Class Engineering Spaghetti Bridge File 1007eng Final

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1007ENG Spaghetti Bridge Project,2016
Coordinator: PJ Wilson
Team C (Class Engineering)
Neil Andrews ANDNRD1601, Mitchell Alexander ALEMJD1601,

Shane Robson ROBSDD1601, Alan George GEOAD1601
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Contents
Strategic Planning ............................................................................................................................. 8
1.0 Overview ..................................................................................................................................... 9
1.1 Summary ..................................................................................................................................... 9
1.1.1 Purpose, Scope and Objectives.................................................................................................. 9
1.1.2 Assumptions and Constraints .................................................................................................... 9
1.1.3.2 Hardware ............................................................................................................................. 10
1.1.3.3 Documentation..................................................................................................................... 10
1.2 Plan evolution............................................................................................................................ 10
1.3 Project Charter............................................................................................................................ 11
2.1 Stakeholder Identification ....................................................................................................... 12
2.1.1 Introduction ............................................................................................................................ 12
2.1.2 Identifying Key Stakeholders .................................................................................................. 12
2.1.3 Key Stakeholders .....................................................................................................................13
2.1.4 Stakeholders Analysis ..............................................................................................................13
2.1 External interfaces ..................................................................................................................... 16
Tactical Planning
......................................................................................................................................................... 17
3. Managerial process plans .......................................................................................................... 18
3.1 Management objectives and priorities ........................................................................................ 18
3.2 Start-up plan .............................................................................................................................. 18
3.2.1 Staffing plan ........................................................................................................................... 19
3.3Reporting plan ............................................................................................................................ 20
3.4 Project management plan ........................................................................................................... 20
3.4.1 Introduction ............................................................................................................................ 20
3.4.2 Project Management Approach ............................................................................................... 20
3.4.3 Project Scope .......................................................................................................................... 21
3.4.4 Milestone list .......................................................................................................................... 21
3.4.5 Schedule Baseline and Work Breakdown Structure ................................................................. 22
3.4.6 Communication Management Plan .......................................................................................... 22
3.4.7 Cost Management Plan ........................................................................................................... 23
3.4.8 Procurement Management Plan ............................................................................................... 24
3.4.9 Schedule Management Plan .................................................................................................... 24
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3.4.10 Quality Management Plan ..................................................................................................... 25

3.4.11 Risk Management Plan ......................................................................................................... 25
3.4.12 Risk Register ........................................................................................................................ 26
3.4.13 Staffing Management Plan .................................................................................................... 26
3.4.14 Cost Baseline ........................................................................................................................ 26
3.5 Engineering Plan ....................................................................................................................... 27
3.5.1 Research ................................................................................................................................. 27
3.5.2 Alternative Solutions .............................................................................................................. 27
3.5.3 Evaluation .............................................................................................................................. 28
3.5.4 Monitoring.............................................................................................................................. 28
3.5.5 Communication ...................................................................................................................... 28
3.6 Knowledge Management Plan.................................................................................................... 28
3.7 Issues/ Conflict Resolution Plan ................................................................................................. 29
3.7.1 Establishing Requirements to Avoid Future Conflict ............................................................... 29
3.7.2 Minimising Conflict Among Team Members .......................................................................... 29
3.8 Monitoring and control strategies ............................................................................................... 30
Operational Planning and Management
........................................................................................................................................................ 32
4.1Project plan .................................................................................................................................33
4.1.2 Design / Specification / Performance criteria ........................................................................... 34
4.1.3 WBS, Tasking and scheduling ................................................................................................ 34
4.1.4 Resource allocation and accounting......................................................................................... 35
4.1.5 Financial allocation and accounting......................................................................................... 35
4.2 Design File A ............................................................................................................................ 36
4.2.1 Specification Definition .......................................................................................................... 36
4.2.3 Solution Selection .................................................................................................................... 37
4.2.4 Conceptual Designs ................................................................................................................. 37
4.2.5 Detailed Designs ..................................................................................................................... 39
4.2. Design File B............................................................................................................................ 40
4.2.1 Specification Definition .......................................................................................................... 40
4.2.3 Solution Selection ................................................................................................................... 41
4.2.4 Conceptual Designs ................................................................................................................ 41
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4.2.5 Detailed Designs ..................................................................................................................... 43

