Web linked Power Measuring Device Project Plan Report

Introduction

A project was proposed by Engineering Solutions a corporation dedicated to expertise inclusion, novelty, and blueprint initiatives. In the firm’s venture to offer customers assured response to their needs, Engineering Solutions proposed a project on the development of a web linked power measuring device. Engineering Solutions intended to design an inclusive and reliable energy measuring device. The firm pioneered an energy measuring device novelty as a product for residential houses and public housing.

The power measuring device project was developed as an appliance that quantified energy utilization in homes and public lodgings. The energy quantifying device was a mechanism designed to compute operations expenses and overall or private energy consumption. Engineering Solutions project team members were scheduled to work on the energy measuring apparatus project for eleven weeks. Work on the project was planned to commence on 2^nd February 2010 and end on 28^th May 2010.

Prior to constructing the web linked power measuring device, the project team had to establish the energy meter specifications. The web linked energy meter was intended to have the following qualities:

1. Capacity to measure power voltage; a product of direct electrical energy and current built-in over a series.
2. Capability to transmit integrated power consumption information through a remote register in the internet.
3. Simple to operate from anywhere in the world and interpret power information transmitted.
4. Affordability of the energy meter by power consumers.

Integrated power consumption information was to be posted on to an internet site through an Ethernet intersection. The Ethernet junction innovation was anticipated to facilitate consumer assessment of power utilization in different homes and apartments. Accessibility to energy utilization information was expected to promote power conservation by the consumers. Modern societies had realized conservation requirements for energy and other resources.

Environmental temperatures had changed worldwide and resulted in damaged surroundings (Atkinson, 2009 p.1). A universal reaction to resource preservation required novel innovations that might sustain the deteriorating world reserves. Therefore, an improvement in energy utilization and preservation was a significant advancement for Engineering Solutions.

Engineering Solutions organization designed a power measuring device that was to be linked onto a website for monitoring energy consumption. Energy utilization information posted on an internet site permitted worldwide monitoring by consumers anywhere. Contrasts in energy utilization by consumers were projected to create a determined spirit that reduced individual energy consumption. In addition, a customer’s web link might also be an avenue for passing information on energy preservation.

Energy measuring devices had previously been manufactured; however, none had integrated an internet crossing point that displayed power consumption. Consequently, Engineering Solutions decided to develop a product integrated with a web link for consumers to supervise individual energy consumption.

The firm’s invention was developed by a competent project team. Engineering Solutions set objectives that were targeted to a realization of the energy meter project.

However, project limitations were expected, especially, on financial support and research period. Based on intensity of the project work packages, a skillful team was to be constituted by Engineering Solutions. Work packages in the project were expected to be detailed and requiring diligence from the team members. The project work packages were divided into multiple tasks in a work breakdown structure.

Task Management

Engineering Solutions project team divided the web linked power measuring device project’s tasks into five work package phases. The tasks were grouped according to the work package as follows:

1. Team and project development
2. Project design
3. Construction
4. Project assembly
5. Marketing.

The internet linked energy measuring device was projected to cost $250. Time frame for the project was anticipated to be one hundred and fifty eight working days. Based on projected work intensity, members of the project team were compelled to schedule the tasks to avoid confusion during project development.

Project tasks were varied in resource requirements and intensity. Nevertheless, all project tasks were considered crucial to success of the project. Project thoroughness was observed to minimize interruptions caused by lack of task synchronization. Project administration measures were instituted to ascertain successful teamwork. The project management team ensured that work packages and tasks were harmonized.

The initial work package, team and project development, tasks were prearranged in a chronological array. It was believed that at project start completion of the following tasks was necessary:

1. Team formation
2. Define team roles
3. Project concepts
4. Searching for investors
5. Competition research
6. Project selection
7. Mission statement.

Tasks scheduled at the initial stage of the project were critical and could not be avoided. Sequential arrangement of the tasks guaranteed that project progression was certain. Significance of the team and project development work package was stressed by the project team.

Important project objectives and work definitions were addressed at the team and project development phase of the project. Total steadfast commitment was expected from each project team member at this stage. Duties and tasks were allocated to project team members at the team and project development stage. Project team members were expected to confirm participation and commitment to assigned tasks.

The second segment of the project work packages was project design. Project team members were to perform investigations on advancements similar to the project already on supply. Mechanisms that performed energy meter tasks were to be researched so as to determine what has been offered in the market. Purposes for the investigations were to establish areas for product improvement. Investigation outcomes were to guide the project team members at the project design stage.

Decisions on project blueprint and requirements were to be set up at this stage. Decision making stages ought not to take a lengthy period. Complexities caused by project idea and blueprint disagreements ought to be avoided. A chronological arrangement of tasks guaranteed a prolific and stable planning procedure. The following tasks were scheduled for the project design work package:

1. Research
   1. Target specifications
   2. Identifying customer needs
   3. Concept generation process
   4. Select product concepts
   5. Test product concepts
   6. Set product specifications
   7. Product architecture
   8. Benchmark competitive products
   9. Economic analysis
   10. Risk analysis
2. Appearance
   1. Design specification
   2. Size
   3. Color
   4. Final design

A third stage of the work packages was the construction phase of the project. The stage was considered the most complex and lengthiest phase of the project. However, at the construction stage, project team members were at liberty to alter the progression of task administration. The construction stage involved of the following tasks:

1. Purchasing equipment
2. Construction of the energy meter
3. Energy power measurement device
4. Analog input sub-system
5. Internet web interface.

