Department of Industrial Engineering and Management Systems

College of Engineering and Computer Science

University of Central Florida

Industrial Engineering Capstone Project Engineering

Course

Move the Egg (MTE) Program

Egg Tech Inc.

Final Report

PM Signature, Name & Date

Revisions Page:
Date
6/22

Page

Description
Original Final Report
submission.
Table 1 Revisions Table

Table of contents:
1. Executive Summary.............................................................................................................3
2. Scoping Agreement................................................................................................................
3. Stakeholder Analysis..............................................................................................................
4. Scope Management................................................................................................................
5. Time Management.................................................................................................................
6. Cost Management..................................................................................................................
7. Human Resources Management.............................................................................................
8. Risk Management Plan..........................................................................................................
9. Knowledge Management.......................................................................................................
10. Conclusions and Recommendations......................................................................................

List of Figures:
Figure 1 Organizational Structure...................................................................................................
Figure 2 Front View........................................................................................................................
Figure 3 Side View 1.......................................................................................................................
Figure 4 Side View 2.......................................................................................................................
Figure 5 Top View 1........................................................................................................................
Figure 6 Top View 2........................................................................................................................
Figure 7 3D View............................................................................................................................

List of Tables:
Table 1 Revisions Table..................................................................................................................
Table 2 Responsibility Matrix.........................................................................................................
Table 3 Myers Briggs Profiles........................................................................................................
Table 4 Charter A............................................................................................................................
Table 5 Charter B............................................................................................................................
Table 6 Critical Path Schedule........................................................................................................
Table 7 Project Budget....................................................................................................................
Table 7 Labor Hour Budget............................................................................................................

Appendix:
Revised PDR......................................................................................................................................
Revised CDR.....................................................................................................................................

1. Executive Summary
The following document is the final result of the project, MTE Program, done for
the company John Galt Inc. It includes a compilation of all the documentation, processes
and information acquired during the development of the project. The project itself
consisted on the development and delivery of a device that meets the requirements stated
in the Request for Proposal given by the customer, John Galt Inc., to Egg Tech Inc.
The document is divided into 9 sections (excluding this one), the appendices and
the final device. These sections will be briefly explained here and specifically developed
during the document. The sections mentioned are: Scoping Agreement, Stakeholder
Analysis, Scope Management, Time Management, Cost Management, Human Resources
Management, Risk Management Plan, Knowledge Management and Conclusions and
Recommendations.
The development of the Scoping Agreement section consists of three main parts.
The first one is the definition of success for the customer. This definition is well
explained in the Statement of Work, which is where all the restrictions and requirements
for the project are defined. The second part of this section consist on the definition of
success for the team of Egg Tech. The last part of the section is where we broadly state
the cost, schedule and performance measures of the project. These three are going to be
explained in further sections.
When doing the Stakeholder Analysis, we are just identifying and listing all the
people involved in the project.
The following six sections are the management decisions the team took and
followed during the whole project as a guideline to cover all the details. The first one,
Scope Management, consists of a compilation of all the definitions, requirements,
breakdown of the project and assumptions all focused on the main goal and stated in a
charter that includes all the information required. The next section refers to Time
Management and it includes all the activities related to the project, showing explicitly the
critical path to follow and the objectives related to time. The section referring to Cost
Management shows the distribution of the budget and the planning of hours worked in
order to see the value added during the development of the project. The section related to
Human Resources Management consists on how the team used the different skills for
each member to assign responsibilities. The following section, Risk Management, is a
planning of all the possible risks the project has and how to deal with them accordingly.
Every single one of the team members is responsible for the avoidance of risks and will
take responsibility for the mitigation of these. The last section of this group of sections,
Knowledge Management, is based on the communication tools used, monitoring
methods, tracking mechanisms and how were the expectations of the project set.
The last part of this document is related to the Conclusions and
Recommendations, which is the section where we see the improvements that could have
been made, the processes that were developed and the team sets a list of
recommendations based on the experience gained during the development of the whole
project.

