Coen512 - Eng Design&sustainability Studies

DEPARTMENT OF ELECTRICAL & COMPUTER
ENGINEERING, A.B.U. ZARIA
ENGINEERING DESIGN &

SUSTAINABILITY STUDIES
(COEN512)
LECTURE SLIDES
COEN512: ENGINEERING DESIGN &

1
ENGINEERING DESIGN & SUSTAINABILITY STUDIES
COURSE TIMELINES (2016/17)
DESCRIPTION GRADE TIMELINE REMARKS
1 QUIZ/TEST I 20 13/06/17 30-Minutes Supervised Test/Quiz
2 GROUP PROJECT 40 08/08/17 Submission of Report
3 QUIZ/TEST II 40 EXAM TIME 1 Hour Supervised Test/Quiz

2
PROJECT TO BE SUBMITTED: 08/08/17 FORMAT
You have been approached by a client to carry out Bounded

Copy in
a feasibility (to ascertain where best to locate the Word and
PowerPoint
centre in Zaria) and impact assessment study formats
leading to the design of a sustainable 500-seater

Computer-Based Test (CBT) Centre. Develop the
document with detailed design (just floor plan and
3-D view of the complex), reports (business,
sustainability and impact assessment), realistic-
looking cost implication and project scheduling plan.
NOTE: It is important that it is obvious that the
CBT design is a “sustainable” design

3
OUTLINE
• LAWS, REGULATIONS AND CODES
• PRINCIPLES OF ENGINEERING DESIGN
• FEASIBILITY STUDIES
• SUSTAINABILITY ISSUES IN DESIGN
• ENVIRONMENTAL IMPACT ASSESSMENT
• PROJECT MANAGEMENT & SCHEDULING
• PROJECT & PRESENTATION

4
LAWS, REGULATIONS AND CODES
• COREN: Council for the Regulation of Engineering
in Nigeria
• COREN, was established by Decree 55 of 1970
and amended by Decree 27 of 1992, now the
“Engineers (Registration, etc.) Act, CAP E11 of
2004” Law of the Federal Republic of Nigeria

5
• The Act establishes COREN as a statutory body
of the Federal Government empowered to
regulate the practice of engineering in all
aspects and ramifications in Nigeria
 To regulate and control the training and practice
of engineering in Nigeria
 To ensure and enforce the registration of all
engineering personnel (i.e. Engineers, Engineering
Technologists, Engineering Technicians, and
Engineering Craftsmen)
 To ensure and enforce the registration of all
consulting firms wishing to practice or engage in
the practice of engineering
6
ENGINEERING REGULATION MONITORING (ERM)
• In order to sanitize the practice of engineering in
Nigeria, COREN established, the Engineering
Regulation Monitoring (ERM) scheme in 1997
• The ERM is designed with the following aims and
objectives:
 Monitor the registration of engineering personnel
and consulting firms
 Ensure that engineering is practiced in Nigeria in
accordance with relevant codes of engineering
practice
 Enforce maintenance of discipline and strict
standards of ethics in the practice of the
engineering profession
 Foster the speedy acquisition of all relevant
engineering and technological skills by Nigerians
7
• Minimize and with time, eliminate engineering
dependence of Nigeria on other countries
• Minimize foreign exchange leakage, arising from
domination of engineering activities by foreigners
• Facilitate and expedite the positioning of the
Nigerian Engineers in the field of International
Engineering Consultancy and practice
• Monitor and enforce compliance with the
Engineers’ (Registration etc.) Act of 2004 by all
practitioners of engineering

8
• SOME STANDARD CODES
• http://www.acm.org/about/se-code
• http://standards.ieee.org/findstds/standard/com
puter_technology.html
• http://standards.ieee.org/findstds/standard/sof
tware_and_systems_engineering.html
• http://standards.ieee.org/findstds/standard/wir
ed_and_wireless_communications.html

9
PRINCIPLES OF ENGINEERING DESIGN
• INTRODUCTION
• Design is a central activity in engineering
• Design problems are typically open-ended and ill-
structured
 There are usually many acceptable solutions and the
solutions cannot normally be found by routinely
applying a mathematical formula in a structured way
• Engineers have to use both engineering and business
principles such as cost, schedule, risk, and safety in
the design process
• Engineers typically use engineering drawings, text,
templates, or models to communicate their design
ideas to the people within and outside their
organization
10
• Engineers must also work with people both within
and outside their organization to bring the
design to fruition
 If the design specifications are in error, the
company’s profit may suffer or, more
importantly, people may be injured or even killed
• According to the Accreditation Board for
Engineering and Technology (ABET, 1996),
Engineering Design can be defined as “A decision
making process (often iterative) in which the
basic sciences, mathematics, and engineering
sciences are applied to convert resources
optimally to devise or develop a system,
component, or process to meet to meet a stated
objective” COEN512: ENGINEERING DESIGN &
11
• Among the fundamental elements of the design
process are the:
 Establishment of objectives and criteria
 Synthesis
 Analysis
 Construction
 Testing
 Evaluation

