangroch February 28 – March 7 Date: Budget: No cost Members: Ed Barnes When/Where: The group members will be required to perform this work package on their own time and place. All members must meet with their research material and explanation of research no later than March 7 during specified lab times. Work Packages What: Design Hull (2.2.4) and Skirt (2.2.7) Description: The detailed drawings will be done using AutoCAD 2002, SolidWorks, and Pro-Engineering. Mike and Adrian are in charge of all major drawings and will have other team member’s check for quality and accuracy. Co-Managers: Michael Wallace, Adrian Vazquez March 7 – March 21 Date: Budget: No cost Members: Joseph Agate, Matt McLaughlin, Dhanai Ketruangroch, Leeandrew Long, Ed Barnes When/Where: The drawings for the hull and skirt will be done in the Still Hall and Engineering computer labs during the teams group meeting times. If extra time is needed the drawings will be done on the Mike’s and Adrian’s personal time. Work Package What: Design Drive Train (2.2.3) Description: The detailed drawings will be done using AutoCAD 2002, SolidWorks, and Pro-Engineering. Mike and Vince are in charge of all major drawings and will have other team member’s check for quality and accuracy. Co-Managers: Michael Wallace, Vince Thompson March 7 – March 21 Date: Budget: No cost Members: Joseph Agate, Matt McLaughlin, Dhanai Ketruangroch, Leeandrew Long, Ed Barnes, Adrian Vazquez When/Where: The drawings for the hovercraft will be done in the Still Hall and Engineering computer labs during the teams group meeting times. If extra time is needed the drawings will be done on the Mike’s and Vince’s personal time. Work Package What: Design Power Train (2.2.2) Description: The detailed drawings will be done using AutoCAD 2002, SolidWorks, and Pro-Engineering. Mike and Justin are in charge of all major drawings and will have other team member’s check for quality and accuracy. Co-Managers: Michael Wallace, Justin Dole March 7 – March 21 Date: Budget: No cost Members: Joseph Agate, Matt McLaughlin, Dhanai Ketruangroch, Leeandrew Long, Ed Barnes, Adrian Vazquez When/Where: The drawings for the hovercraft will be done in the Still Hall and Engineering computer labs during the teams group meeting times. If extra time is needed the drawings will be done on the Mike’s and Justin’s personal time. Work Packages What: Design Steering (2.2.5), Shroud (2.2.6), Airflow (2.2.8), and Aesthetics (2.2.9) Description: The detailed drawings will be done using AutoCAD 2002, SolidWorks, and Pro-Engineering. Mike and Dhanai are in charge of all major drawings and will have other team member’s check for quality and accuracy. Co - Manager: Michael Wallace, Dhanai Ketruangroch March 7 – March 21 Date: Budget: No cost Members: Joseph Agate, Matt McLaughlin, Leeandrew Long, Ed Barnes, Adrian Vazquez When/Where: The drawings for the hovercraft will be done in the Still Hall and Engineering computer labs during the teams group meeting times. If extra time is needed the drawings will be done on the Mike’s and Dhanai’s personal time. Work Package What: Purchase equipment (2.3) Description: To purchase all equipment needed to make the hovercraft. This includes the wood, Styrofoam, fasteners, battery, gas tank, gas and oil, battery cables, wires, cables and accessories, pulleys, steel, welding materials, drive belt, drive pulley, and steering pulley. The manager will purchase all the equipment on a personal credit card and get reimbursed later in the semester. Who: Neil Sprindis March 25 – March 28 Date: Budget: No cost Members: Vince Thompson When/Where: The group members involved with the purchasing will have to go on their own time to purchase the materials needed. The materials will be stored in the welding lab downstairs. Work Package What: Build hull (2.4.1), sew skirt (2.4.2), and assemble hull (2.4.10), and assemble skirt (2.4.10) The hull will be built with wood and Styrofoam that will allow the hovercraft to float on water and be light enough to hover on land. The skirt will be sewed by an outside contractor and bolted to the hulls outside frame. Joe Agate April 1 – April 18 Description: Manager: Date: Budget: $286.00 Members: Joe Agate, Scott Tomaszewski, Adrian Vazquez, Neil Sprindis When/Where: The group members will be building the hull and bolting the skirt during the given dates. The group members will be required to perform this work package in the still gym lab. Work Package What: Build drive train (2.4.5) and assemble drive train (2.4.10). Description: The drive train will consist of a thirty-six inch fan that was donated from our company and a motor that was donated from Briggs and Stratton. The external piece for the fan has also been donated if we choose to use it. We will need to make the outer ring that will incase the fan. All the proper safety measures must be implemented and the appropriate parts must be made to make certain that the drive train will be secure and meet all safety checks. The drive train is coming off of the engine and going to the thrust fan. This assembly is where the thrust fan gets all of its power from. The drive train has a gear box and a pulley system which is connected to the engine. Who: Vince Thompson April 1 – April 18 Date: Budget: $45.00 Members: Jeff Malmstedt, Mike Wallace, Calvin Cage When/Where: The group members will be building the assembly for the thrust fan during the given dates. The group members will be required to perform this work package in the still gym lab. The drive train assembly will be mounted directly to the hull. Work Package What: Build power train (2.4.4) and assemble power train (2.4.10) Description: The power train will consist of a twenty-five inch fan that was donated from our company and a motor that was donated from Briggs and Stratton. We will need to cut the outer ring from the finished hull that will incase the fan. Justin Dole Manager: Date: April 1 - April 18 Budget: $45.00 Members: Leeandrew Long, Matt McLaughlin, Justin Dole When/Where: To manufacture the power train the team will buy the pieces that are needed to construct the outer ring for the fan. The team members will make sure that the power train will properly fit inside the hull and that it will work in conjunction with the hull design. The work package will be manufactured in the lab that is located inside still gym. Work Package What: Build steering (2.4.6), shroud (2.4.3) and assemble these two (2.4.10) Description: The steering will be made from a 12 gauge wire, pulleys and a steel bar that has to be welding together. The steering assembly will be on the outer rim of the hull. The wire will be attached to two rudders that will be mounted on the shroud for the lift fan. Assembling the steering will involve screwing the pulleys into the finished hull and attaching the wires to the assembled shroud. Manager: Dhanai Ketruangroch April 1 – April 18 Date: Budget: $75.00 Members: Ed Barnes When/Where: The group members will be building the steering during the given dates. The building will all be done in the basement of Still Gym. Work Packages What: Test Power Train (2.5.1) & Assess and Modify Power Train (2.5.1.1 & 2.5.1.2) Description: To test the performance of the power train. To asses the results of the test and decide if modifications are necessary. If so, make the required modifications. Manager: Justin Dole Date: April 25 Budget: No cost Members: Leeandrew Long, Matt McLaughlin When/Where: The testing of the hovercraft will take place after the building is complete. The testing will be done in the field behind the Engineering Building. Work Packages What: Test Drive Train (2.5.2) & Assess and Modify Drive Train (2.5.2.1 & 2.5.2.2) Description: To test the performance of the drive train. To asses the results of the test and decide if modifications are necessary. If so, make the required modifications. Manager: Vince Thompson Date: April 25 Budget: No cost Members: Jeff Malmstedt, Mike Wallace, Calvin Cage When/Where: The testing of the hovercraft will take place after the building is complete. The testing will be done in the field behind the Engineering Building. Work Packages What: Test Hull (2.5.3) & Assess and Modify Hull (2.5.3.1 & 2.5.3.2) Description: To test the performance of the hull. To asses the results of the test and decide if modifications are necessary. If so, make the required