Clap control home automation (clap switch)
Need INTRODUCTION:
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Project(s) that are selected during group meetings in class
Fantastic 4 Projects
1) Ride Suitcase
2) Second hand market service
3) Intermediary agencies for overseas study
4) Clap control home automation (clap switch)
5) Bioelectrical Impedance method for dengue fever recognition without using a blood sample
6) Finger print door lock (Arduino Project)
7) College Radio
8) Bike share
9) Seat belt safety alarm
10) Biometric Attendance
11) Drowsy alarm in Car
12) Image albums service
However, the project Clap control home automation (clap switch), Heart Beat Sensor at home, Second hand market service, and Image albums service are the projects we choose 4 out of 12 projects, and they earn the most “Positive” counts during the factors evaluate process
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Clap control home automation (clap switch)
Need INTRODUCTION:
-
Project(s) that are selected during group meetings in class
Fantastic 4 Projects
1) Ride Suitcase
2) Second hand market service
3) Intermediary agencies for overseas study
4) Clap control home automation (clap switch)
5) Bioelectrical Impedance method for dengue fever recognition without using a blood sample
6) Finger print door lock (Arduino Project)
7) College Radio
8) Bike share
9) Seat belt safety alarm
10) Biometric Attendance
11) Drowsy alarm in Car
12) Image albums service
However, the project Clap control home automation (clap switch), Heart Beat Sensor at home, Second hand market service, and Image albums service are the projects we choose 4 out of 12 projects, and they earn the most “Positive” counts during the factors evaluate process. And given all factors and structures that meet the requirements of the project, we decided to choose Clap control home automation (clap switch) as our final project.
2. Project selection criteria that were employed. Please explain why such criteria
Our group's standard for selected projects is to provide customers with more convenient and fast life modes. The fast lifestyle is the mainstream at present. While saving time, the consideration benchmark for us to lock in project goals in different fields is to provide all potential customers with better service and experience by taking advantage of the fields involved in our project. Our product Clap control home automation (Clap switch), Heart Beat Sensor at home, Second-hand market service, and Image albums service are all based on the consideration of providing users with a more convenient and effective lifestyle. Standards are developed by considering the rationality of the product and the requirements of the public. We calculate the positive index of the product to determine whether the product can meet the needs of customers. Based on the final comprehensive score, the project Clap control home automation (Clap switch) has the highest comprehensive score, and its practicability and feasibility are most suitable for the purpose and goal of R&D project.
3. Show the selection procedure(s) you followed in selecting the project(s) among other projects
When the target project is further subdivided and the most beneficial project is selected, we will conduct internal screening and vote selection by team members, and compare the results calculated by weight score mode. There may be some differences in opinions, because each group member thinks differently. However, in the calculation process of weighing factors and weight score method, the final selected project must be reasonable and fair. Each project will be measured independently against standard requirements.
4. Share the experience in selecting projects in your team. Were there any conflicts or any challenges during project selection? How did you resolve the conflicts and/or the challenges?
In the process of choosing a project, there will inevitably be some different opinions and doubts. Sometimes team members cannot clearly explain their ideas, which leads to misunderstanding of products. There will also be issues of product cost, or too much upfront investment, leading other members to believe that products with too high risks should not be considered. When similar situations occur, team members will patiently choose to explain products in more detail with clearer and more detailed information and pictures. Adjust the initial budget according to the actual situation to make the products more reasonable and more suitable with the management philosophy of lean operation.
5. Share any suggestions you may have on the group (team) assignments. Do you see this to be a challenge or an opportunity?
Any challenge will be accompanied by opportunities. Just focus on one project. Although the content of a project is virtual, it will make us gain a lot of experience in project management and operation and build a foundation, which is very valuable. There may be some difficulties at the beginning, but with the coordination and efforts of team members, all the difficulties will be solved. The final project should be selected as the research and development object that is most beneficial to the social and business fields.
Work Breakdown Structure (WBS)
WBS is a kind of process deliverable that helps in organizing tasks and sub-tasks into content modules. This process will help the team to decide on the general project scope of the work, and enhancing the understand-ability of the activities of the project as a whole. The key project tasks include plant installation, production, marketing, and selling. Each of the tasks contains three other sub-tasks, help to understand project tasks more clearly.
Scope
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Project Justification
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Projects developed to save power and time combine smart devices to provide a new, easier home appliance experience.
