team 2_final car project

Formula-1 Car Project

Prepared by

Team 2

Ahra KoDhaval Pandya

Lakshmi LakshmananNour Mouktabis

Paul Corriea

Shuyu Zhang

TABLE OF CONTENTS

1 INTRODUCTION & MANAGEMENT SUMMARY ............................................................................................5

2. SCOPE .......................................................................................................................................................................6

2.1 PROJECT REQUIREMENTS ....................................................................................................................................... 6 2.2 SCOPE STATEMENT ................................................................................................................................................ 6 2.3 SUPPORTING DETAILS ............................................................................................................................................ 7 2.4 ASSUMPTIONS ........................................................................................................................................................ 8 2.5 APPLICABLE DOCUMENTS AND ORDER OF PRECEDENCE ...................................................................................... 8 2.6 CRITERIA FOR SUCCESSFUL PROJECT COMPLETION .............................................................................................. 8

3 WORK BREAKDOWN STRUCTURE ...................................................................................................................9

3.1 TOP LEVEL WBS ................................................................................................................................................... 9 3.2 WORK PACKAGES ................................................................................................................................................ 10

4 SCHEDULES ...........................................................................................................................................................22

4.1 MILESTONE AND DELIVERABLE ........................................................................................................................... 22

5 BUDGET ...................................................................................................................................................................23

5.1 BI-WEEKLY CASH FLOW ..................................................................................................................................... 23 5.2 DETAILED CASH FLOW ANALYSIS ...................................................................................................................... 24

6 RESOURCE MANAGEMENT ..............................................................................................................................26

6.1 PROJECT TEAM SIZE ............................................................................................................................................ 26 6.2 REQUIRED SKILL SET .......................................................................................................................................... 26 6.3 NON-LABOR RESOURCES ..................................................................................................................................... 29 6.5 PROJECT TEAM .................................................................................................................................................... 31 6.6 RESOURCE SCHEDULE ......................................................................................................................................... 32 6.7 RESOURCE RESPONSIBILITY ................................................................................................................................ 35 6.8 DEFINE RESOURCE ASSUMPTIONS ...................................................................................................................... 35 6.9 DEFINE RESOURCE RISKS AND MITIGATIONS ..................................................................................................... 36

7 COMMUNICATIONS MANAGEMENT .............................................................................................................37

7.1 COMMUNICATION REQUIREMENTS ...................................................................................................................... 37 7.2 COMMUNICATION METHODS ............................................................................................................................... 40 7.3 PERFORMANCE REPORTING ................................................................................................................................. 41 7.4 ADMINISTRATIVE CLOSURE ................................................................................................................................ 42 7.5 PROJECT ARCHIVE ............................................................................................................................................... 42

8 STAKEHOLDER MANAGEMENT .....................................................................................................................44

8.1 STAKEHOLDERS ................................................................................................................................................... 44 8.2 STAKEHOLDER NEEDS AND EXPECTATIONS ........................................................................................................ 44 8.2.2 RANKING GRID OF STAKEHOLDERS’ POTENTIAL IMPACT ............................................................................... 45 8.2.3 PROJECT MANAGEMENT STRATEGY FOR MANAGING STAKEHOLDERS ............................................................ 45 8.3 REVIEW OF SCOPE OF WORK WITH STAKEHOLDERS ........................................................................................... 46

9 SCOPE CHANGE CONTROL ..............................................................................................................................47

9.1 CHANGE CONTROL SYSTEM ................................................................................................................................ 47 9.2 CHANGE CONTROL BOARD APPROVES OR REJECTS CHANGES ........................................................................... 47 9.3 CONSTRUCTIVE RECEIPT OF CR .......................................................................................................................... 47

9.4 APPROVAL OF CR & AUTHORIZATION TO BEGIN WORK .................................................................................... 48

10. PROJECT RISK MANAGEMENT PLAN PURPOSE ....................................................................................49

10.1 STAKEHOLDER ROLES AND RESPONSIBILITIES .................................................................................................. 49 10.2 RISK MANAGEMENT PROCESS AND ACTIVITIES ............................................................................................... 50 10.3 RISK MANAGEMENT PLAN AUDIT LOG ............................................................................................................ 50 10.4 RISK ASSESSMENT AND MANAGEMENT TABLE ................................................................................................ 51

11 PROJECT QUALITY PLAN ...............................................................................................................................52

11.1 PROJECT QUALITY PLAN PURPOSE ......................................................................................................... 52 11.2 QUALITY MANAGEMENT METHOD ......................................................................................................... 53 11.3 PROJECT QUALITY ASSURANCE .............................................................................................................. 58 11.4 PROJECT QUALITY CONTROL ................................................................................................................... 60 11.5 PROJECT AUDITS & QUALITY REVIEWS ................................................................................................ 63 11.6 MANAGEMENT ESCALATION PLAN ........................................................................................................ 63 11.7 QUALITY PLAN AUDIT LOG ....................................................................................................................... 64 11.8 QUALITY PLAN APPROVALS ..................................................................................................................... 64 11.9 PROJECT QUALITY PLAN SECTIONS OMITTED .................................................................................................. 65

12 PROCUREMENT MANAGEMENT ...................................................................................................................66

1 Introduction & Management Summary .......................................................................................................................5

2. Scope ...........................................................................................................................................................................6

2.1 Project requirements ............................................................................................................................................. 6 2.2 Scope Statement .................................................................................................................................................... 6 2.3 Supporting details ................................................................................................................................................. 7 2.4 Assumptions .......................................................................................................................................................... 8 2.5 Applicable Documents and Order of Precedence ................................................................................................. 8 2.6 Criteria for Successful Project Completion .......................................................................................................... 8

3 Work Breakdown Structure .........................................................................................................................................9

3.1 Top level WBS ...................................................................................................................................................... 9 3.2 Work Packages .................................................................................................................................................... 10

4 Schedules ...................................................................................................................................................................22

4.1 Milestone and deliverable ................................................................................................................................... 22

5 Budget ........................................................................................................................................................................23

5.1 Bi-Weekly Cash Flow ......................................................................................................................................... 23 5.2 Detailed Cash Flow Analysis .............................................................................................................................. 24

6 Resource Management ...............................................................................................................................................26

6.1 Resource Hierarchy ............................................................................................................................................. 26 6.2 Resource Responsibility ...................................................................................................................................... 27 6.3 Resource Schedule .............................................................................................................................................. 28

7 Communications Management ..................................................................................................................................31

7.1 Communication Requirements ............................................................................................................................ 31 7.2 Communication Methods .................................................................................................................................... 34 7.3 Performance Reporting ....................................................................................................................................... 35 7.4 Administrative Closure ....................................................................................................................................... 36 7.5 Project Archive ................................................................................................................................................... 36

8 Stakeholder Management ...........................................................................................................................................38

8.1 Stakeholders ........................................................................................................................................................ 38

8.2 Stakeholder Needs and Expectations .................................................................................................................. 38 8.2.2 Ranking Grid of Stakeholders’ Potential Impact ............................................................................................. 39 8.2.3 Project Management Strategy for managing Stakeholders .............................................................................. 39 8.3 Review of Scope of Work with Stakeholders ..................................................................................................... 40

9 Scope Change Control ...............................................................................................................................................41

9.1 Change Control System ...................................................................................................................................... 41 9.2 Change Control Board Approves or Rejects Changes ........................................................................................ 41 9.3 Constructive Receipt of CR ................................................................................................................................ 41 9.4 Approval of CR & Authorization to Begin Work ............................................................................................... 42

10. Project Risk Management Plan Purpose .................................................................................................................43

10.1 Stakeholder Roles and Responsibilities ............................................................................................................ 43 10.2 Risk Management Process and Activities ......................................................................................................... 44 10.3 Risk Management Plan Audit Log .................................................................................................................... 44 10.4 Risk Assessment and Management Table ......................................................................................................... 45

11 Project Quality Plan .................................................................................................................................................47

11.1 PROJECT QUALITY PLAN PURPOSE ......................................................................................................... 47 11.2 QUALITY MANAGEMENT METHOD ......................................................................................................... 48 11.3 PROJECT QUALITY ASSURANCE..............................................................................................................5311.4 PROJECT QUALITY CONTROL ................................................................................................................... 55 11.5 PROJECT AUDITS & QUALITY REVIEWS ................................................................................................ 58 11.6 MANAGEMENT ESCALATION PLAN ........................................................................................................ 58 11.7 QUALITY PLAN AUDIT LOG ....................................................................................................................... 59 11.8 QUALITY PLAN APPROVALS ..................................................................................................................... 59 11.9 Project Quality Plan Sections Omitted ............................................................................................................. 60

12 Procurement Management .......................................................................................................................................61

Signature Page

Approved By:

CEO, Ferrari group

__________________________ ________John Edwards DateCEO, Ferrari group

Ferrari & Team 2

__________________________ ________ DatePaul Correia & Shuyu Zang

1 Introduction & Management Summary Formula-1 Racer Car Team of San Diego, and Ferrari Group of Newport Beach,Beach are pleased to sub-mit this Project Plan (proposal) for the development of a fully certified formula one racing car prototype that meets or exceeds customer and regulatory requirements.

Formula-1 Racer Car Team is an industry-leading organization in providing design, analyzing and building the prototype for our customers. The diverse backgrounds of our team members and management knowledge of project manager Paul Correia yields success in our projects and satisfaction with our clients.

The proposed project will accomplish the following milestones:

Table 1: Milestone Chart

Milestone Weeks After Start of ProjectCharter Approval ...............................................................................6Complete Entire Project Design........................................................16Inspect Parts for Quality...................................................................18Final Production Approved...............................................................27Final Testing......................................................................................27Final Approval...................................................................................28

The project employs the device of the Work Breakdown Structure (see WBS in Table 3on page 11), which is a result-oriented family tree of the services and data required to come up with the end product: a Fformula one 1 racing car prototype per customer requirements featuring the latest technology in sta-bility control and braking system. Thus, the WBS becomes the single most important element of this proposal, because it allows establishing:

[1.] The total work for accomplishing building a fully certified Fformula one 1 racing car prototype with hardware/ software components used in the car and all the pertinent documentation.

1.[2.] Tracking of time, cost, and performance;2.[3.] Procedures for schedule (see Figure 2) and status reporting (see Table 10);3.[4.] Assignment of responsibility for each work element (see the names next to the tasks on the

schedule on page 38).

The purpose of the following Project Plan is to present a coherent and consistent document that can be used to guide both project execution and control. In this way, Customer Company will at all times have a clear picture of how the given keyword of project is progressing. In particular, the Customer will gain from the WBS and the schedule the assurance that all work will proceeds cost-effectively and on time.

2. ScopeThe scope of Tthis project is to build a Fformula one1 racing car prototype, which must meet the techni-cal requirements and shall not go out of the limitation of budget, planned time and assigned human re-source.

2.1 Project requirements

2.1.1 Technical requirementsa) The loaded power output must be no less than 600 horsepower. Any kind of variance must

be validated. This requirement must be measured in both laboratory and practical tests.b) The acceleration performance from 0 to 60 mph must be less than 4 seconds. The measure-

ment is based on the laboratory experiments and practical tests on the drag strip in stan-dard racing field.

c) The maximum speed must be greater than 230 mph. The measurement is based on the lab-oratory experiments and practical tests on the drag strip in standard racing field.

d) The endurance of the final delivered prototype must be validated to meet the demands of Formula One1 Racing.

e) The design must comply with all stated requirements from FIA World Motor Sport Council. The check and certificate report must be submitted according to the detailed documents from FIA World Motor Sport Council

f) The latest featured stability control, braking and safety systems owned by our company must be installed to the designed racing car.

2.1.2 BudgetThe original budget of overall cost is limited to 50 million dollars. Considering the potential risks of this project, a maximum allowed cost exceeding the limitation is 15% of the original budget. If the additional funding is necessary, the application must be submitted to the top management team, budget manager and key stakeholder team. In the application, the necessity and benefits of additional funding must be discussed and well proved.

2.1.3 Time constraintAccording to the demands of Formula One Racing and marketing, the project must be finished in 6 months, counted as 180 natural days. It’s counted from the formal stated date of project starting, which is estimated as one week after the plan is approved.

2.1.4 Human resourceIn the original plan, the scale of key project team, which is clearly stated in part 6.1 of this project plan, shall be limited to 30. Among it, no more than 3 people are newly hired.

2.2 Scope StatementThe project is to build the car prototype and meet the requirements stated in 2.1. All unstated require-ments should notn’t be accounted in the project scope. Marketing operations and influence are not con-sidered in this project scope.

2.2.1 Project management scopea. The project management team should lead the team to the success of meeting or exceeding

the requirements.b. The project team is responsible to communicate with the key stakeholders.c. The project team is responsible to organize all the required documents, including project

management documents, technical reports, and accounting reports.d. Project team must propose the plan for potential risk and scope change.e. Project team will do the final inspection and presentation to all the stakeholders.