2. Scoping Agreement
John Galt, Inc. defines success of the project if the transport device moves safely
the egg from the beginning of the 3rd floor stairway to the next landing level touching
every step and shows a flag as a signal of succeed in less than one minute. It also should
obey all restrictions specified in the Statement of Work (SOW) and should be activated
by a one-step trigger. Finally, the device must cost less than 155 PEN and be delivered to
the costumer on June 22nd of 2015.
The Team defines success of the project if the transport device wins the
competition on June 23th; it should be the device with the lowest cost, that scores the
shortest time. The team set as goal to beat the 6 seconds mark, thus, setting a new record
on time needed for a device to be successful. Any other scenario is considered as failure
from the team perspective, even though it reaches customers demands.
The measures for the project are the following:
- Budget: 155 PEN.
- Schedule: Should be delivered on June 22nd, 2015.
- Time of operation: Should not pass the one minute mark.
- Activation: One-step trigger.
- Restrictions: No human help, no prepositioned elements on path, no chemical
reactions, and all restrictions set in the Statement of Work (SOW).

3. Stakeholder Analysis
Stakeholders are all the people that is involved in a project disregarding their
workload or position. All the stakeholders for this project are listed below:
Customer: John Galt, Inc.
System Development Organization: Egg Tech Inc. Team.
Operator: Mr. Mark Calabrese.
Project Manager: Jorge Flavio Sarmiento
Other Team Members: Diego Guevara, Renzo Moreno, and Yuichi Yodo.

Team Organizational Structure:

Jorge Flavio Sarmiento

PROJECT MANAGER

Diego Guevara

Renzo Moreno

CONSTRUCTION AND DESIGNER

DESIGNER

Yuichi Yodo

BUDGET AND QUALITY ASSURANC

4. Scope Management
The project has a scope that is demanded by the customer. Every detail and
specification required by John Galt, Inc. is tracked by the team using the upcoming
methods.
Project Charter:
Project Sponsor:
Project Manager:
E-mail Address:
Phone Number:
Process Impacted:
Expected Start Date:
Expected Completion
Date:
Green Belts Assigned:

Element
1. Title of Project

2. Project Description

John Galt, Inc.

Jorge Sarmiento
jorgeflavio@knights.ucf.edu
(+51) 994 698 222
Building a device that fulfils the requirements stated in the Statement of Work
to move up an egg.
March 17th, 2015
June 22nd, 2015
Mark Calabrese, PE,
PMP, ITIL

Description of Element
What is the title of the
improvement project?
Brief background and
projects purpose

Black Belts
Assigned:

William Thompson, Ph.D.,

P.E.
Ahmad Elshennawy, Ph.D.
Table 4 Charter A.

Project Charter
Move the Egg Program
Construct a device that escalates an egg through a
thirteen step stairway (nearest to Classroom 305) in
the third floor, building A, Campus 2, San Ignacio de
Loyola University, Lima, Peru.

Element

3. Process Description

4. Business Case

5. Benefit to External
Customers
6. Problem Statement

7. Project Objectives

12. Scope Statement

Description of Element

Brief description of the

process in which
opportunity exists

Brief explanation of the

expected financial
improvement, or other
justification
Who are the final
customers and what
benefits will they see?
Problem and goal
statement (projects
purpose)

Project Charter
- Must be able to ascend from the 3rd floor of the
USIL classroom building to the next level landing
with a provided egg that has to show no damage in the
end. - Has to complete the task under
60 seconds.
- The device has to display a flag automatically upon
landing.
- Must maintain contact with the steps at all times.
- No external aid is permitted, including human and
any pre-positioned support.
- Must be operated by the professor and has to have a
one-step trigger.
- Has to cost 155 PEN or less.
- The device must be completely safe with no sharp
edges or toxic materials.
The purpose of the device is to safely transport a
chicken egg up 13 step stair.

John Galt Inc.

