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1007ENG Spaghetti Bridge Project,2016
Coordinator: PJ Wilson
Team C (Class Engineering)
Contents
Strategic Planning ............................................................................................................................. 8
1.0 Overview ..................................................................................................................................... 9
1.1 Summary ..................................................................................................................................... 9
1.1.1 Purpose, Scope and Objectives.................................................................................................. 9
1.1.2 Assumptions and Constraints .................................................................................................... 9
1.1.3.2 Hardware ............................................................................................................................. 10
1.1.3.3 Documentation..................................................................................................................... 10
1.2 Plan evolution............................................................................................................................ 10
1.3 Project Charter............................................................................................................................ 11
2.1 Stakeholder Identification ....................................................................................................... 12
2.1.1 Introduction ............................................................................................................................ 12
2.1.2 Identifying Key Stakeholders .................................................................................................. 12
2.1.3 Key Stakeholders .....................................................................................................................13
2.1.4 Stakeholders Analysis ..............................................................................................................13
2.1 External interfaces ..................................................................................................................... 16
Tactical Planning
......................................................................................................................................................... 17
3. Managerial process plans .......................................................................................................... 18
3.1 Management objectives and priorities ........................................................................................ 18
3.2 Start-up plan .............................................................................................................................. 18
3.2.1 Staffing plan ........................................................................................................................... 19
3.3Reporting plan ............................................................................................................................ 20
3.4 Project management plan ........................................................................................................... 20
3.4.1 Introduction ............................................................................................................................ 20
3.4.2 Project Management Approach ............................................................................................... 20
3.4.3 Project Scope .......................................................................................................................... 21
3.4.4 Milestone list .......................................................................................................................... 21
3.4.5 Schedule Baseline and Work Breakdown Structure ................................................................. 22
3.4.6 Communication Management Plan .......................................................................................... 22
3.4.7 Cost Management Plan ........................................................................................................... 23
3.4.8 Procurement Management Plan ............................................................................................... 24
3.4.9 Schedule Management Plan .................................................................................................... 24
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........................................................................................................................................................ 32
4.1Project plan .................................................................................................................................33
4.1.2 Design / Specification / Performance criteria ........................................................................... 34
4.1.3 WBS, Tasking and scheduling ................................................................................................ 34
4.1.4 Resource allocation and accounting......................................................................................... 35
4.1.5 Financial allocation and accounting......................................................................................... 35
4.2 Design File A ............................................................................................................................ 36
4.2.1 Specification Definition .......................................................................................................... 36
4.2.2 Alternative Solutions .............................................................................................................. 36
4.2.3 Solution Selection .................................................................................................................... 37
4.2.4 Conceptual Designs ................................................................................................................. 37
4.2.5 Detailed Designs ..................................................................................................................... 39
4.2. Design File B............................................................................................................................ 40
4.2.1 Specification Definition .......................................................................................................... 40
4.2.2 Alternative Solutions .............................................................................................................. 40
4.2.3 Solution Selection ................................................................................................................... 41
4.2.4 Conceptual Designs ................................................................................................................ 41
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........................................................................................................................................................ 50
5 Quality Management .....................................................................................................................51
5.1 Lessons learned ......................................................................................................................51
5.1.1 Introduction .........................................................................................................................51
5.1.2 Lessons Learned Approach ..................................................................................................51
5.1.3 Lessons Learned From This Project......................................................................................51
5.1.4 Process Improvement Recommendations..............................................................................51
5.2. Post Project Review .............................................................................................................. 52
5.2.1 Project Summary ................................................................................................................ 52
5.2.2 Project Deliverables (Planned vs. Actual) ............................................................................ 53
5.2.3 Project Costs ....................................................................................................................... 54
5.3 Project Schedule .................................................................................................................... 55
5.4 Conclusion ................................................................................................................................ 56
QIBT Closure ...................................................................................................................................57
.........................................................................................................................................................57
6 Project Summary & Closure ......................................................................................................... 58
6.1 The Engineering Method........................................................................................................ 59
6.1.1 Research ......................................................................................................................... 59
6.1.2 Generation of alternative solutions .................................................................................. 59
4
EXECUTIVE SUMMARY
Introduction
Class Engineerings Completion presentation handover of the project. The following
presentation will outline our completion of the project.
Outline:
Scope of Project
Budget
Deadlines
Risks
Recommendations for future projects
Final Product Test
Scope:
Purpose. The Purpose of the project is, to build a bridge out of construction materials listed
by the clients criteria to fit in the rig supplied by the client. As well as build teamwork
capabilities between team members to give them real life experience of working as an
engineer.
Materials. Class Engineering decided that we would use San Remos tubular Spaghetti as
our construction materials along with Parafix superglue as our bonding material.
Dimensions; Class engineering were given a set of dimensions via the clients brief, these
measurements are;
No less than 648 mm long
No more or less than 102mm in height
No more than 80mm wide
Weigh less than 180 grams
Hold dead weight of 0.9kg, (rail track) and a car with minimum 0.9kg weight. Up to
3.5kg will be added. Total weight bearing expectations is 5.3kg
After consideration of the clients brief and conducting our own measurements of the bridge
our final measurements used in our bridge are;
Bridge spanning 650mm long
102mm high
80mm wide
Weigh 140grams
Budget;
Referring to our budget chart in (appendix A), After Factoring in final construction of the
bridge and competition day Class engineering have shown the total costing for this project.
With our initial budget coming to $61,880.00 we are glad to say even though we under
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budgeted some sections we have come under budget on the overall project allowing us to
incorporate this money into the company to help expansion for future projects.
Scheduled Deadlines
Class Engineering has successfully completed all deadlines set by client criteria. Refer to
Appendix B for deadline chart.
Risks:
Cost of budget blowing out
Safety to team members during construction
Project failing to meet criteria
Damages to final product during transportation
Strategic Planning
9
1.0 Overview:
The need to bridge the gap across the rail rig led to the development of Class Engineerings spaghetti
bridge project. The problem was brought to us by the client, who stated a bridge constructed out of
spaghetti must be able to successfully bear a weighted cart over multiple crossings.
The importance of the project has been stated by the client as should it not fulfil its minimal
requirements; the project will be failed.
For project milestones refer to section 3.4.4, page 17.
1.1 Summary:
The bridge has to be able to:
The following constraints to the project are; Spaghetti is the only material allowed to bear the weight.
The project must be completed by 23rd May 2016. The bridge has to fit the rig, modifications or it
failing to do so will result in disqualification. Milestones must be met and the bridge must come in
under budget.
1.1.3.1 Software:
TABLE 1 S OFTWARE REQUIREMENTS
Software Component Delivery Date (No later than)
Strategic planning and Executive summary of 20% 4th April 2016
completion report.
CAD designs 11th April 2016
Executive summary of 50% completion report 25th April 2016
Managerial process plans & Project management 2nd May 2016
sections
Executive summary of 80% completion report 9th May 2016
Completed project file and executive summary 23rd May 2016
1.1.3.2 Hardware:
TABLE 2 HARDWARE REQUIREMENTS
Hardware component Delivery Date (No later than)
Flash drive containing PDF of strategic planning and 4th April 2016
hard copy of 20% executive summary.
Hard copy of CAD designs 11th April 2016
Hard copy of 50% executive summary 25th April 2016
Flash drive containing PDF of Managerial process 2nd May 2016
plans & Project management sections
Hard copy of 80% executive summary 9th May 2016
Completed project file and executive summary, hard 23rd May 2016
copy and PDF.
Completed spaghetti bridge.
The purpose of the Spaghetti Bridge project is to build a bridging over the gap in the rail rig, using spaghetti as
the only available material. The project meets the clients need for a spaghetti bridge and the finished product
will satisfy requirements. Project deliverables shall include a draft of the project available on week 4,
presentations from each group member, concept designs, the construction of a test bridge and the final
presentation and report. The objectives for the project are to build a bridge out of spaghetti that fits the required
dimensions and will hold the required load, while developing students team working abilities and giving them
experience in using the engineering method.
High level risks for this project include, the weakness of the pasta and the bridge collapsing, error in
construction and disagreement amongst members. For more risks, refer to risk register, section 3.4.11.
The success of the project will be determined by how the bridge can sustain the weight being forced on it, and if
it fits all minimum requirements.
The Project Co-ordinator, Neil Andrews, is hereby authorized to interface with management as required,
negotiate for resources, delegate responsibilities within the framework of the project, and to communicate with
all contractors and management. They are to ensure successful and timely completion of the project to the
required standards. Neil Andrews is responsible for developing the project plan, monitoring the schedule, cost,
and scope of the project during implementation, and maintaining control over the project by measuring
performance and taking corrective action.
The project plan of Class Engineering will be submitted and approved in accordance with the milestone
schedule below. The client must approve any schedule changes which may impact milestones. A detailed
schedule will be included in the project plan.
Milestone Schedule:
The cost for Class Engineering Labour will be $200 per hour. The Budget for the project is expected to be a
total of $61,880
Sponsor Acceptance
Signed: Date:
. .
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2.1.1 Introduction
The Stakeholder Management Strategy for Class Engineering, Spaghetti Bridge Project will be used
to identify and classify project stakeholders; determine stakeholder power, interest, and influence; and
analyse the management approach and communication methodology for project stakeholders. This
will allow Class Engineering to identify key influential stakeholders to solicit input for project
planning and gain support as the project progresses. This will benefit the project by minimizing the
likelihood of encountering competing objectives and maximizing the resources required to complete
the project.
Early identification and communication with stakeholders is imperative to ensure the success of the
Spaghetti Bridge Project by gaining support and input for the project. Some stakeholders may have
interests which may be positively or negatively affected by the Spaghetti Bridge Project. By initiating
early and frequent communication and stakeholder management, we can more effectively manage and
balance these interests while accomplishing all project tasks.