2.2.2 Engineering scopea. The design is consistedconsists of three main components, mechanic engineering, structure

engineering and electronic engineering.b. The design proposal must have formal CAD draft, bill of materials, and discussion of techni-

cal features.c. All theThe complete design proposal must be approved by manager before distributing to

other teams.d. Collaboration between engineering teams is managed by project management team.e. Production of design should be done by production team and managed by project manage-

ment team. The car prototype is a necessary f. Testing of produced model should be finished by testing team. The tests must promise all

the technical requirements are complied.g. The collaboration of design, production and testing will be managed by project management

team to revise the design in time.h. The engineering team is responsible for the quality of the final car prototype.

2.2.3 Procurement and accounting scopea. The procurement team is assigned to finished BOM and procurement proposal.b. The procurement team is assigned to define clearly the supplier and distribution channel.c. The procurement team is assigned to communicate with supplier for technical features,

quality requirements and price.d. To find alternatives of supplier if necessary is responsibility of the project procurement

team.e. The operations of procurement, including sending purchase order, logistics, inspection,

should be done by general procurement department of the company and will not be ac-counted as a work of project team.

f. The accounting team is responsible for the cost accounting during the project and directly reports to the project management team.

g. The budget is controlled by the project management team.

2.3 Supporting detailsa) The WBS will be detailed in the part 3 of this project plan.

b) The budget and price estimation appears in part 5 and part 12 of in this project plan.c) The formal organization chart is shown in part 3.1 and 8.1d) The technical features of the latest model of Formula One1 racing car is available in the US Rac-

ing Monitor Data Center.

2.4 AssumptionsThe feasibility of this project hinges materially on several assumptions holding true. They are:

a. The necessary key technologies and patents has been developed and owned by our companies, or can be purchased from other companies.

b. The technical requirements haves been verified as possible from expertise discussion.c. The production capacity is available from the assigned suppliers,. aAnd their capability of meet-

ing the contract has been verified.d. The price would not change greatly during the project from the point when the budget is made.e. Possible budget extension is available if necessary. It’s more detailed version is stated in the part

2.1.2.f. The event that any or all of these human resources are unavailable will constitute a major scope

change, which shall be handled according to the procedure for processing change requests stated in 9.1.

2.5 Applicable Documents and Order of PrecedenceThe following list shows the documents included in this Project Plan by reference. Their order of prece-dence is as follows: in case of conflict between any two documents, the one listed first shall take prece-dence:

a. The project plan.b. Project charter version Aug. 2013c. WBS Dictionary per WBS element 7.1.2d. Supplier Dictionary in June 2013

While the present Project Plan is the formal contractual basis for the Team’s Formula One Project, it shall have precedence over any and all other documents. It shall however not conflict with any ap-plicable law.

2.6 Criteria for Successful Project Completiona. Necessary deliverables including design file, accounting report and project management docu-

mentation is received, checked and approved.b. All requirements are verified according to the files received in the last criteria, including techni-

cal features, allowed budget and timeliness.c. Final approval from key stakeholders.

3 Work Breakdown Structure

3.1 Top level WBSTable 2: Top Level WBS

WBS Task Name1 Car Project1.1 Planning1.1.1 Develop a first cut project idea1.1.2 Project Charter1.2 Engineering/Design1.2.1 First cut technical design1.2.2 Mechanical Engineering design1.2.3 Structural Engineering Design1.2.4 Safety Engineering1.2.5 Electronic Engineering design1.2.6 Software Engineering Design1.2.7 Complete Entire Project Design1.3 Procurement1.3.1 Master Bill of Materials1.3.2 Suppliers1.3.3 Budget Analysis1.3.4 Order process1.3.5 Parts received1.3.6 Quality Inspection1.4 Production1.4.1 Production Planning1.4.2 Sub assembly Production1.4.3 Pilot lots production1.4.4 Final production1.5 Testing1.5.1 Sub assembly testing1.5.2 Pilot lots testing1.5.3 Final testing1.6 Closing out1.6.1 Documentation 1.6.2 Presentation to stakeholders1.6.3 Final approved

Figure 1: Top Level WBS

3.2 Work PackagesThe deliverables for the lowest level of WBS are stated below.

Table 3: Lowest Level WBS

WBS Task Name Deliverable1 Car Project1.1 Planning1.1.1 Develop a first cut project idea Create a project idea1.1.2 Project Charter1.1.2.1 Stakeholder Identification1.1.2.1.1 Identify potential stakeholders Analyze the possible stakeholders1.1.2.1.2 Talk to the potential stakeholders Clarify the needs and stakeholders1.1.2.2 Scope definition1.1.2.2.1 Identify Project goal Establish the goal of the project1.1.2.2.2 Identify the objectives Establish objectives1.1.2.2.3 Define the purpose State the purpose clearly1.1.2.2.4 Define Importance Define the importance

WBS Task Name Deliverable1.1.2.2.5 Define scope1.1.2.3 Identify potential team members1.1.2.3.1 Identify the Project Manager Assign a project manager1.1.2.3.2 Identify the design team Develop the design team1.1.2.3.3 Engineering team Identify the engineering team1.1.2.3.4 Identify other stakeholders Analyze the other stakeholders1.1.2.4 Schedule1.1.2.4.1 Develop a Schedule overview Create an overview of schedule1.1.2.4.2 Identify major deliverables List major deliverables1.1.2.4.3 Milestones Establish major milestones1.1.2.4.4 Detailed Project Schedule Create a project schedule1.1.2.5 Risk1.1.2.5.1 Identify potential risk Write a risk document1.1.2.5.2 Define the measures for each risk Assign measure to each risk in the document1.1.2.5.3 Identify possible changes Write a report for changes in the document1.1.2.6 Budget1.1.2.6.1 Overall budget Write a document on budget estimation1.1.2.6.2 Specific budget for each task1.1.2.6.2.1 Procurement Budget estimation for procurement1.1.2.6.2.2 Design Budget estimation for design1.1.2.6.2.3 Production Budget estimation for production1.1.2.6.2.4 Assembly Budget estimation for assembly1.1.2.6.2.5 Testing Budget estimation for testing1.1.2.6.2.6 Documentation Budget estimation for documentation1.1.2.7 Charter Approval

1.1.2.7.1 Review project charter Invite the team and review charter and write comments

1.1.2.7.2 Schedule Sponsor meeting Create an event to talk to sponsors

1.1.2.7.3 Present Charter to sponsor and stake-holder

Submit charter on behalf of the team

1.1.2.7.4 Charter Approval Get approval from sponsor1.1.2.8 Set Project Baseline1.1.2.8.1 Create project baseline Write a proper baseline1.2 Engineering/Design1.2.1 First cut technical design

1.2.1.1 Write Technical Specifications for all Components used on Car

Write a document for technical specifications

1.2.1.2 Technical Requirements for Mechani-cal Systems

1.2.1.2.1 Technical requirements for Engine Write the requirements for engine1.2.1.2.2 Technical requirements for Chassis Write the requirements for chassis

WBS Task Name Deliverable

1.2.1.2.3 Technical requirements for power train

Write the requirements for power train

1.2.1.2.4 Technical requirements for other sys-tems

Write the requirements for other systems

1.2.1.3 Technical Requirements for Electrical System

1.2.1.3.1 Technical requirements for ECU Write the requirements for engine1.2.1.3.2 Other Electrical systems Write the requirements for engine

1.2.1.4 Technical Requirements for Structural System

1.2.1.4.1 Technical requirements for structural components

Write the requirements for engine

1.2.1.5 Technical requirements for Software Design

1.2.1.5.1 Technical requirements for software module

Write the requirements for engine

1.2.2 Mechanical Engineering design1.2.2.1 Understand FIA requirements Publish the FIA requirements document1.2.2.2 Engine design

1.2.2.2.1 Engine design overview Publish a document understanding the over-view

1.2.2.2.2 Initial draft Publish the initial draft1.2.2.2.3 Detailed design1.2.2.2.3.1 Engine body Write the engine body design1.2.2.2.3.2 Cylinder head Write the cylinder shaft design1.2.2.2.3.3 Cam shaft Write the cam shaft design1.2.2.2.3.4 Valves Write the valves design1.2.2.2.3.5 Gasket Write the gasket design1.2.2.2.3.6 Piston Write the piston design1.2.2.2.3.7 Engine block Write the engine block design1.2.2.2.3.8 Crankshaft Write the crankshaft design1.2.2.2.3.9 oil Write the oil design1.2.2.2.4 Design review1.2.2.2.4.1 Write design review Publish the design report for engine1.2.2.2.4.2 Design report Publish the report1.2.2.2.4.3 Design approval Get approval and signature1.2.2.3 Power train1.2.2.3.1 Power train design overview Write a document stating the design overview1.2.2.3.2 Initial draft Create and publish the initial draft1.2.2.3.3 Detailed Power train design1.2.2.3.3.1 Power Control Unit Write the PCU design

WBS Task Name Deliverable1.2.2.3.3.2 Inverter Write the inverter design1.2.2.3.3.3 Battery Write the battery design1.2.2.3.3.4 Internal Combustion engine Write the ICE design1.2.2.3.3.5 Motor/Generator Write the motor design1.2.2.3.3.6 Power Split Write the power split design1.2.2.3.3.7 Reduction gears Write the reduction gears design1.2.2.3.3.8 Axles Write the axles design1.2.2.3.3.9 Wheels Write the wheels design1.2.2.3.4 Powertrain sub-assembly1.2.2.3.5 Design review1.2.2.3.5.1 Overall design review Write the design report for powertrain1.2.2.3.5.2 Design report Publish the report1.2.2.3.5.3 Design approval Get approval and signature1.2.2.4 Suspension System1.2.2.4.1 Suspension system design overview Write a document stating the design overview1.2.2.4.2 Initial draft Create and publish the initial draft1.2.2.4.3 Detailed Suspension system design1.2.2.4.3.1 Frame Write the frame design1.2.2.4.3.2 Control arm Write the control arm design1.2.2.4.3.3 Shock absorber Write the shock absorber design1.2.2.4.3.4 Steering wheel Write the steering wheel design1.2.2.4.4 Design review1.2.2.4.4.1 Overall design review Write the design report for suspension system1.2.2.4.4.2 Design report Publish the report1.2.2.4.4.3 Design approval Get approval and signature1.2.2.5 Chassis 1.2.2.5.1 Chassis design overview Write a document stating the design overview1.2.2.5.2 Initial draft Create and publish the initial draft1.2.2.5.3 Detailed design1.2.2.5.3.1 Frame Write the frame design1.2.2.5.3.2 Designing of the frame Write the complete designing of frame design1.2.2.5.3.3 Frame components Write the frame components design1.2.2.5.3.4 Chassis design Write the chassis design1.2.2.5.3.5 Chassis sub-assembly Write the sub-assembly design1.2.2.5.4 Design review1.2.2.5.4.1 Overall design review Write the design report for chassis1.2.2.5.4.2 Design report Publish the report1.2.2.5.4.3 Design approval Get approval and signature1.2.2.6 Steering 1.2.2.6.1 Design overview Write a document stating the design overview

WBS Task Name Deliverable1.2.2.6.2 Initial draft Create and publish the initial draft1.2.2.6.3 Detailed Steering design

1.2.2.6.3.1 Identify steering type Understand the various types and choose one that fits

1.2.2.6.3.2 Steering wheel Write the steering wheel design1.2.2.6.3.3 Steering system Write the steering system design1.2.2.6.3.4 Track rod Write the track rod design1.2.2.6.3.5 Tie rods Write the tie rods design1.2.2.6.3.6 Steering arms Write the steering arms design1.2.2.6.4 Design review1.2.2.6.4.1 Overall design review Write the design report for steering system1.2.2.6.4.2 Design report Publish the report1.2.2.6.4.3 Design approval Get approval and signature1.2.2.7 Braking1.2.2.7.1 Design overview Write a document stating the design overview1.2.2.7.2 Initial draft Create and publish the initial draft1.2.2.7.3 Braking system

1.2.2.7.3.1 Identify brake type Understand the various types and choose one that fits

1.2.2.7.3.2 Brake mechanism Write the brake mechanism used1.2.2.7.3.3 Brake components Write the brake components needed1.2.2.7.3.4 Brake leverage Write the brake leverage design1.2.2.7.3.5 Hydraulics Write the hydraulics design1.2.2.7.3.6 Friction Write the friction information1.2.2.7.3.7 Brake design Write the complete brake design1.2.2.7.4 Design review1.2.2.7.4.1 Overall design review Write the design report for braking system1.2.2.7.4.2 Design report Publish the report1.2.2.7.4.3 Design approval Get approval and signature1.2.2.8 Cooling system1.2.2.8.1 Design overview Write a document stating the design overview1.2.2.8.2 Initial draft Create and publish the initial draft1.2.2.8.3 Cooling system design1.2.2.8.3.1 Radiator Write the radiator design1.2.2.8.3.2 Thermostat Write the thermostat design1.2.2.8.3.3 Cooling fan Write the cooling fan design1.2.2.8.3.4 Other cooling components1.2.2.8.4 Design review1.2.2.8.4.1 Overall design review Write the design report for cooling system1.2.2.8.4.2 Design report Publish the report1.2.2.8.4.3 Design approval Get approval and signature