4.2. Design File C ........................................................................................................................... 44
4.2.1 Specification Definition......................................................................................................... 44
4.2.2 Alternative Solutions ............................................................................................................ 44
4.2.3 Solution Selection .................................................................................................................. 45
4.2.4 Conceptual Designs ............................................................................................................... 45
4.2.5 Detailed Designs .................................................................................................................... 47
4.3 Development/Production........................................................................................................ 49
4.4 Testing................................................................................................................................... 49
4.5 Delivery................................................................................................................................. 49
4.5.1 Client Training ................................................................................................................ 49
4.5.2 Product Delivery ............................................................................................................. 49
4.7 Progress reporting .................................................................................................................. 49
Closure............................................................................................................................................ 50
........................................................................................................................................................ 50
5 Quality Management .....................................................................................................................51
5.1 Lessons learned ......................................................................................................................51
5.1.1 Introduction .........................................................................................................................51
5.1.2 Lessons Learned Approach ..................................................................................................51
5.1.3 Lessons Learned From This Project......................................................................................51
5.1.4 Process Improvement Recommendations..............................................................................51
5.2. Post Project Review .............................................................................................................. 52
5.2.1 Project Summary ................................................................................................................ 52
5.2.2 Project Deliverables (Planned vs. Actual) ............................................................................ 53
5.2.3 Project Costs ....................................................................................................................... 54
5.3 Project Schedule .................................................................................................................... 55
5.4 Conclusion ................................................................................................................................ 56
QIBT Closure ...................................................................................................................................57
.........................................................................................................................................................57
6 Project Summary & Closure ......................................................................................................... 58
6.1 The Engineering Method........................................................................................................ 59
6.1.1 Research ......................................................................................................................... 59
6.1.2 Generation of alternative solutions .................................................................................. 59
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6.1.3 Evaluation of alternatives against the criteria ................................................................... 59

6.1.4 Monitoring, reviewing and checking the outcomes .......................................................... 59
6.1.5 Communicating recommendations to the client................................................................ 60
6.2 Project Management .............................................................................................................. 60
6.2.1 Project management methodology/s used ........................................................................ 61
6.2.2 WBS, tasking & scheduling............................................................................................. 62
6.2.3 Resource allocation, accounting and variance. ................................................................. 62
6.2.4 Financial allocation, accounting and variance .................................................................. 62
6.2.5 Risk Performance ............................................................................................................ 62
6.3 Reflection on teamwork ......................................................................................................... 62
6.3.1 Peer Assessment.............................................................................................................. 63
6.3.1 Lessons Learnt ................................................................................................................ 63
6.5 Recommendations.................................................................................................................. 64
Appendix A ..................................................................................................................................... 65
Document Control Procedure........................................................................................................... 65
Appendix B. .................................................................................................................................... 68
Document Control Quick Reference Guide ...................................................................................... 68
Appendix C ..................................................................................................................................... 70
One Page Project Management ........................................................................................................ 70
Appendix D ...................................................................................................................................... 71
Budget ............................................................................................................................................. 71
Appendix E ..................................................................................................................................... 72
Gantt Chart...................................................................................................................................... 72
Appendix F ..................................................................................................................................... 74
Project Miscellaneous Costs ............................................................................................................ 74
Appendix G ......................................................................................................................................75
Risk Register ....................................................................................................................................75
Appendix H ..................................................................................................................................... 78
Risk Matrix ..................................................................................................................................... 78
Appendix I ...................................................................................................................................... 79
Project Meeting Minutes.................................................................................................................. 79
Appendix J Experimental Data ........................................................................................................ 93
Appendix K Performance Criteria .................................................................................................... 94
Performance Criteria of Truss Bridges ................................................................................. 94
Appendix L Lessons Learnt Register Part A .................................................................................... 96
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Appendix L Lessons Learnt Register Part B ..................................................................................... 97