modifications. Manager: Adrian Vazquez Date: April 25 Budget: No cost Members: Joe Agate, Scott Tomazewski, Neil Sprindis When/Where: The testing of the hovercraft will take place after the building is complete. The testing will be done in the field behind the Engineering Building. Work Packages What: Test Steering (2.5.4) & Assess and Modify Steering (2.5.4.1 & 2.5.4.2) Description: To test the performance of the steering. To asses the results of the test and decide if modifications are necessary. If so, make the required modifications. Manager: Dhanai Ketruangroch Date: April 25 Budget: No cost Members: Ed Barnes When/Where: The testing of the hovercraft will take place after the building is complete. The testing will be done in the field behind the Engineering Building. Work Packages What: Test Shroud (2.5.5) & Assess and Modify Shroud (2.5.5.1 & 2.5.5.2) Description: To test the performance of the shroud. To asses the results of the test and decide if modifications are necessary. If so, make the required modifications. Manager: Dhanai Ketroangroch Date: April 25 Budget: No cost Members: Ed Barnes When/Where: The testing of the hovercraft will take place after the building is complete. The testing will be done in the field behind the Engineering Building. Work Packages What: Test Skirt (2.5.6) & Assess and Modify Skirt (2.5.6.1 & 2.5.6.2) Description: To test the performance of the skirt. To asses the results of the test and decide if modifications are necessary. If so, make the required modifications. Manager: Adrian Vazquez Date: April 25 Budget: No cost Members: Joe Agate, Scott Tomazewski, Adrian Vazquez, Neil Sprindis When/Where: The testing of the hovercraft will take place after the building is complete. The testing will be done in the field behind the Engineering Building. Work Packages What: Test Engine (2.5.7) & Assess and Modify Engine (2.5.7.1 & 2.5.7.2) Description: To test the performance of the engine. To asses the results of the test and decide if modifications are necessary. If so, make the required modifications. Co-Managers: Justin Dole, Vince Thompson Date: April 25 Budget: No cost Members: Jeff Malmstedt, Mike Wallace, Calvin Cage, Leeandrew Long, Matt McLaughlin When/Where: The testing of the hovercraft will take place after the building is complete. The testing will be done in the field behind the Engineering Building. Work Package What: Description: Operational manual (2.6.1) Guide showing hovercraft operations and safety measures. Manager: Date: Scott Tomaszewski April 17 – May 1 Budget: No cost Members: Vince Thompson, Leeandrew Long, Dhanai Ketruangroch When/Where: The group members will be required to perform this work package on their own time and place when not building the hovercraft in Still Hall lab. Work Package What: Create Hovercraft 2K3 website (2.6.4) Description: The team website will consist of everything involved in making the hovercraft. Joseph Agate April 17 – May 1 Managers: Date: Budget: No cost Members: Justin Dole, Ed Barnes, Calvin Cage, Matt McLaughlin When/Where: The group members will be required to perform this work package on their own time and place when not building the hovercraft in Still Hall lab. Work Package What: Description: Presentation (2.6.5) To give a twenty minute oral and visual presentation of designing, building, testing, modifying, and finalizing of the hovercraft. Jeff Malmstedt Manager: Date: May 5 Budget: No cost Members: Adrian Vazquez, Neil Sprindis, Mike Wallace When/Where: Presentation will be given at Still Hall with all team members present in front of a prestigious. Monitoring, Assessment, Evaluation, and Control Chart: The following plan shows the projects monitoring, assessment, control, and evaluation plan that is in use while the production of the project takes place. The chart is used to monitor and assess the project time, budget and quality. MACE Chart Date 1-21-03 2-4-03 Assessment of Project Project teams needed to be developed Project teams needed to be changed Control Necessary? Yes Corrective Action Taken Groups were formed according to specific times when the group members could meet. Groups A switched projects and collaborated with