WBS Task Name Deliverable1.2.2.9 Exhaust system1.2.2.9.1 Design overview Write a document stating the design overview1.2.2.9.2 Initial draft Create and publish the initial draft1.2.2.9.3 Exhaust system design1.2.2.9.3.1 Cylinder head Write the cylinder head design1.2.2.9.3.2 Exhaust manifold Write the exhaust manifold design1.2.2.9.3.3 Turbocharger Write the turbocharger design1.2.2.9.3.4 Catalytic converter Write the catalytic design1.2.2.9.3.5 Muffler Write the muffler design1.2.2.9.4 Design review1.2.2.9.4.1 Overall design review Write the design report for exhaust system1.2.2.9.4.2 Design report Publish the report1.2.2.9.4.3 Design approval Get approval and signature

1.2.2.10 Complete Mechanical design Publish the entire design for mechanical engi-neering

1.2.2.11 Mechanical Design report Publish the report1.2.2.12 Mechanical Design approval Get approval and signatures1.2.3 Structural Engineering Design1.2.3.1 Overall electrical design view Write a document stating the design overview1.2.3.2 Initial Draft Create and publish the initial draft

1.2.3.3 Understand FIA rules Analyze the FIA rules and document proce-dures

1.2.3.4 Detailed Structural Engineering design1.2.3.4.1 Structural Design requirements Establish the requirements document1.2.3.4.2 Structural Design procedures Establish the procedures1.2.3.4.3 Light weight design Ensure light weight and document numbers1.2.3.4.4 Endurance strength1.2.3.4.4.1 Endurance Strength analysis Analysis test report1.2.3.4.4.2 Endurance test design Design test report1.2.3.4.4.3 Endurance simulation Simulate graphs and figures

1.2.3.4.5 Complete Structural Design Publish the entire design for structural engi-neering

1.2.3.4.6 Structural design review Write the review results and comments1.2.3.4.7 Structural Design report Publish the report1.2.3.4.8 Structural Design approval Get approval and signatures1.2.4 Safety Engineering1.2.4.1 Safety systems draft Create and publish the initial draft1.2.4.2 Detailed safety systems

1.2.4.3 Complete Safety design Publish the entire design for safety engineer-ing

1.2.4.4 Safety design review Write the review results and comments

WBS Task Name Deliverable1.2.4.5 Safety design report Publish the report1.2.4.6 Safety approval Get approval and signatures1.2.5 Electronic Engineering design1.2.5.1 Overall electrical design view Write a document stating the design overview1.2.5.2 Initial Draft Create and publish the initial draft


1.2.5.4 Electronic Control Unit1.2.5.4.1 Microprocessor Write the microprocessor design1.2.5.4.2 Printed Circuit Board Write the PCB design1.2.5.4.3 Microcontroller chip Write the chip design1.2.5.4.4 Transmission Control Unit Write the TCU design1.2.5.4.5 CAN bus Write the CAN Bus design1.2.5.4.6 Anti-theft control Write the anti-theft control design1.2.5.4.7 Anti-skid brake control Write the anti-skid control design

1.2.5.5 Identify potential sellers Analyze the potential sellers and document them

1.2.5.6 Warning light1.2.5.6.1 Accident protection procedure Document the protection procedure

1.2.5.6.2 Identify potential sellers of warning light

Analyze the potential sellers and document them

1.2.5.6.3 Integration into the cockpit Write the integration requirements1.2.5.7 Track signal information display1.2.5.7.1 Circuit conditions Write the conditions for circuit

1.2.5.7.2 Potential sellers Analyze the potential sellers and document them

1.2.5.7.3 Integration into the steering wheel Write the integration requirements1.2.5.8 Transponders1.2.5.8.1 Identify timekeepers Write the timekeepers used1.2.5.8.2 Identify suppliers Write the suppliers list and other details1.2.5.8.3 Integration of transponder Write the integration requirements1.2.5.9 Television cameras1.2.5.9.1 Identify sellers Write the integration requirements1.2.5.9.2 Installation into the system Write the details for installation1.2.5.10 Design overview1.2.5.10.1 Design overview of ECU Write the design overview1.2.5.10.2 Design overview of warning light Write the design overview1.2.5.10.3 Design overview of transponders Write the design overview1.2.5.10.4 Design report Write the design report

1.2.5.10.5 Design approval Write the approval document and get signa-tures

WBS Task Name Deliverable1.2.5.11 Complete Electronic design Finish the design and review1.2.5.12 Electronic Design report Generate the design report1.2.5.13 Electronic design approval Get approval and signatures1.2.6 Software Engineering Design1.2.6.1 Overall software design view Write a document stating the design overview1.2.6.2 Initial Draft Create and publish the initial draft


1.2.6.4 Develop Software1.2.6.5 Complete Software design Finish the design and review1.2.6.6 Software Design Overview Write the design overview1.2.6.7 Software Design report Write the design report

1.2.6.8 Software approval Write the approval document and get signa-tures

1.2.7 Complete Entire Project Design Document the entire design and review1.3 Procurement1.3.1 Master Bill of Materials1.3.1.1 BOM for mechanical design1.3.1.1.1 BOM for engine Create the BOM for engine1.3.1.1.2 BOM for suspension system Create the BOM for suspension system1.3.1.1.3 BOM for powertrain Create the BOM for powertrain1.3.1.1.4 BOM for chassis Create the BOM for chassis1.3.1.1.5 BOM for steering Create the BOM for steering1.3.1.1.6 BOM for braking Create the BOM for braking1.3.1.1.7 BOM for cooling Create the BOM for cooling1.3.1.1.8 BOM for exhaust Create the BOM for exhaust1.3.1.2 BOM for electrical design1.3.1.2.1 BOM for ECU Create the BOM for ECU1.3.1.2.2 BOM for Warning light Create the BOM for warning light

1.3.1.2.3 BOM for track signal information dis-play

Create the BOM for signal information

1.3.1.2.4 BOM for transponder Create the BOM for transponder1.3.1.2.5 BOM for television camera Create the BOM for television camera1.3.1.3 BOM for structural Design

1.3.1.3.1 BOM for structural design compo-nents

Create the BOM for design components

1.3.1.4 BOM for software engineering1.3.1.4.1 Buy Software versions Pay and install software’s1.3.1.4.2 Buy programming versions Pay and install programming platforms1.3.1.5 Complete BOM Finish the BOM for all areas1.3.2 Suppliers

WBS Task Name Deliverable

1.3.2.1 Identify Potential suppliers Analyze the potential sellers and document them

1.3.2.2 Issue Proposals Write proposal document and send them1.3.2.3 Bid Contractors Create bids for contracts1.3.2.4 Negotiation Establish negotiation1.3.2.5 Contract Write the contract information and agreement1.3.3 Budget Analysis1.3.3.1 Priced BOM1.3.3.1.1 BOM for mechanical design Create the BOM for design components1.3.3.1.2 BOM for electrical design Create the BOM for design components1.3.3.1.3 BOM for structural engineering Create the BOM for structural engineering1.3.3.1.4 BOM for software engineering Create the BOM for design components1.3.3.2 Revise budget based on Priced BOM1.3.3.2.1 Revise budget Review the budget proposal1.3.4 Order process1.3.4.1 Order releasing WrRite the release document1.3.4.2 Invoice received Review the invoice received1.3.4.3 Payment made Pay and record payment1.3.5 Parts received1.3.5.1 Material received Write the materials received1.3.5.2 Receiving Inspection Perform quality test and document them1.3.6 Quality Inspection1.3.6.1 Inspect Parts for quality Quality inspection document1.4 Production1.4.1 Production Planning1.4.1.1 Design Confirmation Final design document1.4.1.2 Material Confirmation Final material approval document1.4.1.3 Production Order Release1.4.2 Sub assembly Production1.4.2.1 Mechanical sub assembly production

1.4.2.1.1 Chassis production Write the chassis production method and pro-duce

1.4.2.1.2 Aerodynamics production Write the aerodynamics production method and produce

1.4.2.1.3 Engine sub assembly production Write the engine production method and pro-duce

1.4.2.1.4 Cooling system sub assembly produc-tion

Write the cooling system production method and produce

1.4.2.1.5 Power train sub assembly production Write the power train production method and produce

1.4.2.1.6 Fuel system sub assembly production Write the fuel system production method and

WBS Task Name Deliverableproduce

1.4.2.1.7 Exhaust system sub assembly

1.4.2.1.7.1 Braking Write the chassis braking system production method and produce

1.4.2.1.7.2 Steering Write the chassis steering system production method and produce

1.4.2.1.8 Suspension production Write the chassis suspension production method and produce

1.4.2.2 Electronic system sub assembly pro-duction

1.4.2.2.1 Electronic system assembling Write the electronic system production method and produce

1.4.2.2.2 Software system development Write the software system production method and produce

1.4.2.2.3 Integrated software installation Write the integrated software production method and produce

1.4.2.3 Sub assembly production approved Write the sub-assembly production method and produce

1.4.3 Pilot lots production

1.4.3.1 Pilot lots assembling Write the pilot lot assembly production method and produce

1.4.3.2 Pilot lots production approved Get approval and signatures1.4.4 Final production1.4.4.1 Final assembling Document stating final assembly1.4.4.2 Painting Painting completed report 1.4.4.3 Final production approved Get approval and signatures1.5 Testing1.5.1 Sub assembly testing1.5.1.1 Chassis testing1.5.1.1.1 Function test Test document for functions1.5.1.1.2 Quality test Test document for quality1.5.1.1.3 Test confirmation Confirmation statement1.5.1.2 Aerodynamics testing1.5.1.2.1 Function test Test document for functions1.5.1.2.2 Quality test Test document for quality1.5.1.2.3 Test confirmation Confirmation statement1.5.1.3 Engine testing1.5.1.3.1 Function test Test document for functions1.5.1.3.2 Quality test Test document for quality1.5.1.3.3 Test confirmation Confirmation statement1.5.1.4 Cooling system testing1.5.1.4.1 Function test Test document for functions

WBS Task Name Deliverable1.5.1.4.2 Quality test Test document for quality1.5.1.4.3 Test confirmation Confirmation statement1.5.1.5 Power train testing1.5.1.5.1 Function test Test document for functions1.5.1.5.2 Quality test Test document for quality1.5.1.5.3 Test confirmation Confirmation statement1.5.1.6 Fuel system testing1.5.1.6.1 Function test Test document for functions1.5.1.6.2 Quality test Test document for quality1.5.1.6.3 Test confirmation Confirmation statement1.5.1.7 Exhaust system testing1.5.1.7.1 Function test Test document for functions1.5.1.7.2 Quality test Test document for quality1.5.1.7.3 Test confirmation Confirmation statement1.5.1.8 Suspension testing1.5.1.8.1 Function test Test document for functions 1.5.1.8.2 Quality test Test document for quality1.5.1.8.3 Test confirmation Confirmation statement1.5.1.9 Electronic system testing1.5.1.9.1 Function test Test document for functions1.5.1.9.2 Quality test Test document for quality1.5.1.9.3 Test confirmation Confirmation statement1.5.2 Pilot lots testing1.5.2.1 In house test1.5.2.1.1 Technical features test1.5.2.1.1.1 Emission Emission test document1.5.2.1.1.2 Brakeeak test Brake test document1.5.2.1.2 Stability test Stability test document1.5.2.1.3 Endurance test Endurance test document1.5.2.1.4 Safety standards1.5.2.1.4.1 Leakage Leakage protection methods1.5.2.1.4.2 Crash test Crash test conducted report1.5.2.2 Real field testing1.5.2.2.1 Performance testing1.5.2.2.1.1 Acceleration test Acceleration test document1.5.2.2.1.2 Highest speed test Speed test document1.5.2.2.1.3 Controlling test Control test document1.5.2.2.2 Stability test Stability test document1.5.2.2.3 Endurance testing Endurance test document1.5.2.2.4 Safety test Safety test document

WBS Task Name Deliverable1.5.2.3 Testing documentation Final testing document1.5.3 Final testing1.5.3.1 Features check Feature check report1.5.3.2 Testing documentation Final testing document1.6 Closing out1.6.1 Documentation 1.6.1.1 Project documentation Final project documentation report1.6.1.2 Technical report Final technical report1.6.1.3 Financial summary Final financial summary report1.6.2 Presentation to stakeholders Presentation slides and questions

1.6.3 Final approved Approval signature and completion confirma-tion signatures.

3.3 WBS dictionary WBS dictionary is described in the notes section of the project.

4 Schedules

4.1 Milestone and deliverableTable 4: Milestone and Deliverables

WBS Milestones Deliverable date1.1.2.7.4 Charter Approval 11/25/13

1.2.7 Complete Entire Project de-sign

2/3/14

1.3.6.1 Inspect Parts for quality 2/20/14

1.4.4.3 Final Production approved 4/23/14

1.5.3 Final testing 4/22/14

1.6.3 Final approval 4/30/14

Figure 2: Gantt Chart

5 Budget A complete breakdown of budget analysis is embedded below. A budget summary of cash flow bi weekly and cost estimates by type of resources (work vsvs. material) is proposed in Part Isection 5.1. More detailed explanations of project cost can be found in section 5.2Part II. The projected total budget is $44,744,758.21