12
• It is also essential to include a variety of
realistic constraints in the design process such
as:
 Economic factors
 Safety
 Reliability
 Aesthetics
 Ethics
 Social impact
• The designer needs to keep profitability in mind,
while at the same time remaining abreast of
emerging technologies so that he/she may
maintain and enhance his/her value to the
company and produce valuable
COEN512: ENGINEERING DESIGN & products
13
• The design process must be iterated often in
order to:
 Improve quality
 Reduce costs
 Prevent failure
• The safety of a product or a system must be
considered, as should public opinion.
• If the design process is not taken seriously:
 Designs will not be accepted
 Products will not sell
 Businesses will collapse
 Competitors will thrive
14
• To compete effectively with others, good design
techniques must be implemented as a tool of
continuous improvement
• The design process consists of several distinct
steps which are shown in the flowchart in Figure
1

15
• Figure 1: Design Process

COEN512: ENGINEERINGFlowchart
DESIGN &
16
ENGINEERS & THEIR ROLES IN DESIGN
• Engineering is “the professional art of applying
science to the optimum conversion of the
resources of nature to benefit man”
 The words engineer is derived from the same
Latin root “ingenerare” meaning “to create”
• Engineering is an art requiring:
 the judgment necessary to adapt knowledge to
practical purposes
 the imagination to conceive original solutions to
problems
 the ability to predict performance and cost of
new devices or processes
17
• The engineering solution must satisfy conflicting
requirements:
 Usually efficiency costs money
 safety adds to complexity
 improved performance increases weight
• The engineering solution is the optimum solution, i.e.
the solution that, taking many factors into account,
is most desirable:
 the cheapest for a specified level of performance
 the most reliable within a given weight limit
 the simplest that will satisfy certain safety
requirements
 the most efficient for a given cost
• In many engineering problems, the social costs are
significant COEN512: ENGINEERING DESIGN &
18
• The following are typical generic roles of
engineers in the design process:
 Prepare engineering design documents/drawings
and/or vet them to ensure compliance with
statutory codes and regulations in conjunction
with engineers belonging to other disciplines
 Develop and recommend changes if any for
design/production processes
 Reduce product cost and improve design
performance working with other groups on value
engineering initiatives
 Upgrade design/product and reduce service
failures and cost in consultation with marketing
personnel
19
 Provide technical guidance to management if
required on the viability and implementation of
designs
 Identify and procure appropriate design tools
(hardware & software) and process equipment
 Investigate, develop and implement new
design/process technologies
 Develop and maintain relations with individuals
and business units within or outside the
organization

20
FEASIBILITY STUDIES
• The purpose of a feasibility study is to
determine if a business opportunity is possible,
practical, and viable
• Why do a feasibility study?
 Feasibility study enables people or organizations
to take a realistic look at both the positive and
negative aspects of the opportunity, i.e. looking
at the ‘bigger picture’
 This is because most people or organizations,
when faced with a business opportunity, tend to
focus only on its positive aspects
21
• When to do a feasibility study?
• Before starting a new business
 The process of defining a new business is critical
 A feasibility study is an important tool for
making the right decisions
 A wrong decision at this point often leads to
business failure
• Feasibility Study vs. Business Plan
• A feasibility study is not a business plan
 The feasibility study provides an investigating
function
 It addresses the question of “Is this a viable
business venture?” SUSTAINABILITY STUDIES
22
• The business plan provides a planning function
• The business plan outlines the actions needed to
take the proposal from “idea” to “reality”
• The feasibility study outlines and analyzes
several alternatives or methods of achieving
business success
• The feasibility study helps to narrow the scope
of the project to identify and define two or
three scenarios or alternatives
 This becomes the basis for the business plan
• The business plan deals with only one alternative
or scenario
23
• The feasibility study is conducted before the
business plan
• A business plan is prepared only after the
business venture has been deemed to be feasible
• If a proposed business venture is considered to
be feasible, a business plan is usually
constructed next that provides a “roadmap” of
how the business will be created and developed
• The business plan provides the “blueprint” for
project implementation