Group B Evaluation Yes Yes Yes Linear Charts: (Cleland Ch.9 p274) Team Communication Level (The following chart shows the different levels of communication grouped by each team member) Joseph Agate Website Manager Calvin Cage Time Manager Justin Dole Power Train Manager Leeandrew Long Picture Manager Jeff Malmstedt Team Leader Presentation Manager Ed Barnes Tech. Support Manager Scott Tomaszewski Portfolio Manager Adrian Vazquez Hull Manager Neil Sprindis Purchase Manager Vince Thompson Dhanai Ketruangroch Matt McLaughlin Research Manager Michael Wallace Design Manager Finance Steering Manager Manager Drive Train Manager Process of work packages 2 2 7 1 5 5 1 7 1 5 5 2 7 1 5 5 1,3,5,6 1,3,5,6 1,3,5,6 1,3,5,6 1,3,5,6 2 7 1 5 5 2 7 1 5 5 1 7 1 5 5 1 7 1 5 6 1 3 1 51 1 1 7 1 5 5 2 7 1 5 5 1 7 1 5 5 Formal communication 7 with stakeholders E-mail communication Website postings Finances 1 1,2 3 Legend: 1= Actual responsibility 2= General supervision 3= Must be consulted 4= May be consulted 5= Must be notified 6= Approval authority 7= Need not to be consulted Team Authority Level (The following chart shows the authority of change in the project) Joseph Agate Website Manager Calvin Cage Time Manager Justin Dole Power Train Manager Leeandrew Long Picture Manager Jeff Malmstedt Team Leader Presentation Manager Ed Barnes Tech. Support Manager Scott Tomaszewski Portfolio Manager Adrian Vazquez Hull Manager Neil Sprindis Purchase Manager Vince Thompson Finance Manager Drive Train Manager Dhanai Ketruangroch Steering Manager Matt McLaughlin Research Manager Michael Wallace Design Manager Changes in budget or expenditures Changes to goals Changes to timeline Changes to part selections Changes to website Project termination 3 5 5 5 1,3,5,6 5 3 5 1 1,3,6 5 5 5 3 3 5 1 3 3 3 5 5 3 3 3 1 5 3 3 3 5 3 3 1,3,5,6 1,3,5,6 1,3,5,6 1,3,5,6 1,3,5,6 3 3 5 5 3 3 3 5 5 3 3 3 1 5 3 3 3 1 5 3 3 3 1 5 3 3 3 1 5 3 3 3 3 5 3 3 3 3 5 3 Legend: 1= Actual responsibility 2= General supervision 3= Must be consulted 4= May be consulted 5= Must be notified 6= Approval authority 7= Need not to be consulted Team Management Level (The following chart shows team members responsibilities) Joseph Agate Website Manager Calvin Cage Time Manager Justin Dole Power Train Manager Leeandrew Long Picture Manager Jeff Malmstedt Team Leader Presentation Manager Ed Barnes Tech. Support Manager Scott Tomaszewski Portfolio Manager Adrian Vazquez Hull Manager Neil Sprindis Purchase Manager Vince Thompson Finance Manager Drive Train Manager Dhanai Ketruangroch Steering Manager Matt McLaughlin Research Manager Michael Wallace Design Manager Research Hovercrafts Research vendors Company donations Assemble hull Assemble skirt Assemble drive train Assemble power train Develop website 1 3 3 7 7 7 7 1,3,6 1 3 7 5 5 5 5 5 5 5 1 3 4 3 3 3 1,3,6 5 3 5 1 3 7 5 5 5 5 5 3 5 1 1,3,6 1,3,6 1,3,6 1,3,6 1,3,6 1,3,6 1,3,6 1,3,6 1,3,6 1,3,6 1 3 4 4 4 4 4 5 3 5 1 3 4 5 5 5 4 5 3 5 1 3 4 1,3,6 1,3,6 3 3 5 3 5 1 3 1 3 3 3 3 5 3 5 1 3 1,3,6 4 4 1,3,6 3 5 3 5 1 3 4 4 4 5 4 5 3 5 1,3 1,3 4 2 2 2 2 5 3 5 1 3 4 3 3 3 3 5 3 1,3,6 Develop and design 3 team manual Develop 3 AutoCAD drawings Steering 4 mechanism 5 4 5 1,3,6 4 5 3 3 3 1,3,6 5 3 Legend: 1= Actual responsibility 2= General supervision 3= Must be consulted 4= May be notified 5= Must be notified 6= Approval authority 7= Need not to consulted Resource Plan/Budget: The following is a list of human resources, money, technology, equipment, materials, and facilities: Money = $780.00 for Hovercraft 2K3: $489 actual $291 contingency Human resources = $0.00, team members time away from other classes Technology = $0.00 for access to the labs Equipment = $68.00 for the use of the welding and machining equipment Materials = 6 sheets 1/8” plywood $35.00/sheet and 4 sheets 2” foam $14.00/sheet = $266.00, Donated engine, Donated Fans, Donated Skirt, Battery $30.00, Chicken Wire $10.00, Screws and Pulley Equipment $35.00, Welding Materials $40.00 Steel: $20.00 Total Material Cost: $401.00 Material and Equipment Cost: $469.00 Facilities = $0.00 to use any of the labs Contingency money = $291.00: Wood, Steel, Welding Materials, Other Human Time: Mandatory 12 hours per week