CHAPTER 3

REALISTIC CONSTRAINTS

3.1 Design Constraints
You're going to create an engineering challenge. The goal here is to create specific
constraints, then evaluate how effective they are in creating a quality product. For
example, you might create a challenge of building a bridge out of popsicle sticks, a
tower out of plastic cups, or a house out of toothpicks. Consider constraints like the
budget, amount of materials, type of materials, and time allowed to complete the
project. After you create your challenge, try it out. Then, answer the questions below
about how the constraints influenced the challenge.
Students should see that some constraints influence productivity and creativity, for
example, a tight deadline or limited supplies. However, students may also observe that
if there are too many constraints the project becomes too difficult or the product is
compromised. Real life must accommodate these two limitations and incorporate
constraints that help improve the final product. Students should write down the
technical specification (operating limitations or constraints) of the product. These
limitations or constraints must be defined numerically. So that the evaluators or
customers can be able to read and learnt all of the numerical limitations or constraints
of the design.

3.2 Engineering Standards and Lifelong learning

Engineering standards are summaries of industrial best practices. The specifications
are written in terms of functional, mechanical and electrical aspects that allow proper
usage of available components to build a system. Standards may also be regarded as
codified guidelines that define how tests should be performed, and how products are to
be designed. Standards are created by bringing together experience and expertise of
stakeholders on specific issues. Standards protect public health and safety, improve
product quality, help to advance the growth of new technologies, and foster
international trade.
Lifelong learning is commonly known that there are various requirements such as
learning how to learn, improving communication skills, teamwork abilities and
controlling time-money, following new technological developments etc. In order to
successful in professional life, besides theoretical knowledge. Most of these mentioned
requirements are even needed in our daily life to be able to learn efficiently, in any
desired field.
3.3 Economical Analysis
The steps to estimate the economic consequences of a decision, as listed in Ruegg's
and Marshall's Building Economics—Theory and Practice, are summarized below:

1. Define the problem and the objective.

2. Identify feasible alternatives for accomplishing the objective, taking into
account any constraints.
3. Select a technique that accounts for uncertainty and/or risk if the data to be used
with the economic method are uncertain.
4. Compile data and make assumptions called for by the economic analysis
method(s) and risk analysis technique.
5. Compute a measure of economic performance.
6. Compare the economic consequences of alternatives and make a decision,
taking into account any non-quantified effects and the risk attitude of the
decision maker.

3.4 Sustainability
Project sustainability is now a common approach related to the management of
projects, programs, institutions, organizations, people, and other entities requiring
effective and efficient production, marketing, distribution, and the delivery products
and services. Generally, for projects to be sustained, certain metrics and standards need
to be set from project identification through feasibility studies, formulation, design,
appraisal, funding, implementation, monitoring, and evaluation. It is a proven truism
that most projects are failing because of the lack of an appropriate sustainability plan.
It is therefore very necessary for a comprehensive analysis of the social, economic,
legal, cultural, educational, and political environments for project implementation. The
project philosophy, mission, vision, values, goals, and objectives should be fully
articulated and stated in the plan. 

3.5 Ethics Issues

Project management ethics is an essential ingredient while managing projects.
According to the PMI (Project Management Institute), “Ethics is about making the
best possible decisions concerning people, resources and the environment. Ethical
choices diminish risk, advance positive results, increase trust, determine long term
success and build reputations.Leadership is absolutely dependent on ethical choices”.
The purpose of the code of ethics is to instill confidence in the project management
profession and to help an individual become a better practitioner. The code of Ethics
and Professional Conduct highlights ethical values such as trust, honesty,
responsibility respect and fairness. Trust, honesty, responsibility respect and fairness
are critical values that create harmony and professionalism in teams, which in turn
leads to project success.
Because ethics is so key to executing projects successfully, students should follow the
IEEE Code of Ethics document to help project management practitioners do what is
right and honorable. 