24
• If the venture is deemed not to be feasible:
 efforts may be made to correct its deficiencies
 other alternatives may be explored
 the idea is dropped

25
GENERIC GUIDELINES
• The following guidelines are developed for
cooperatives to consider when conducting a
feasibility study
 MARKETING FIRM CONSIDERATION
A. Situation and Competition
 Number, capacity, and location of competing firms?
 If no competing firms are in operation were such
firms operating previously? Why did they discontinue
operations? Are these reasons still valid?
 Estimate percent utilization of existing firm
capacities. Reason for utilization level
 Level of technology in competing firms?
26
B. Source of Raw Product
 Current production within area
 Projected production within area
 Share of local production anticipated for
proposed firm
 Product available from outside of area
C. Assembly and Distribution
 Transportation cost
 Assembly of raw product
 Distribution of finished product
 Storage cost
 Other procurement/distribution
COEN512: ENGINEERING DESIGN & costs 27
D. Facility Requirements
 Site
 Location, zoning, or other restriction, space of
expansion, tax considerations
 Access to transportation: rail, truck, water, air
 Access to waste and sewage disposal facilities
 Utilities: availability, restrictions or special
conditions, rates
 Buildings and Equipment
 Existing building and equipment: available for
rent? available for lease?
 New facilities and equipment required: buy?
rent? lease?
28
E. Capital
 Capital requirements for the marketing facility
 Site acquisition (including improvements, roads, etc.)
 Facilities and equipment
 Operating capital
 Can the proposed firm be satisfactorily financed to
meet its capital needs and payback capability?
F. Labor supply
 Is experienced labor available locally? If not, what
training is needed?
 What wage level must be offered?
 Effect of wage and hour regulations?
 What unions are (will be)
COEN512: involved
ENGINEERING DESIGN & in plant operation
29
G. Management and supervisory personnel
 Is qualified management available locally? If not,
can competent management be attracted?
 Are supervisory personnel available?
 Will training be needed?
H. Organization
 Legal structure of organization: cooperative,
ordinary corporation, partnership,
proprietorship, subchapter S corporation
 Ownership: stock, non-stock, revolving capital,
etc
 Contractual agreements: production contracts,
marketing contract, salesSTUDIES agreements, etc
SUSTAINABILITY
30
PRODUCT SALES CONSIDERATIONS
A. Identify competing areas for the product to be
marketed
 Volume
 Quality or special considerations
 Seasonality of competition–harvest and marketing
dates by competing area
 Market organization
 Marketing services
B. What type of product is proposed?
 Fresh, canned, stored, frozen, dried, etc
 Further processing
 Pack–retail, institutional, bulk, etc
31
C. Market outlets proposed for the product
 Wholesaler, retailer, institutional, export, other
 Reprocessor, product
D. Sales plan
 Broker, own sales force, jobber, contract
 Other
E. Transportation
 Distance to primary markets
 Mode of transportation–truck, rail, air, water
 Transportation rates
 Special handling requirements
 Temperature/humidity control
 Delivery deadlinesCOEN512: ENGINEERING DESIGN &
32
TECHNOPRENEURSHIP & CYBER-LAW
• Outline of a Business Plan
• Introductory Page
 Name and address of business
 Name(s) and address(es) of principal(s)
 Nature of business
 Statement of financing needed
 Statement of confidentially of report
• Executive Summary
 Three to four pages summarizing the complete
business plan
 What is the business concept or model?
 How is this business concept or model unique?
 Who are the individuals starting this business?
 How will they make money and how much?
SUSTAINABILITY STUDIES 33
• Environmental and Industry Analysis
 Future outlook and trends
 Analysis of competitors
 Market segmentation
 Industry and market forecasts
• Description of Venture
 Product(s)
 Service(s)
 Size of business
 Office equipment and personnel
 Background of entrepreneurs
• Production Plan
 Manufacturing process (amount subcontracted)
 Physical plant
 Machinery and equipment
 Names of suppliers of raw materials
 Operational Plan
 Description of company’s operations
 Flow of orders for goods and/or services
 Technology utilization
• Marketing Plan
 Pricing
 Distribution
 Promotion
 Product forecasts
 Controls COEN512: ENGINEERING DESIGN &
• Organizational Plan
 Form of ownership
 Identification of partners or principal
shareholders
 Authority of principals
 Management-team background
 Roles and responsibilities of members of
organization
• Assessment Of Risk
 Evaluate weakness of business
 New technologies
 Contingency Plans COEN512: ENGINEERING DESIGN &
• Financial Plan
 Pro forma income statement
 Cash flow projections
 Pro forma balance sheet
 Break-even analysis
 Sources and applications of funds
• Appendix (contains backup material)
 Letters
 Market research data
 Leases or contracts
 Price lists from suppliers.
• “Only one thing is certain about a new venture: It’s
going to turn out very different from its business plan.” -
William Congolton, COEN512:
Venture Capitalist
ENGINEERING DESIGN &
SUSTAINABILITY ISSUES IN DESIGN
• Engineering has spurred and led the industrial
revolution. But, in the process it has created
important classes of problems, including:
 Human exposure to toxics in food, air, water
and soil
 Rising demand for energy for transport,
manufacturing, electronics, heating & cooling
 Depletion of non-renewable resources
(petroleum, metals, phosphorus)
 Excessive demand for water for homes,
agriculture, and industry
38