Class Engineering used these criteria to determine if an individual can be included as a stakeholder:
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Will the person or their organization be directly or indirectly affected by this project?
Does the person or their organization hold a position from which they can influence the
project?
Does the person have an impact on the projects resources (material, personnel, funding)?
Does the person or their organization have any special skills or capabilities the project will
require?
Does the person potentially benefit from the project or are they in a position to resist this
change?
The chart below will be used to establish stakeholders and their levels of power and interest for use on
the power/interest chart as part of the stakeholder analysis:
A Customer P. J Wilson 5 5
B Sponsor P. J Wilson 4 5
C Co-ordinator N. Andrews 4 5
F Gatekeeper N. Andrews 4 4
I Supplier Woolworths, 2 1
Coles
Bunnings
J Public Public - 3 4
Global
National
Local
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Below is the power/interest chart for the Spaghetti Bridge Project stakeholders. Each letter
represents a stakeholder in accordance with the key in the chart above.
5
A
F C B
G
Power
J H
E
I
D
1
1 5
Interest
Based on the power and interest analysis and chart above, stakeholders D, E, and I will require
minimal management effort as they reside in the lower left quadrant of the matrix. Stakeholder G, in
the upper middle quadrant, must be kept satisfied by ensuring concerns and questions are addressed
adequately. Stakeholder J and H, in the middle right quadrant, must be kept informed through
frequent communication on project status and progress. Stakeholders A, B, C and F in the upper right
quadrant, are key players and must be involved in all levels of project planning and change
management. Additionally, stakeholders A, B, C and F should be participatory members in all project
status meetings, gate reviews, and ad hoc meetings as required.
The stakeholder analysis matrix will be used to capture stakeholder concerns, level of involvement,
and management strategy based on the stakeholder analysis and power/interest matrix above. The
stakeholder analysis matrix will be reviewed and updated throughout the projects duration in order to
capture any new concerns or stakeholder management strategy efforts.
Tactical Planning
18
Meeting deadlines
Avoid unrealistic commitments
Having a clear path on how to meet your commitments
Prioritize goals
Planning and organizing prior commitments to not intrude on current project
4. Display professionalism
Ensure time is well spent when working with team members, mentors and clients
Incorporate decisions from the team
Discus all input with team
Have frequent team meetings
Take pride in seeing the project meet deadlines and client needs
Be enthusiastic in meeting all needs of project
5. Make efficient use of all available resources.
Consultant: PJ Wilson
Project Number: 1
Control number: 1
Project name: Spaghetti Bridge
STAFFING PLAN
Employee Classification Name Rate p/h $ Hours per day Hours per week
Project Coordinator Neil Andrews $200 1-5 3-10
Mitchell $200 1-5 3-10
Alexander
Project Engineers Alan George $200 1-5 3-10
3.3Reporting plan
Internal reporting for Class Engineering team members will be relatively informal. During each
weekly project meeting team members will be giving status reports on their progress . Neil Andrews,
project Coordinator, will use this information to update the project plan. Mentors will be invited to
attend the weekly meeting to underline status issues.
Class Engineering will be giving the customer bi-weekly status reports during the client meeting
indicating progress of the project.
3.4.1 Introduction
The PMP for the Griffith College Spaghetti Bridge contest was developed with applicable engineering
regulations. Class Engineering developed this PMP in conjunction with PJ Wilson as our main
sponsor. The aim of the PMP is to present a plan for investigating, developing and analysing
alternative solutions in designing and manufacturing a spaghetti bridge to fit the criteria given from
the client.
This PMP breaks down the scope, budget and schedule of task required to design, initiate, develop
and complete the project. An in-depth description, cost- summary Gantt chart, Breakdown of work
structure, distribution of responsibilities and a preliminary schedule are included.
Extra plans will be developed during the progress of the project where current circumstances cannot
be noted such as client needs and wants, unforeseeable events such as weather and also team
members availability.
Class Engineering consists of 4 team members project coordinator Neil Andrews with Project
Engineers Mitchell Alexander, Alan George and Shane Robinson.
Project coordinator Neil Andrews is responsible for monitoring the schedule, cost and scope. Neil
Andrews is first point of contact with our client PJ Wilson, Neil is responsible for delegating
responsibilities and tasks for his team members, while team members Mitchell, Alan and Shane will
work together to research and develop all necessary processes and materials for the success of the
project.
Coles and Woolworths will be mains suppliers of building materials throughout the project different
brands of spaghetti will be used during the testing and research phase to find a suitable product that
meets the criteria. Bunnings warehouse will be supplying bonding materials, Class Engineering will
be testing and documenting on alternate forms of bonding materials such as super glue, epoxy, hot
glues all materials that fit the criteria will be documented later.
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Management for this project will be displayed through a project team consisting from two
organisations as follows:
Owner; PJ Wilson/ Griffith College
The purpose of the Class Engineering project is to build a bridging over the gap in the rail rig, using
spaghetti as the only available material. The project meets the clients need for a spaghetti bridge and
the finished product will satisfy requirements. The bridge will be designed and constructed using (San
Remo thin cylindrical spaghetti) and bonded by (Loctite superglue).
During the course of this project Class Engineering will design a functioning bridge set by the
specifications and criteria given from the client in our project meetings. Anything extra the client asks
for set outside the original scope of works must be documented in writing.
Project deliverables shall include a draft of the project available on week 4, presentations from each
group member, concept hand drawn and 3d designs. The construction of a test bridge and the final
presentation and report.
Progress update 20% 20% of project file to be complete as a minimum along with first 28th March
2016
solo team member speech on progress.
Conceptual designs Conceptual bridge designs hand drawn and 3d CAD drawings. 11th April
2016
Tactical Planning Tactical Planning guide to be completed. 18th April
2016
Progress update 50% 50% of project file to be complete as a minimum Along with second 25th April
2016
solo team member speech on progress.
Bridge testing completion of design and material breakdown applying this knowledge 25th April
2016
to test our bridge design in college competition.
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Progress update 80% 80% completion of project file along with built bridge of final design 2nd May
2016
For testing along with third solo student speech on progress.
Project file final stage Completing final stages of design file for hand over to client 9th May
2016
Progress update 100% Final team member speech explaining how Class Engineering Bridge went on 23rd May
Testing day along with handing in final copy of project file
2016
The communication management plan for Class Engineerings Spaghetti Bridge Project identifies the
requirement for communication during this project. A clear communication plan was identified as a
requirement during projects risk evaluation. It is designed to clarify the project members
requirements for communicating effectively and to ensure that all stakeholders are informed with the
correct information.
A communications quick reference guide has been developed to allow for easy reference by all
stakeholders as to their requirements (see table 5). All stakeholders involved in this project are to be
made aware of these requirements and where to refer for later reference. A meeting minutes template
has been created to record details of all project meetings, to ensure items are recorded for later
reference by project members. This template can be found in appendix 9 of this document.
The Project Coordinator (PO) is responsible for ensuring that all members are abiding by the
communications plan. The PO is to ensure that meeting minutes are distributed to all relevant
stakeholders.
The Cost Management Plan sets out guidelines on how the projects budgets and controls costs for the
entirety of the project. A requirement for this was identified during the risk evaluation, where risks in
not estimating budget and cost blowouts were identified.
A Gantt chart, budget and timesheets were developed using Excel to mitigate this risk. A Gantt chart
is linked to the budget with a labour hour multiplier to establish budget estimates. Timesheets have
also been linked to the budget to identify and compare actual versus budgeted. Materials costs have
also been linked to the budget to help ensure accuracy. Please see appendixs 4, 5 and 6 of this
document.
The Project Coordinator has the responsibility to ensure that Gantt chart is completed by the team as
accurately as possible as well as the timesheets being updated weekly. Project members have the
responsibility of recording their own hours each week under the correct objective headings and to
update their section of the timesheets.
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For any material purchases, the Project Coordinator should be updating the materials cost tab within
the workbook and scanning the receipt for proof of purchase. Actual receipts should be stored in
project file.
The workbook should be reviewed on a regular basis and updated as required. The Project
Coordinator to make changes or delegate as required.
Project Coordinator to update stakeholders with budget progress on a regular basis (see table below).
A Procurement Management Plan for this project outlines the requirements for any purchases that
relate to this project. A risk was identified with over expenditure and even though materials cost is a
minor value compared to work hours, it is still deemed sufficient level to warrant a control plan.
The expected materials costs in total is less than $500 dollars and therefore well within the Project
Coordinators level of responsibility. The Project Coordinator is authorised to purchase materials as
required up to the budgeted level. Once budget has been reached, authorisation from Project Manager
will be required. The Project Coordinator is also responsible for ensuring costs are entered into
budget sheet and to review budget versus remaining expected costs.
Suppliers have been identified earlier as Woolworths/Coles (spaghetti) and Bunnings (glues and
tools). No supplier management is deemed required for this project as value of materials required is
minimal and that stock supplied is standard off the shelf.
Schedule Management Plan is required to ensure resources, project milestones and completion date
are clearly identified and managed. A serious risk was identified during the projects risk evaluation
identifying the criticality of missing deadlines etc. Therefore, an Excel workbook was developed that
included a Dashboard of the project and a supporting Gantt chart.
The Dashboard is designed to provide a high overview of the projects progression. It is the
responsibility of the Project Coordinator to ensure the Dashboard is up to date in both digital and hard
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copy. The Gantt charts purpose is to provide a more detailed list of tasks, with clear resources
identified. Both charts have milestone deadlines clearly marked to minimise confusion.
The Gantt chart needs to be reviewed on a regular basis by the project team, to ensure it remains
current by identifying any new tasks not previously listed. It is the Project Coordinators role to ensure
that the Gantt chart remains current during life of the project. Please see appendix 3 & 5 of this
document.