3.6 Health and Safety Problems

Inadequate or the lack of occupational health and safety not only negatively affects the
traditional construction project parameters of cost, quality and schedule, but the
sustainability of the environment. Occupational fatalities, injuries and disease
constitute defects as they are not project requirements. They also contribute to the cost
of construction and development as workers’ compensation insurance is included as a
labour overhead and the cost of accidents is integrated into the cost structure of
contractors. Total Quality Management (TQM) is the strategy that links the processes
of occupational health and safety, productivity and quality; health and safety providing
the catalyst for realising the synergy between the three processes.
The lack of occupational health and safety increases project risk, and negatively affects
cost, productivity, quality, schedule, the environment, and client satisfaction;
procurement systems, project duration, design, detail and specification influence
occupational health and safety, and project managers influence occupational health and
safety during all phases of a construction project.

3.7 Social and Political Issues

Successful project management is directly linked to the ability of project managers and
other key players to understand the importance of organizational politics and how to
make them work for project success. While most of us view politics with distaste,
there is no denying that effective managers are often those who are willing and able to
employ appropriate political tactics to further their project goals. Students should
explain some thoughts on the role of politics in successful project management,
identifying ways in which project managers can use politics in a positive and effective
manner.
3.8 Environmental Impact
To understand and internalize adverse or negative impacts on environment during
project preparation could lead to several undesirable consequences, which may
ultimately jeopardize the very objectives of growth and development for which the
project was proposed.
Environmental management is not just about the ‘trees and bees’ but also about health,
safety, profits, quality assurance, reduced risks to reputation, and increased global
competitiveness. Overall, it is about efficiency and reducing environmental and legal
liabilities.

The key environmental issues resulting from agricultural, mining, manufacturing, and
urban operations include:

 severe degradation of air quality due to industrial and vehicular pollution

 contamination of land and water resources due to pesticides, fertilizers, and
dumping of hazardous wastes
 depletion of raw material reserves
 contamination of surface and ground water sources due to discharge of sewage and
industrial effluents
 deforestation.

It is becoming increasingly important to make environmental management an

economic driver that would serve to minimize environmental damages and promote
resource efficiency and cost savings.

3.9 Manufacturability
Design for manufacturability (also sometimes known as design for
manufacturing or DFM) is the general engineering practice of designing products in
such a way that they are easy to manufacture. The concept exists in almost all
engineering disciplines, but the implementation differs widely depending on the
manufacturing technology. DFM describes the process of designing or engineering a
product in order to facilitate the manufacturing process in order to reduce its
manufacturing costs. DFM will allow potential problems to be fixed in the design
phase which is the least expensive place to address them. Other factors may affect the
manufacturability such as the type of raw material, the form of the raw material,
dimensional tolerances, and secondary processing such as finishing.
3.10 Risk management, and Change management
Project risk management is the process of identifying, analyzing and then responding
to any risk that arises over the life cycle of a project to help the project remain on track
and meet its goal. Risk management isn’t reactive only; it should be part of the
planning process to figure out risk that might happen in the project and how to control
that risk if it in fact occurs. A risk is anything that could potentially impact your
project’s timeline, performance or budget.
An effective change management process defines the steps needed to make alterations
to the project scope and has ripple effects to many activities. At the moment a change
takes place on a project, you are at your most vulnerable point to burning contingency
or losing project profitability if you don’t consider the risks. With improved visibility,
you will more effectively manage how project reserves or contingency are allocated to
avoid degrading profit margin. Most importantly, all the risks associated with a change
order are properly documented and communicated so that there are no surprises.

3.11 Legal Consequences

The Solicitors Regulation Authority (SRA) has also recognised the importance of
project management skills for lawyers and now requires solicitors to demonstrate
competence in core project management principles. Solicitor Competence Statement
says that solicitors must:
"Initiate, plan, prioritise and manage work activities and projects to ensure that they
are completed efficiently, on time and to an appropriate standard, both in relation to
their own work and work that they lead or supervise, including
a. Clarifying instructions so as to agree the scope and objectives of the work
b. Taking into account the availability of resources in initiating work activities
c. Meeting timescales, resource requirements and budgets
d. Monitoring, and keeping other people informed of, progress
e. Dealing effectively with unforeseen circumstances
f. Paying appropriate attention to detail"
 CHAPTER 4
METHODS USED TO DESIGN THE PROJECT

In this Chapter, students must formulate, and solve the necessary engineering
problems for their project; must select and apply proper analysis and modeling
methods for this purpose. Students must use theoretical (necessary formulations
and calculations) and applied knowledge in their project. Also devise, select, and
use modern techniques and tools needed for analyzing and solving complex
problems encountered in Capstone Project.