39
SUSTAINABILITY ISSUES IN DESIGN
 Rising demand for land for housing, food
production, and economic activities (production,
retail, transportation)
 Ever increasing number and size of landfills
 Ecosystem damage and habitat loss due to
pollutant discharges
 Impact on global climate

40

41
• An environmental technology (according to Bridge
to a Sustainable Future, Clinton White House,
April 1995) is a technology that:
 reduces human and ecological risks (better for us
and nature, during production)
 enhances cost effectiveness (market competitive)
 improves process efficiency (more with less
material and less energy)
 creates products and processes that are
environmentally beneficial or benign (better for
us and nature, during use and at disposal)

42
• There is currently no accepted definition of
Sustainable Engineering, but the concept may be
encapsulated as follows:
 Engineering in context
 Engineers must “solve problems holistically and proactively”
 Engineers must “consider true life-cycle costs”
 Engineering with a conscience
• “Engineers should take greater responsibility for shaping the
sustainable future and must commit to: ethics, international
cooperation, …”
 Engineering for a Finite Planet and the
Indefinite Future

43
• The World Commission on Environment and
Development, known more popularly as the
Brundtland Commission, created one of the best
-known and often used definitions:
• “Sustainable development is development that
meets the needs of the present without
compromising the ability of future generations to
meet their own needs”
• As can be seen in the definitions above,
sustainability represents a balanced interaction
between the human-built and natural worlds
 This interaction is often expressed as having
three components: environment, social equity,
and economy
44
• The relationship is often represented as either:
 Venn diagram (with sustainability at the
intersection)
 Concentric circles (reflecting a layering of
domains)
• This second case reflects the more realistic
perspective that:
 a healthy economy depends on a healthy society,
both of which rely on a healthy environment
 Sustainability occurs when all three are thriving

45
• TYPES OF SUSTAINABLE DESIGN

• Sustainable design is the term we have chosen to
represent the intelligent application of the
principles of sustainability to the realm of
engineering and design
46
• Design for Disassembly
 Sometimes shortened to DfD, this is a design
approach that enables the easy recovery of parts,
components, and materials from products at the end
of their life
• Design for the Environment
 The U.S. Environmental Protection Agency created
the Design for the Environment (DfE) program in
1992 to decrease pollution and the human and
environmental risks that it entails
• Product Stewardship
 Also known as extended product responsibility
(EPR), this approach is based on the principle
that all those involved in the lifecycle of a
product should share responsibility for reducing
its environmental impact
47
• Cradle to Cradle
 William McDonough and Michael Braungart
popularized the notion that product lifecycles
should be considered not as cradle to grave, but
as cradle to cradle
• Biomimicry
 Biomimicry is “the practice of designing
materials, processes, or products that are
inspired by living organisms or by the
relationships and systems formed by living
organisms
• Green chemistry
 Green chemistry focuses on reducing the
generation and use of hazardous chemicals,
decreasing pollution SUSTAINABILITY
at itsSTUDIES source
48
• NOTE: According to Anastas & Zimmerman, the 12
Principles of Green (& sustainable) Engineering
 Apply green chemistry
 Prevent rather than treat consequences
 Design for separation
 Maximize mass, energy, space and time efficiency
 “Out-pulled” rather than “input-pushed”
 View complexity as an investment rather than a
complication
 Durability rather than obsolescence
 Meet need without excess
 Minimize material diversity
 Integrate local material and energy flows
 Design for commercial “after-life”
 Renewable and readily available
49
TRADITIONAL ENGINEERING SUSTAINABLE ENGINEERING
• Considers the object • Considers the system in which

the object will be used
• Solves the immediate problem • Strives to solve the problem for

