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Requirement Analysis and Engineering

Requirement Analysis and Engineering:

 

To collate, analyze and understand the engineering requirements and ensure that the scope of works is clearly understood

Collate Design Inputs

Obtain the Scope Definition Document (Scope Baseline), referenced supporting material, and Project Risk Plan from the Project Manager.  The Scope Definition Document will identify all the project Requirements and list all supporting documentation, including:

Customer Requirements, e.g.

• Contract specifications & drawings
• Tender & post contract correspondence
• Prior solutions or designs

Project Constraints, e.g.

• Contract documents and/or contract abstract
• Sales Proposal, clause-by-clause specification compliance document
• Sales Take-off / Bill of Material
• Available technology
• Standards, Legislation & Codes

Ensure that:

• The version of all supplied supporting documentation is as referenced in the Scope Definition Document
• All scope definition & supporting document details are listed in a Design Input Register,
  • A recommended Design Input Register template is available in the Engineering Plan template
• All scope definition & supporting documentation is saved to the controlled project document repository or filing system
  • Suitable options for the controlled project document repository are detailed in the table below

Project document repository

Suggested application

Main benefits

Comments

Dedicated project folder

Centralised engineering team, based in branch/ site/ main office

Quick / simple to set up

Extract the suggested Project Folder Structure to the new project directory location

Project specific

Distributed engineering team, based on site or multiple locations (because of the significant benefits, this is the preferred method for all projects)

• Globally supported solution for team collaboration.  Secure - backup & restore managed globally.

 

Project Engineer

Review Design Scope

Analyse the Scope Definition & Design Inputs to determine & understand the engineering requirements for the Project.  This should result in a clear understanding of the extent of the works, scope clarifications or agreed concessions, quantities & location of equipment & devices, functional & performance requirements, and internal & external interfaces to the system/s.

Ensure that the Requirements are:

• Understandable
• Unambiguous
• Comprehensive
• Complete
• Concise

During the scope review process

• It is particularly important to check for:
  • scope ambiguities or uncertainties, by comparing various source documents e.g. schematics, plans, specification schedules
  • scope omissions, exclusions or alternatives, by comparing tender and proposal documentation
• It is common to identify specific detailed requirements that are either unusual or difficult to locate within the documents.  It is wise to capture these in a schedule so as to flag these to the engineering team and facilitate later retrieval.
• If not already included or completed as part of the Scope Definition Document, ensure that a thorough & complete review of the Contract, Specification and any supporting documents has been performed and any scope uncertainties, exclusions, deviations or alternative solutions are captured.

Where it is not practicable to update effected documents directly with findings from the review process, the Requirements Clarification Register template may be used to capture & track all scope uncertainties and clarifications.  Care should be taken to ensure that clarifications are clear and precise so as to avoid future confusion or disagreement.  As a minimum, the following information should be evident:

• Source of the original requirement
• Agreed / proposed clarification to the requirement
• Clarification Reference  - e.g. RFI#, record of meeting, from person
• Approval status
• Approval reference - e.g. customer's letter, date, from person
• In large or multi-system projects, it is often useful to also identify the effected Work Breakdown Structure (WBS) or Work Package.

3

Project Engineer / Project Manager

Reconcile Scope Uncertainties

Collaboration with the Project Manager and customers may be required to arrive at an acceptable & agreed understanding for some Requirements.

Ensure that all agreed clarifications to Requirements are confirmed in writing using appropriate methods e.g.

• Customer mandated communications forms / methods
• Request For Information Form or Request For Information Email
• Meeting Minutes
• Record of Discussion

Update and maintain the Requirements Clarification Register throughout the scope reconciliation process so that it captures, and at least summarizes, the latest understanding of all scope uncertainties & clarifications to the scope documents.

 

Project Engineer / Project Manager

Update Scope Definition

Update the Scope Definition Document, and any effected supporting documents, with the agreed outcome of the scope reconciliation process, alternatively, and where it is not practicable to update the effected documents, record or reference the details in the Requirements Clarification Register.

Whichever method is used, care should be taken to ensure that scope clarifications and outcomes are clear and precise so as to avoid future confusion or disagreement.  As a minimum, the following information should be evident:

• Source of the original requirement
• Agreed / proposed clarification to the requirement
• Clarification Reference  - e.g. RFI#, record of meeting, from person
• Approval status
• Approval reference - e.g. customer's letter, date, from person
• In large or multi-system projects, it is often useful to also identify the effected Work Breakdown Structure (WBS) or Work Package.