per team member Outside Contractor: $20.00 Sewing of skirt material Procurement Process: The company before the start of the project obtained numerous items. The two different sized fans and the skirt were purchased for the team. The engines were donated from Briggs & Stratton. The teams’ total budget is $780. This includes $489 of actual money and $291 of contingency money. The total purchases of materials and services for the project will stay within the designated budget. The purchasing agent and the financial officer must approve all purchases. This purchasing agent will purchase items on a personal credit card and will be reimbursed by Northern Illinois University at the end of the semester. Contracts: The following chart shows the different types of contracts used in projects and how they can be used in the hovercraft project. Sources: http://www.purchasing.uc.edu/contract_gen.asp?navbar=suppliers http://www.worldbank.org/html/opr/consult/guidetxt/types.html#4.2 Contracts Type Term Contract Definition Long-term commitments (usually one year) made for high-dollar repetitive supplies, equipment and services. How contract can be used in project Will not be used. Time-Based Contract Payments are based on Kind of like project agreed hourly, daily, weekly, plans already in place. or monthly rates for staff (who are normally named in the contract) and on reimbursable items using actual expenses and/or agreed unit prices. The fees paid to the Consultant to the estimated or actual project construction cost, or the cost of the goods procured or inspected. Used for simple planning and feasibility studies, environmental studies, detailed design of standard or common structures, and preparation of data processing systems. Could be useful for dealing with consultants if necessary. Percentage Contract Lump Sum (Firm Fixed Price) Contract Could be useful for dealing with vendors. Letter Contracts Permits a contractor to begin work Sewing of skirt. when all of the contract terms and conditions have not been agreed upon. Environmental Safety Plan: The follow chart shows the different environmental and safety concerns that our team has to be aware of. Sources: - http://www.osha.gov - http://www.epa.gov/ - http://www.hovercraftofamerica.org/ Occupational Safety and Health Administration Concerns Regulation 29 CFR 1910.95 Brief Explanation Hearing protection is required for sound louder than 100db 29 CFR 1910.106 Flammable liquids have to be stored in proper storage facilities 29 CFR 1910.132 The proper personal protective equipment is needed 29 CFR 1910.134 Respirators are needed when spay painting or sanding 29 CFR 1910.160 29 CFR 1910.252(a)(2)(ii) Suitable fire extinguishing equipment shall be maintained in a state of readiness for instant use 29 CFR 1910.266 Person driving should be securely and tightly fastens the seat belt to restrain the person within the vehicle 29 CFR 1910.305 All wiring has to be raceway, cable armor, and other enclosures to ensure no electrical shock Regulation EPA420-F-96-003 Brief Explanation Explains the expectable motor emissions that go into water EPA 420-F-99-003 Explains the general requirements for the exhaust of the engine U.S. Environmental Protection Agency Concerns Hovercraft Club of America Concerns Regulation 1.7.1 Brief Explanation All connecting elements essential to safe operation of the craft shall be locked to prevent failure due to vibration, rotation, and torque of the craft structure All personnel must be protected from contact with rotating components 1.7.2 2.1.1 The structure of the craft shall have adequate strength to withstand all loads encountered during under all conditions of operation The stiffness of the craft structure shall be such that any vibration due to engines or rotating equipment will not effect the safe functioning of the craft or machinery The craft shall have buoyancy equal to the craft dry weight. 