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Project Objective
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Improve the standard of living, provide more convenient and efficient way of life.
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Project Scope Description
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Project clap control home automation (Clap switch) is providing an automatic and simple household electronic device used in daily life to improve the quality of life and energy saving.
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Product Acceptance Criteria
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-The user only needs to install the device easily
- Start the device switch by clapping
- It is convenient and fast, saving time and electricity
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Project Constraint
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- It is currently limited to domestic lighting
- There may be a glitch in the equipment
- The market already has many competitors
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Technical Requirements
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Breadboard, microcontroller 4017 IC, Relay(9 Volts), variable resistor (1k), MIC,Resistors(10k),resistors(1k) ,transistor BC 547, LED's, Battery, connecting wires, and a bulb
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Review with Consumers
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Feedback Loops, Survey form consumers, and summarize
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Project Assumption
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- The first half year is the trial period
- Higher than the estimated turnover of 8%, increase sales inventory
- Less than 8% of the estimated turnover, reducing production
- The observation period is 3 months (a quarter), the turnover shows a negative trend of gradual decrease, withdraw the product & suspend this project
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Necessary conditions to build up Clap control home automation
Product: Clap control home automation (clap switch)
Product Mission:
Provide a more convenient and fast way for daily life
Necessary requirement conditions for the product:
- Required Materials:
Breadboard, microcontroller 4017 IC, Relay(9 Volts), variable resistor (1k), MIC,Resistors(10k),resistors(1k) ,transistor BC 547, LED's, Battery, connecting wires, and a bulb
- Parts supplier/wholesaler
- Labor
- Factory
- Promotion Partners( could be hospital, restaurant, school, or any social community can be considered.)
Any social community who purchased or relate with the product could be a part of the stakeholder, also include individual consumer.
- Company itself
- Employees
- Social Communities
- Stockholders
Advantage of the product:
- It’s a low risk and low cost product, do not need to invest too much money at the beginning
- Simple way to use
- Provide a more convenient and fast way for daily life
- Products are more attractive than other products and can be adapted to local market demands, no limit
Risk?
- Similar company product
- Intellectual property rights
- High inventory
Cost Management for Clap Switch
WBS Dictionary
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WBS
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Task
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Task Description
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Work Product
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Owners
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0.0
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Defining Goals
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-Project clap control home automation (Clap switch) is providing an automatic and simple household electronic device used in daily life to improve the quality of life and energy saving.
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Product
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Group
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1.0
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Planning
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Researching for the project
Develop and create a frames for sections
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R & D
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Group
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1.1
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Product Research
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Target for goal product?Time, Quality, Target Costumers, Budget, Market, Manufacturing.
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Survey, Feedback, Internet, Market Research
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Group
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1.2
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Market Research
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Looking for existing market, and market blank, comparing product and strategy
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Survey, Internet
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Group
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1.3
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Procurement
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Looking for required materials
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Online
In person
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Group
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1.3.1
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Supplier
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Found suppliers and joint organizations
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1.4
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Risk Assessment
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Making a specific strategy to avoid risk
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Online search
Visit stores
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Group
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1.5
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Budget
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Clarify the total budget plan for each product and the all project
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1.5.1
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Retail Price
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Clearly list requirement materials budget for each product
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2.0
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Executing
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Make a clarify plan for the product
How to executive the process through the Clap Switch
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Through online
Research
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Group
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2.1
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Purchasing Supplier
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Looking for suitable supplier chain
Make sure not too far or too expensive
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In person
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Group
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2.2
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Buy Prototype
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Buy a prototype easy to help to do R & D
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Research
Visit Store
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2..2.1
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Design Voice Recognition
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Design Voice Recognition part
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Research
Visit Store
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2.2.2
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Design of the Controller Board
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Develop Controller Board
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Research
Visit Store
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2.3
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Advertising
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Invest budget on how to make an attractive advertising for costumers
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Research
In person
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Group
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2.4
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implementation & Testing
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Testing Product
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3.0
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Monitoring
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This is the sections use to check how to make sure the product works well
Make sure minimum wastage
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Data collections
Survey