(now) the indefinite future (for ever)
• Assumes others will deal with • Acknowledges the need for

politics, ethics & societal issues engineers to interact with
experts in other disciplines
related to the problem
• Focuses on technical issues • Integrates technical and non-

technical issues
• Considers the local context • Considers the global context

(user) (planet)
50

51

52
MORE ON DESIGN TOOLS

53

54
ENVIRONMENTAL IMPACT ASSESSMENT
• Environmental Impact Assessment (EIA) can be
defined as:
 The process of identifying, predicting, evaluating
and mitigating the biophysical, social, and other
relevant effects of development proposals prior to
major decisions being taken and commitments made
 The EIA is therefore based on predictions
 These impacts can include all relevant aspects of the
natural, social, economic and human environment
 The study therefore requires a multi-disciplinary
approach and should be done very early at the
feasibility stage of a project
› In other words, a project should be assessed for its
environmental feasibility
55
• OBJECTIVES OF EIA
 To ensure that environmental considerations are
explicitly addressed and incorporated into the
development decision making process
 To anticipate and avoid, minimize or offset the
adverse significant biophysical, social and other
relevant effects of development proposals
 To protect the productivity and capacity of
natural systems and the ecological processes
which maintain their functions
 To promote development that is sustainable and
optimizes resource use and management
opportunities COEN512: ENGINEERING DESIGN &
56
• BASIC PRINCIPLES
• Environmental Impact Assessment should be:
 PURPOSEFUL: the process should inform decision
making and result in appropriate levels of
environmental protection and community well-being
 RIGOROUS: the process should apply “best
practicable” science, employing methodologies and
techniques appropriate to address the problems
being investigated
 PRACTICAL: the process should result in information
and outputs which assist with problem solving and
are acceptable to and able to be implemented by
proponents
 RELEVANT: the process should provide sufficient,
reliable and usable information for development
planning and decision making
57
 COST-EFFECTIVE: the process should achieve the
objectives of EIA within the limits of available
information, time, resources and methodology
 EFFICIENT: the process should impose the minimum
cost burdens in terms of time and finance on
proponents and participants consistent with meeting
accepted requirements and objectives of EIA
 FOCUSED: the process should concentrate on
significant environmental effects and key issues;
i.e., the matters that need to be taken into account
in making decisions
 ADAPTIVE: - the process should be adjusted to the
realities, issues and circumstances of the proposals
under review without compromising the integrity of
the process, and be iterative, incorporating lessons
learned throughout COEN512:
the ENGINEERING
proposal's
DESIGN & life cycle 58
 PARTICIPATIVE: the process should provide
appropriate opportunities to inform and involve
the interested and affected publics, and their
inputs and concerns should be addressed
explicitly in the documentation and decision
making
 INTERDISCIPLINARY: the process should
ensure that the appropriate techniques and
experts in the relevant bio-physical and socio-
economic disciplines are employed, including use
of traditional knowledge as relevant
 CREDIBLE: the process should be carried out
with professionalism, rigor, fairness, objectivity,
impartiality and balance, and be subject to
independent checks and verification
59
 INTEGRATED: the process should address the
interrelationships of social, economic and
biophysical aspects
 TRANSPARENT: the process should have clear,
easily understood requirements for EIA content;
ensure public access to information; identify the
factors that are to be taken into account in
decision making; and acknowledge limitations and
difficulties
 SYSTEMATIC: the process should result in full
consideration of all relevant information on the
affected environment, of proposed alternatives
and their impacts, and of the measures
necessary to monitor and investigate residual
effects COEN512: ENGINEERING DESIGN &
60
• OPERATING PRINCIPLES
• The EIA process should be applied:
 As early as possible in decision making and
throughout the life cycle of the proposed activity
 To all development proposals that may cause
potentially significant effects
 To biophysical impacts and relevant socio-economic
factors, including health, culture, gender, lifestyle,
age, and cumulative effects consistent with the
concept and principles of sustainable development
 To provide for the involvement and input of
communities and industries affected by a proposal,
as well as the interested public
 In accordance with internationally agreed measures
and activities
61
• Specifically the EIA process should provide for:
 SCREENING: to determine whether or not a
proposal should be subject to EIA and, if so, at
what level of detail
 SCOPING: to identify the issues and impacts
that are likely to be important and to establish
terms of reference (ToR) for EIA
 EXAMINATION OF ALTERNATIVES: to
establish the preferred or most environmentally
sound and benign option for achieving proposal
objectives
 IMPACT ANALYSIS: to identify and predict
the likely environmental, social and other related
effects of the proposal
. COEN512: ENGINEERING DESIGN &
62
 MITIGATION AND IMPACT MANAGEMENT: to
establish the measures that are necessary to avoid,
minimize or offset predicted adverse impacts and,
where appropriate, to incorporate these into an
environmental management plan or system
 EVALUATION OF SIGNIFICANCE: to determine
the relative importance and acceptability of residual
impacts (i.e., impacts that cannot be mitigated)
 PREPARATION OF ENVIRONMENTAL IMPACT
STATEMENT: to document clearly and impartially
impacts of the proposal, the proposed measures for
mitigation, the significance of effects, and the
concerns of the interested public and the
communities affected by the proposal
63
 REVIEW OF THE EIS: to determine whether the
report meets its terms of reference, provides a
satisfactory assessment of the proposal(s) and
contains the information required for decision making
 DECISION MAKING: to approve or reject the
proposal and to establish the terms and conditions
for its implementation
 FOLLOW-UP:
 to ensure that the terms and condition of approval
are met
 to monitor the impacts of development and the
effectiveness of mitigation measures
 to strengthen future EIA applications and mitigation
measures; and, where required
 to undertake environmental audit and process
evaluation to optimizeSUSTAINABILITY
environmental management 64
STUDIES
• FOUR PRIORITIES FOR BETTER EIA PRACTICE