5.1.1 Bi-Weekly Cash FlowPart I

October 2

7, 2013

November 1

0, 2013

November 2

4, 2013

December 8

, 2013

December 2

2, 2013

January 5, 2

014

January 19, 2

014

February 2, 2

014

February 16, 2

014

March 2, 2

014

March 16, 2

014

March 30, 2

014

April 13, 2

014

April 27, 2

014$1,000.00

$10,000.00

$100,000.00

$1,000,000.00

$10,000,000.00

$100,000,000.00

Cash Flow Bi-Weekly (Car Project)

Cost (Car Project)

Figure 3: Bi-Weekly Cash Flow

Type: Work Type: Material$100,000.00

$1,000,000.00

$10,000,000.00

$100,000,000.00

$292,318.72

$44,452,439.49

Cost (Work vs Material)

Cost

October 2

7, 2013

November 1

0, 2013

November 2

4, 2013

December 8

, 2013

December 2

2, 2013

January 5, 2

014

January 19, 2

014

February 2, 2

014

February 16, 2

014

March 2, 2

014

March 16, 2

014

March 30, 2

014

April 13, 2

014

April 27, 2

014$1,000.00

$10,000.00

$100,000.00

$1,000,000.00

$10,000,000.00

$100,000,000.00

Cash Flow Bi-Weekly (Car Project)

Cost (Car Project)

Figure 4: Bi-Weekly Cash FlowCost (Work vs. Material)

Type: Work Type: Material$100,000.00

$1,000,000.00

$10,000,000.00

$100,000,000.00

$288,915.28

$44,452,439.49

Cost (Work vs Material)

Cost

Figure 5: Cost (Work vs. Material)

5.21.2 Detailed Cash Flow Analysis Part II

October 2

7, 2013

November 1

0, 2013

November 2

4, 2013

December 8

, 2013

December 2

2, 2013

January 5, 2

014

January 19, 2

014

February 2, 2

014

February 16, 2

014

March 2, 2

014

March 16, 2

014

March 30, 2

014

April 13, 2

014

April 27, 2

014$1.00

$10.00$100.00

$1,000.00$10,000.00

$100,000.00$1,000,000.00

$10,000,000.00$100,000,000.00

Weekly Cash Flow (Work vs Material)

Type: WorkCost

Type: MaterialCost

Figure 6: Weekly Cash Flow

October 2

7, 2013

November 1

0, 2013

November 2

4, 2013

December 8

, 2013

December 2

2, 2013

January 5, 2

014

January 19, 2

014

February 2, 2

014

February 16, 2

014

March 2, 2

014

March 16, 2

014

March 30, 2

014

April 13, 2

014

April 27, 2

014$1.00

$10.00$100.00

$1,000.00$10,000.00

$100,000.00$1,000,000.00

$10,000,000.00$100,000,000.00

Cash Flow Weekly (Work vs Material)

Type: WorkCost

Type: MaterialCost

Figure 7: Weekly Cash Flow

Ferrari G

roup

Type: W

ork

Paul Corre

ia

Type: W

ork

Laksh

mi Laksh

manan

Type: W

ork Ahra Ko

Type: W

ork

John Edwards

Type: W

ork

Electrica

l Engineerin

g Team

Type: W

ork

Software Development T

eam

Type: W

ork

Procurement G

roup

Type: W

ork QA

Type: W

ork

Powder Coating

Type: W

orkTest

Lab

Type: W

ork

$100.00

$1,000.00

$10,000.00

$100,000.00

Work Resource Costs

Cost

Figure 8: Work Resource Costs

Ferrari G

roup

Shuyu Zhang

Paul Corre

ia

Dhaval P

andya

Laksh

mi Laksh

manan

Nour Moukta

bis

Ahra Ko

John Edwards

Mechanica

l Engineerin

g Team

Electrica

l Engineerin

g Team

Structu

ral Engineerin

g Team

Software Development T

eam

Safety Engineerin

g Team

Procurement G

roup

Receivi

ng DeptQA QC

Powder Coating

Test Dept

Test La

b$100.00

$1,000.00

$10,000.00

$100,000.00

Cost (Work)

Cost

Figure 9: Resource Costs

Group: Brakin

g System

Group: Chassi

s

Group: Coolin

g System

Group: Electr

ical C

ontrol

Group: Engine

Group: Power T

rain

Group: Software

Group: Steerin

g System

Group: Susp

ension Syst

em

Group: Warning Li

ght$100,000.00

$1,000,000.00

$10,000,000.00

$100,000,000.00

Material Costs

Cost

Figure 10: Material Costs

6 Resource ManagementThe project Resource Plan will document all resources that will be required to successfully complete the F-1 Racer Car project. This resource plan will go into as much depth as possible for the planning stages, including the type of labor resources needed as well as the materials needed.This section shows how the resources required to develop the F1 Racer car, will be divided up among the key people in the project.

6.1 Project Team Size This project will utilize seven different managers with unique skill sets to successfully complete the

project. Each Manger will be responsible for one for the nine technical groups listed below There will be nine different technical groups that will contribute to the project. The amount of peo-

ple needed for each team is also listed below and has been determined on the Bi-Weekly rate

Table 5: Project Team Size

GroupMaximum Number

of Employees

Mechanical Engineering Team 9

Electrical Engineering Team 5

Structural Engineering Team 3

Software Development Team 3

Safety Engineering Team 2

Procurement Group 2

Receiving Department 1

QA 1

QC 2

Test Department 4

Test Lab 3

6.2 Required Skill SetThe following table defines the needed employee expertise area in order to complete to the major required deliver-able.

Table 6: Required Skills

Deliverable Resource Type Source Estimated Cost Quantity

Charter Approval Project Manager Internal Staff Internal 1

Program Director Internal Staff Internal 1

Hardware Manager Internal Staff Internal 1

Software Manager Internal Staff Internal 1

Systems integration manager Internal Staff Internal 1

Manufacturing Manager Internal Staff Internal 1


Quality Manager Internal Staff Internal 1

Project Design Project Manager Internal Staff Internal 1







Mechanical Engineering Team Internal Staff Internal 9

Electrical Engineering Team Internal Staff Internal 5

Structural Engineering Team Internal Staff Internal 3

Software Development Team Internal Staff Internal 3

Safety Engineering Team Internal Staff Internal 2

Inspect Part for Quality


QA Internal Staff Internal 2

QC Internal Staff Internal 4

Final Production Approved

Project Manager Internal Staff Internal 1















Test Department Internal Staff Internal 2

Test Lab Internal Staff Internal 2

Final Testing Project Manager Internal Staff Internal 1














Test Department Internal Staff Internal 2

Test Lab Internal Staff Internal 2

Final Approval Project Manager Internal Staff Internal 1







6.3 Non-labor ResourcesNon Labor resources are considered to be all the parts required to complete the F1 Car. The list below shows the required resource and the required delivery date.

Table 7: Non-Labor Resources

Name Delivery By

Engine body Thu 3/20/14

Cylinder head Thu 3/20/14

Cam shaft Thu 3/20/14

Valves Thu 3/20/14

Gasket Thu 3/20/14

Piston Thu 3/20/14

Engine block Thu 3/20/14

Crankshaft Thu 3/20/14

oil Thu 3/20/14

Power Control Unit Thu 3/20/14

Inverter Thu 3/20/14

Battery Thu 3/20/14

Internal Combustion engine Thu 3/20/14

Motor/Generator Thu 3/20/14

Power Split Thu 3/20/14

Reduction gears Thu 3/20/14

Axles Thu 3/20/14

Wheels Thu 3/20/14

Frame Thu 3/20/14

Control arm Thu 3/20/14

Shock absorber Thu 3/20/14

Steering wheel Thu 3/20/14

Steering system Thu 3/20/14

Track rod Thu 3/20/14

Tie rods Thu 3/20/14

Steering arms Thu 3/20/14

Brake mechanism Thu 3/20/14

Brake components Thu 3/20/14

Name Delivery By

Brake leverage Thu 3/20/14

Hydraulics Thu 3/20/14

Friction Thu 3/20/14

Radiator Thu 3/20/14

Thermostat Thu 3/20/14

Cooling fan Thu 3/20/14

Other cooling components Thu 3/20/14

Exhaust manifold Thu 3/20/14

Turbocharger Thu 3/20/14

Catalytic converter Thu 3/20/14

Muffler Thu 3/20/14

Frame components Thu 3/20/14

Chassis sub-assembly Thu 3/20/14

Fire Extinguishing systems Thu 3/20/14

Circuit Breaker switch Thu 3/20/14

Rear view mirrors Thu 3/20/14

Padding to cockpit Mon 4/21/14

Microprocessor Thu 3/20/14

Printed Circuit Board Thu 3/20/14

Microcontroller chip Thu 3/20/14

Transmission Control Unit Thu 3/20/14

CAN bus Thu 3/20/14

Anti theft control Thu 3/20/14

Anti skid brake control Thu 3/20/14

Warning light Mon 4/21/14

Circuit conditions Thu 3/20/14

Transponders Thu 3/20/14

Television cameras Thu 3/20/14

Software versions Thu 3/20/14

programming versions Thu 3/20/14

Powder Coating Paint Thu 4/24/14

6.51 Resource HierarchyProject Team Figure X 8 below shows the resource hierarchy for the project, the management group will be divided into five main areas, with Paul Correia the project manager overseeing the entire project.

Figure 11: Resource Hierarchy

Formula-1 Racer Car Team

John Edwards - CEO Ferrari Group

Paul Correia -Project Manager

Shuyu Zhang - Program Director

Dhavel Pandya - Hardware

Development

Mechanical Engineering Team

Electrical Engineering Team

Structural Engineering Team

Lakshmi Lakshmanan - Software

Development

Software Development team

Nour Mouktabis - Systems

Integregation

Safety Engineering Team

Test Department

Ahra Ko - Manufacturing

Manager

Procurement Group

Shipping/Receiving Team

Quality Manager

QA/QC Department

6.6 Resource ScheduleThe figures 9 and 10 below show when the main resources are needed for the project, the resources are broken down into a bi-weekly schedule so that resource allocation can be planned in advance. Finally, the table 6 lists all the work the is required on the project. This table will be used for resource planning to be sure that each department has an adequate number of employees to successfully complete their tasks.

10/27/2013

11/10/2013

11/24/2013

12/8/2013

12/22/2013

1/5/2014

1/19/2014

2/2/2014

2/16/2014

3/2/2014

3/16/2014

3/30/2014

4/13/2014

4/27/2014

0

10

20

30

40

50

60

70

Ferrari Group Shuyu Zhang Paul Correia Dhaval PandyaLakshmi Lakshmanan Nour Mouktabis Ahra Ko Quality ManagerJohn Edwards

Hou

rs

Figure 12: Bi-Weekly Management Hour

10/27/2013

11/10/2013

11/24/2013

12/8/2013

12/22/2013

1/5/2014

1/19/2014

2/2/2014

2/16/2014

3/2/2014

3/16/2014

3/30/2014

4/13/2014

4/27/2014

0

1

2

3

4

5

6

7

8

9

10

Mechanical Engineering Team Electrical Engineering Team Structural Engineering Team Software Development Team Safety Engineering Team Procurement GroupShipping Dept Receiving Dept QAQC Test Dept Test Lab

Full

Tim

e Eq

uiliv

ant W

orke

rs

Figure 13: Development Group Bi-Weekly FTE

Table 8: Resource Total Hours

Name Work

Ferrari Group 126.8 hrs

Shuyu Zhang 155.2 hrs

Paul Correia 256.8 hrs

Dhaval Pandya 177.6 hrs

Lakshmi Lakshmanan 164.8 hrs

Nour Mouktabis 179.2 hrs

Ahra Ko 125.6 hrs

Quality Manager 67.6 hrs

John Edwards 82.4 hrs

Mechanical Engineering Team 2,480 hrs

Electrical Engineering Team 896 hrs

Structural Engineering Team 868 hrs

Name Work

Software Development Team 720 hrs

Safety Engineering Team 320 hrs

Procurement Group 266 hrs

Receiving Dept. 128 hrs

QA 6 hrs

QC 110 hrs

Powder Coating 8 hrs

Test Dept. 612 hrs

Test Lab 596 hrs

6.72 Resource ResponsibilityThe Table below show who is responsible for each specific task in the higher level WBS.

Table 9: Resource Responsibility

Car P

roje

ctPl

anni

ngD

evel

op a

firs

t cut

pro

ject

idea

Proj

ect C

hart

erEn

gine

erin

g/D

esig

nFi

rst c

ut te

chni

cal d

esig

nM

echa

nica

l Eng

inee

ring

desi

gnSt

ruct

ural

Eng

inee

ring

Des

ign

Safe

ty E

ngin

eerin

gEl

ectr

onic

Eng

inee

ring

desi

gnSo

ftw

are

Engi

neer

ing

Des

ign

Com

plet

e En

tire

Proj

ect D

esig

nPr

ocur

emen

tM

aste

r Bill

of M

ater

ials

Supp

liers

Budg

et A

naly

sis

Ord

er p

roce

ssPa

rts

rece

ived

Qua

lity

Insp

ectio

nPr

oduc

tion

Prod

uctio

n Pl

anni

ngSu

b as

sem

bly

Prod

uctio

nPi

lot l

ots

prod

uctio

nFi

nal p

rodu

ction

Testi

ngSu

b as

sem

bly

testi

ngPi

lot l

ots

testi

ngFi

nal t

estin

gCl

osin

g ou

tD

ocum

enta

tion

Pres

enta

tion

to s

take

hold

ers

Fina

l app

rove

d

John Edwards s s s s s rPaul Correia r r r r s s s s s s s s s s s s s s s s r s s s s s s s r r r rShuyu Zhang s s s s s s s s s s s s s s s s s s s s s s s s s s s s s r r sDhavael Pandya r r r r r r s s s s s s s s s s s s r s sLakshmi Lakshmanan r r r r s s s s s s s s s s s r s sNour Mouktabis r r r r s s s s s s r r r r s r s sAhra Ko r r r r s s s r r r r r s s s s s r s sQuality Manager s r r rMechanical Engineering Team r r r r s s s s s s s s s s Electrical Engineering Team r r r r s s s s s s s s s s Structural Engineering Team r r r r s s s s s s s s s s Software Development Team r r r r s s s s s s s s s s Safety Engineering Team r r r r s s s s s s s s s s Test Department r r r r s Procurement Group r r r r r s Shipping/Receiving Group r QA/QC s r s r = Directly responsible for producing the required result. They could either be expected to produce the work themselves or oversee the completion of the works = Support role for the deliverable. Person is not directly responsible for completing work, but is expected to provide sup-port if needed