The Gantt chart to be reviewed by Project Manager during the schedule progress updates, in weeks
5,8,10 and 12.
A Quality Management Plan is imperative to the Class Engineering Spaghetti Project to promote
professionalism internally amongst the project members and externally to clients. A project team that
presents professionally helps build trust in the client by building confidence that the team can deliver
on the scope of the project within the deadline. It is also necessary to manage documents and reviews
of such documents so as to ensure correct documents are being worked on and most accurate are
presented to the client.
The plan is designed to highlight responsibilities and to provide clear guidance as to how each
document is to be created and managed.
The Project Manager is responsible for reviewing and ensuring project documents are of a high
standard. As well as providing timely feedback to the team, to minimise any disruptions this review
might cause.
The Project Coordinator is responsible for ensuring that the Quality Management Plan is adhered to as
closely as possible. The Project Coordinator is also responsible for ensuring all documents are
presented to the Project Manager during weeks 5, 8 and 10 for review.
Project members are required to know and abide by the Quality Management Plan and supporting
documents. Each project member must ensure that they clearly understand all requirements of the
plan and where any supporting document can be found. All members to ensure the Quality Plan stays
current by reporting any issues to the Project Coordinator.
To assist the team a Document Control and a Quality Writing guide have been implemented in-line
with this plan. These documents found as appendix 1, provide the detailed information on core
responsibilities and tasks for each project member.
A risk register has been developed with specific risk matrix to assist with the identification of risks
associated with the Spaghetti Bridge Project. Risk areas that need to be assessed but not limited to
are: Financial, Scheduling, Safety, Quality and Data Loss. The project team is to identify risks, assess
against provided matrix, implement controls and assess controls against matrix to ensure new risk
level is appropriate.
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Project Coordinator is responsible for ensuring controls are implemented by control owners. The
Project Coordinator is also to ensure that any control triggers are implemented at appropriate time, if
required during life of project. Control owners to provide weekly updates on implementation of
controls and any issues arising. Control owners to review implemented controls to ensure controls are
working and are being used by Project Members.
The Risk Register is to be reviewed regularly and updated anytime a new risk is identified. At the end
of the project, the risks and controls will be evaluated by the team to identify any improvements that
are necessary and to add workable controls into the Knowledge Database.
Class Engineering Spaghetti Bridge Building Project utilises a hierarchal staffing plan. The intention
is that all worked will be completed by the project team, with guidance from the Project Manager, as
the only support. The project team will consist of the following:
Project Manager (PJ Wilson) responsible for reviewing project work and providing guidance and
feedback on progress.
Project Coordinator/ member (Neil Andrews) Responsible for managing the day to day operations
of the Spaghetti Bridge Building Project including, staff resourcing, scheduling, communicating
updates or changes and maintaining project to scope.
Project Members (Alan George, Shane Robinson & Mitchell Alexander) Responsible for all
actionable tasks to a standard set by the Quality Management Plan. To assist Project Coordinator with
task creation, risk identification, scheduling etc. as required by Project Coordinator.
Figures have been calculated using a Gantt chart developed by the project team that uses a multiplier
of 3.14 against what the project team thought was a reasonable completion times to establish a
budgeted time. For further details, see appendixs 4, 5, & 6 of this document.
3.5.1 Research
Class Engineering have been tasked with the Spaghetti Bridge Building Project that requires the
design and construction of a functional spaghetti bridge. The client has specified certain bridge
requirements, and provided leeway on the adhesives. The requirements are shown in Table 1, 2 and
test rig shown in Fig 1
TABLE 13 CLIENTS MINIMUM BRIDGE REQUIREMENTS
Spec Description
Length be not less than 648mm long (at the bottom)
Height be 102mm high (from bottom supports to top)
Width be no more than 80 mm wide (for track to sit
upon)
Bridge Weight weigh less than 180 grams
Design Requirement rest on two end supports only
Construction Material be constructed from THIN cylindrical dry
spaghetti
Performance Bridge to support a minimum of 1.8kg
Quality Aesthetically pleasing
Test Date 9th May 2016 Bridge can only be tested on this day.
Class Engineering will combine a number of different problem solving techniques in order to identify
alternative solutions. These techniques include, brainstorming as a team, asking how, why, when,
what and researching other bridge projects for similarities that can be modified to suit. Research into
other projects to be completed first to provide the team with a starting point for the brainstorming
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session. All possible ideas will be tabled during these sessions, with subsequent meetings used to
evaluate the feasibility of ideas.
3.5.3 Evaluation
Class Engineering project team will develop some performance criteria to evaluate different bridge
styles. The criteria will incorporate the requirements of the client as well as potential safety and
construction requirements identified by the project team during the testing stage. Bridge designs may
require a heuristic approach to assist with ranking different designs. To do this, the project team will
construct and test multiple bridge designs. The performance criteria are shown in appendix 11.
3.5.4 Monitoring
Class Engineering project team understands that continual monitoring of the project to ensure agreed
milestones are met, as well as, reviewing teams performance to improve effectiveness is a critical
component of any project. To ensure that the Spaghetti Bridge Project is delivered on time and on
budget, Class Engineering have implement the following: update and review the OPPM on a weekly
basis. Conduct weekly project meetings, reviewing completion and planned and actions, as well as,
discussing teams performance and commitments. The budget will be updated and reviewed at the
weekly project meetings to ensure team stays on budget. Lastly, the team will complete regular team
evaluations that reflects on the performance of the team, to assist with identifying recommendations
for future projects.
3.5.5 Communication
As stated in the clients brief, Class Engineering will provide three progress updates during the life of
the project, along with a recommendation and project delivery update at end of project. The progress
updates will provide the following information, budget and Gantt chart updates, risks and controls
implemented and future actions. The project delivery update will provide recommendations
identified from research and testing, along with a budgeted vs cost and budgeted vs timeline analysis.
Recommendations provided are located in sections 5.4 and 6.4 of this project file.
A knowledge management plan is critical in any current project and to assist with future projects.
Providing project members with clear and easy access to knowledge of other team members research
will ensure that all project members are at the same level. Having easy access to past projects in the
future will facilitate the effectiveness of future projects.
Class Engineering has established an account with Google Docs to store the project file and to
provide a central access point for all project members. A folder structure has been created to allow
members easy access to information required.
All project members have agreed to complete workbooks as accurately as possible and ensure that
notes are scanned and uploaded into project file on regular basis.
29
Facebook messenger account has been setup for project members to update team on non-critical
information.
Lastly, all project meetings minutes to be recorded, saved onto the shared file and distributed to each
team member to provide clear weekly goals for each member. The intention of these minutes is also
to provide a possible reflection point during projects end evaluation phase.
In all projects, it is assumed there will be conflicts within the team. An effective project team
includes people from different backgrounds and understanding in order to complete projects. Every
person has their own expectations for themselves and of others, if the expectations of others are not
made clear to the team, then there is generally a high chance of conflict. A skilled project leader will
ensure peoples backgrounds are respected and set clear expectations of all key project members to
comply to.
Certain conflict that involves critical analysis of the project or action/goal should be encouraged. This
ensures that the project actions or goals are robust as possible, as all angles of that action have been
Clear expectations need to be set at the start of the project and re-confirmed during the project to
ensure all project members have the same expectations set. The expectations should be developed by
the project team and agreed upon, this sets the guideline and provides everyone the opportunity to
align their expectations with other members expectations.
When roles arent clear, or a members responsibilities overlap, the potential for conflict arises. Class
Engineering ensure that, at the conclusion of a meeting, work breakdown structures are implemented
to ensure each member is aware of their task and what is to be expected of them. Should conflict arise,
the following procedures are implemented to resolve the problem.
4.1Project plan
For the Spaghetti bridge project this process is a fundamental success factor, the project management
plan (PMP) will aid in the definition, preparation, and coordination of the subsidiary plans as well as
integrates them into a PMP. This Document can be pulled out at a later date so one can see all
activities have been kept up to date and documented. The PMP contains the managerial processes and
a planned guide on what has been implemented from start and throughout the course of the project to
keep communication with key stakeholders and to stay in the guidelines via the clients criteria. The
PMP correlates to section 3.4.4 of the tactical plan "milestone checklist" which points out key dates
for deliverables of this project.
The project baselines will be developed and put in place before initiating activities. Baselines will aid
in the monitoring and controlling activities and if a change needs to be done baselines have to be
updated. Project baselines below are the main baselines required for this project, depending on the
magnitude of the change request the Project Manager has the authority to approve the changes or
request approvals from Sponsors.
Along with the baseline the subsidiary plans will be developed and updated constantly with the
change requests.
TABLE 17 SUBSIDIARY PLANS
Subsidiary Plans Approvals Version Update
Strategic Plan P/M Milestone scheduled/ As long
as high magnitude change
appears
Cost Management Plan P/M Milestone scheduled/ As long
as high magnitude change
appears
Risk Management Plan P/M Milestone scheduled/ As long
as high magnitude change
appears
25% progress Report P/M Milestone scheduled/ As long
as high magnitude change
appears
Cad Conceptual Design P/M Milestone scheduled/ As long
as high magnitude change
appears
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Updates and reviews to previous baselines and subsidiary plans will be performed upon a milestone or
if any major changes take place, P/M is responsible for updates to this document and to request
changes.
Pending the current stage of the project being in planning stages many aspects of the project
could change a high detailed WBS which illustrates how the EC intends to break down the
deliverables to more manageable tasks which will be included in the PMP. This high level
WBS is included in appendix M Work breakdown structure.
Class Engineering's bridge successfully took the total weight we had a group meeting to discuss how
to improve. Design file B & C will show our alternative designs on improving weight to strength
ratio.