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Group
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3.1
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Reporting and Documentation
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Make sure the product has the completely legal documents and rights
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Fit with Local
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Group
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3.2
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Employee Training
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Keep training employees / labors
Materials & Equipment training
Save money and time
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Practice in person
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Group
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3.2.1
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Save Money
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Materials & Equipment training
Save money and time
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3.3
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Inventory
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Make sure check the inventory timely
Minimum wastage and save money
Manage distribution correctly
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Data collection
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Group
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3.2.1
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Manage
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Manage distribution correctly
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3.1.3
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Machine Maintenance
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Machine Maintenance / Replace / Update timely
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Record Data
Machines
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Group
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3.4
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Local community
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Meet with people wants & needs
Update details
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Fit with Local
Visit stores
Buying trend
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Group
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3.4.1
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Suitable
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Make sure the product is suitable for local market
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4.0
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Evaluation
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Evaluate the product Clap Switch
Do Innovation and development through feedback and survey from customers
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Report after buying
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Group
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4.1
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Implementing Reviews
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Tracking for feedback from the costumers
Analysis what they think of the product
Development the product for their needs
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Feedback
Online survey
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Group
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4.1.1
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Cell phone / Email / Paper
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Choose 1 or 2 method to finish the survey
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4.2
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Collect Data
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Visit other stores ( Competitors)
Research
Develop Clap Switch with Pros
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Data collect
Research
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Group
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4.2.1
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Pros & Cons
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Collect competitors Pros & Cons
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4.3
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Integrated Testing
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Develop Clap Switch based on costumer survey and competitors
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Comparing
And testing
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Group
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4.3.1
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Innovation
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Innovative Clap Switch through comparing
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4.4
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Promotion
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Appropriate discount
After new version comes up, Highlight to attract customers to buy
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promotion
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Group
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4.4.1
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Discount
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Introduce product to friend
Both get discount
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5.0
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Closing
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Consider as the all project has been close / done
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Closing
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Group
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The Quantity and Resources required to carry out each activity
From the above WBS chart, we see a consistent decomposition of the five major tasks namely planning, execution, monitoring, evolution and the project closure. Every task in the Work Breakdown Structure is subjected to estimation. The total number of hours to be consumed, equipment cost to be utilized, and tools, among other things, are estimated to issue a final activity estimate for each activity in the WBS.
The following list of equipment materials were assembled to help which comprises Breadboard, microcontroller 4017 IC, Relay (9 Volts), variable resistor (1k), MIC, resistors (10k), resistors (1k), transistor BC 547, LED's, Battery, connecting wires, and a bulb can all be budgeted for. The others which include parts supplier/wholesaler, labor, factory, and related costs, promotion partners who can be a hospital, a restaurant, a school, or any social community are as well estimated. Every estimate here is issued utilizing either parametric or analogous techniques of estimation.
The following resources were implemented to facilitate the monitoring process of the project.
Project Estimate
Budget Determination
Following determination of the estimates, the final project budget can easily be determined through the summation of each estimate to obtain the budget for the overall project finally. The table below shows a summary of the budget for this project.
The total budget of completion (BAC) if the development of Developing a Clap Control Home Automation during a 48 days period will cost $ 1336.
The aggregate cost report at the end of week 4 of the project will be as follows;
Cost Risk
The cost performance index my Clap Control Home Automation;
Cost Performance Index (CPI) = EV / AC = $1374/ $630 = 2.18
The cost variance of project = EV – AC = $1374 – $630= $ 744
The estimated cost at completion will be; BAC / CPI = 1374/ 2.18 = $630
Given that the CPI of Clap Control Home Automation project is greater than 1, then it is economically viable. $744 would be saved.
NEED HW-5 PICTURE
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Calculate project crash duration and crash cost
1. Normal duration (50 days) 2. Crashed duration (41 days)
The total normal duration of the project is 50 days. The highest amount of time is consumed by the monitoring section, 15 days. Followed by the planning and executing sections at 12 days each. Labor and training tasks were changed to be 200% maximum to avoid overloading. From the project schedule, 9 days in total can be crashed. Of these 9 days, seven days were crashed from the monitoring section. That was made possible by the fact that (Inventory) could be scheduled to start on the same day as (Reporting and Documentation). Moreover, employee training in the same sub-section was also reduced to three days from 5 days. Local community, purchasing supplier, and market research have been reduced from 2 days to just one day
1. Normal Cost ($ 1400.00). 2 Duration Cost ($1240.00)
As a result of the crashing, the project cost reduced by $160.00. This cost was cut down in the market research, Save Money Strategy, general manage, suitable research, and strategy test subsection. It works more appropriate if make combination some section into 1 subsection, and shortcut some unnecessary tasks.