6.8 Define Resource Assumptions

The assumptions there were made in the development of the resource plan are: There is an unlimited ability to adjust resources to match the requirement of the project The technical resources will only be working on the F1 project, and there will be no internal

pressure to work on other projects

The resources all have the knowledge to perform the tasks asked of them and there will be little to no training required

The task will be completed in the time frame that was determined in project planning

6.9 Define Resource Risks and Mitigations

With all projects there is risk and uncertainty in assessing the resources required to complete a project. The risks are as follows:

The employees do not have the skills required to complete the project deliverables There is internal pressure to work on other projects, thus reducing the time working the F1

Project The time required to complete each task was not properly estimated The amount of employees needed to complete each tasks was not properly estimated

In order to prevent these risks from occurring during the project the follow will be used as part of the risk mitigation strategy

During the initial stage of the project we will audit the different groups required to complete the project to see what there technical knowledge is, if it is acceptable then we can proceed as planned, if not additional time will be given for training

There is room in the estimated budget to allow for overtime and additional resources, if the project is falling behind schedule

The time estimation for the project is pessimistic, thus we anticipate there will be additional time for each task

6.3 Resource ScheduleThe figures 9 and 10 below show when the main resources are needed for the project, the resources are broken down into a bi-weekly schedule so that resource allocation can be planned in advance. Finally, tThe table 6 lists all the work the is required on the project. This table will be used for resource planning to be sure that each department has an adequate number of employees to successfully complete their tasks.

11/1/13 11/17/13 12/3/13 12/19/13 1/4/14 1/20/14 2/5/14 2/21/14 3/9/14 3/25/14 4/10/14 4/26/140 hrs

5 hrs

10 hrs

15 hrs

20 hrs

25 hrs

Work (Ferrari Group) Work (Shuyu Zhang) Work (Paul Correia)Work (Dhaval Pandya) Work (Lakshmi Lakshmanan) Work (Nour Mouktabis)Work (Ahra Ko) Work (John Edwards)

11/1/13 11/17/13 12/3/13 12/19/13 1/4/14 1/20/14 2/5/14 2/21/14 3/9/14 3/25/14 4/10/14 4/26/140 hrs

20 hrs

40 hrs

60 hrs

80 hrs

100 hrs

120 hrs

Work (Mechanical Engineering Team) Work (Electrical Engineering Team)Work (Structural Engineering Team ) Work (Software Development Team)Work (Safety Engineering Team) Work (Procurement Group)Work (Shipping Dept) Work (Receiving Dept)Work (QA) Work (QC)

Name Work

Ferrari Group 126.8 hrs

Shuyu Zhang 155.2 hrs

Paul Correia 256.8 hrs

Dhaval Pandya 177.6 hrs

Lakshmi Lakshmanan 164.8 hrs

Nour Mouktabis 179.2 hrs

Ahra Ko 125.6 hrs

John Edwards 82.4 hrs

Mechanical Engineering Team 2,480 hrs

Electrical Engineering Team 896 hrs

Structural Engineering Team 868 hrs

Software Development Team 720 hrs

Safety Engineering Team 320 hrs

Procurement Group 266 hrs

Shipping Dept. 0 hrs

Receiving Dept. 128 hrs

QA 6 hrs

QC 110 hrs

Powder Coating 8 hrs

Test Dept. 612 hrs

Test Lab 596 hrs

7 Communications Management This section governs how project pertinent information and data shall be exchanged, shared, stored, and delivered. The importance of this section stems from the fact that effective and efficient communication throughout the duration of the project is paramount to the success of the project. As such, all communi-cation shall be subject to the requirements and recommendations established herein. Furthermore, this project communication plan shall be reviewed regularly and adjusted as appropriate to fit the project communication needs as the project progresses.

7.1 Communication Requirements

7.1.1 Integration7.1.1 Integration of Project EffortsThe project manager shall be responsible for integrating all activities of the work groups involved in the project. As such, the project manager shall communicate to the managers of the work groups the tasks that have been assigned to their respective groups along with the timeline for when the deliverables are expected from each group. By this time, the project manager should have engaged the managers early on to determine whether the assignments proposed can realistically be done in the timeframe planned. The method of communication shall be a project kick-off meeting where the project manager presents the various managers involved with task assignments and timeline. This meeting is not to be confused with meetings that should have taken place early on before the project scope and the WBS have been developed. Hence, the purpose of this kick-off meeting shall be to essentially hand down the work as-signments to the group managers, communicate the dependencies and gating items, and answer any questions the managers may have.

At a minimum, the managers of the following work groups must be present during the kick-off meeting. Additional stakeholders can be invited to the meeting at the discretion of the project manager.

Research and Development Electrical Design Mechanical Design Systems Engineering Verification and Validation Manufacturing Regulatory Marketing

After the kick-off meeting, the work group managers shall follow the same process with their respective teams to communicate individual tasks with deadlines. The managers should also make the effort to communicate the overall bigger picture to their respective teams in order for them to see where their contributions fit in.

Furthermore, the project manager shall establish regular status meetings with the work group man-agers. The frequency of these meetings shall be at the discretion of the project manager as more fre-quent meetings may be necessary as the project progresses or if unforeseen circumstances arise. How-ever, a status meeting should be held at least bi-weekly during the first few months of the project to en-sure the work is being integrated properly and the project stays on track.

The project manager shall be the point of contact to be notified immediately and as ahead of time as possible by the work managers when the following occurs:

A gating item or deliverable is likely not to be completed on schedule. Material will not likely be shipped or received on schedule. A major task is taking longer than estimated. Requirements are unclear or are open to interpretation. A major improvement to a process is discovered. A major technical challenge in manufacturing or testing surfaces. There is low productivity due to attrition or excessive absenteeism.

The project manager should also be notified when a given work group is being slow to respond or unwill-ing to cooperate with a fellow work group in which case the project manager shall investigate the root causes and remedy the situation before it causes major slips to the project schedule.

The project manager should facilitate cooperation and knowledge sharing amongst work groups that are customers of each other such as design and manufacturing or manufacturing and testing. Such coopera-tion and knowledge sharing shall be achieved through planned meetings, brainstorming sessions, lunch meetings, and review sessions. It is of utmost importance that documentation, deliverables, and work items are cross reviewed by staff from groups that are customers of each other.

7.1.2 Communication Needs of StakeholdersThe key stakeholders identified in Section 8.1 Stakeholders shall be kept up-to-date on the progress of the project according to the following schedule.

Table 10: Project Team Communication Schedule

Deliverable Description

Deliv-ery Method

Frequency Owner Audience

Reports

Project sta-tus report

Regular up-date on project progress, milestones, and critical issues

Meet-ing

Bi-Weekly first 3 mos., weekly thereafter

Project Manager

CEO, program director, HW Development, SW Develop-ment, System Integration, Manufacturing

Quality re-port and manufactur-ing status report

Regular up-date on project qual-ity perfor-mance and manufactur-ing status (cost, time-line)

Meet-ing

Weekly once manufactur-ing begins

Manufac-turing Manager

Project spon-sor, CEO, pro-gram director, HW Develop-ment, SW De-velopment, System Inte-gration


Deliv-ery Method


Email with Critical path updates

Quick up-dates on critical path items

Email Daily or on as-needed basis

Project Manager

Stakeholders to whom up-dates are per-tinent

Project sta-tus report for sponsor

Formal up-date on project progress and mile-stones reached

Meet-ing

Monthly CEO Program Direc-tor, Project Manager, Project Mangers and others on as-needed basis

Project Announce-

ments

Weekly goals

Reminder about target goals for the running week

E-mail, meeting

Weekly Project Manager

Project Teams

Major mile-stone cele-bration

Announce and cele-brate major milestone achieve-ment

Lunch or din-ner meeting

Within one week of ma-jor mile-stone

CEO Project Man-agerProject Teams and their man-agers

Reviews and Meetings

Communi-cation plan review and adjustment

Meeting to review cur-rent com-munication plan and make any adjustments necessary

Meet-ing

Monthly Project Manager

Project team leadership

Budget and timeline re-view and adjustment

Meeting to review cur-rent budget and timeline and make any adjust-ments nec-essary

Meet-ing

Monthly Project Manager

All stakehold-ers


Deliv-ery Method


Document release

Meeting to review and sign-off on documents to be re-leased at different stages of the project

Meet-ing

Upon notifi-cation

Project Manager

Parties in-volved in the release of the document

7.1.3 Communication Internal & External to the ProjectCommunication with high-level external customers and stakeholders such as the project sponsor shall only be conducted by authorized personnel such as the CEO, Program Director, and Project Manager. Such communication can take place through phone, email, teleconferencing, or formal meetings.

Communication with other external customers such as suppliers and vendors must be channeled through the appropriate internal departments. For example, all purchasing requests exceeding $100 shall be conducted through the Purchasing Department. All inquiries pertaining to licensing and legal as-pects of the project shall be channeled through the Regulatory Affairs Department.

Intra-departmental communication is highly encouraged for cooperation and knowledge sharing and can take place through any means necessary such as email, phone, meetings, or direct communication. Please refer to the sections below for detailed requirements and guidelines on how to use communica-tion methods effectively and productively.

7.2 Communication Methods

7.2.1 Kickoff MeetingsAt the beginning of the project, each manager or team leader shall hold a kickoff meeting during which the overall nature and scope of the project should be presented to the work team. The team facilitator should explain the impact and significance of the project for the company and identify any foreseen challenges with meeting customer requirements or the project timeline. The kickoff meeting can also be the time when the managers hands down individual tasks to his or her team members.

7.2.2 Status MeetingsEach manager or team leader shall hold weekly status meetings lasting from 30 min to 1 hr, the purpose of which shall be to:

a. Update the team on where things are with respect to the milestones and deliverables they’re di-rectly involved with.

b. Get an update from team members on overall progress and potential roadblocks.

The status meetings shall be attended by the work team members and facilitated by the group’s man-ager or team leader. The team facilitator shall use a Word document or spreadsheet to keep track of ac-tion items, due dates, and assigned owners.

For requirements pertaining to status meetings at the management or executive level, please refer to sections and above.

7.2.3 Celebration MeetingsEach manager or team leader shall hold a celebratory meeting no later than 7 days after the accomplishment of a major milestone in which his/her team was directly involved. Such meeting shall serve the purpose of rewarding the team and boosting the morale of the team members. The format of the celebratory meeting is at the discretion of the manager and may include a team outing or simply ordering lunch on a particular day.

7.2.4 Formal WrittenAll formal printed written communication shall use official company letterhead and must show the author’s full name, position, department, and contact information. Formal electronic written communication shall use the company’s official email template and must show the author’s full name, position, department, and contact information.

All formal written communication shall undergo at least one level of review before being sent out to its destination if it deals with legal aspects such as employment contract terms.

For more details on writing formal letters and emails, please refer to the SOP on How to Write Effective Letters and Emails which is available on HR’s intranet site.

7.2.5 Informal WrittenAll informal written communication should follow the guidelines established in the Email Etiquette Manual available from HR.

All emails pertaining to this project shall be archived and not deleted for atleast seven years after the completion of the project.

7.3 Performance Reporting

7.3.1 Framework for Performance MeasurementThe project manager shall be responsible for collecting information on the progress of the project and for generating readable reports that communicate the project’s progress succinctly and accurately.

The progress of the project shall be tracked through the following means:

Effort Tracking system Percentage of deliverables issued and milestones reached Balance sheet of costs incurred as the project progresses

7.3.2 Required Level of DetailThe required level of detail of project progress reports is at the discretion of the project manager and is dependent on the customer of such reports. For higher level management, the reports must convey the overall big picture of where the project stands with respect to deliverables, milestones, cost, resources, and timeline. When presenting to work groups, the performance reports should focus on the assign-ments the particular group being addressed has been tasked with. Generally speaking, the project man-ager should compile and analyze the data in order to come up with a chart or graph that can readily show where the project stands vis-à-vis the project plan and targets.