OUTPUTS

Project Engineer

Scope Definition Document, updated & approved where necessary; WBS / system block diagram, updated & approved where necessary; Design Input documents saved to controlled document repository, Requirements Clarification Register

 

 

Engineering Plan

to prepare the Engineering Plan that describes the engineering work to be accomplished and how it shall be delivered

INPUTS

scope Definition Document, WBS / system block diagram, Engineering Plan template, Prior work or knowledge

Project Engineer

Define Engineering Deliverables

Using the Engineering Plan or equivalent, list the engineering deliverables and classify or group according to individual Work Packages corresponding to the project Work Breakdown Structure.

Where possible, quantify the number of deliverables of each type and identify the resources responsible for producing, either by organisation, role, or individual name.

2

Project Engineer / Lead Engineer

Define Review & Verification Tasks

All projects shall undergo Concept Review, Functional Review and Detailed Design Verification. If the Operations team was involved in the sales process, the Concept Review will often have already been completed.

The extent of any additional engineering review & verification tasks to be undertaken will be determined based upon complexity and risk of the project.  Additional engineering reviews will be required for all work packages that exhibit one or more of the following features:

• have complex, novel or extensive customer requirements
• utilise any technology or solution not successfully delivered on prior occasions by the engineering team
• have more than a basic set of requirements or design inputs
• have moderate or higher technical risks
• have any design package deliverable that takes more than several weeks to complete

The Engineering Plan shall be updated to identify:

• Review & Verification activities necessary for each work package
• Reviewer / Verifier for each work package

The objective of review & verification activities is to minimise risk of delivering a solution that fails any of the following key criteria:

• Meets customer requirements
• Is practicable i.e. a practical solution able to be delivered in the context of the project environment
• Appropriately manages risk

Advice on selection of appropriate Reviewer / Verifier and frequencies

Review & verification activities should be conducted by someone other than the person who produced the engineering deliverable.  Use the following table to guide the selection of appropriate review / verification resources and frequencies.  The underlying principles behind the evaluation of appropriate review & verification resources and frequencies include:

• Each individuals' level of experience with the product or technology and its intended application
  • Developing - no or limited experience, requires support and detailed direction
  • Established - works without direction on routine application, requires support on advanced application
  • Expert - works without support or direction on complex application, provides support to others

• The complexity of the application of the product or technology to the project
  • Standard - uses standard or well understood concepts & solutions
  • Evolutionary - uses standard concepts but requires adaptation or extension of standard solutions
  • Revolutionary - Custom or Cutting Edge, uses novel concepts, requires development of custom solutions

 

Prepare Engineering Plan

Having defined the engineering deliverables and review & verification tasks, the Engineering Plan shall be completed.  The Engineering Plan will then form the basis of the design control mechanism, and be maintained during the life of the project.

NOTE: When completing the Engineering Plan workbook,

• If a separate Gannt chart (timeline) is going to be prepared to show and track progress of completing the engineering deliverables, then the Planned and Actual dates and Status do not need to be recorded in the Engineering Plan.
• If a Gannt chart is not used to track progress, then Planned & Actual dates and Status should be recorded either:
  • at the summary (deliverable category) level in the Engineering Plan worksheet, or
  • at the detailed (individual deliverable) level in the Document / Output Register worksheet

OUTPUTS

-

Completed Engineering Plan (Input list, Responsibilities, Output list) & Qualification Tool (applicable procedures defined)

 

Engineering Schedule

To plan and facilitate the co-ordination of engineering resources to complete the necessary engineering tasks and deliverables in accordance with the project milestones & key dates.

Scope

To prepare the Engineering Schedule that defines all engineering tasks & deliverables, allocation of resources to those tasks, estimates of task durations and/or work effort, identification of key project milestone dates to be achieved.

  INPUT

-Project schedule, Standard Engineering Schedule, Engineering Plan & WBS

-The minimum requirement is that acceptable Dates & Owners are defined for all engineering deliverables.

• Simple, short duration projects may achieve adequate definition & control of engineering deliverables when tracked using the Date fields in the Engineering Plan.
• More invloved and longer duration projects will usually require either a high level schedule (as per the Standard Engineering Schedule) or a detailed schedule.

