Electronic Design Project

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Electronic Design Project
ELE 1EDP
Unit Overview and an Introduction to ELECTRONIC
SYSTEMS DESIGN
George Alexander G.Alexander_at_latrobe.edu.au http/
/www.latrobe.edu.au/eemanage/
23 July, 2007
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Todays Lecture

• General introduction
• Engineering Design within the business process

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Topics over next 6 weeks

• Today
• General overview of unit
• Electronic Systems Design business context
• Over following 5 weeks
• More on the Electronic Systems Design Process
• Introduction to project management

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Contact Details
Lecturer George Alexander Department Electroni
c Engineering Office Physical Sciences 2 PS2
129B E-mail G.Alexander_at_latrobe.edu.au Phone
9479 3024 Website www.latrobe.edu.au/eemanage/ A
vailability Mon, Wed, Fri
PLEASE NOTE when e-mailing type ELE1EDP in the
subject field
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ELE1EDP Unit Structure

• Unit and Lab Co-ordinator Geoffrey Tobin
• There are two distinct streams
• Electronic Design
• 67 of overall unit assessment
• Consists of lectures/labs
• Engineering in Society
• 33 of overall unit assessment
• Consists of lectures/tutorials

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Timetable

• LECTURES
• Monday 1000 PS2 110
• Monday 1100 PS2 110
• Wednesday 0800 Undercroft
• Lab sessions (2hr)
• Monday 15.00 BG 320/324
• Wednesday 11.00 BG 320/324
• Tutorials (1hr)
• Monday 14.00 PS2 110
• Wednesday 10.00 PS2 110
• Wednesday 11.00 PS2 110
• Refer notice board for lab/tutorial allocations

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Assessment Electronic Design part, 67

• 1-hour examination (closed book) 30
• Major project 50
• Laboratory work 20

Assessment of the Engineering in Society part
will be explained by Jim Royston on Wednesday.
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Reading

• Australian Standard 1000
• Standards Association of Australia
• Digital Systems, Principles and Applications
• Tocci, R.J. and Widmer, N.S. 8th edition,
  Prentice-Hall, 2001
• Project Management From Idea to Implementation
• Haynes, M.E. Kogan Page, 1990

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Lecture Notes (EDP and PM)

• Available
• at lectures
• from filing cabinet in PS2
• at website
• http//www.latrobe.edu.au/eemanage/

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Approach to the topic

• Outline of the business context of Electronic
  Systems Design
• Presentation of the principles of Electronic
  Systems Design (based on notes prepared by Jim
  Whittington, School of Electronic Engineering).
• Some practical insights into how these principles
  have applied in practice in a leading
  telecommunications company.
• Relate this to the EDP project

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Background George Alexander

• BSc (Eng) Edinburgh 1967
• MBA Deakin 1986
• Manufacturing
• Logistics, production, engineering including
  maintenance, production eng, test eng, QA
• Design
• Hardware, software projects. Business support
• Consulting/Project Management

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ERICSSON

• Headquarters in Stockholm, Sweden
• Currently employs 64,000 people in 140 countries
  16,000 in RD (Telstra 50,000)
• Largest global supplier of mobile systems
• 40 of total traffic through Ericsson systems
• 2006 sales A30bn (Telstra A23bn)
• In partnership with Sony to produce mobile
  handsets
• In Australia
• Main customers Telstra, Vodafone, Hutchison
• Regional support for Asia Pacific region
• Until 2003, major design centre

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ENGINEERING MANAGEMENT

• WHY?

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Engineers Australia Accreditation
The study of Engineering Management is one of the
requirements for accreditation of engineering
courses, which is set by Engineers Australia.
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Engineering Management - because

• Engineers invariably operate in a managed
  business environment.
• We need to understand how our own roles relate to
  the business and its objectives.
• Who does what, and why?
• How can we as engineers positively influence the
  business outcomes.

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Other ELE management units

• ELE1EDP
• Introduction to general engineering/management
  issues
• ELE2EMT (not available after 2007)
• Management Principles
• Engineering Economics
• Accounting
• ELE3EMT (not available after 2007)
• Research skills, presentation skills, report
  writing
• Job seeking skills
• ELE4EMT
• Marketing, legal principles
• Innovation, business planning
• These units will be incorporated, in part, in
  ELE3PRJ and ELE4EMT from 2008 on.

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Design and the Business Process

• A customer need
• Customer calls for tenders.
• Suppliers submit tenders.
• Customer selects successful tender.
• Contract is signed.
• Supplier delivers according to contract terms,
  conditions and technical spec.

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THE TENDER DOCUMENT

• Instructions to Tenderers
• Commercial Terms Conditions
• Price basis (e.g. Tax, FOB, materials/service,
  etc.)
• Terms of payment
• Legal clauses
• Basis for contract
• Technical Specifications
• Functional requirements
• Performance requirements
• Operational and maintenance requirements, etc.
• Appendices (Drawing, Data, etc.)

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Technical Specification Considerations

• The cost of a system (or a piece of equipment) is
  directly proportional to its reliability.
• The fee for providing a service is also directly
  proportional to the level of service.
• Telecommunication service providers are bound by
  a Service Level Agreement (SLA).
• An SLA documents service parameters that can be
  reasonably measured (availability, Response Time,
  Channel Bandwidth, etc.)

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The Concept of Availability
Reliability
Maintainability
Availability
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EXAMPLE OF A SYSTEM TECHNICAL SPECIFICATION

• Scope
• Requirements
• System Definition
• System Characteristics
• Design and Construction
• Documentation / Data
• Logistics
• Producibility
• Test and Evaluation
• Quality Assurance, OHS Provisions
• Preparation for Delivery

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TENDERING COSTS MONEY

• Preparation of the tender document
• Identification of needs
• Requirements formulation
• Technical specification writing
• Commercial terms and conditions
• Responding to a tender (bidding)
• Analysing the document
• Systems design and costing
• Evaluation of responses and follow up

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BIDDING PROCESS

• Bidding Team
• Sales and Marketing (Commercial)
• Engineering/Project Management
• Tender Analysis (clause by clause response)
• Bid/No Bid Decision (SWOT analysis)
• System Planning and Design
• Costing and Price Formulation
• Tender Response Submission
• Follow up

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TENDER ASSESSMENT

• Commercial Compliance
• Price too low (buying the job, inexperience,
  etc.)
• New information about the tenderer
• Unacceptable conditions included with tender
• Construction time
• Unbalanced bid (lump sum/rate for additional
  work)
• Technical Compliance
• Full compliance / Partial compliance
• Meets and exceeds requirements

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EXCEEDING THE BUDGET

• Extremely high tender price, what are the
  reasons?
• If all the tenders are above the budget estimate,
  the principal has five options
• Proceed on revised budget, or
• Abandon the project, or
• Call for tenders from different tenderers, or
• Make savings (reduce requirements), or
• Negotiate with tenderers (must be fair to all)
• Price variations can happen during the project,
  why?

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AWARD OF CONTRACT

• The principal and the successful tenderer
  (bidder) enter into a contract.
• The tender document, along with any amendments
  during the bidding process, will be the basis of
  the contract.
• A project manager on each side (principal
  tenderer) will be assigned to the project.
• Project review meetings and progress monitoring

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NEVER FORGET!

• THE CUSTOMER
• VALUE
• THE NEED TO DELIVERY VALUE TO THE CUSTOMER

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Next week

• Next week, we will look in more detail at whats
  involved in the Engineering Design Process.
• Thanks for your attention