7.3.3 Schedule Performance ReportAll employees shall track and log the working hours spent on this project using the Effort Tracking sys-tem by billing the hours to the appropriate sub-project number. The assigned number for each group task shall be provided by the project manager to all work team managers who in turn shall enforce time tracking and billing to the correct sub-project number with their respective teams.

All employees are required to enter the time spent at the end of each work week but no later than Tues-day of the following week. These time sheets will then be routed by the system to the employee’s man-ager who will have the authority to approve the time billing. Once the time billing has been approved by the manager, it will be routed to the project manager for analysis to see if the allocated FTE’s actually match the number of work hours being reported on various tasks.

7.4 Administrative Closure

7.4.1 Analysis of Project SuccessA formal meeting shall be held at the end of the project to analyze the success of the project. The meet-ing should be organized by the project manager and must be attended by work team managers and other internal stakeholders. The purpose of the meeting shall be to answer the following key questions:

Did we meet customer requirements? Did we deliver on time? Did we deliver within budget?

Once the answers to the above questions have been determined based on factual data gathered throughout the lifetime of the project, the project manager should facilitate a discussion of the root causes behind failures and successes. This root cause analysis should be documented as an official docu-ment of the project.

7.4.2 Formal AcceptanceFormal acceptance shall be marked by the customer accepting the final deliverable of the project which in this case is a prototype race car that performs to the requirements of the customer within the agreed upon budget.

Formal acceptable of the final deliverable shall mark the official end of the project. Any necessary fol-low-ups or support that may be requested by the customer after delivery of the final deliverable shall be carried out under the umbrella of a newly chartered project.

7.4.3 Lessons LearnedAll work teams shall be requested to keep a running record of lessons learned throughout the progres-sion of the project. It is at the discretion of respective work team managers to hold regular lessons learned meetings after the achievement of major milestones or to wait until the completion of the en-tire project.

The project manager shall also a hold an all-hands-on lessons learned meeting to discuss things that were done well and things that could have been done better when it comes to cross-functional collabo-ration amongst various work teams.

All lessons learned meetings shall culminate in a consolidated official document that outlines good prac-tices that the company must adopt and areas where improvement is needed. A few areas of improve-ment with the greatest impacts shall be identified and solutions pursued in subsequent projects.

7.5 Project Archive

7.5.1 Creation of ArchiveAll approved official documents shall be released to the Document Control Unit (DCU) as soon as the document has been approved. No team should wait until the completion of the entire project to submit official documents to DCU.

Each manager or team leader shall be responsible for creating a repository unique to this project where all documents including source code shall be stored by their respective teams. The repository must be created within the company’s revision control system and must be clearly communicated to all team members who are participants in the project.

7.5.2 Completion of ArchiveOnce the project is formally closed, no modification of project documents including source code shall be allowed. If customer requests necessitate changes post project completion, such changes shall take place within a newly created repository under a new project name and number.

8 Stakeholder Management

8.1 Stakeholders

Table 11: Stakeholders

Position Communication GroupJohn Edwards CEO Ferrari Group Upper ManagementFerrari F1 Racing Team F1 Racing Team Upper ManagementPaul Correia Project Manager Upper ManagementShuyu Zang Program Director ManagementDhaval Pandya Hardware Development ManagementLakshmi Lakshmanan Software Development ManagementNour Mouktabis System Integration ManagementAhra Ko Manufacturing Manager ManagementPart Suppliers Suppliers Supplier

8.2 Stakeholder Needs and Expectations

Table 12: Stakeholders Needs and Expectations

Needs ExpectationsJohn Edwards Project Completed on Time and On

BudgetProject Completed on Time and on budget

Ferrari F1 Racing Team Development of the new F1 racing Car

Complete development of the F1 racing car without changes in the scope of the project

Paul Correia Keep Project on time and keep scope and budget to what was agreed upon

Delivery the new F1 Car on time, within budget, and with-out any changes in scope

Shuyu Zang Keep Project on time and keep scope and budget to what was agreed upon

Delivery the new F1 Car on time, within budget, and with-out any changes in scope

Dhaval Pandya Develop the hardware for a com-plete F1 Car, without any reduc-tions in scope

Develop the hardware for a complete F1 Car, without any reductions in scope

Lakshmi Lakshmanan Develop the software for a com-plete F1 Car, without any reduc-tions in scope

Develop the software for a com-plete F1 Car, without any reduc-tions in scope

Nour Mouktabis Develop the safety system for a complete F1 Car, without any re-ductions in scope

Develop the safety system for a complete F1 Car, without any reductions in scope

Ahra Ko Manufacture a F1 Car Manufacture a F1 CarPart Suppliers Accurate delivery schedule to keep

project on timeWith a successful project, more exposure into the market

8.2.2 Ranking Grid of Stakeholders’ Potential Impact

John Edwards Ferrari F1 Racing Team Paul Correia Shuyu Zang

Part Suppliers Dhaval Pandya Lakshmi Lakshmanan

Ahra Ko

Figure 14: Stakeholders Potential Imact

8.2.3 Project Management Strategy for managing StakeholdersThe stakeholders for the project will be split up into three different group’s upper management group, management group, and a suppliers group. The reason to divide the stake holders is that the commu-nications needs differ between the two groups. The upper management group is not directly involved with the project and will need to be give bi-weekly updated on how the project is progressing. Also this update will act more as an overview of the current status of the project, showing how the project is meeting the original, budget, scope and time frame for delivery.

The management group is directly involved in the project; they are directly responsible for the suc-cess of the project. Thus they do not need bi-weekly updates; they will receive monthly updates to know how the other groups are progressing. The function of these updates will be to inform the man-

LOW INTEREST

HIGH INFLUENCE

LOW INFLUENCEHIGH INTEREST

agement group on the current status of the project, and let everyone know if there are any major changes to the scope of the project.

The suppliers group will also receive monthly updates on the status of the project. Since the on-time delievery of all components of the project is very import to keeping the project on schedule, all the suppliers will be required to allow the project management team to audit the supplier. This audit will only be necessary if there have been issues with the quality and on time delivery for the supplier.

8.3 Review of Scope of Work with StakeholdersThe review of the scope of work will be part of the discussion during the bi-weekly or monthly status report meeting. This status will show if the project is on schedule, and how the individual groups the meeting the required deadlines and deliverables. The project manager will also be expected to imme-diately inform the stakeholders if there is any major changesare any major changes in the triple con-straint for the project.

9 Scope Change Control

9.1 Change Control System

9.1.1 Formal & Documented ProcedureAll change requests originating from the sponsor shall be communicated directly to the project manager via email, a phone call, or a formal meeting. Depending on the scope of the change requested and its potential ramifications, the project manager should solicit input from affected parties on how the re-quested change might affect their teams. Once the project manager has a complete assessment of the impact of the change, he or she should hold a meeting with stakeholders including the project sponsor to discuss any trade-offs that will be caused by the change if implemented. If management approves the change, the project manager shall then revisit the project plan, make updates where necessary, and communicate the changes through a formal meeting to the parties affected.

All change requests originating from the work teams shall follow the documented SOP for submitting a change request through the IM (Issue Management) system. Each and every change request must either be submitted by the work team manager or be approved by the manager before it gets routed to the CCB (Changed Control Board).

9.1.2 Standards for ReportsChange requests submitted through the IM system must provide enough information to support the ra-tionale for requesting the change and the value such change would add to the project. The submitter must indicate candidly the priority level of the change they’re requesting and if possible, should also in-clude a brief summary of the consequences of not implementing the change. The submitter should in-clude any data or graphs to support their claim for why the change should be implemented. Such infor-mation helps the CCB review the IM entry and make an informed decision of to whether implement the change or not.

9.1.3 Objective of MeetingsThe CCB shall hold regular meetings to discuss disposition for submitted change requests. The CCB shall first look at high priority items and assess whether the meet the established criteria for high priority or not. If not, the CCB shall reclassify the submitted IM’s to the level of priority that best matches with the content of such IM’s.

The CCB should invite the submitter of the change requests when necessary to help explain the severity and criticality of the requested change to the board. The CCB may also invite certain work team man-agers, the project manager, or other experts to help determine the scope of the change and its possible impact on the overall project plan.

9.2 Change Control Board Approves or Rejects Changes

9.3 Constructive Receipt of CROnce the CCB approves the change request, it shall assign the implementation of the change request to a designated team by routing the approved CR to the team manager. The team mangermanager shall then assign the work to one or more of his/her individual reports and task them with producing a Con-structive Receipt showing the estimated time and cost associated with the implementation of the CR.

Depending on the scope of the CR, the manager should submit the Constructive Receipt to the project manager for further processing so that it may work itself into the project plan. If the CR request requires minimal work, the Constructive Receipt may not need to be submitted to the program management.

9.4 Approval of CR & Authorization to Begin WorkIn the case of a CR requiring minimal work as defined by the project manager, the manager to whom the approved CR has been assigned has full authority to issue an ABW (Authorization to Begin Work) and as-sign the task of implementing the change to his/her direct reports.

In the case of a CR that must go through the project manager, the work team manager must wait for ABW from the project manager who may end up taking a different team with implementing the CR.

Under no circumstances shall any implementation work begin before the CR is first approved by the CCB and an ABW is issued.

Figure 15: Summary of process flow for change request

10. Project Risk Management Plan PurposeConsidering the challenge of technology development and potential difficulties of high-end input from

10.1 Stakeholder Roles and Responsibilities

Role Risk Management Responsibility Assignment

CEO Ferrari Group Approving the access to high-end resource among to the enterprise; leading the top level communica-tion.

John Edwards

Project Manager Directly solving the conflict in the project team; representing the project team in enterprise wide communication; control the project scope; control the usage of as-signed budget and apply for poten-tial funding

Paul Correia

Program Director Find alternative solutions in the in-dustry; communicating with suppli-ers; control the timeliness of the plan processing

Shuyu Zhang

Hardware Development Manager

Align the problems along the hard-ware engineering team; define the potential solution for hardware de-sign problems

Dhaval Pandya

Software Development Manager

Align the problems along the soft-ware engineering team; define the potential solution for hardware de-sign problems

Lakshmi Lakshmanan

System Integration Man-ager

Solving the compatibility issue dur-ing the project; leading the testing and revising process

Nour Mouktabis

Production Manager Solving the production difficulties and quality issue in production and procurement; control the materials usage

Ahra Ko

10.2 Risk Management Process and Activities

Risk Management Ac-tivity

Risk Management Task Descrip-tion

Ownership (Participants)

Scope Change Formal risk assessment workshop Project Manager, Program Director.

Internal – Engineering design risk

Formal risk assessment workshop and interviews with senior engineer-ing manager

Project Manager, Program Director, Hardware Development Team, Software Development Team, System Integration Manager

External - Supply chain issue

Formal risk assessment workshop before design phase; brainstorming session

Project Manager, Program Director Manufacturing Manager, Key suppliers

Budget exceeding Formal risk assessment workshop before design phase; brainstorming session

Project Manager, Program Director Manufacturing Manager.

Timeliness issue brainstorming session; interviews with senior engineering manager

Program Director, Hardware Development Team, Software Development Team, Manufacturing Manager, Key suppliers

10.3 Risk Management Plan Audit Log

Record Name Responsibility Approval Authority Distribution

Scope Change Project Manager CEO Ferrari Group Project team

Engineering risk System Integration Manager

Project Manager Hardware/Software Development team

Supply chain risk Program Director Project Manager Manufacturing team; Key suppliers

Timeliness issue Manufacturing Man-ager

Project Manager Engineering teams

Budget exceeding Project Manager CEO Ferrari Group Accounting group, procurement group

10.4 Risk Assessment and Management Table

Risk Type Risk and Description Risk Chance

Risk Im-pact

Risk Priority Risk Owner

Scope Change Stakeholders uncertain of project scope

Low High High Project Man-ager

Material Mar-ket price Change

The cost of materials ex-ceeding the budget ac-cording to the market price change

Medium High High Program di-rector

Inadequate supplier ca-pacity

The production capacity of supplier cannot meet our requirements in time

Medium Medium Medium Program direc-tor

Supplier qual-ity issue

The input from supplier cannot meet the require-ments in contract

Low Medium Medium Manufacturing Manager

Inadequate technology preparation

Our owned technology cannot realize the fea-tures required

Low High Medium System Inte-gration Man-ager

Exceeding cost due to failures

More material cost than expect because of the design failure

Medium Medium Medium Hardware De-velopment Manager

Delay in plan due to failures

The project cannot be finished in time because of the design failure

Medium Low Low Hardware De-velopment Manager

Software com-patibility issue

The developed software cannot be well inte-grated to the hardware system

Low Medium Low Software De-velopment Manager

Critical change in human re-source

Inevitable human re-source change

Low High High Project Man-ager

11 Project Quality Plan

Project Name: Formula-1 Race CarDepartment: Quality SystemsFocus Area: Quality Assurance and Quality ControlProduct-Process:

Prepared By: Dhaval Pandya

Project Quality Plan Version ControlVersion Date Author Change Description

1000-1 12/01/2013 Dhaval Pandya Initial Project Quality Plan

11.1 PROJECT QUALITY PLAN PURPOSE

11.1.1 Purpose

The purpose of the Project Quality Plan is to define ‘how’ the quality will be attained and managed throughout the project lifecycle of delivering a Formula-1 prototype racing car prototype. Also, the Project Quality Plan will strive to ensure conformance to the Fédération Internationale de l'Automobile’s regulations by adhering to set standards, hence, embracing company’s motto, i.e., “Quality is Para-mount”. The most important feature of this quality plan is the Quality by Design approach. It has been previously observed that most of the malfunctions, errors or customer rejections are because of a bad design, and can be mitigated if quality is incorporated early in the design phase.