Cost per day ($ 33.37 per day – Averagely).
The average cost per day was higher for the crash duration ($38.00) than for normal duration ($28.00). That is because the normal duration has more time than the crash duration. Generally, the highest cost per day was noted as $64.00 per day for purchase of supplier.
Risk Management Process
List and Description Components of Risk Management Process
Risk can be defined as events of uncertainty that bear positive or negative impacts on the schedule, cost as well as the performance of a project (Hillson, 2017). The negative impacts are usually threats, while the positive impacts normally present themselves as opportunities. Just like other important business activities, the risk management process needs to be a process that is easy to understand, follow-through, and above all, clear in purpose. Similarly, the process must consist of reliable inputs, properly-designed activities, and outputs of value-adding nature.
Risk Assessment
Once the risks have been identified, they are traced to where they emanated from. This helps in informing the drivers that triggered their occurrence. Dealing with a risk whose source is known can be faster than dealing with one that is not known yet. A risk assessment also involves attempting to know the extent to which the identified risks have gone (Kivilä, Martinsuo, & Vuorinen, 2017). With our project of clap switch, we can assess the risks by measuring their extent of affliction on various important project functions. For instance, on technical requirements, we will look at issues such as whether all the requirements as listed at the beginning of the project still have requisite stability and whether we can resolve technical uncertainties discovered.
Risk Response Development
In this component, risks have already been identified as well as their driving factors and the extent to which the impacts of these risks have gone. Armed with the right information concerning the type of risk and their sources, the project team decides on the best response approaches. The response approaches are categorized into four categories, which include avoiding, accepting, reducing, and sharing. Each response is usually relevant to the type of risks identified.
Risk Response Control
Response control comes as the last component of the risk management process and involves mitigation of the risks identified. Going by the risks response selected, the project team identifies existing gaps from the risks management capability of the team and enhances those capabilities so as the risk response approach picked can fully be implemented.
Tools and Techniques Used in Risk Identification
The conventional practice of identifying risks is through the review of project documents such as plans, files belonging to previous projects, documentations, lessons books, articles, and many others. The project team can create a list of threats and opportunities with the ability to positively or negatively impacting on the project (Iqbal et al., 2015). Also, a consideration of risks already maintained as well as managed in the risk register. Every risk, when described, forms two parts, risk statement, and the consequence.
Information Gathering Techniques
Some of the information gathering techniques include brainstorming, which is carried out by a group of individuals focused on identifying project risks. Another obvious technique that turns out to be very informative and effective is root cause analysis. It involves classifying the identified risks, then tracing them to their sources with the aim of knowing their causes (Hillson, 2017). Lastly is the interviews, which are also another traditional but still effective method of gathering information related to risks identified.
Qualitative Risk Analysis
The qualitative risk analysis involves categorization of risks that are highly specific with the project being undertaken with consideration of the apparent impact the risks bear on the budget and schedule of the project. For instance, in our project of design and development of the clap switch, we realized the initial design depended so much on unrealistic assumptions that were only found with the prototype we used. During implementation, we had to make adjustments that caused had a significant effect on our project budget and schedule, as shown below.
Project Schedule and Budget Table
From the schedule and budget table, as shown above, all activities were allocated ten days except testing and project closure, which were all combined into a 10 day period split into five days for each. However, due to the risk that took place under the design activity as explained above, there was a need for four extra days at the cost of $80. At the end of it, the project cost shot-up from $560 to $640.
Quantitative Risks Analysis
The quantitative risk analysis, on the other hand, involves categorization of risks that are highly specific with the project being undertaken with consideration of the apparent impact the risks bear on their high probability of occurrence and impact on the project Clap control home automation.
Contents of a Risk Response and develop a Risk Response
Going by the risks response selected, the project team identifies existing gaps from the risks management capability of the team and enhances those capabilities so as the risk response approach picked can fully be implemented. As initially stated, we accepted the risk as per the assessment outcome and redesigned the product. This was on the backdrop of the development of the clap switch when we realized that the initial design depended so much on unrealistic assumptions that were only found with the prototype we used.
Tools and techniques used to Control Risks
To fully put the mitigated risk under full control, the Risk Response Plan Report was implemented fully. This was carried out in full realization that there were no new risks recorded until the project was brought to a closure. The project team identified existing gaps from the risks management capability of the team and enhanced those capabilities so as the risk response approach applied to correct the risk could fully be implemented.