Below is a chart showing why Class Engineering have chosen a truss design over other bridge designs
to suit client criteria.
During the testing phase Class Engineering designed a few trusses using Warren, Pratt, Warren with
verticals & Howe. From these warren was chosen as our core body for construction, a Warren truss
construction is relatively simple to construct and less time consuming. After trusses had been tested
we designed our first test bridge and also a concept bridge.
Below in picture 1 shows construction of our first warren truss bridge, overall the body of the warren
was strong, also noted in picture 2 you can see where the bridges supporting points failed under
compression.
38
Test Bridge 3
Test Bridge 3 was designed and constructed after taking back information from previous tests. As the
body of Test Bridge 1 and the supports of Test Bridge 2 were still intact we used this analysis to
design a bridge using the strengths of both bridges. Shown below in picture 5, Test Bridge 3 was
designed and constructed, although the bridge was not aesthetically pleasing it out performed its
predecessors and was successful in taking the whole 5.3kgs. This success has lead us constructing the
bridge more efficiently shown in our detailed design.
39
As Class Engineering are proposing three bridges for testing, separate design files for each bridge will
be included for the client in the project file. Separate documents allow the client to be able to get
direct information on all design aspects. The initial information for each design file will be kept
constant to ensure easy access from client. This section of the file will be used to record all design
information on the bridges designed by Class Eng. Detailed designs, drawings, calculations and
specifications will be shown. Research into the client criteria, Class Engineering had to take the client
brief into consideration. Using only thin cylindrical spaghetti, we designed and tested where tensing
and compression would take place. A variety of glues were tested to see how the spaghetti would
bond and if one or more glues should be used. Three Test bridges were constructed and a failure
analysis has been done to provide data to show where improvements should be made.
Class Engineering's bridge successfully took the total weight we had a group meeting to discuss how
to improve. Design file B & C will show our alternative designs on improving weight to strength
ratio.
Below is a chart showing why Class Engineering have chosen a truss design over other bridge designs
to suit client criteria.
During the testing phase Class Engineering designed a few trusses using Warren, Pratt, Warren with
verticals & Howe. From these warren was chosen as our core body for construction, a Warren truss
construction is relatively simple to construct and less time consuming. After trusses had been tested
we designed our first test bridge and also a concept bridge.
Below in picture 1 shows construction of our first warren truss bridge, overall the body of the warren
was strong, also noted in picture 2 you can see where the bridges supporting points failed under
compression.
42
Below in picture 3 Class Engineering's alternative concept design was tested, although the bridge
seemed to be strong it did not fit the clients test rig. Class Engineering decided to test knowing well
enough that it would be destroyed, although the test bridge was destroyed the supports for the bridge
stayed complete, shown in picture 4.
Test Bridge 3
Test Bridge 3 was designed and constructed after taking back information from previous tests. As the
body of Test Bridge 1 and the supports of Test Bridge 2 were still intact we used this analysis to
design a bridge using the strengths of both bridges. Shown below in picture 5, Test Bridge 3 was
designed and constructed, although the bridge was not aesthetically pleasing it out performed its
predecessors and was successful in taking the whole 5.3kgs. This success has lead us constructing the
bridge more efficiently shown in our detailed design.
43
As Class Engineering are proposing three bridges for testing, separate design files for each bridge will
be included for the client in the project file. Separate documents allow the client to be able to get
direct information on all design aspects. The initial information for each design file will be kept
constant to ensure easy access from client. This section of the file will be used to record all design
information on the bridges designed by Class Eng. Detailed designs, drawings, calculations and
specifications will be shown. Research into the client criteria, Class Engineering had to take the client
brief into consideration. Using only thin cylindrical spaghetti, we designed and tested where tensing
and compression would take place. A variety of glues were tested to see how the spaghetti would
bond and if one or more glues should be used. Three Test bridges were constructed and a failure
analysis has been done to provide data to show where improvements should be made.
Class Engineering's bridge successfully took the total weight we had a group meeting to discuss how
to improve. Design file B & C will show our alternative designs on improving weight to strength
ratio.
Below is a chart showing why Class Engineering have chosen a truss design over other bridge designs
to suit client criteria.
During the testing phase Class Engineering designed a few trusses using Warren, Pratt, Warren with
verticals & Howe. From these warren was chosen as our core body for construction, a Warren truss
construction is relatively simple to construct and less time consuming. After trusses had been tested
we designed our first test bridge and also a concept bridge.
Below in picture 1 shows construction of our first warren truss bridge, overall the body of the warren
was strong, also noted in picture 2 you can see where the bridges supporting points failed under
compression.
46
Test Bridge 3
Test Bridge 3 was designed and constructed after taking back information from previous tests. As the
body of Test Bridge 1 and the supports of Test Bridge 2 were still intact we used this analysis to
design a bridge using the strengths of both bridges. Shown below in picture 5, Test Bridge 3 was
designed and constructed, although the bridge was not aesthetically pleasing it out performed its
predecessors and was successful in taking the whole 5.3kgs. This success has lead us constructing the
bridge more efficiently shown in our detailed design.
47
4.3 Development/Production
Detail of the development and production of the bridge can be found in Appendix C & E.
4.4 Testing
Materials testing was undertaken to select the best type of spaghetti and adhesive to use. During the
materials test we tested the strength, flexibility and construction qualities of San Remo wholemeal
spaghetti, San Remo thin spaghetti and San Remo tubular spaghetti. We found that the tubular
spaghetti held up best. Super glue was also found to be the best material to use due to its strength,
ease of use and quick dry time.
After the materials testing, we tested trusses and found that the warren truss was the strongest, we did
this by adding weight until failure. From here we build three prototype bridges, with the third being
successful in meeting all the requirements.
4.5 Delivery
Class Engineering have ensured all deliverables thus far have met their deadlines. The delivery of the
final product and the final documentation will also be delivered by their due dates as there have been
no complications to prevent this.
4.5.1 Client Training
Training is not required as the bridge will be transported and installed by Class Engineering
personnel.
4.6 Communications
Class Engineering have been active in communication; using Facebook messenger and real time
meetings. A record of minutes has been kept up to date as seen in Appendix H
4.7 Progress reporting
The project team have kept the client updated with the progress of the project. Regular presentations
were given at the 20%, 50% and 80% milestones, their respective set dates are listed in 1.1.3.3
Documentation deliverable.
These presentations also allowed the client to ask questions on the status of the project.
50
Closure
51
5 Quality Management
5.1.1 Introduction
The lesson learnt document see appendix L Part A & B for the Spaghetti Bridge Project, compiles the
information into a handy reference document that can easily be accessible by future project
coordinators. The document will list the problems identified and what steps were implemented to
overcome these issues. Also, the lesson learnt document will include areas of success that the team
wants continued in future projects. The document will be communicated to all relevant parties within
the organisation as well as saved to the KNS along with previous lesson learnt documents for easy
reference.
The actual costs the project totalled to $46,900. Class Engineering not only developed and trialled a
bridge that met the clients scope, it also saved the client just under $15,000 by bringing the project in
under budget by approximately 24%.
55
Strategic Planning was completed under budget. This may have been because the team skimmed this
section and did not input the time required to truly plan this project. This can be seen in the budget
sections and time sheets where sections have no budgeted or actual costs against them. For example,
the budget has no time allocated in the project management for document review, progress updates
and document approvals.
Conceptual design was also completed under budget. This was mainly due to the team over budgeting
as team envisioned difficulties with learning 3D drawing programs. The difficulties were not
experienced hence the saving.
Evaluation was completed over budget. The team failed to identify the difficulties in constructing
bridges out of spaghetti. During the project the team placed more labour resources on this section
after initial failures highlighted a risk to the project, which also led to the budget cost overrun.
Testing was completed over budget. The team failed to allow for appropriate resources in the
construction and testing of the final bridge. The reason for this is the same as the evaluation in that
the team underestimated the difficulties in building the bridge.
Project File was over budget. This maybe that the team overestimated the time required, and or,
allocated hours to this section that should have been allocated to other areas such as the strategic or
conceptual design. Recommendations for a more thorough recording of time sheets will be included
in section 5.1.4.
Project Management was brought well under budget. The reason may be similar to the project file,
where time not allocated to this section that was supposed to be. Another reason may be that the team
over allocated the budgeted resources. The team only spent approximately 24% of the budgeted
amount, meaning the initial quote to the client could have been greatly reduced. A more in-depth
recommendation will be included in section 5.1.4 that highlights the need to accurately budget for a
project so as not to over quote and run the risk of losing business.
Project Miscellaneous Costs, though minor were also brought under budget. This was because the
team identified a different way of transporting the bridges for testing thus not requiring packing
containers.
Tactical Planning April 18, 2016 April 18, 2016 Completed on time
Project File 1-6 May 23, 2016 May 23, 2016 Completed on time
Project Management May 23, 2016 May 23, 2016 Completed on time
Project Deliver May 23, 2016 May 23, 2016 Completed on time
56
5.4 Conclusion
Class Engineering successfully completed all stages of the Spaghetti Bridge Project on time. This
was mainly due to the team effectively communicating with each other, supporting each other when
help was required and delivering on promised outcomes before or on time. However, some of the
initial planning may not have been as thorough as could have been though the team was able to
effectively able to overcome any risks through teamwork.
The team identified early on the complexity of this project and assigned labour resources early to
ensure that the initial tasks of the project were completed quickly to allow for any unforeseen issues
that might arise. This eventuated in the evaluation stage of the project where extra labour resources
were required to develop an effective bridge for testing. Since the team was ahead of schedule, the
extra time did not impact on the overall delivery of the project.