11.1.2 Scope

This document quality plan identifies the activities, processes, and procedures used to manage the Project Quality Plan.

This plan is based on the idea that quality is achieved when the project meets and/or exceeds stakehold-ers’ expectations. The plan identifies and defines Quality Management roles and responsibilities, stan-dards, methods, and review requirements that will be applied to the Formula-1 Racinge Car Project’s complete lifecycle.

Quality is a recurring process that consists of: Identification of stakeholder values, expectations and issues. Identification of measureable project goals and objectives. Developing an approach for determining how and when expectations are achieved (quality mea-

sures). Tracking and assessing project efforts to meet quality measures. Completion of periodic Quality Assessments by the participants.

Conducting meetings between the Project Manager and participant groups to discuss the As-sessments.

Taking appropriate actions to improve Quality. Updating the Quality Plan and redistributing it to the participants when required.

11.1.3 Glossary and Acronyms

FIA Fédération Internationale de l'AutomobilePM Project ManagerPMBOK Project Management Body of KnowledgePMO Project Management OfficeQA Quality AssuranceQC Quality ControlQM Quality ManagementRFP Request for ProposalV&V Validation and Verification

11.1.4 Quality Plan Document Maintenance

This document quality plan will be reviewed quarterly monthly and updated as needed, as the project proceeds through each phase of the system developmentits life cycle.

This document quality plan contains a Project Quality Plan Version Control table at the start of this sec-tion. When changes occur, the document’s revision history log will reflect an updated version number, the date of the new version, the owner making the change, and a detailed description of the change.

11.2 QUALITY MANAGEMENT METHOD

Managing project quality requires an approved quality plan encompassing three major quality processes defined in Section 11.2.1. The quality plan is developed and approved during the project planning phase to confirm major deliverables/milestone acceptance criteria and manage approved project processes.

11.2.1 Quality Plan Processes

Quality AssuranceQuality assurance activities focus on the processes being used to manage and deliver the solu-tion to evaluate overall project performance on a regular basis. Quality assurance is a method to ensure the project will satisfy the quality standards and will define and record quality reviews, test performance, and customer acceptance.

Quality Control

Quality control activities are performed continually to verify that project management and project deliverables are of high quality and meet quality standards. Quality assurance also helps uncover causes of unsatisfactory results and establish lessons learned to avoid similar issues in this and other projects.

Project Deliverables and Processes Acceptance CriteriaProject team members and key stakeholders agree at the project planning stage on formal project processes and major deliverable acceptance criteria that will be used to evaluate final deliverable results before the results are formally approved.

11.2.2 Project Overview

11.2.2.13 Project Objective

The objective of the project is to build a Formula-1 racinger car prototype that meets or exceeds cus-tomer and regulatory requirements.

11.2.2.24 Project Purpose

The main purpose of the project is to build a Fformula one 1 racing car prototype as per customer re-quirements featuring the latest technology in stability control and braking system. Other important de-sign factors are the minimization of weight and fuel consumption.

11.2.2.35 Project Scope

We plan to use high tech sensors and improved central computer and mechanical actions. The installa-tion of the system called Electronic Control Unit (ECU) shall help reduce the under steering and over-steering of the vehicle. The structure, topology, and the features of the ECU will also eliminate the need for traction control and launch control. We plan to minimize the weight of the car by using specialized aluminum and other lightweight materials which will help increase the acceleration from 0 to 60 mph while also reducing the fuel consumption of the vehicle. The design of the braking system shall incorpo-rate a brake disc/caliper combination made of carbon-fiber to further minimize the total weight. The car will be built with at least 600 horsepower and an acceleration of at most 4 seconds from 0 to 60 mph. The maximum speed target is 230 mph. The aerodynamic design of the car shall maximize down-force and improve cornering forces in order to minimize drag.

11.2.2.46 Project Deliverables

A certified Fformula 1 racing car prototype with all the quoted features and a certification of the hard-ware and software components used to build the car. The documents that will be delivered are hard-ware/software design report, software design book, Engineering drawing book, test and verification

plan, prototype technical documents and a report of the lessons learned. We will create a test plan and develop test procedures to ensure proper working of the system and compliance with safety standards.

11.2.2.57 Project Budget

The tentative budget for the project is $50 million. This cost includes the cost of the design, manufactur-ing, equipment/parts, Instruments, wages, and other expenses. The project will be re-assessed during the construction time for inflation adjustments.

11.2.2.68 Perceived Risks

A second-by second data analysis is required to measure the performance. As cars can be configured up to 230 mph, there needs to be a balance between the speed requirements and cornering requirements (during turning) to avoid skid. The ultra-weight design feature might cause potential damage despite its numerous advantages. Achieving an acceleration of just 4 seconds from 0 to 60 mph might present some technical challenges to the engineering team since this has not been done before with the set of requirements at hand.

11.2.39 Quality Standards

To attain and even exceed customer requirements for the Formula 1 Car project deliverables, below mentioned quality standards (both international as well as company created standards) will be em-ployed and followed.

[a.] ISO 9001:2008 “International Standard for Quality Management Systems (QMS)”: Our Com-pany’s Quality Management System adheres to this international standard and has successfully implemented in.

a.[b.] ISO/TS 16949 “Quality management systems—Particular requirements for the application of ISO 9001:2008 for automotive production and relevant service part organizations”: As the project requires development and production of a Formula-1 Car prototype, this international standard will be implemented in conjunction of ISO 9001:2008 at all levels of the project man-agement ensuring complete adherence to it.

b.[c.] Standard for Carbon Fiber Braking System: As per the standard an average F-1 Car should de-celerate from 100 to 0 km/h in 15 meters and from 200 to 0 km/h in 65 meters with g forces ranging from 4 to 6 g. To satisfy this standard the Ventilated carbon-fiber disc brakes will be tested using the actual braking system at the “Circuit of The Americas” under actual racing con-ditions i.e. dry and wet. Also, within this standard the Ventilated carbon-fiber disc brakes will be tested at our test lab for its integrity at 1000 degree Celsius. This standard also encompasses the requirements for regenerative braking system, i.e. conversion of heat generated from the brak-ing system to be converted into electrical energy and fed back into engine to create an extra boost. Also, this standard will incorporate the FIA 2014 Regulations for limit for maximum fuel mass flow to the engine to 100kg/h.

c.[d.] Standard for Stability Control: This standard developed by our company adheres to the FIA regulations for Drag Reduction System (DRS), electronic control system, and stepped noses. The

Electronic Control Unit (ECU) developed and installed in the car will be tested in actual and lab conditions for both under-steering and over-steering.

d.[e.] Documentation Change Control Standard: Internally developed documents will conform to the project’s Document Management procedures.

e.[f.] Testing Standards and Practices: Testing of all system components is the responsibility of the Project Team and contractor. Test plans, test cases, procedures, scenarios, and results are ex-pected to be developed and presented in a consistent manner and in accordance with the stan-dard.

f.[g.] Design and Development Standard: This standard is the responsibility of the Project Team, De-sign Team and the vendors. Technical Design Specifications, Technical Design Documents, and procedures are expected to be developed and presented in a consistent manner and in accor-dance with the standard.

g.[h.] Software and Coding Standard: This standard is the responsibility of the Software Engineering Team in case of internally developed code/software, and the responsibility of the contractor in case developed externally. The contractor may be required to follow the coding standards speci-fied by the Formula 1 Race Car Project to minimize the level of training when the system is tran-sitioned back to the Formula 1 Race Car Project.

h.[i.] Quality Assurance Standard: The process for reviewing key product deliverables, how quality will be assessed, timing of reviews, what resources are needed, and designing review proce-dures.

i.[j.] Personnel Training Standard: It defines the minimum training and educational qualification re-quired by an employee to work for the designated position.

11.2.410 Quality Tools

Under the supervision of the Quality Manager, project staff employs standard tools adopted or bought by our Company to be consistent with all project stakeholders and facilitate data interchange. Each work product is reviewed against the standard governing its production as well as against applicable project practices. For each process, there is a plan, which is reviewed against the applicable standard. After the plan has been released, the corresponding process is audited on a predetermined frequency, depending on its complexity and criticality, to ensure that the plan and process are being unfailingly followed.

Under supervision of the Quality Manager, project staff shall use the tools that are consistent with best practices and at version levels specified by our Company’s IT Department, in the preparation of all project correspondence and deliverables. For all quality reviews and audits, the following software tools will facilitate the Quality Management:

Microsoft (MS) Word – Document Development, Standard Operating Procedures (SOPs) MS Excel – Project Metrics, Issue and Change Management MS Project – Project Work Plan MS Visio – Diagrams and Charts The Formula 1 Race Car Project Risk Repository – to describe, organize, prioritize, track and dis-

play project risks

Also, the following Quality control tools can be used to support the project Quality Mmanager’s effort:

Failure Mode Effects Analysis (FMEA)- Method of analyzing the production process for possible failures and developing counter-measures

Statistical Process Control Measurement System Analysis – A formal statistical method for comparing the measurement in-

strument capability to the products and tolerances of a specific product, in order to assure that the inspection is reliable.

Production Part Approval Process - Basically using all the above mentioned tools before launch-ing the product.

Cost-benefit analysis - Comparing the cost of the quality control process to the expected benefit Control charts - Determining whether a selected product process is stable within predefined lim-

its. Benchmarking - Measuring current project processes against other projects Design of experiments - Determining influential factors on a selected process Six Sigma - Identifying and eliminating causes of faults and errors in order to improve the quality

of process outputs Cost of quality - Investigating an amount of costs incurred for supporting current quality levels,

including cost of compliance and cost of non-compliance

11.2.511 Quality Manager’s Responsibilities

Quality Manager is a senior level management person leading both the Quality Assurance (QA) and Quality Control (QC) teams. Quality Manager is a full-time employee who reports directly to the Project Manager; also the QA and QC team leads report directly to him.

The Formula 1 Race Car Quality Manager is primarily responsible for the overall quality management of the project. Below are the roles and responsibilities of a Quality Manager.

Developing and maintaining QM plans Monitoring milestones, activities, and timelines Developing and tracking project metrics Overseeing product acceptance and implementation Quality Reporting Providing oversight of Formula 1 Race Car Project quality processes and procedures. Coordinating QM findings and mitigation strategies with Independent V&V consultants. Supporting in-house quality audits Maintaining the QM Plan and SOPs Supporting oversight activities by control agencies Performing review of QM portions of contractor proposals and providing recommendations Overseeing contractor activities as well as testing activities. Reviewing contractors’s plans and deliverables, also providing comments and recommendations Oversee the contractor Quality Management Program to ensure quality objectives for the new

system are satisfied, and pass quality reviews Work with the PMO team and the Test Team to define and baseline all quality measures, met-

rics, and acceptance criteria in a Quality Management Repository Provide written reports related to standards compliance, identification of process improvement

opportunities, correctness, completeness, anomalies and recommendations

Providing evaluation reports related to standards compliance, process variances, and identifying process improvement opportunities

Analyze the test results of testing activities by the contractor and project testing for its compli-ance

Supports requirements for Traceability Planning of parts, lots, product etc.

11.3 PROJECT QUALITY ASSURANCE

Quality assurance helps to establish if a deliverable is acceptable based on the processes used to create it. Quality assurance processes are used to evaluate overall project performance frequently and to de-termine that quality reviews were held, deliverables tested, and customer acceptance acquired.

11.3.1 Quality Assurance Procedures

Some of the major QA activities and processes included in the Formula 1 Race Car project are mentioned as follows.

Quality Management System Assurance Procedure: This procedure is used to assure that the ISO/TS 16949 as well as ISO 9001:2008 is followed. In case if any discrepancy is encountered in the Quality Management System, the procedure charts out the process for its amendments.

Design and Development Assurance Procedure: This procedure is outlined to assure that the Quality by Design Principle is being properly followed so that the deliverables achieve or even exceed the require-ments of the customers. Also, this procedure makes sure that the Design and Development Standard is adhered to and in case of shortcomings has a scope for correction.

Change Control Review Procedure: This review procedure lays down the process for inspecting any change happening in the project, whether related to scope, engineering or anything else. It also makes sure that all the approvals are in place and no frivolous or non-approved change makes its way to the production.

Document Change Management Procedure: To assure that most updated documents are in current use and abide by the Documentation Change Control Standard.

Requirements Review Procedure: This review procedure is scheduled on monthly basis to verify that the requirements gathered initially or those coming through the Change Control Process have been cor-rectly translated into scope and deliverables by checking the requirements against the FIA regulations to maintain conformance thereby maintaining quality.

