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What is the scope of the project? What does it deliver?

Aircraft Component Project 1. What is the scope of the project? What does it deliver? 2. Describe how the project tasks and work are organized. 3. What are the weak points with using bar charts for planning this project? What could cause this project to fail? 4. What could cause this project to fail, its risks? A Bar Chart Case Example: An Aircraft Component Project L-F (Lock-Flouris) controls Inc. is a company that designs and manufactures small electronic components, particularly for the aviation, defense, and space industries. It has received an order from an aircraft manufacturer to design and supply electronic control units that will be mounted in or near the engine bays of a new range of aircraft to be built in both civil and military versions. This small unit will contain a small number of electronic components, assembled on a printed circuit board, which in turn will be supported on an aluminum chassis. This assembly is to be encapsulated in epoxy resin to protect the components from the harsh environmental conditions of the engine bay. A cable connector and a pressure switch will also be mounted on the chassis, to protrude outside the encapsulated block. The small project described here is for the design and environmental testing of a small prototype batch. Our project ends with the issue of drawings for manufacture. Figure 7.1 lists the main tasks for this project. The estimated duration, stated in days, has been entered against each task. in each case this is the best estimate of how long each task will take (the elapsed time), and it does not indicate the resources or work-hours required. The extreme right-hand column lists, for each task, the immediately preceding tasks that must be completed before the new task can start. Figure 7.2 is the resulting bar chart. The planner has tried to observe the dependencies (logical constraints) given in the final column of the task list. For example, no environmental testing can take place before the ten prototype units have been made and functionally tested. However, the usual form of bar chart, shown here, does not allow these logical constraints or links to be shown. These can be dealt with mentally on this simple project, presenting no problem to a competent planning engineer. But, with any project of greater size there would be a considerable risk of producing a bar chart
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containing some logical impossibility. Also, there is a risk of introducing logical planning errors whenever the chart has to be rescheduled. Vertical link lines can be added to bar charts to indicate dependencies (logical constraints) between two or more jobs. Figure 7.3 is a linked version of the bar chart of figure 7.2. This shows clearly, for example, that the determination of environmental parameters and main design cannot start before the customer has specified the project requirements. But some links, even for this tiny project, cannot clearly be shown on this kind of chart. This applies, for example, to tasks which are dependent on determining the environmental parameters. Most project management computer programs are capable of plotting linked bar charts, but the results are usually cluttered and difficult to interpret except for very tiny projects. This project will be revisited later in this chapter to see how much more effective it would be for the L-F controls company to plan its work with critical path networks. Bar Charts As Progress Monitoring Aids
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The scope of this project is about the assessment of the idea is that lay out the definition of
what the entire project that has been described is all about. In...

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