57
QIBT Closure
58
We each had to deliver a presentation that was of a professional standard which gave the client vital
information on the progression of the project such as budget updates, milestones achieved and what is
to be expected of the team. This all had to tie in with a related executive summary, which was where
the skills learned by reading P. Js technical writing guide as well as those gained through in class
writing exercises came into use.
Throughout the project the team were faced with challenges and have learned much to take on to
future projects. In this section the focus is on what these challenges were and how we approached
them by using problem solving skills, critical thinking and the Engineering Method. By using this
project as a guide, future projects should be a more efficient process as the team now has experience
on the various steps required of a project of this depth. Should any issues arise in the management of
future projects throughout our studying of engineering, we can refer back to this project file to assist
us.
The delegation of team tasks was essential in the completion of this project and each member
performed well in carrying out what was expected of them. All members had work completed on time
and of the quality expected of them. We worked well as a team to generate solutions for the problem
and each member contributed something to the project. It allowed us to experience what working as
an Engineer actually entails, from being given a client specification and deadline to meet and then
working to solve the solution. Choice of materials and the testing of them, method of design,
budgeting and project management were all skills utilised throughout the weeks and the team learned
how to effectively solve each problem as it arose.
Added to this was the difficulty of using spaghetti as a construction material. It is unevenly shaped
and has unstable properties which adds to how unpredictable it will perform while under stress. What
we thought would be a good design early on in the project lifecycle turned out to be a poor direction
to take the project down once construction started. After we built test trusses and became more
familiar with working with spaghetti as a material we were able to modify and simplify our design to
take into consideration the difficulties faced. From here we developed prototype bridges, the first of
which were unsuccessful in bearing the weight of the car alone. After we identified the weaknesses of
the bridge we were then able to build a second prototype which held the maximum weight and met all
the clients specifications. We were then able to optimise this design further to what would become
our final bridge design.
59
Generation of an idea
Concept
Planning
Designing
Development
Delivery
It was useful to get actual experience of using the Engineering Method in order to understand its
importance in the world of Engineering.
6.1.1 Research
Research was carried out by the team early on to help us generate ideas and begin to form solutions.
The team undertook many forms of research and they included; researching bridge designs, asking
civil engineers for advice on truss types and load distribution, which spaghetti would potentially be
the strongest and which glues would be a suitable choice. As well as researching information
regarding the design of the bridge, we also looked into using spaghetti as a construction material as
from that we learned some hints and tips that made for an easier construction of the final product.
Process Appendix
Budgeting D
Gantt Chart E
Risk Register G
Risk Matrix H
Experimental Data J
Performance criteria K
All of the processes were put into place early in the project to ensure should a problem arise, we
would be able to deal with it quickly and effectively. Neil Andrews was assigned as project
coordinator and the delegation of tasks amongst the team was divided up soon after, which led to a
smooth and relatively fast start to the project file. Document control was put in place at the conclusion
of the first draft of Strategic Planning to ensure that the following documentation was of the same
format. Not only this, it ensured the quality of the work remained at the standard we were expecting.
In the teams first meeting we had a shared goal of at least a distinction mark for the project file, and
with this in mind peer reviewing of each others sections, as well as a final document gatekeeper,
ensured this standard.
The project management plan was the next procedure put into place and it was vital to ensure the
various aspects of the project were on schedule. By using it we were able to begin materials testing at
around 50% completion, and once we were satisfied with the choice of materials we could then go on
61
to construct a test bridge. I think the project management plan was a key factor in the group meeting
all deadlines as other teams who didnt have such procedures in place struggled to do so.
The budgeting spreadsheet that was created was designed to be constantly updated, and it developed
in line with the evolution of the project file. As members took longer than expected on a task, the
budget was adjusted accordingly. This was communicated to the client at each progress update
presentation. Obtaining materials and the construction of the test bridges took up a large percentage of
the teams budget but there was still enough to deliver the final bridge while still remaining under.
The Gantt chart that was developed broke down the project tasks into manageable sections and it
highlighted how many team members would be working on it and roughly how many hours would be
required for the completion of the task. It was a similar style of document to the budget spreadsheet in
that it evolved along with the project file. If a task took more or less time than anticipated, then it
would be detailed in the Gantt chart so that man hours could be taken away from other tasks, or added
should they be required.
As with any project, there are risks involved throughout its progression. We developed a risk register
and related risk matrix to address any potential risks and how severely they would affect the project.
These risks ranged from the death of a team member, to loss of documents, to a member gluing their
fingers together during construction. Thankfully, there were no risks that affected the project. We had
put into place the document protection plan as part of our risk register, and it came into use after our
final copy of the project file disappeared from the Google Drive. There were electronic backups
available and the document was reinstated without too much loss of progress and the impact on man
hours was minimal. The document protection plan was also useful as it prevented any confusion
amongst team members about which version of the document was being updated or worked on. This
prevented not only confusion but it ensured work wasnt doubled up, this was also prevented by clear
communication between members as to who was doing what throughout the lifecycle of the project.
In order to accurately track man hours, so that both the budget and Gantt chart could be accurate and
up to date, meeting minutes were used throughout the project. Each member took note of how long
they spend working through a particular task, and each of their hours were filled into a time sheet at
the conclusion of a team meeting.
The experimental data and performance criteria was put into place to allow us to refer back to the
results when checking the design of the final product and when building it. Included were results of
the material strength test and of the performance of the prototype bridges, performance data included
photos of the failed bridges and highlighted points of failure.
Finally, the strategies taken to minimise conflict (Section 3.7.2) were implemented should tension
between members arise. There were no conflicts between members as all ideas and views were
considered and everyone had a shared goal to work towards. It was essential to include however as if
there was conflict, it would be beneficial to the project to resolve it as quickly as possible.
All the strategies implemented played a crucial role to the successful completion of the project. They
were put in place to increase efficiency of the teams working hours and also to refer to should any
major problems arise during the project. By following all the procedures and strategies we were able
to complete the project to a high standard, under budget and on schedule so that all personnel, client
and group members alike were satisfied.
Minimising Conflict plan. These were all utilised to ensure group productivity was maximised and
that there was always a plan to follow.
Effective time management; Are the assigned tasks completed before deadline date, if a
member needs help or information are they coming to the group early to resolve their
problem.
Being active in communication: Attending all meetings and being in regular contact with the
group to ensure everyone knows we are on track and that no sections are falling behind.
Reliability: Trust between the members of assigned tasks being completed.
Quality of work: Assuring the work is of the standard expected.
Some challenges were identified in the beginning, English is a second language of one student and he
questioned his academic writing abilities, but through assistance of the group he was able to write to
the standard required. Other members had more experience with construction ideas and skill levels
working with products like Microsoft word and Excel varied between members. However, we all
worked together to ensure that others weaknesses in a certain area did not hinder the project.
As assignments for other classes were due and the test bridges had to be built, work on the file halted
for a short moment. But as soon as time was available, the team pushed to finish the file early to allow
time for reviewing and editing. All in all, the team did exceptionally well throughout the duration of
the project and have maintained the standard expected of Class Engineering despite the obstacles and
challenges faced along the way.
6.4 Conclusion
The team worked exceptionally well together and assigned tasks were always completed in a
satisfactory manner. The effective use of managing strategies and the crucial feedback from the
project sponsor, P.J Wilson, allowed us to stay on track and ensure the work was being completed to
the high standard we expect. All deliverables were delivered on their due dates and the project
finished under budget.
By using the Engineering method, Class Engineering were able to develop their problem solving and
critical thinking skills to generate a solution outlined in the original client brief. Changes to the project
were continually made when required and the project file grew rapidly when versions were updated
with new content after a critical point, such as materials testing, prototype testing or budget review.
As well as enhancing the prior mentioned skills, the project allowed us all to work as a group and
learn lessons from this to take on to further group work at University and in the working world alike.
64
6.5 Recommendations
Class Engineering can make the following recommendations for applying the Engineering method to
the Spaghetti Bridge project:
Ensure that effective time management principles are in place for all members. The workload
throughout the semester usually builds quite rapidly and the due dates for a lot of assignments
typically are clustered together. If a team member is unable to properly manage their time
then they will fall behind, either as a result of the project or they will fall behind in the
project. By employing good time management this can be avoided.
The project file is worth more marks than the bridge, so greater emphasis should be placed on
producing a project file of high quality. This shouldnt undermine the importance of creating
a good bridge, but rather than waste time coming up with an experimental new design, a
simpler, functional model should be built to allow more time for the project file.
While the issue didnt really hinder Class Engineerings work, other groups had problems
with team management. From the very first meeting, the groups expectations should be
shared so that all members are on the same page. All strengths and weaknesses should be
honestly shared, as should any important life commitments that may impact the project.
Before groups are even formed, students should try to find themselves others who strive to
achieve the same grades so that conflict can be avoided and that the work required will be
completed satisfactorily.
65
Appendix A
1. Aim:
The aim of this document is to ensure that the correct documents are presented in the Project
file to the lecturer in week 12, as per ISO 9001, 2008 (control of documents 4.2.3).
2. Who:
This document is to be followed by all team members of Class Engineering. Each team
member is responsible for controlling their documents. The responsibility of the project
manager is to ensure that all documents follow this standard.
3. Assumptions:
That there is no difference between records or documents.
This document is a work in progress document and should be reviewed by the project
manager on a needs basis and updated as required.
4. Approval Authority:
Final approval to reside with the project manager. Digital copies, draft removed from
document and file name to signify approval. Hard copies, each page to be signed in the
designated location in the footer section.
5. Document Review:
5.1
Each document to be reviewed by at least one other team member. Allocation of review
documents will be determined by the project manager. Nominated reviewer to be notified
during weekly team meetings or via email. Team members should regularly check their
review folders to ensure review delay is kept to a minimum.