65
• PREPARATION OF TERMS OF REFERENCE
(TOR)
• ToR sets out what is expected of a practitioner
or a consultant when carrying out an EIA
• ToRs can be simple or elaborate but elaborate
ToRs are usually not recommended
• There are no universal formats for ToRs, which
will be suitable for every study
• However, there are general rules, which should
be observed when preparing ToR for the EIA
 The ToR should commence with a brief
description of the program or project. This
should include a plan of the area that will be
affected either indirectly or directly
66
 The study should ensure that the consultants or
practitioners focus on the major issues and the
most serious likely impacts identified during
scoping e.g. air emission, waste water discharge
etc
 The opportunities for enhancing any positive
benefits from the project should also be
highlighted
 This component of ToR is usually submitted to
designated authority for scrutiny and approval
 The ToR should contain explicit references to
which safeguard policies may be relevant and
which legal requirements should be applied
67
 The ToR should give an indication of the team
considered necessary for the study and a team
leader identified
 Depending on the scope of the study this may be
multi-disciplinary
 However, as the team should not be rigidly
imposed on the consultant
 If international experts are doing the EIA, it is
important to make provision for local capacity
building in the ToR

68
 The expected date of commencement and time
limit should be given and consultants program of
work must be within the given time limit
 The budget limit should be given in the ToR
 The type of experts, and whether foreign or
local, and the duration of their inputs will usually
be the deciding cost factors
 A large field survey or measurement program
with laboratory analysis could significantly
increase costs
 Any assistance to be provided by the Client to
reduce costs should be clearly stated in the ToR
69
 Consultant payments proposal should be made and
tied to specific milestones e.g. the consultant
will be paid 20% of their fee upon receipt of
draft report by client etc
 Reporting requirements should be clearly stated
and should comply with local or international
reporting guidelines
 The format of EIS must be clear and the
number of copies in soft and hard must be
stated
 ToR should make provision for the consultants to
improve the terms of reference in order to
improve the quality of EIA
70
• IMPACT ANALYSIS AND PREDICTION
• Predicting the magnitude of a development likely
impacts and evaluating their significance is core
of environmental assessment process
• Prediction should be based on the available
environmental baseline of the project area
• Such predictions are described in quantitative or
qualitative terms