Testing Practices Review Procedure: It reviews the test plans, test cases, procedures and scenarios for consistency, accuracy, and their adherence to the Testing Standards and Practices standard.

Software and Coding Quality Assurance Procedure: This procedure ensures that any Software or Code whether developed in-house or by a third party follows the Software and Coding Standard.

11.3.2 Project Monitoring Processes

All the processes and procedures being used in the project require monitoring and control processes to check whether they satisfy project quality standards and ensure project quality. These monitoring and control process are given below.

Technical Documentation Audit: In this audit the technical documentation created during the project life cycle or after engineering change is verified for its conformance to the design and documentation stan-dards to plug the loopholes if detected.

Quality Plan Audit: This bi-weekly audit checks, inspects and collects data using the QA procedures and compares it against the Quality Management System Standard to determine whether the Quality process is correct. In case of non-conformances, remedial actions need to be taken.

Design Specification Audit: During the initial phase of the project with the help of this audit the design specifications of the F1 Car will be compared to the design and development standard as well as with the FIA design regulations for conformity.

Personnel Training Audit: Training data for the personnel involved in the project team will be collected from the online E-Learning System and will be compared to the minimum requirements mentioned in the training standard.

Performance Audit: This audit will encompass all the production processes that produce a deliverable for example, Stability Control System, Braking System, Chassis production etc. and gathers data pertaining to these processes to verify whether the Standard for Carbon Fiber Braking System, Standard for Stabil-ity Control, performance standards etc. were followed to ensure quality.

Testing Plan and tool Audit: Scheduled audits on several test plans and testing tools to be conducted to ensure conformance to Testing Standards and Practices.

Third Party Process Verification: Third party hired consultants will conduct audits and verification of the Vendor manufacturing processes, as per the signed contract, to ensure that the Vendor conforms to the requirements and standards mentioned in the contract. In case of non-conformance, action will be taken as per the contractual agreement.

The concerned parties conducting the above mentioned Audits and Monitoring will send the reports or dashboards to the Quality Manager whenever these audits or processes occur. Also, with the help of the information Quality Team will analyze the data and discuss the course of action based on the analysis.

11.3.3 Project In-Process Quality Monitoring

Measuring process quality ensures that the project and vendor’s processes and procedures adhere to the contract terms and conditions, Standards, and the Project Management Body of Knowledge (PM-

BOK). The project will identify, collect, analyze and report on metrics throughout the project’s life. The selection of metrics and data items will evolve to focus on specific areas as needed.

The project’s use of metrics helps reduce subjectivity in the assessment and control of project quality by providing a quantitative basis for making decisions. The use of metrics does not eliminate the need for human judgment in their evaluation. The use of metrics within a project is expected to have a beneficial effect by making quality (or lack of quality) visible.

Process metrics will be used to improve project execution, technical design, and hardware and software development. Quality metrics will include but not be limited to the following:

Process quality Schedule and progress Resource and cost Process performance Conformance to requirements Technology effectiveness Customer satisfaction

These Quality Metrics will be obtained via project reviews which serve as quality checkpoints. In some cases, these reviews may serve as a decision point to determine whether the effectiveness of project’s processes is at required levels in order to proceed with the next stage of the project. Such reviews in-volve a quality audit, the objective of which is to identify and capture lessons learned to improve the project or other projects. Some of the scheduled reviews that will take place are given below.

Project reviews – Review of the projects management plans and the processes described within those plans to determine if the plan is being followed or if there is a need for improvement.

Documentation reviews – Review of the projects management plans and other project docu-mentation to determine if the project’s documentation standards are being followed.

Managerial reviews – Assess the execution of all of the actions and the items identified in the Quality Management Plan. Management reviews are carried out by, or on behalf of, the man-agement personnel having direct responsibility for the system. This review may require addi-tional changes in the Quality Management Plan.

Project Compliance Assessments – Review to determine if the project is in compliance with the FIA regulations and other control agency guidelines.

Post-Implementation Review – This review is held at the conclusion of the project to capture lessons learned for the project. The information captured will be used by other projects so they can learn from the successes and avoid any pitfalls the project may have experienced.

Other reviews and audits – These may be held throughout the course of the project. Such re-views will be held on an as-needed basis and may include reviews of vendor plans and pro-cesses. Additionally, the independent V&V consultant may hold their own audits/reviews to de-termine and assess the status of the project.

These Quality Metric Checkpoints will be managed by the Quality Manager or any qualified personnel appointed by the Project Manager.

11.4 PROJECT QUALITY CONTROL

Quality control processes specifically assess project deliverables as they are being defined, designed, built and used to ensure they map to defined quality standards and variance tolerances. Product Quality is the ability to develop system components based on, and traceable to, documented requirements that represent real user needs and expectations and that are consistent with overall business objectives. Product Quality is defined by measurable characteristics.

11.4.1 Project Deliverables

Table 13: Project Deliverables

Milestone Deliverable

Charter Approval NA

Complete Entire Project De-sign

Entire Project Design: Testing and validating all the sub-designs using software tools and manually by team members.

Inspect Parts for Quality Quality Inspection Document: All the procured

parts in the document to be tested for confor-mance to the approved sizes and quality.

Final Production Approved Final Design Document: All the produced sub-as-

semblies to be tested or conformance to the ap-proved designs

Final Testing Final Testing Report: Tests present in the report to

be verified and validated by an Independent V&V and also during internal Test Audit.

Final Approval NA

11.4.2 Project Quality Control Procedures

Major QC activities and processes employed in this project are as follows:

Quality by Design: Every part in the car will go through stringent design verification, design vali-dation, and quality checks before even developing the part. According to this control procedure each design created by Person ‘A’ will be verified and validated by a random Person ‘B’ from the same team. In this way the quality control will remain unbiased and the design passing this pro-cedure would be of high quality.

Review measurement tools and techniques for proper calibration, timely maintenance, and ad-herence to national or international standards for measurements.

Comparison of quality control measurements against established control limits and tolerances. Use of control measurements for analysis and evaluation of quality standards and processes.

Identification of non-compliance in the product and conducting its root cause analysis. Use of Independent V&V consultant for verification and validation of processes and products for

quality.

11.4.3 Project Deliverables Test & Acceptance Process

Below is the list for all the planned tests:

Chassis Test Aerodynamics Test Engine Test Cooling System Test Power Train Test Fuel System Test Exhaust System Test Suspension Test Electronic System Test In-house Tests: Braking System, Stability, Emission and Endurance Test Real Field Test: Acceleration, Highest Speed, Stability, Endurance, and Safety Test

Acceptance Process: For all the above mentioned planned tests except Stability and Braking System Test, testing will be performed exactly according to the various Test Methods mentioned in the Testing Stan-dards and Practices standard. For Stability and Braking System Tests, Test Methods mentioned in the Standard for Stability Control and Standard for Carbon Fiber Braking System respectively, will be fol-lowed. The acceptance process will have only two validation criteria ‘Pass’ and ‘Fail’, and whenever a test will be given a ‘Pass’ certification it will automatically mean that the deliverable meets the quality requirements.

Note: Please refer to the Testing Standards and Practices, Standard for Stability Control, and Standard for Carbon Fiber Braking System for more detailed information.

11.4.4 Project Deliverables Acceptance Criteria

Quality Acceptance Criteria is derived on the basis of customer requirements, FIA requirements, and the applicable standards. There are three different Quality Acceptance Criteria namely, ‘Does not Meet Quality’, ‘Meets Quality’, and ‘Exceeds Quality’. As per the table given below, the resultant value of the test is compared to the derived value. As per this comparison the Quality Acceptance level is deter-mined, and after assessing the table total project quality can be found out.

Table 14: Quality Acceptance Criteria

Test Test Result

Quality Acceptance Criteria

Does Not Meet Quality (Fail)

Meets Quality (Pass)

Exceeds Quality

Chassis Test < (Some Value) = (Some Value) At least > 10% of (Some Value)

Aerodynamics Test < (Some Value) = (Some Value)At least > 10% of

(Some Value)

Engine Test < (Some Value) = (Some Value)At least > 10% of

(Some Value)

Power Train Test < (Some Value) = (Some Value)At least > 10% of

(Some Value)

Stability Test < (Some Value) = (Some Value)At least > 10% of

(Some Value)

Braking System Test < (Some Value) = (Some Value)At least > 10% of

(Some Value)

Highest Speed Test < (Some Value) = (Some Value)At least > 10% of

(Some Value)

Electronic Sys. Test < (Some Value) = (Some Value)At least > 10% of

(Some Value)

Acceleration Test < (Some Value) = (Some Value)At least > 10% of

(Some Value)

….. ….. ….. ….. …..

Note: The table above will be filled with pertinent values at a later stage.

11.5 PROJECT AUDITS & QUALITY REVIEWS

Table 15: Quality Audit Schedule

Project Quality Audit Review

Planned Date Quality Review Auditor Comments

Quality Audit Review 1 12/1/2013 TÜV SÜD America Inc. Third party inspection




11.6 MANAGEMENT ESCALATION PLAN

Table 16: Management Escalation Plan

Escalation Level Management Title Name

1 Quality Manager Dhaval Pandya2 Project Manager Paul Correia3 Vice President QA/QC James Vellanti4 Senior VP QA/QC John Smith

11.7 QUALITY PLAN AUDIT LOG

Table 17: Audit Log

Quality Review Date

Activity Reviewed Issue Resolution

12/1/2013

1/1/2014

2/1/2014

3/1/2014

Note: The Table will be filled with relevant data once the audit occurs

11.8 QUALITY PLAN APPROVALS

Prepared by ______________________________________________________Project Manager

Approved by ______________________________________________________Project Sponsor

_____________________________________________________Executive Sponsor

_____________________________________________________Client Sponsor

11.9 Project Quality Plan Sections Omitted

QUALITY TEAM ROLES & RESPONSIBILITIES: Will be decided later on by the quality manager.

12 Procurement Management Below given table illustrates vendors and their respective deliverables. As per the Procurement Manage-ment Plan, for all the deliverables there are two types of tracking. First type of tracking would happen before the deliverable reaches our company plants. This kind of tracking requires Track ID information from the vendor to our company’s procurement team. Second type of part tracking would happen in-house, and this type of tracking is initiated by the receiving inspection team. Receiving Inspection team assigns a unique lot number to each part received and maintains a repository linking the part with its corresponding lot number.

Table 18: Procurement BOM

Vendor Deliverable/Resource Name

Group

Red Bull Engine body Engine

Red Bull Cylinder head Engine

Red Bull Cam shaft Engine

Red Bull Valves Engine

Red Bull Gasket Engine

Red Bull Piston Engine

Red Bull Engine Block Engine

Red Bull Crankshaft Engine

Red Bull Oil Engine

Transmission Engineering Company Power Control Unit Power Train

Transmission Engineering Company Inverter Power Train

Transmission Engineering Company Battery Power Train

Transmission Engineering Company Internal Combustion engine Power Train

Transmission Engineering Company Motor/Generator Power Train

Transmission Engineering Company Power Split Power Train

Transmission Engineering Company Reduction gears Power Train

Transmission Engineering Company Axles Power Train

Transmission Engineering Company Wheels Power Train

Bose Automotive Systems Frame Suspension System

Bose Automotive Systems Control arm Suspension System

Bose Automotive Systems Shock absorber Suspension System

Bosch Automative Technology Steering wheel Steering System

Bosch Automative Technology Steering system Steering System

Bosch Automative Technology Track rod Steering System


Group

Bosch Automative Technology Tie rods Steering System

Bosch Automative Technology Steering arms Steering System

TRW Automative Brake mechanism Braking System

TRW Automative Brake components Braking System

TRW Automative Brake leverage Braking System

TRW Automative Hydraulics Braking System

TRW Automative Friction Braking System

Autohaus AZ Radiator Cooling System

Autohaus AZ Thermostat Cooling System

Autohaus AZ Cooling fan Cooling System

Autohaus AZ Other Cooling Components Cooling System

Jegs Cylinder head Exhaust System

Jegs Exhaust manifold Exhaust System

Jegs Turbocharger Exhaust System

Jegs Catalytic converter Exhaust System

Jegs Muffler Exhaust System

Ford Parts Frame Chassis

Ford Parts Frame components Chassis

Ford Parts Chassis sub-assembly Chassis

TRW Automative Fire Extinguishing systems Safety Systems

TRW Automative Circuit Breaker switch Safety Systems

TRW Automative Rear view mirrors Safety Systems

TRW Automative Padding to cockpit Safety Systems

Control Tek Microprocessor Electrical Control

Control Tek Printed Circuit Board Electrical Control

Control Tek Microcontroller chip Electrical Control

Control Tek Transmission Control Unit Electrical Control

Control Tek CAN bus Electrical Control

Control Tek Anti theft control Electrical Control

Control Tek Anti skid brake control Electrical Control

Micro Precision Inc Warning light Warning Light

Micro Precision Inc Circuit conditions Warning Light

Logitech Transponders Electronics


Group

Logitech Television cameras Electronics

Accenture Software versions Software

Accenture Programming versions Software

DuPont Powder coating paint Paint

team 2_final car project

Documents

project management strategy

project requirements62

project team316

car project

project quality control6011

project quality assurance5811

project plan formula

quality management method5311