All documents to include a version number, date, author and project name in the header
section and in file name. This is to ensure documents are not misplaced or mixed with
other documents.
6.1 Controlling Changes
Any changes to document require an update of the version number. The old document is
to be moved to a superseded file, with superseded added to file name.
6.2 Reviewer requirements
Reviewers to change only formatting, spelling and grammar. For any critical changes,
only the use of comments section is allowed. This is to ensure that authors meaning is
not confused by reviewer. Reviewer to notify author of changes.
7. Document Location
7.1 Digital
Digital copies of all documents to be saved onto the shared Google drive,
location:classabridge2016@gmail.com
7.2 Hard copy
The project file is to store the master copies of all documents. Any subsequent files
(design file) are to be considered as duplicates.
7.3 Authority
Project manager has overall control of both digital and hard copies of the project file.
Each team member is responsible for ensuring own documents are up to date and in
correct location.
Hard copy of project file is to be updated weekly.
8. Document Identity
A document reference system will be created and used by all team members. The reference
will include, project name, document name, author, version, date and draft. Refer to the quick
guide for explanation of reference convention. This is to ensure documents can be identified
quickly and to ensure documents are not stored in wrong locations.
9.2 Applicable
Previously stated document controls apply to all external documents.
67
Appendix B.
Naming Convention:
Project name File or document name section Authors initials date draft version no.
Add Review and reviewers initials as required
SBBP Proj File Sect. 1 NA 16-3-2016 draft V1
Or
SBBP Doc Control MA 16-3-2016 draft V1
Or
SBBP Doc Control MA 16-3-2016 draft Rev NA V2
Page Layout:
All documents to have a header and footer with this format:
Project name - File or document name section Authors name date and version number
SBBP Proj File Sect. 1 N Andrews 16-3-2016 V1
All documents to use draft white wash until final approval.
See this document for example
- Team
o Neil Andrews
Docs in progress
Review
Updated
o Alan George
o Shane Robinson
o Mitch Alexander
- Research Documents
o Truss Designs
o Calculating Force
- Lab Results
o Tensile Tests
o Glue Tests
Document Archive:
- All superseded documents are to be kept and stored in superseded folder (digital)
and project folder, superseded subsection. UNDER NO circumstances are
documents to be deleted.
70
Appendix C
One Page Project Management
Project Leader: Neil Andrews Project Spaghetti Bridge Build Date 21st of May 2016
Project ObjectiveTo plan, design and build a bridge out of spaghetti, set out
in project brief -2016.T1_1007ENG_Project.Brief
Objectives # Major Tasks Project Completed by: Owner & Secondary
Wk2 Wk3 Wk4 Break Wk5 Wk6 Wk 7 Wk 8 Wk9 Wk10 Wk11 Wk12
Stategic Planning
Research 10 100
Document Development 10 75 100
Conceptual Design
Research 10 100
Document Development 50 90 100
Software Cad 10 100
Tactical Planning
Document Development 10 20 50 100
Evaluation
Lab Testing 10 75 100
Construction Prototypes Trusses 25 50 75 100
Document Development 50 75 100
Testing
Construction & Bridge Testing 100
Document Development 100
Project File 1-6
Project File 1-6 15 20 30 45 50 75 90 100
Document Development
Project Management
Progress Updates 20% 100
Progress Updates 50% 10 20
Progress Updates 80% 100
Progress Updates 100% 50 100
Project Deliver
Document Review
Approval
Conceptual Design
Mitchell Alexander
Stategic Planning
Chart Title
Shane Robinson
Neil Andrews
Alan George
Project File
Overall
Evaluation
Testing
Actuaul Budget
71
Appendix D
Budget
Appendix E
Gantt Chart
73
Multiplier
Total Hrs
Major Issues - Target not achievable Actual
# Tasks Wk 2 Wk 3 Wk 4 Break Wk 5 Wk 6 Wk 7 Wk 8 Wk 9 Wk 10 Wk 11 Wk 12 Est Total Total
MonTuesWedThurFrid MonTue WedThu Fri MonTue WedThu Fri MonTue WedThu Fri MonTue WedThu Fri MonTue WedThu Fri MonTue WedThu Fri MonTue WedThu Fri MonTue WedThu Fri MonTue WedThu Fri MonTue WedThu Fri MonTue WedThu Fri Hours Hours
Strat Plan
1 Estimate 1 3.1 0 0
Research Prince2 Project Management principles
Actual 1 0 0
2 Estimate 4 1 3.1 4 12.56
Research Scope Understanding
Actual 1 0 0
3 Estimate 4 1 3.1 4 12.56
Research Performance Criteria
Actual 1 0 0
4 Estimate 2 1 3.1 2 6.28
Research Identify responsibilities and key stakeholders
Actual 1 0 0
5 Estimate 2 1 3.1 2 6.28 37.68
Research Develop assumptions and exclusions
Actual 1 0 0 0
6 Docume Estimate 1 1 1 4 1 3.1 7 21.98
Budget Estimates
nt Dev Actual 1 0 0
7 Docume Estimate 1 1 1 4 1 3.1 7 21.98
Risk Analysis
nt Dev Actual 1 0 0
8 Docume Estimate 1 1 1 4 1 3.1 7 21.98
Develop Schedule
nt Dev Actual 1 0 0
9 Docume Estimate 1 1 2 1 3.1 4 12.56
Executive Summary progress 20%
nt Dev Actual 1 0 0
10 Docume Estimate 1 1 1 1 3.1 3 9.42
Progress Presentation - 20%
nt Dev Actual 1 0 0
11 Docume Estimate 1 3.1 0 0 87.92
Strategic Plan Due
nt Dev Actual 1 0 0 0
12 Estimate 1 3.1 0 0
Tactical Plan
Actual 1 0 0
13 Concept Research Estimate 4 4 4 1 3.1 12 37.68
Research Bridge designs
Design Actual 1 0 0
14 Research Estimate 4 1 3.1 4 12.56 50.24
Selection process - identify designs
Actual 1 0 0 0
15 Software Estimate 4 4 1 3.1 8 25.12
Orthogonal Drawings
Cad Actual 1 0 0
16 Software Estimate 4 4 4 1 3.1 12 37.68 62.8
3D Drawings
Cad Actual 1 0 0 0
17 Docume Estimate 4 4 1 3.1 8 25.12
Summary of findings
nt Dev Actual 1 0 0
18 Docume Estimate 1 1 1 1 3.1 3 9.42
Executive Summary progress 50%
nt Dev Actual 1 0 0
19 Docume Estimate 1 1 1 1 3.1 3 9.42 43.96
Progress Presentation - 50%
nt Dev Actual 1 0 0 0
20 Evaluation Docume Estimate 2 2 1 3.1 4 12.56
Performance Criterial Rank Matrix
nt Dev Actual 1 0 0
21 Docume Estimate 1 1 3.1 1 3.14 15.7
Develop procedure for bridge construction
nt Dev Actual 1 0 0 0
22 Estimate 4 4 4 4 4 1 3.1 20 62.8 62.8
Evaluate appropriate construction materials
Lab Test Actual 1 0 0 0
23 Construc Estimate 4 4 4 4 4 4 4 4 1 3.1 32 100.48 100.48
Build and trial truss designs
tion Actual 1 0 0 0
24 Test Construc Estimate 4 4 4 4 4 1 3.1 20 62.8
Test Trial Bridge
tion Actual 1 0 0
Construc Estimate 4 1 3.1 4 12.56 75.36
Test Bridge Competition
25 tion Actual 1 0 0 0
26 Docume Estimate 1 1 1 1 3.1 3 9.42
Executive Summary Progress 80%
nt Dev Actual 1 0 0
27 Docume Estimate 1 1 1 1 3.1 3 9.42 18.84
Progress Presentation 80%
nt Dev Actual 1 0 0 0
28 Project File Project Estimate 1 1 1 1 1 1 1 3.1 6 18.84
Project File Section 1
file 1-6 Actual 1 0 0
29 Project Estimate 1 1 1 1 1 1 1 3.1 6 18.84
Project File Section 2
file 1-6 Actual 1 0 0
30 Project Estimate 1 1 1 1 1 1 1 3.1 6 18.84
Project File Section 3
file 1-6 Actual 1 0 0
31 Project Estimate 1 1 1 1 1 1 3.1 5 15.7
Project File Section 4
file 1-6 Actual 1 0 0
32 Project Estimate 1 3.1 0 0
Project File Section 5
file 1-6 Actual 1 0 0
33 Project Estimate 1 3.1 0 0 72.22
Project File Section 6
file 1-6 Actual 1 0 0 0
34 Docume Estimate 1 3.1 0 0
Executive Summary Progress 100%
nt Dev Actual 1 0 0
35 Docume Estimate 1 3.1 0 0 0
Progress Presentation
nt Dev Actual 1 0 0 0
Estimate 4 4 4 4 4 4 4 4 4 4 4 2 1 44 88
Project Meetings
Actual 1 0 0
36 Estimate 1 3.1 0 0 0
Delivery Project File
Actual 1 0 0 0
74
Appendix F
Project Miscellaneous Costs
Total Balance
Budgeted Over/Und
Stationary QTY Item CostCost Actual Costs er
Project Folder 1 $10.00 $10.00 10 $0.00
Design Folders 4 $4.00 $16.00 $16.00
Work Books 4 $1.50 $6.00 6 $0.00
Printing 200 $0.10 $20.00 20 $0.00
Misc 1 $20.00 $20.00 $20.00
Spaghetti
Trial 5 $5.00 $25.00 10 $15.00
Construction 5 $5.00 $25.00 10 $15.00
Glue
Trial 5 $5.00 $25.00 30 -$5.00
Construction 5 $5.00 $25.00 10 $15.00
Transport
Container 1 $30.00 $30.00 0 $30.00
Packing material 1 $20.00 $20.00 0 $20.00
Car Expense 1 $50.00 $50.00 30 $20.00
Misc
Masking tape 2 $4.00 $8.00 1.5 $6.50
Misc 1 $50.00 $50.00 10 $40.00
Appendix G
Risk Register
76
Budget cost of project M Alexander budget estimates Unexperienced Possible Link budget to gantt 25/03/2016 No further
exceeds estimate not realistic in project members impact on final chart controls required
planning stage developing grade As a team develop
budget Financial risk to gantt chart as best
3 4 12 3 1 3
business as possible
Use of multiplier of
3.14 to provide
buffer
Budget cost of project N Andrews Labor hrs or Project M Alexander Implement Possible Link timesheets to No further
exceeds estimate materials cost not coordinator not immediately impact on final budget and track controls required
managed during managing costs grade budget versus
project life cycle Lack of 3 4 12 Financial risk to actual 3 1 3
experience or business Add topic to project
forgetting to minutes template
Safety Project member super A George Project member using superglue M Alexander Prior to Project Risk assessment to No further
glues hand to object requiring first aid to bond spaghetti evaluation of member is be completed prior controls required
from doctor together designs incapacitated to construction.