They will be able to move up an egg through a
staircase.
Deliver an egg from 3rd floor to next landing (1\2
floor), fulfilling all the requirements specified in the
Statement of Work.
Current
Future
(As-Is)
(To-Be)
What are the performance Performance
Metric
Value
Value
metrics such as
Costs
82.40
155 PEN
throughout, quality,
PEN
inventory, defects, yield,
Schedule
June 22nd
June 22nd
costs, etc.? What
2015
2015
improvement is targeted?
Time
4s
60 s
Which parts of the
process will be
investigated and which
parts will be excluded?
What are the major tasks
to complete?

Deliver the egg from 3rd floor to next landing (1\2

floor) fulfilling all the requirements specified in the
Statement of Work. No parts are excluded. The major
tasks to complete are as follows: deliver the egg safe
and sound, no more than 60 seconds, and the device
must touch every step.
7

Element
13. Proposed Methods

14. Key Deliverables

15. Schedule

16. Team Members

17. Costs and Resources

Description of Element
Which design and
analysis concepts,
techniques and tools are
going to be used?
What are the tangible
and/or intangible objects
that are produced as a
result of the project and
that relate directly to and
align with the objectives
of the project?
Give the key project
milestones and dates.
D Define Phase
M Measure Phase
A Analysis Phase
I Improve Phase
C Control Phase
Names of the project
team members (in
alphabetical order of last
names)?
What are the estimated
project costs and needed
resources?

Project Charter
- Pre-Feasibility Studies
- Modelling by hand
- CAD
- Feasibility Studies
- Preliminary Design Review
- Critical Design Review
- Final Report and device
- Final Presentation
All Deliverables must comply with what is required in
the Request For Proposal (RFP).
Project Start Date:
March 17th 2015
Designing Date:
Revisions Date:
Materials Date:
Construction Date:
Delivery Date:
Guevara, Diego
Moreno, Renzo
Sarmiento, Jorge
Yodo, Yuichi

May 26th 2015

May 26th 2015
June 21st 2015
June 21st 2015
June 22nd 2015

Monetary resources are 155 PEN. Materials are to be

bought with the 155 PEN.

Deliverable Item:
The deliverable consist on a transport device that carries an egg from the
beginning of a stairway to the next floor landing and arrives safe. The requirements of the
device consist on touching every step of the stairway, travel time no longer than sixty
seconds, a one-step trigger activator, no chemical reactions and accomplish the
established distance.
Work Breakdown Structure:
This section contains the devices Work Breakdown Structure up to the third level
of the project. The way in which each of the activities was listed does not necessarily
mean that is the chronological organization of the tasks.
1.0 Move the Egg Device Project
1.1 Planning
1.1.1 Customer Meetings
1.1.2 Team Meetings
1.1.3 Site Measurements
1.2 Designing
1.2.1 Egg-crane
1.3 Revisions
1.3.1 PDR
1.3.2 CDR
1.4 Materials
1.4.1 Device Materials
1.4.2 Testing Materials
1.5 Construction
1.5.1 Assembly
1.6 Delivery
1.6.1 Device Delivery
1.6.2 Final Report Delivery
1.6.3 Presentation
1.7 Safety Measurement / MSDS
1.8 Contingency
Assumptions:
All documentation presented was created assuming that the project will
not have major changes in the outline of the MTE Program.
The cost for the disinfectant wipes were assumed to be part of the 1.7
Safety Measurements / MSDS section. They will be presented as such in the Budget vs.
Actual.

5. Time Management
Activity Sequencing Critical Path
A project schedule was built in Microsoft Project in order to obtain the critical
path. The schedule is displayed in a Gantt diagram, divided in worked weeks and worked
days. The critical path is shown as red-colored bars (or the lightest grey bar, if seen in
black-and-white).