71
• CONSIDERATIONS IN IMPACT PREDICTION
 Magnitude of Impact: This is defined by the severity of
each potential impact and indicates whether the impact
is irreversible or, reversible and estimated potential rate
of recovery
 The magnitude of an impact cannot be considered high if
a major adverse impact can be mitigated
 Extent of Impact: The spatial extent or the zone of
influence of the impact should always be determined
 An impact can be site-specific or limited to the project
area:
› a locally occurring impact within the locality of the
proposed project
› a regional impact that may extend beyond the local area
› a national impact affecting resources on a national scale
and sometimes trans-boundary impacts, which might be
international COEN512: ENGINEERING DESIGN &
72
 Duration of Impact: Environmental impacts have
a temporal dimension and needs to be considered
in an EIA
 Impacts arising at different phases of the
project cycle may need to be considered
› An impact that generally lasts for only three to
nine years after project completion may be
classified as short-term
› An impact, which continues for 10 to 20 years,
may be defined as medium-term
› impacts that last beyond 20 years are
considered as long-term
73
 Significance of the Impact: This refers to the
value or amount of the impact. Once an impact
has been predicted, its significance must be
evaluated using an appropriate choice of criteria.
The most important forms of criterion are:
 Specific legal requirements e.g. national laws,
standards, international agreements and
conventions, relevant policies etc
 Public views and complaints
 Threat to sensitive ecosystems and resources
e.g. can lead to extinction of species and
depletion of resources, which can result, into
conflicts
74
 Geographical extent of the impact e.g. has
trans-boundary implications.
 Cost of mitigation
 Duration (time period over which they will occur)
 Likelihood or probability of occurrence (very
likely, unlikely, etc.)
 Reversibility of impact (natural recovery or aided
by human intervention)
 Number (and characteristics) of people likely to
be affected and their locations
 Cumulative impacts e.g. adding more impacts to
existing ones
 Uncertainty in prediction due to lack of accurate
data or complex systems. Precautionary principle
is advocated in this scenario
• COEN512: ENGINEERING DESIGN &
75
• IMPACT PREDICTION METHODOLOGIES
• Several techniques can be used in predicting the impacts.
The choices should be appropriate to the circumstances.
These can be based on:
 Professional judgment with adequate reasoning and
supporting data. This technique requires high professional
experience
 Experiments or tests. These can be expensive.
 Past experience
 Numerical calculations & mathematical models. These can
require a lot of data and competency in mathematical
modelling without which hidden errors can arise
 Physical or visual analysis. Detailed description is needed
to present the impact
 Geographical information systems
 Risk assessment
 Economic valuation of environmental impacts
76

77

78

79
PROJECT MANAGEMENT & SCHEDULING
• Project Management is the process of achieving
project objectives (schedule, budget and
performance) through a set of activities that
start and end at certain points in time and
produce quantitative and qualitative deliverables
• Successful project management is the art of
bringing together the tasks, resources and
people necessary to accomplish the business
goals and objectives within the specified time
constraints and within the monetary allowance
• Projects and Programs are linked directly to the
strategic goals and initiatives of the organization
supported
80
• The process each manager follows during the life
of a project is called the Project Management
Life Cycle
• A proven methodical life cycle is necessary to
repeatedly implement and manage projects
successfully
• During the life cycle of any project, proven and
tested project management processes or best
practices are should be initiated
• The types and extent of processes initiated
depend on the nature of the project:
 size
 probability of failure
 consequences of failure
81
• GANTT CHART
• During the era of scientific management, Henry
Gantt developed a tool for displaying the
progression of a project in the form of a
specialized chart
• Gantt's scheduling tool takes the form of a
horizontal bar graph and is known as a Gantt
chart, a basic sample of which is as shown:

82
• The horizontal axis of the Gantt chart is a time
scale, expressed either in absolute time or in
relative time referenced to the beginning of the
project
• The time resolution depends on the project - the
time unit typically is in weeks or months
• Rows of bars in the chart show the beginning and
ending dates of the individual tasks in the project
• In the given chart, each task is shown to begin when
the task above it completes
 However, the bars may overlap in cases where a
task can begin before the completion of another,
and there may be several tasks performed in parallel
• For such cases, the Gantt chart is quite useful for
communicating the timing of the various tasks
83
• The strength of the Gantt chart is its ability to
display the status of each activity at a glance
 While often generated using project management
software, it is easy to construct using a
spreadsheet
• For sequencing and critical path analysis,
network models such as CPM or PERT are more
powerful for dealing with dependencies and
project completion time
 Even when network models are used, the Gantt
chart often is used as a reporting tool

84
• CRITICAL PATH METHOD
• Project schedule is responsible for bringing
project time, cost and quality under control
• Project schedule links resources, tasks and time
line together
• In 1957, DuPont developed a project
management method designed to address the
challenge of shutting down chemical plants for
maintenance and then restarting the plants once
the maintenance had been completed
 Given the complexity of the process, they
developed the Critical Path Method (CPM) for
managing such projects
85
• CPM provides the following benefits:
 Provides a graphical view of the project
 Predicts the time required to complete the
project
 Shows which activities are critical to maintaining
the schedule and which are not
• CPM models the activities and events of a
project as a network
• Activities are depicted as nodes on the network
and events that signify the beginning or ending
of activities are depicted as arcs or lines
between the nodes
86
• The following is an example of a CPM network
diagram:
• Steps in CPM Project Planning