3 3 9 for a few days Project members to 3 1 3
Possible use latex gloves
construction during construction
delays
Safety Dust Inhalation Respiratory Sanding joints N Andrews Based on Minimal Team members No further
exposure during identifying required to wear controls required
construction of requirement dust masks
bridge during 2 3 6 Team members 2 1 2
construction required to
testing phase complete Risk
assessment
Safety Cuts Contact with Sanding joints Based on Possible Risk Assessment to No further
moving machinery during identifying laceration or be completed prior controls required
construction of requirement loss of digit to using electrical
bridge using during sander
electrical sander construction
testing phase Use of two people
4 3 12 4 1 4
at all times when
sander is in use
Wearing leather
gloves
Safety Cuts Skin contact with Using sharp Based on Damage to Team members to No further
Blade knife or scissors identifying hand or foot wear gloves and controls required
to cut spaghetti, requirement requiring enclosed footwear.
can slip and cut during 3 3 9 sutches Training on safe 1 3 3
operators hand construction use of knives prior
or be dropped on testing phase to using
foot
Safety Electrical Electrocution Using faulty Based on Loss of life Risk Assessment to No further
whilst using equipment or identifying be completed prior controls required
sander working near requirement to using electrical
water, cause during sander
electrical construction
equipment to testing phase Equipment
short inspected by
5 4 20 competent team 5 1 5
member - inspect
lead
Ensure safety
switch electrical
circuit working
Work in dry
environment
77
Safety Electrical Electrocution Using faulty Based on Loss of life Risk Assessment to No further
whilst using equipment or identifying be completed prior controls required
sander working near requirement to using electrical
water, cause during sander
electrical construction
equipment to testing phase Equipment
short inspected by
5 4 20 competent team 5 1 5
member - inspect
lead
Ensure safety
switch electrical
circuit working
Work in dry
environment
Safety Chemical exposure Inhalation of Constructing Implemented Possible Team members to No further
chemical fumes bridge using glue before bridge poisoning and read material safety controls required
in a non construction hospitilsation data sheets before
ventilated room using any glue
3 4 12 3 1 3
All work to be
carried out in a well
ventilated area
Schedule Project missing N Andrews Schedule not Inexperienced Implemented Project not Develop schedule No further
deadline accurate project members immediately delivered as accurately as controls required
developing ontime possible
schedule Use 3.14 multiplier
on all tasks as all
5 4 20 5 1 5
new
Check and update
schedule every
week during project
meeting
Schedule Project missing Actions or tasks Project Implement Project misses Minutes to be taken No further
deadline missed members immediately key milestones and sent to all controls required
forgetting their project members.
tasks Project member is
Project 4 3 12 to ensure tasks are 4 1 4
members not to check minutes to
clear on tasks/ ensure tasks are
responsibilities completed
Project file Document control document version Project M Alexander Implement Project delivers Develop a 18/03/2016 No further
mixed members immediately wrong document control controls required
working on information to plan
wrong version of client
5 4 20 5 1 5
document
Wrong version
delivered to
client
People Project missing Team motivation Conflict, poor Project not Have weekly 18/03/2016 No further
deadline deteriorates guidance, one delivered meetings where controls required
member not ontime everyone updates
doing any work, on their progress
stress 4 2 8 Provide 4 1 4
encouragement as
much as possible to
others to keep
morale up.
Performance Project progressing in Project scope not Project Implement Project does Clarify No further
Criteria wrong direction defined properly members immediately not deliver on understanding of controls required
during planning misinterpret clients scope scope with project
stage scope, and don't 5 2 10 manager. 5 1 5
ask for
clarification from
Project Manager
People Project delayed Poor Project manager Project misses Identify time No further
communication not responding key milestones manager is controls required
or unavailable to available.
clarify or approve Schedule work
items in project 3 4 12 around delay 3 1 3
Inform manager of
project risk to
business if not
responding quickly
People Expectations for Project manager Manager may be No further
project change is replaced promoted, controls required
sacked or
3 1 3 3 1 3
replaced during
course of project
life
Project file Quality Document not Each team Implement Project failure, Develop a quality No further
standard member using immediately as document plan controls required
own formatting manager/client
5 3 15 5 1 5
rules will only accept
certain
formatting
Project file Poor management Team members Project failure, Develop document No further
not complying as review process controls required
with project manager/client Project coordinator
requirements will only accept to check members
certain work weekly
5 3 15 formatting 5 1 5
Project
requires
standardisation
of all
documents
Performance Transport Bridge damaged Bridge can be Prior to test day Test failure of Obtain packing No further
Criteria prior to test damaged during bridge crate and packing controls required
transit, dropped, material to transport
squashed etc bridge in.
Use of two hands
5 4 20 5 1 5
when carrying
container
Not to stack
anything on top of
container
Safety Struck by Using bridge rig Bridge failing 1 week prior to Severe bruising Project members to No further
when using cart, any testing with or broken toe wear enclosed controls required
causing cart to rig shoes
fall from rig and No project member
strike project to stand near rig
3 3 9 3 1 3
member when cart is in
motion
Risk assessment to
be developed prior
to using rig
Performance Insuffiecient trials Limited access to Rig not set up at Bridge Project team to No further
Criteria rig college for research not schedule work controls required
testing, requires sufficient to around access to
approval from ensure best ensure enough time
project manager 3 3 9 design testing 3 1 3
Bridge not
meeting
performance
requirements
78
Appendix H
Risk Matrix
Likelihood Table
Pt Likelihood level Likelihood of Occurrence / Exposure Criteria
SEVERITY
Critical Very Serious Serious Marginal Negligible
(5) (4) (3) (2) (1)
25 20
Frequent 15 10 5
Operation not Operation not
(5) High priority Medium Priority Risk acceptable
permissible permissible
20 16
Moderate 12 8 4
Operation not Operation not
(4) High priority Medium Priority Risk acceptable
permissible permissible
LIKELIHOOD
Occasional 15 12 9 6 3
(3) High priority High priority Medium Priority Risk acceptable Risk acceptable
Remote 10 8 6 4 2
(2) Medium Priority Medium Priority Risk acceptable Risk acceptable Risk acceptable
Unlikely 5 4 3 2 1
(1) Risk acceptable Risk acceptable Risk acceptable Risk acceptable Risk acceptable
79
Appendix I
Project Meeting Minutes
Class Engineering Spaghetti Bridge Project Meeting Minutes
Class Engineering Project Meeting Minutes
Date: 01/04/2016
Present: Shane Robinson, Alan George, Neil Andrews, Mitch Alexander
Apologies:
Minute taker: Mitchell Alexander
Next weeks minute taker:
AGENDA
Safety
NIl
Work completed
Work scheduled
TOTAL
Logistics/Other
81
Date: 11/04/2016
Present: Shane Robinson, Alan George, Neil Andrews, Mitch Alexander
Apologies:
Minute taker: Mitchell Alexander
Next weeks minute taker:
AGENDA
Safety
NIl
Work completed
Hours Used
82
Work scheduled
TOTAL
Logistics/Other
83
Date: 18/04/2016
Present: Shane Robinson, Alan George, Neil Andrews, Mitch Alexander
Apologies:
Minute taker: Neil Andrews
Next weeks minute taker:
AGENDA
Safety
Work completed
Work scheduled
TOTAL
Logistics/Other
85
Date: 25/04/2016
Present: Shane Robinson, Alan George, Neil Andrews, Mitch Alexander
Apologies:
Minute taker: Neil Andrews
Next weeks minute taker:
AGENDA
Safety
Work completed
Hours Used
86
Work scheduled
TOTAL
Logistics/Other
87
Date: 02/05/16
Present: Shane Robinson, Alan George, Neil Andrews, Mitch Alexander
Apologies:
Minute taker: Neil Andrews
Next weeks minute taker:
AGENDA
Safety
Work completed
Work scheduled
TOTAL
Logistics/Other
89
Date: 09/05/16
Present: Shane Robinson, Alan George, Neil Andrews, Mitch Alexander
Apologies:
Minute taker: Neil Andrews
Next weeks minute taker:
AGENDA
Safety
Work completed
Work scheduled
TOTAL
Logistics/Other
91
Date: 16/05/16
Present: Shane Robinson, Alan George, Neil Andrews, Mitch Alexander
Apologies:
Minute taker: Neil Andrews
Next weeks minute taker:
AGENDA
Safety
Work completed
Work scheduled
TOTAL
Logistics/Other
93
Diameter Diameter Diameter Avg Qty 50cent Avg Mass Avg Length Radius
Length (mm) (mm) (mm) Diameter Pieces Inc Avg Mass Total Avg (g) (mm) Total Avg Avg Area Avg
Test no. (mm) 1st points 2nd points 3rd points (mm) Span (mm) Basket 50c p (g) Mass (g) Spaghetti Spaghetti Mass (Kg) Force (N) (mm) (m) Stress
1 25.4 2.57 2.51 2.50 2.53 120 23 7.14 164.29 1.69 25.25 0.16 1.61 1.26 5.01147489 0.321
2 25.2 2.62 2.48 2.53 2.54 120 23 7.14 164.29 1.69 25.25 0.16 1.61 1.27 5.07780739 0.317