10

Figure # - Gantt Schedule

11

Project Milestone:
This section presents the project Milestone Schedule to a basic 2nd WBS level.
WBS sections are displayed in the Y-axis while the due dates are in the X-axis. This
Milestone Schedule was used as a basis to create the previously presented Gantt Chart.
1.0 Project
1.0sdded
N Milestone Schedule.BS.
1.1

1.1 Planning

1.2

1.2 Designing

1.3

1.3 Revisions

1.4

1.4 Materials

1.5

1.5 Construction

1.6

1.6 Delivery

1.7
1.8

1.7 MSDS
1.8 Contingency

April 24th May 26th

June 21st June 22nd

Fig. # Milestone Schedule.

12

6. Cost Management
The cost of performing this project includes the two methods shown below. The
Labor Loading Chart shows the total time that team members work on the device. The
Budget vs. Actual shows the cost of all project elements separated according to the WBS
elements and how much money is spent every week.
Labor Loading Chart:
The Labor Loading Chart presents the time worked in each element of the WBS
by each team member. It is presented in the fifteen-week duration of the project. Every
single one of the levels or sublevels contains a summation of all the worked hours on the
right. The grand total of hours, which is 448, was calculated by adding the sub-totals
from the second level (rows in green). The table is shown below:

Budget vs. Actual:

The project Budget presents the baseline developed according to the WBS. It is
arranged by weeks and it displays when the team programed to have expenses, and
compares to the actual amount and time that the team had said expenses.

13

7. Human Resources Management

There are four men in this team to perform the project and it is important to
establish solid positions according to peoples skills. Every single team member occupies
a position where he performs his labor according to his skills. Myers Briggs Profile is
used to analyze all team members, and determine the position that best suits each
member.
Then each member is made responsible of parts of the WBS, corresponding to
each position in the project team.
Skills Definition:
Name
Diego Guevara

Myers Briggs
Profile
Teacher

Renzo Moreno

Architect

Jorge Sarmiento

Councillor

Yuichi Yodo

Protector

Position within the Project

Designer:
He is very analytical and a critical thinker. Also,
he is able to motivate people easily to go on no
matter how hard things can get, whenever a big
mishap is encountered. Moreover, he pays close
attention to details.
Designer:
He has the ability to solve problems by using his
critical thinking. This means that he is creative
enough to develop the actual device. He can
easily find innovative solutions to any design
challenges.
Project Manager:
His pro-activity made him volunteer for the job.
He is very responsible. Also, he is goal-oriented.
He inspires the whole team to keep going.
Budget and Quality controller:
His high sense of duty made him perfect for the
position. Being in charge of the budget implies
expending the right amount of money. Also, he is
very organized, something needed to keep track
of the purchases.

Responsibility Matrix:
Team
Members
WBS

x Diego Guevara Renzo Moreno

Jorge
Sarmiento

Yuichi Yodo

14

1.0 Project
1.1 Planning
1.2 Design
1.3 Revision

1.4 Materials

1.5
Construction
1.6 Delivery

1.7
Safety
Measures
1.8
Contingency

X
X

X
X
X
X

X
X

MSDS Responsabilities and Adherence:

15

8. Risk Management Plan

Risk Management was planned from early stages of the Project. Contingency was
assigned as a primal section in the WBS, and was given a 10% of the budget, in order to
maintain a certain amount as an emergency-only money. By doing this, we set from the
beginning to have a budget no higher than 140 PEN.

Material are
not strong
enough to
hold the load.

Risk Score

Consequences

Mitigation Plan
Try to fix pieces, if unfixable, re-buy
pieces.

0.8

Device does
not work.

Customer
changes /
adds
specifications.

0.9

The whole

0.3

Impact

Risk
Statement

Likelihood

Priority

Below is the Risk Management Chart that illustrates the teams main concerns and
solutions. This is following the template used in the in-class exercise. Mitigation Plan
attempts to cover pre-risk and post-risk plans. We used a quantitative approach to
calculate the risk score. Likelihood values are in the range from 0.00 to 1.00; while
impact values are in the range from 0 to 10. The chart summarizing our mitigation plan is
shown below.

0.4
5

5.6

Device
breaks.

4.0
5

Failure in the
project.