 Specify the individual activities
 Determine the sequence of those activities
 Draw a network diagram
 Estimate the completion time for each activity
 Identify the critical path (longest path through the
network)
 Update the CPM diagram as the project progresses
87
• Specify the Individual Activities
 From the work breakdown structure, a listing
can be made of all the activities in the project
 This listing can be used as the basis for adding
sequence and duration information in later steps
• Determine the Sequence of the Activities
 Some activities are dependent on the completion
of others
 A listing of the immediate predecessors of each
activity is useful for constructing the CPM
network diagram
• Draw the Network Diagram
 Once the activities and their sequencing have
been defined, theCOEN512:
CPM diagram
ENGINEERING DESIGN & can be drawn 88
• Estimate Activity Completion Time
 The time required to complete each activity can
be estimated using past experience or the
estimates of knowledgeable persons
 CPM is a deterministic model that does not take
into account variation in the completion time, so
only one number is used for an activity's time
estimate
• Identify the Critical Path
 The critical path is the longest-duration path
through the network
 The significance of the critical path is that the
activities that lie on it cannot be delayed
without delaying the project
89
• Because of its impact on the entire project, critical
path analysis is an important aspect of project
planning
• The critical path can be identified by determining
the following four parameters for each activity:
 ES - earliest start time: the earliest time at which
the activity can start given that its precedent
activities must be completed first
 EF - earliest finish time, equal to the earliest start
time for the activity plus the time required to
complete the activity
 LF - latest finish time: the latest time at which the
activity can be completed without delaying the
project
 LS - latest start time, equal to the latest finish
time minus the time required to complete the
activity
90
• The slack time for an activity is the time
between its earliest and latest start time, or
between its earliest and latest finish time
 Slack is the amount of time that an activity can
be delayed past its earliest start or earliest
finish without delaying the project
• The critical path is the path through the project
network in which none of the activities have
slack
 i.e. the path for which ES=LS and EF=LF for all
activities in the path
• A delay in the critical path delays the project
• Similarly, to accelerate the project it is
necessary to reduce the total time required for
the activities in theSUSTAINABILITY
critical STUDIES path
91

Coen512 - Eng Design&sustainability Studies

Caricato da

Informazioni sul documento

Titolo originale

Copyright

Formati disponibili

Condividi questo documento

Condividi o incorpora il documento

Opzioni di condivisione

Hai trovato utile questo documento?

Questo contenuto è inappropriato?

Copyright:

Formati disponibili

Coen512 - Eng Design&sustainability Studies

Caricato da

Copyright:

Formati disponibili

DEPARTMENT OF ELECTRICAL & COMPUTER

ENGINEERING, A.B.U. ZARIA

ENGINEERING DESIGN &

COEN512: ENGINEERING DESIGN &

1 QUIZ/TEST I 20 13/06/17 30-Minutes Supervised Test/Quiz

2 GROUP PROJECT 40 08/08/17 Submission of Report

3 QUIZ/TEST II 40 EXAM TIME 1 Hour Supervised Test/Quiz

COEN512: ENGINEERING DESIGN &

You have been approached by a client to carry out Bounded

leading to the design of a sustainable 500-seater

COEN512: ENGINEERING DESIGN &

COEN512: ENGINEERING DESIGN &

COEN512: ENGINEERING DESIGN &

COEN512: ENGINEERING DESIGN &

COEN512: ENGINEERING DESIGN &

COEN512: ENGINEERING DESIGN &

COEN512: ENGINEERING DESIGN &

• Figure 1: Design Process

COEN512: ENGINEERING DESIGN &

COEN512: ENGINEERING DESIGN &

COEN512: ENGINEERING DESIGN &

COEN512: ENGINEERING DESIGN &

COEN512: ENGINEERING DESIGN &

COEN512: ENGINEERING DESIGN &

COEN512: ENGINEERING DESIGN &

COEN512: ENGINEERING DESIGN &

COEN512: ENGINEERING DESIGN &

• TYPES OF SUSTAINABLE DESIGN

• Considers the object • Considers the system in which

• Solves the immediate problem • Strives to solve the problem for

• Assumes others will deal with • Acknowledges the need for

• Focuses on technical issues • Integrates technical and non-

• Considers the local context • Considers the global context

COEN512: ENGINEERING DESIGN &

COEN512: ENGINEERING DESIGN &

COEN512: ENGINEERING DESIGN &

COEN512: ENGINEERING DESIGN &

COEN512: ENGINEERING DESIGN &

COEN512: ENGINEERING DESIGN &

COEN512: ENGINEERING DESIGN &

COEN512: ENGINEERING DESIGN &

COEN512: ENGINEERING DESIGN &

COEN512: ENGINEERING DESIGN &

COEN512: ENGINEERING DESIGN &

COEN512: ENGINEERING DESIGN &

• Steps in CPM Project Planning

Potrebbero piacerti anche