3 25.3 2.62 2.64 2.60 2.62 120 24 7.14 171.43 1.69 25.25 0.17 1.68 1.31 5.388554 0.312
4 25.0 2.54 2.49 2.51 2.51 120 21 7.14 150.00 1.69 25.25 0.15 1.47 1.26 4.95872289 0.296
5 25.0 2.57 2.61 2.63 2.60 120 23 7.14 164.29 1.69 25.25 0.16 1.61 1.30 5.32021539 0.303
Avg 25.18 2.58 2.55 2.55 2.56 120 22.8 7.14 162.86 1.69 25.25 0.16 1.60 1.28 5.15135491 0.310
Diameter Diameter Diameter Avg Qty 50cent Avg Mass Avg Length Radius
Length (mm) (mm) (mm) Diameter Pieces Inc Avg Mass Total Avg (g) (mm) Total Avg Avg Area Avg
Test no. (mm) 1st points 2nd points 3rd points (mm) Span (mm) Basket 50c p (g) Mass (g) Spaghetti Spaghetti Mass (Kg) Force (N) (mm) (m) Stress
1 24.6 2.06 2.03 2.07 2.05 120 11 7.14 78.57 0.85 24.3 0.079 0.77 1.03 3.30969956 0.233
2 24.4 2.03 2.03 1.99 2.02 120 10 7.14 71.43 0.85 24.3 0.071 0.70 1.01 3.19255139 0.219
3 24.5 2.02 2.01 1.99 2.01 120 11 7.14 78.57 0.85 24.3 0.079 0.77 1.00 3.16096822 0.244
4 24.8 1.97 1.98 1.99 1.98 120 11 7.14 78.57 0.85 24.3 0.079 0.77 0.99 3.077514 0.250
5 24.1 2.04 1.97 2.04 2.02 120 11 7.14 78.57 0.85 24.3 0.079 0.77 1.01 3.19255139 0.241
Avg 24.48 2.02 2.00 2.02 2.01 120.00 10.80 7.14 77.14 0.85 24.25 0.077 0.76 1.01 3.18665691 0.237
Diameter Diameter Diameter Avg Qty 50cent Avg Mass Avg Length Radius
Length (mm) (mm) (mm) Diameter Pieces Inc Avg Mass Total Avg (g) (mm) Total Avg Avg Area Avg
Test no. (mm) 1st points 2nd points 3rd points (mm) Span (mm) Basket 50c p (g) Mass (g) Spaghetti Spaghetti Mass (Kg) Force (N) (mm) (m) Stress
1 25.3 1.66 1.62 1.69 1.66 120 9 7.14 64.29 0.64 25.08 0.064 0.63 0.83 2.15446739 0.292
2 25.4 1.63 1.61 1.61 1.62 120 10 7.14 71.43 0.64 25.08 0.071 0.70 0.81 2.05168472 0.341
3 25.3 1.6 1.62 1.61 1.61 120 9 7.14 64.29 0.64 25.08 0.064 0.63 0.81 2.0347985 0.310
4 25.00 1.78 1.62 1.69 1.70 120 10 7.14 71.43 0.64 25.08 0.071 0.70 0.85 2.25976206 0.310
5 25.4 1.62 1.65 1.62 1.63 120 10 7.14 71.43 0.64 25.08 0.071 0.70 0.82 2.0856665 0.336
Avg 25.28 1.66 1.62 1.64 1.64 120 9.6 7.14 68.57 0.64 25.08 0.069 0.67 0.82 2.11727583 0.318
1.40
Newtons
1.20
1.00
0.76
0.80 0.67
0.60
0.40
1.00 1.50 2.00 2.50 3.00
Diameter
94
1 Suitability to rig
2 Ease of construction
3 Span - more suitable over longer distances
4 Amount of materials/ weight & Cost
5 Robustness - will it transport
6 Rigidness - how much bracing required to prevent twisting
7 Safety - not deemed relevant
Note: Results based on information found during research, but deemed as a guide only during the
development of this criteria. Team to trial truss styles based mainly on simplicity of construction
over Arch style. Possibility that some arch components maybe required if truss style not effective
during trials.
Note: For the performance of Each bridge, 5 is being the very best, 4 is best, 3 Is OK, 2 is not very
and 1 is not the best bridge to be built
Warren truss is easy to construct but comparing to other bridges this bridge would not use much
material. This bridge will have lowest weight out of all the bridges and that means it will be cost
efficient. This bridge will be easy to transport. If constructed well, without any bends, it will be
95
having good sideways stability. Form the research it can be seen as that this bridge would have
great force distribution comparing to any other bridges.
Howe truss
Howe truss is also easy to construct but comparing to other bridges this bridge would use more
martials than Warren truss. Comparing to other bridges, this bridge will have the same amount of
weight as Pratt but it will be higher than warren truss. This bridge will be easy to transport. If
constructed well, without any bends, it will be having OK sideways stability. Form the research it
can be seen as that this bridge would have good force distribution comparing to any other bridges.
Pratt truss
Pratt truss is also easy to construct but comparing to other bridges this bridge would use more
martials than Warren truss but same as Howe. Comparing to other bridges, this bridge will have the
same amount of weight as Howe but it will be higher than warren truss. This bridge will be easy to
transport. If constructed well, without any bends, it will be having OK sideways stability. Form the
research it can be seen as that this bridge would have good force distribution comparing to any
other bridges.
Waddle Truss
Warren truss is hard to construct and comparing to other bridges this bridge would use a lot of
material. This bridge will have height weight out of all the bridges and that means it will be cost
efficient. This bridge will be not easy to transport. This will not have not much sideways stability.
Form the research it can be seen as that this bridge would have vey poor force distribution
comparing to any other bridges
96
Problem
Category Id Number Issue Name /Success Details Impact Recommendations
Risk Management
To include a risk
register for all future
Team developed a projects
comprehensive risk Provide training in risk
register and identification and
implemented all mitigation where
1 Risk Register Success necessary controls necessary to staff
minimal as no
Risk register wasn't incidents setup periodic review
reviewed during occurred during meetings during future
2 Risk Register Problem project life cycle project projects
Quality Control
Team developed a
document control
procedure that
provided guidance
to all team members moderate, as Continue to use
as to what to expect control included document control for all
when writing and selecting projects
how to layout each templates etc for Provide awareness
1 Document ControlSuccess page project training to any new staff
Recommend to provide
The team was able High - team able extra time in schedule
to build 3 trial to identify early for similar testing of
bridges and test construction unfamiliar designs to
Construction of prior to actual flaws prior to ensure design is ready
1 trial bridges Success testing day client final testing for final testing.
Problem
Category Id Number Issue Name /Success Details Impact Recommendations
Communication
Management
minor - team
member was able
to build and trial
idea that
Team members highlighted to Set up a project
joked about another other members guidelines on how team
1 Brainstorming Problem team members idea the success members should behave
Scope Management
High - as this
provided an
avenue to
Team reviewed the highlight to client
project scope to update team
during each update on any changes
to ensure that No project scope
project team and creep occurred To continue to highlight
client were still on during life of initial scope with client
1 Scope Creep Success same page project during updates etc
Cost Management
Moderate.
Difficulty in Recommend to develop
future projects to a standard project
Labour hours may identify schedule and budget
not have gone to accurately budget with a linked timesheet
Allocation of appropriate project predictions on that provides a clear
1 hours Problem areas similar projects breakdown.
2
Procurement
Management
98
Construction Procedure
Abstract
Griffith Student
[Email address]
100
Contents
Section 1 Introduction .................................................................................................................... 101
Section 2 Equipment and Materials............................................................................................... 102
Section 3 Preparation .................................................................................................................... 104
Section 4 Construction ...................................................................................................................105
Constructing truss frame ............................................................................................................105
Constructing Bridge ...................................................................................................................... 106
Section A Constructing Box style bridge ................................................................................... 106
Section B Constructing Triangle Style Bridge ............................................................................ 108
Section 1 Introduction
About this manual:
Standard recommendation
Electrical hazard
Cut hazard
102
1 Ruler mm
103
1m Masking tape
1 Pincers
Weights
104
Section 3 Preparation
Section 4 Construction
Constructing Bridge
spaghetti as injury
to body may occur
Step: 7 Allow glue to dry
Steps Description Comments
Step: 8 Carefully remove the masking tape and lift bridge away
from the timber
Step: 9 Remove timber from working area
Place bridge onto paper with open end facing up
Step: 10 Check to make sure frames are square (vertical) If using timber
If not, place some timber blocks carefully in-between blocks, ensure they
do not extend
above frame
Step: 11 Cut lengths of spaghetti and place horizontally as
highlighted in top layout
Caution advised
when cutting
spaghetti as injury
to body may occur
Step: 12 Lift each piece off and place a drop of glue onto each
frame and replace
Step: 13 Cut out and glue the diagonals following same
procedure as the horizontal pieces
Step: 14 Allow the glue to dry thoroughly
Refer to superglue
guide for drying
times
Step: 15 Using pincers, carefully trim excess spaghetti from the
bridge