Amalgamations were done on interdependent tasks to better manage the responsibilities. For instance, assembly of the energy meter and the analog input sub-system were performed concurrently. To make certain project tasks were well coordinated; project team members had to frequently trade facts while working independently.

Accurate tasks harmonization was highly regarded as critical to cooperation and prevention of project adjournment. Tactics applied to encourage teamwork were weekly meetings, continued vital information updates, and financial incentives. Motivation campaigns were valuable to project success based on how the project management applied them.

A fourth work package was the project assembly stage. The package consisted of four tasks as follows:

1. Assembly
2. Testing
3. Refinement
4. Finishing the project.

At this stage the project team was permitted to utilize numerous models of task assortment. The tasks were either joined or chronologically arranged. An example of task unity was between product assembly and testing. The two tasks were closely related and could be undertaken concurrently. Nevertheless, cooperation and accuracy was inevitable at this critical stage of the project development.

A fifth and final work package was marketing. This final stage of the project development was significant. Information on the novelty was to be passed on to end users as accurately as possible. Tasks that constituted the marketing work package were as follows:

1. Preparations for the trade show
2. Organization of the project display
3. Convincing potential buyers of the product benefits.

Tasks at the marketing phase of the project were performed alongside each other. Project administrators arranged the construction procedure to ensure a team member‘s working liberty. Challenges in other sections of the project were not predestined to interfere with a member’s work. Task management largely determined project accomplishment or breakdown. Project tasks were managed in accordance to resources and timelines provided in the Gantt chart figure.

Team Recruitment and Association

To ascertain project success, project team members were selected from a group of highly trained and knowledgeable persons. The selected members possessed proficiency in varied technical disciplines. Areas of expertise included energy experts, planners, salespersons, economists, and administrators.

The well selected project team was expected to add to the ultimate project success. Project team selection and creation was a significant feature in development of the project. Recruited project team members required specific attributes. The group had to be well matched with visibly unwavering responsibilities. The project team members were selected from locations that were easily accessible for each member. Locations specification guaranteed convenient communication and coordination for the members.

Product Strategy

Procedures for product planning and strategy consisted of numerous sections. Product examination was a major section that integrated the following stages:

1. Conceptual design
2. Target market research
3. Predictable financial impact
4. Investment necessities
5. Preferred performance levels.

Attributes of pricing, timelines, and value added to achievement of product development. Production costs of an original product were mandatory. Financial investment and machinery in put costs were computed. Product development timeline was established based on project team member’s flexibility.

End user needs were assessed to determine specification for the final energy meter product. Engineering Solutions confirmed from the onset that if the energy meter met consumer demands a reasonable product market value would be achieved.

Engineering Solutions was concerned about meeting consumer requirements. Therefore, it was beneficial to have the best team qualified to meet the customer needs. An expertise project team was expected to train product end users on how to handle the energy meter. In the process, forecast on customer approval of the product was probable. Consequently, end users of the energy meter were advantaged in saving costs and conservation of the environment.

Reaction to consumer requirements, down playing rivalry, and initiating new products were benefits accrued from swiftness. This advancement was also regarded as product planning. Swift introduction of the product into the market guaranteed income profits and prolonged market share. However, swift product improvement was monitored not to interfere with superiority of the end result.

Budget and Risk Assessment

Project threats assessments were conducted to prevent potential interferences in product development. Risk analyses were performed on potential hazard areas of the project cycle. Risk management required that an initial investigation on probable threat stages be performed. Project budget was a significant aspect of the project and if not well assessed might have resulted in project failure. A sure method applied in budget risk management was the provision of budget emergency funds.

Allocated finances for the project were estimated and probability of budget deficiencies was noted in the risk assessment. Budget risks were managed by integrating investors into the project. Potential buyers of the end product were expected to cushion project budget deficits. Alternatively, costs were slashed from tasks at the preliminary project phase.

Project interruptions were probable threats. The danger of project disruption was anticipated at any phase of the project cycle. Nonetheless, critical phases that were vulnerable to disruption threats were the design and construction stages of the project. Project team members were also prone to disagreements.

To manage the threats, project administration established a logical mental picture from the beginning. Project team member dependence on each other was set from the project onset. However, reliance by team members was only considered for tasks that occurred simultaneously.

Project administrators concentrated on task supervision, team structure, and threat analysis when creating the energy meter project. However, it was recognized that at emergencies were likely to occur based on unexpected expenses and probable setbacks. Proper management of project threats were measures constituted to reduce risks. The web linked power measuring device project had prolonged ability based on its demand. Power consumers required a formula where they could measure power utilization.

The consumer trend ensured that projects like the energy meter were to have protracted existence (Violino, 2009 p. 1). Equipments that met consumer demands were destined to have a prolonged demand. Parts utilized in the energy project were available locally. However, further research was required for product superiority. Continued need for power utilization information and resource conservation ensured that the web linked energy measuring device was valid for consumers.

Conclusion

A project plan plainly detailed the project from the beginning. Project tasks requirements were defined and conformity arrived at. Project work packages were initially constituted and further divided into tasks. Resource allocation and monitoring were made possible by splitting of tasks.

Advantages of the project plan were numerous from management and ease of contribution by project team members. The project plan guaranteed that confusions were avoided, realistic facts were revealed, and analyses were made possible. The web linked power measuring device project required an elaborate plan. Information on parts, budget, and scheduling of activities was important to project success. Therefore, a project plan was inevitable for the project.

Works Cited

Violino, Bob. Smart Meter Made. Information Week. 2009.