1

Project Engineer

Set Project Start or End Date

If using an existing schedule or the Standard Engineering Scheduletemplate, adjust the Start Date or End Date to suit the project.

The Standard Engineering Schedule provides a framework for generation of a project specific schedule that complies with the Engineering Methodology and includes all categories of engineering deliverable identified in the Methodology.   This schedule is a high level summary that enables planning and tracking of progress by type of engineering deliverable, rather than by each individual deliverable.

2

Project Engineer

Define work calendar

If you wish your schedule to automatically allow for public holidays and other non-work periods, adjust the normal work calendar.

 

3

Project Engineer

Match tasks & deliverables to Project WBS

Ensure all tasks & deliverables identified in the Project WBS, Methodology Qualification Tool and Engineering Plan are included in the engineering schedule.  If using the standard Engineering Schedule: copy / delete / modify existing tasks where relevant.

Some projects may wish to define and manage delivery of engineering scope at a greater level of detail than in the Standard Engineering Schedule, in which case, additional sub-task line items should be inserted beneath each applicable main deliverable category where a greater level of detail is required; for example:

Standard Engineering Schedule

Detailed engineering schedule

• Equipment Location Plans

  Level 1 floor plan

  Level 2 floor plan

  Level 3 floor plan

• Wiring Termination Diagrams

  Equipment A termination diagram

  Equipment B termination diagram

 

4

Project Engineer

Estimate task durations

Use historic data to estimate task durations

5

Project Engineer

Add milestone constraint dates

Add milestone & other key dates from the customer & main project schedule and link as constraints

6

Project Engineer

Allocate Resources

Allocate resources by name, role or organisation

7

Project Engineer

Allow for lead times

Add lead time tasks before any activity that has a significant lead time before the task can commence e.g.:

• equipment & material procurement lead time - time to procure & deliver key equipment or other resources
• personnel mobilisation lead time - time for personnel to be mobilised to the project after being given the instruction to proceed
• notice / notification lead times - e.g. prior warning period required by verifiers or customers to attend FAT

8

Project Engineer

Adjust schedule

Review the schedule to determine risk of not meeting key dates & milestones - the schedule should always allow some float.  Increase resources or adjust the sequence of activities to achieve an acceptable schedule.  Do not arbitrarily adjust task durations to make the schedule 'fit' the requirements: adjustments must be realistic.

9

Project Engineer

Baseline the agreed schedule

Once agreed, the baseline schedule information should be saved for future reference - if using Microsoft Project, use the 'baseline' function.  Publish the schedule to project resources as required.

OUTPUT

Resourced engineering schedule defined for all key engineering deliverables; compliant with project key dates / milestones

 

 

 

About the Author

GAUTAM KOPPALA, With over   a decade, track record of successful leadership, excellent results through strategic skills in driving revenue and profit growth. Demonstrated ability to identify and trouble shoot critical issues impacting productivity, cost, distribution, marketing, Strategic positioning, sales and financial operations, with innate ability to build and maintain strong client relationships in operations. Expert in distilling and managing processes, enhancing internal structures, and promoting multi-skilled team competencies via nurturing mentorship and inspirational leadership. Engagements have spanned operational, strategic, technological and change management roles. Academically, I am a cum laude graduate with a Bachelor of Technology degree in Electrical and Electronics Engineering (B-Tech E.E.E.) and a post graduate in Masters in Human Resources Management (M.H.R.M.) and Masters of Foreign Trade (M.F.T.). As you will see my Post Graduation's were been studied part-time, as well as working full-time as an Engineer. I feel that this demonstrates my ability to maintain dedication, motivation and enthusiasm for a project management over a long period of time. In addition, balancing full-time work with study has perfected my time-management and organizational skills. I believe that my college degrees and gamut certifications in combination with my extensive broad-based work experience along with my drive, resourcefulness and determination, would make me an excellent candidate for a senior management position with any company. Highlights of my background include Operations related Commercial, Supply chain, Sales with a magnificent experience in Project management, technically oriented towards Automation and Security Systems in Industrial and Building sectors. Presently, writing a book on Projects and Operations Management (comprise of 12 volumes, 6K pages), and awaited for the reputed publications. These books can be checked in Google books and other search engines too.