Stakeholders and Human Resource Management
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Stakeholder
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Responsibility
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Stakeholder
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Responsibility
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Company Managers
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Build up product functional, development, Innovate, calculate budget, financial analysis, performance analysis
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Program Manager
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The group/person who have de the right control all the project clap switch, and all relative activities
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Suppliers
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Business cooperate partner, supply chain for product
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Project Management Office
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Resources, technical tools, rights, policies are necessary, PMO use to make a great connection between each section for the product
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Customers
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Who use the final product, usually give feedback for the product
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Portfolio Manager
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Developing strategies, making promotion, Ad. and Media.
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Workers
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Who create the clap switch, manufacturing, test product quality.
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Other
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Consults, government policies, communities, and any relative office/departments.
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Project Stakeholder Management Tabular Example?
Clap Switch
Shipping
Delivery
Product
Quality
Product Manufacture
Parts Import
Supply Chain
Sound
Control
Electric Circuit
Product Quality
Electric Circuit
Sound Control
Line
Composition
Circuit
Module
Testing
Circuit
Quality Testing
Create
Module
Technical
Support
Selection criteria
Effective communication for Clap Switch
A product manager (PM) should be able to interpret, translate, and disintegrate complex concepts into something that the audience can easily understand (they should be multilingual). That is a primary skill that all PMs should have at the core of their daily operations because this is the kind of communication that enables them to work through the organization and influence the facilitation of a product (Gwynn, 2019). In any effective communication program, the key people to interact with are these four categories: top management, colleagues, diverse stakeholders, and consumers. Therefore for the development of an effective program of communication that is cooperative as well (for the clap switch), PM will have to find a way to communicate with these relevant stakeholders.
Communicating with the top management
At this level of communication, the message is a very serious and high profile. Therefore, PM for the clap switch should find the best way to confidently and affirmatively break down his message to the top managers. In doing this, PM will have some Dos and Dons.
The Dos; in the category, the first thing to do is to ensure the presentation and other documents reach them before the actual meeting, also important is making some pre-printed materials for them to go through in the course of the meeting quickly. Secondly, PM should be well conversant with the information about the product and be sure to support your facts with data and videos (Harrison, 2019). This will show that PM had thought through the entire process and is aware of the possible outcomes. Thirdly, PM should be categorical about the achievement of the goals and highlight from what perspective is their support needed. Fourthly, ensure to fulfill the follow-up requests and then provide a comprehensive update after that meeting.
The Don’ts; the first thing is giving too much information to the audience, instead focus on the important facts that can help them in making decisions. Therefore, during the preparation, ensure that your slide only contains the links of the product to their objectives of the business. Secondly, giving surprises to your audience with bad news as this would attract lots of questions. Thirdly, wasting audience time especially due to unpreparedness, never take their time for granted and therefore should adequately prepare. And finally, ignoring the dynamism presented in the room. Instead, be sure to understand the reaction of the audience and adjust accordingly.
Communicating with your team
This category contains people PM meets, interacts with, takes lunch, and at least once a week meets officially to discuss the status and solve issues. However, when the achievement of the agreed goals fails, PM needs to understand how he is going to communicate with colleagues
The Dos; the first thing is to harmonize the standups by allowing everybody to manage the project as well as the non-engineers of the product. The second thing is regularly reviewing the strategy and then be sure to give reasons for the contextual changes as well as an update on the data as the business progresses. Thirdly, make sure to take records on key decisions and send them to the team because it is the responsibility of the PM to do that. The fourth thing is to ensure that no blockers are available by being proactive in the facilitation of communication. If nobody understands a concept, then bring them together and have a discussion with them and then explain the way forward. Finally, ensuring colleagues’ motivation, and this can be done by having meetings that appreciate their substantial contributions to the product’s progress.
The Don’ts; the very first thing is making decisions in isolation without engaging the others. This makes teammates lose the sense of ownership in the product, and therefore, the decisions are likely to bring a ripple effect. Instead, constantly update them on the actions taken. Secondly, it is sending a request to an assignee using a tool for project management without prior notice. The assignee may consider this very rude, and therefore, it is good to make prior communications to make the request polite (Harrison, 2019). The third aspect is regarding the product engineers as subordinates as opposed to partners. The PM should instead regard these people as potential partners and even seek their opinions in the decision-making process. Finally, the ignoring to give updates to the colleagues (on the changes on product specifics) after a meeting with the top management. The PM should ensure the team gets updates and reason for the changes in the specifications hence bringing alignment to the process.