4.5

Increase in
workload and
budget.

2.8

Failure in

Do the device as need and accurate as

possible.
Inspect possible causes. Re-design if
necessary.
Design the device as specific as
possible, and plan as detailed as
possible.
Use physics and math background for
the metrics.
Cannot be avoided.
Try to cover new specifications if
mandatory, and use the
Contingency if needed.
Handle the device carefully
16

device
breaks due
to handling.

the project.

Repair pieces, if possible. If not

possible, but other pieces.
Use PPEs.

Someone
gets hurt.

Cords
break.

0.2
5

Take hurt people to get medical

assistance.

Do accurate calculation for the

forces.

10

2.5
Device
breaks.

Buy the correct cords.

Inspect possible causes. Redesign if necessary.

Repair damaged pieces. Buy
new cords if needed.
Store the device in a rain-safe
place

It rains and
device gets
wet.

0.8
5

5.9
5

Materials
get
damaged.

Cover the device with

waterproof bags or other
materials.

Inspect for damages. Check for

available solutions. Repair if
possible. If not, re-buy damaged
parts.

17

Nail and joint the wood

accurately.
Wood
breaks
Study material's mechanical
properties.

Parts
wrongly
assembled.

0.6

4.8
Rail bends.

People get
hurt.

Repair if possible. Re-buy, if not

possible.

Use PPEs.
Take hurt members to get
medical assistance.

Someone
falls on the
device.

0.6
5

5.2

Device
breaks,
bends, or
gets
damaged in
a similar
way.
Someone
gets hurt.

Assemble parts carefully.

Walk carefully in the work area.

18

Take hurt people to get medical

assistance.

Inflation
goes up

0.1
5

10

1.5

Prices go
really high,
and device
budget is
out of the
limit.

Can`t prevent that, but we could

try to redesign in something
much cheaper.

19

9. Knowledge Management
The project was performed as a group discussion to select the device and a lot of
teamwork in each design review and device construction. According to responsibilities,
team members had different levels of participation in each task. Before taking decisions,
all team mates presented their opinions and analysis.
All documentation was worked using Dropbox as a media. Meetings were done in
person as possible, and by Skype when not. WhatsApp was used as a non-official media
to communicate between members.
The expectations were set according to the demands of the customer and the
criteria for winning the competition. The team worked hard analyzing the cost and
efficiency of materials to construct a device that had a low cost, and covered the travel
distance in the shortest time possible.
All the progress was monitored by team meetings and e-mails with the customer.
A Requirements Tracking Chart was used as a check every single activity needed for the
project. Budget vs. Actual was used to see how much money we spent every week. The
Milestone and Critical Path helped to set the deadlines of every element of this project.
Design Reviews were sent to the customer to see customer satisfaction and approval for
designs.
10. Conclusions and Recommendations
o Conclusions:
Maintaining good and constant communication within the team is a key
factor in the success of every project.
Communication with the customer at all times is necessary for any project
to be successful. Whenever there is any doubt about the project, ask the
customer.
A good and detailed Risk Management plan is always handy. It is better to
know what may happen to the device, the repercussions on the device, and
can we assess the risk than to cry about a broken device that cannot be
fixed on time or on budget.
Team work is essential.
o Recommendations:
Always plan ahead because time is always a scarce resource. You dont
want to fight time. There are always other things to do, and the customer
most likelihood will add other things you must comply according to your
contract.
Do not rely on luck to the development, construction, or design of your
device. If the right materials or accurate calculations are not a part of the
whole project, it can result in catastrophe.
It is of absolute importance not to schedule expenses in the budget before
the customer checks the CDR. This is because at any point before the
20

CDR nobody is 100% sure about customers final approval before

construction. Thus, materials and specifications of the device may vary
according to the customers comments.
Never take anything for granted unless it is stated on writing.
Always play safe while building the device. You certainly do not want any
material loss or lives loss. Remember that you can buy new materials, but
you cannot buy new team members.

21

APPENDIX

22

23