2.1.2 2.1.3 2.3.5 Interior surfaces and edges of structural members within the cockpit and cabin areas shall be designed to minimize injury to drivers in the event of a collision Continued from graph above 2.3.6 The exterior periphery of the craft shall be constructed so that any sharp edges or corners are protected by padded material Craft intended to operate in water should be capable of floating in a reasonable attitude in the event of loss of cushion lift with the driver aboard All components of machinery and transmissions shall be constructed within craft, and protected as necessary to ensure their safe functioning at all times All rotating assemblies shall be guarded in such a way that under all operating conditions no part of a person or their clothing may enter the space swept by the rotating assembly A fail-safe device shall be fitted to all transmission shafts transmitting more than 20hp 2.4.1 2.5.1 3.6.1 3.6.2 3.6.3 Fans and propellers must have guards at the intake, discharge , and around the periphery sides of the unit 4.3.1 Craft with one main power plant shall have a throttle control, which has a spring return to the engine idle position 4.4.1 Fuel tanks and supply lines shall be located so that, in the event of a leak occurring, the escaping fuel is prevented from making contact with any of the hot parts Hot parts shall have an adequate supply of cooling water or air to maintain a steady design temperature during all normal operations Skirt material shall be coated, woven material with a high resistance to ripping in any direction 5.3.2 6.4.1 6.4.2 7.3.2 Attachments to the skirt to the hull shall be of sufficient strength that no damage is caused to the hull attachment if the skirt material is ripped or snagged with sufficient force to break the skirt-connecting device A bouncy aid or a personal flotation device should be warn when the craft is operated over water Security Plan: The security plan for the project of the hovercraft will be that the project team has secure facilities, in that the lab upstairs is used only for two classes and the lab downstairs is only used for this class. This means that upstairs, it is only the project management course and a graduate course going on, and the rest of the time, it is either vacant or another project team is using it. No one is allowed in the lab unless Jarrett Harris is present. Jarrett is working directly with this course, and knows that there is to be no unauthorized work on the projects. To secure the documents that come along with this project, Hovercraft 2K3 has decided to only let the project manager have the proper authority to make any changes. The project manager has to first get approval from everyone on the team; the approval is a majority vote. Documentation / Management Plan: The following list describes what programs will be used for all documentations of the project: AutoCAD 2000 Most layout drawings Microsoft Excel 2002 Most graphs and charts Microsoft Project 2000 All PERT charts Microsoft Word 2002 All text files Pro-Engineering 2001 All stress/strain analysis SolidWorks 2001 All solid modeling drawings For the accounting process we will have one person with a credit card in charge of all major purchases. The person in charge of that specific work package will fill out the proper change approval form and give it to the accounting leader. The accounting leader will then buy the specified material or process that is needed. All materials and supplies that pertain to the project will be stored in the Still Gym welding lab where they will be secured at times when we are not using them. All project documents will be secured in the lockers in Still Gym room 211. Project Divestment & Termination Plan: Hovercraft 2K3 is made up of all seniors that will be graduating either in the spring or the winter. The first part of the divestment and termination process is to reallocate all resources. This includes the students on Hovercraft 2K3 as well as Kai, Ryan and Jarrett, as well as the tools and equipment used in the secure facilities and the money that was in the budget and not used on the project. The releasing of the facilities is the second step in the divestment and termination of the project. This means that the labs both upstairs and downstairs will be open to anyone who wants to use them. All the security for the classes involved in the project is dissolved. This also goes for all the technology available in the labs. Back