Communicating with stakeholders
Stakeholders are very vital in the lifecycle of the development of a product, and they include both internal teams (the legal and the finance) as well as the external teams (the partners of the brand) (Ragini, 2019). Some of the stakeholders usually have their needs changing with time, and therefore, this puts PM at a position of being able to negotiate and minimize the changes. After the changes have been negotiated, PM should find a way to take the information to the engineers and designers to act on the product.
The Dos; the first thing is to be able to show a good understanding of their roles and field as well as showing empathy to them. Secondly, PM should be able to predict the changing dynamics of various discussions and, as such, apply the relevant formats to different people and at the right times (Gwynn, 2019). Due to the varying roles, PM has the task of accordingly adjusting the meetings. Thirdly, whenever the time is right, PM should give leverage to teammates. For instance, the engineers should be invited to a meeting to talk about the impacts of change on the product. The fourth aspect is to provide constant enlightenment to the stakeholders who often are unaware of their effects on the development process. Another crucial thing is ensuring to have good relationships beyond the work environments (meetings) as this would help in creating a good rapport between them. Lastly, PM should ensure the utmost transparency across the organization by making available all the updates on the product.
The Don’ts, the very first step, is overlooking the importance of involving the stakeholders at appropriate stages. The PM should know different investments by each stakeholder and, as such, make a list of all the people to be included before a critical decision is made. Secondly, prompting the stakeholders into thinking their opinions were overlooked, and therefore the briefed on the next steps. Ensure that every step is well explained to them even if it was not their idea. The third thing is letting it off your mind that stakeholders are not conversant with the decisions making and priorities setting (Ragini, 2019). The PM should never assume and instead should constantly teach the stakeholders. Fourthly, is letting the stakeholders have different understandings of decisions and next actions at the end of a meeting. Make it a necessity at the end of every meeting to inform the stakeholders of the conclusions and ensure they are in agreement. Lastly, overlooking the need to enlighten the stakeholder on specified deadlines and tradeoffs as well. The PM should never wait to be asked; instead, they should provide this information and also update the stakeholders on any changes regarding timelines.
Communicating with customers
Another critical aspect of communication involves the customers; this involves understanding their needs in your company. The PM should also ensure they identify gaps existing in the market and strive to fill them, and more importantly, PM should ensure the product they are proposing will have the most impact for the customers (Gwynn, 2019).
The Dos; PM should ensure they understand the problem of users and figure out the “why “part later. To achieve this, PM needs to understand the drivers of user-problems. Secondly, PM should conduct goal-oriented research to establish what is most valuable to customers in terms of benefits, and these results should be relayed to the marketing team and other important segments. Thirdly, PM should consider the copy of the email as part of experiencing the product since the customers have it as the first point of touch. Finally, PM should have empathy for their customers. Reading the feedback and studies of users enables the PM to have knowledge of the needs of their customers as well as their behavior.
The Don’ts; the very first thing is leaving the messaging part of a product until the near dates to launching. The PM should have done at the beginning of the product design since it can be very difficult as the product design (Ragini, 2019). Secondly, is making an assumption that the position of a product to customers will happen automatically with marketing. The PM should instead be actively involved in the learning and development of a prototype. The third thing is leaving in the dark the team responsible for the success of the customers during the launch of the product. The PM should ensure they are informed to give them a good standpoint when presenting it to the customers. Lastly, it is ruling out the need to have a rollout just because the product is an internal issue. The PM should not assume anything and should instead train internal users because they are also actual users.
Conclusion
To conclude, a product manager needs to be well prepared, diligent, cautious, conversant, and well versed with the perspectives of the product and be able to engage all the parties involved with utmost regard possible systematically. A PM should understand that all the people involved in the process are important stakeholders and should be engaged in every aspect to ensure there is no fear of subordination. It is also very important for the PM to observe due diligence, comprehensive evaluation of all possible solutions to the problems, and a layout of the decision making to explain the course of development. Finally, the most important of all to know is your target audience (stakeholders, teammates, customers) and the best way to treat them since they are very integral to the process.
Running head: Clap Switch 1
Clap Switch
Statement of Work for HAVANA SYSTEMS INC. 04.12.2019
Quality Management
Project clap control home automation (Clap switch) is providing an automatic and straightforward household electronic device used in daily life to improve the quality of life and energy saving. The project is broken down into several segments that has its deliverables neatly and chronologically highlighted. From the wok Breakdown Structure beneath, it is crucial to appreciate the quality management aspects contained in the structure.
The first approach then goes on to give a breakdown on the planning, execution, evaluation, and then closing the project goals and objectives. The following analysis seeks to provide the elements of quality articulations, as highlighted in the WBS. Apart from the above, the clap switch project provides an articulate measure of the performance and decision-making attributes concerning quality.
Planning and design face
For a product to attain maximum quality levels, the developers must get the first step spot on. In this case, the first step points to the planning phase. Here, project developers must, conduct thorough research on the product under study. The research must cover areas that had never been fulfilled by previous energy-saving gadgets (Bacoup, et al 2018).
The result would include a whole and an exact need developed for clap switch before even thinking of moving to the next step. Upon getting to the bottom of the product and identifying its demand, we also need to evaluate the cost factors, including factors such as procurement, budgeting, and risk assessment. In the planning phase of the product, quality involves clear and relevant costing needs.
For instance, product developers must come up with a cost-benefit analysis of the product. The product sourced must have its benefits outweighing the cost. The project managers must never regret getting into this field and having the clip switch costly and attributing fewer benefits upon introduction to the market at any given point in time.
The execution and the testing stage
The next stage looked at in attaining quality levels for the product points to the execution phase. Here, some of the attributes looked at, including the supplier, the product features, advertising needs, and then implementation channels. The supplier sourcing under this stage needs to look at factors such as their ability to deliver the inputs in time if at all, they operate on a credit or even cash basis and establish their credibility (Nanda, 2016).
In the end, the suppliers will form a vital part in determining quality products sourced and used in the execution of the clip switch project. Apart from examining the suppliers, the developer must take a keen look into the features of the raw materials used to produce the gadget. The design of the clap switch controller keyboard and the accompanying voice recognition plays a vital part in examining the very existence of the whole operations of the device. The two must exhibit top features in the market since the goal of the project is to better the product and set it aside from the ones in the market currently (Ross, 2017).
Monitoring and evaluation
Scholars have attributed this face to constitute the most vital aspect of quality management. Monitoring and evaluation also go on to contribute to the control measures put in place. An individual must be able to come up with a reevaluation of aspects of the project to come up with corrective solutions for trouble identified within the project's needs and implementation channels, for that matter.
Here, the organization seeks to have the product adhere to the relevant laws and regulations within this sector. The clap switch also must meet the ethical guidelines that govern its use at any particular moment. Issues such as documentation and even training forms significant aspects that an organization must look into and get the best out of. Then, workers who will discharge the product goals and objectives need to receive training on the various areas of the program.
Training will enhance understanding and even enable improved suggestions now and going forward. Eventually, implementors need to collect data and then perform an integrated test. If the product is found to meet the standards and is functioning well, then we can proceed to promote and advertise it to the general world. However, if there are some corrections to be made based on the integration activities, then there is no choice but to eliminate the bugs at any given instance (Sanz-Calcedo, et al 2015).
Conclusion
Upon making sure that the organization has done all in its powers to get to the bottom of an enhanced project, then there is a need for a close to the project. The project needs to come to a conclusion and then rolled out to the client base. Despite the several steps that it follows, there is joy in consumption since the quality control steps and techniques are followed to the latter.
It then goes on to form a significant bit in the execution and the development of the project in the long run. So, while summarizing the project needs and attaining quality, one must consider planning, implementation, monitoring and evaluation, and the close the project to cover its aspects.
Procurement Management for Clap Switch
The Statement of Work herein is issued in accordance with the Consultant Services Master Agreement between HAVANA SYSTEMS INC (Client) and the DEMAURTAUGH AGENCY (Contractor) affective as of 27.11.2019. The SOW is subject to the terms of the Agreement established by the two parties and included as a part thereof. The SOW 001 effective as of 27.11.2019
The Services shall commence on 28.11.2019, and shall continue through 15.01.2020.
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LED’s battery, connecting wires, light bulb and MIC, Relay(9 Volts), variable resistor (1k), MIC, Resistors(10k),resistors(1k) ,transistor BC 547, Breadboard, microcontroller 4017 IC, connecting wires, and a bulb.
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· Inserting battery and connecting bulbs and wires
· Incorporating devices for controlling electric current
· Complete the circuit connection
· Testing for product viability and safety.
· Provide consultation on electrical and electronic device handling.
· Design the architecture for system implementation.
· Sourcing the materials required for the continuation and finalization of the project.
· Product assessment for the externally produced products and services to be utilized in the system development process.
· The client defines the system requirements.
· Providing funds and other non-technical resources for system implementation.
· Ensuring project viability with the demands of the average users.
· Supervising and valuating system outcome.
· Providing alternative perspective to system developers for a new or improved replacement.
This engagement will be conducted on a Time & Materials basis. The total value for the Services pursuant to this SOW shall not exceed $ 150, 000 unless otherwise agreed to by both parties via the project change control procedure, as outlined within. A PCR will be issued specifying the amended value.
This figure is based on hours of professional services. Contractor will provide up to 240 hours of resources based on the following functional/rate structure.
Upon completion of this Performance Period, Contractor and Client will have the option to renew this agreement for an additional then-stated number of hours at the then-current hourly rate for those resources identified.
IN WITNESS WHEREOF, the parties hereto have caused this SOW to be effective as of the day, month and year first written above.
Request for Proposal and Bids
Overview
Integrating a clap switch system entailed the implementation of an integrative move aimed at the combination of smart electronic device within a house to provide Settle homeowners a way of minimizing power output and consumption and increasing convenience as well. The system is activated when a hand is clapped, an action that switches the device on or off depending on the instruction given by the shop owners. The reduction of physical movement for homeowners in managing the power status of their devices is the convenience that integration of smart electronics with the switch system does in the lives of homeowners as a means of improving their convenience. It ultimately saves the time for switching off the devices and guarantees the switching off as opposed to the human processes that includes forgetfulness as one of the variables.
Due to the inadequacy of technical and production resource availability of the parent company, there arose a need for the involvement of supporting companies through a request for proposal, bids, through which viable partnerships were sought and determined for the project. The subcontracted company among other things would be tasked with the provision of the following items for the project; read board, microcontroller 4017 IC, Relay (9 Volts), variable resistor (1k) and MIC. Also required for deliveries include resistors (10k), resistors (1k), transistor BC 547, LED& Battery as well as connecting wires, and a bulb.
The Objectives
#1 improve user convenience
#2 increase chances of project success
#3 introduce diverse expertise and expanded project requirements
#4 reduce energy consumption rates.
Our Proposal
The revolutionary technological product and innovations for which our company is known continue to change the landscape of Seattle technological market and has over the five years, partnering with like-minded companies within the city is bound to improve our reputation in that regard even with the product and tools deficiency in our unit. For this project, its magnitude among suburban’s alone guarantees huge market share and exposure to previously untapped sections of the market. Entry into the clap switch domain is also a stroke of genius as it is set to reestablish the innovative tag that the company has grown to wear and by extension, give its partners the same tag.
Consequently, we look forward to working with like-minded companies to soar our reach into a promising future, thank you (Olson, & Schaffer, 2018).
Criteria for Subcontractor Selection
Selecting a subcontractor with whom to pair in any project relies heavily on four classic characters and the selection criteria deployed favors that as well. In joint projects, subcontractor selection is a significant part of the definitive procedures of order and as such, the selection criteria employed ought to demonstrate commitment and seriousness to the project at hand. There are four popular factors essential in the choice of subcontractors and are listed as;
I. price,
II. technical-knowhow,
III. quality
IV. cooperation
For any singular project, the chief determinant of price per project is the client for whom a company does and project. Since the price is pre-determined, a project manager only looks for fiscally viable subcontractors whose pay can justify the job’s price tag. Also, technical know-how represents a company’s skill and ability which determines quality, another key element of consideration in subcontractor choice. Finally, cooperation, is also an influential factor for subcontractor determination as the hosen company must have a good relationship with the main contractor to facilitate communication and instruction-sharing as well as establish an understanding between the participating companies in a job setting
Need Conclusion for project
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References
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Sanz-Calcedo, J. G., González, A. G., López, O., Salgado, D. R., Cambero, I., & Herrera, J. M. (2015). Analysis on integrated management of the quality, environment and safety on the industrial projects. Procedia Engineering, 132, 140-145.