Appendix M Work Book Structure ................................................................................................... 98
Section 1 Introduction .................................................................................................................... 101
Section 2 Equipment and Materials............................................................................................... 102
Section 3 Preparation .................................................................................................................... 104
Section 4 Construction ...................................................................................................................105
Constructing truss frame................................................................................................................105
Constructing Bridge ...................................................................................................................... 106
Section A Constructing Box Style Bridge ...................................................................................... 106
Section B Constructing Triangle Style Bridge ................................................................................ 108
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EXECUTIVE SUMMARY
Introduction
Class Engineerings Completion presentation handover of the project. The following
presentation will outline our completion of the project.
Outline:
Scope of Project
Budget
Deadlines
Risks
Recommendations for future projects
Final Product Test
Scope:
Purpose. The Purpose of the project is, to build a bridge out of construction materials listed
by the clients criteria to fit in the rig supplied by the client. As well as build teamwork
capabilities between team members to give them real life experience of working as an
engineer.
Materials. Class Engineering decided that we would use San Remos tubular Spaghetti as
our construction materials along with Parafix superglue as our bonding material.
Dimensions; Class engineering were given a set of dimensions via the clients brief, these
measurements are;
No less than 648 mm long
No more or less than 102mm in height
No more than 80mm wide
Weigh less than 180 grams
Hold dead weight of 0.9kg, (rail track) and a car with minimum 0.9kg weight. Up to
3.5kg will be added. Total weight bearing expectations is 5.3kg
After consideration of the clients brief and conducting our own measurements of the bridge
our final measurements used in our bridge are;
Bridge spanning 650mm long
102mm high
80mm wide
Weigh 140grams
Budget;
Referring to our budget chart in (appendix A), After Factoring in final construction of the
bridge and competition day Class engineering have shown the total costing for this project.
With our initial budget coming to $61,880.00 we are glad to say even though we under
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budgeted some sections we have come under budget on the overall project allowing us to
incorporate this money into the company to help expansion for future projects.
Scheduled Deadlines
Class Engineering has successfully completed all deadlines set by client criteria. Refer to
Appendix B for deadline chart.
Risks:
Cost of budget blowing out
Safety to team members during construction
Project failing to meet criteria
Damages to final product during transportation
Recommendations for future projects:

Class Engineering have some recommendations for future projects.
Ensure that effective time management principles are in place for all members. The workload
throughout the semester usually builds quite rapidly and the due dates for a lot of assignments
typically are clustered together. If a team member is unable to properly manage their time
then they will fall behind, either as a result of the project or they will fall behind in the
project. By employing good time management this can be avoided.
The project file is worth more marks than the bridge, so greater emphasis should be placed on
producing a project file of high quality. This shouldnt undermine the importance of creating
a good bridge, but rather than waste time coming up with an experimental new design, a
simpler, functional model should be built to allow more time for the project file.
While the issue didnt really hinder Class Engineerings work, other groups had problems
with team management. From the very first meeting, the groups expectations should be
shared so that all members are on the same page. All strengths and weaknesses should be
honestly shared, as should any important life commitments that may impact the project.
Before groups are even formed, students should try to find themselves others who strive to
achieve the same grades so that conflict can be avoided and that the work required will be
completed satisfactorily.
Final Product test:

On the 20/5/2016 Class Engineering delivered there final build for the project, Although we
had a previous tested bridge that took the complete 5.3kg weight on the day our bridge only
handled 3.8kgs The team believes that the inconsistency in spaghetti along with weather has
an effect on the overall build of the bridge. Picture 1 shows our bridge successfully fitting
into the rig. Picture 2 shows the cart successfully passing over the bridge and pictures 3 & 4
shows where our bridge failed with a weight of 4.3kgs.
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Strategic Planning
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1.0 Overview:
The need to bridge the gap across the rail rig led to the development of Class Engineerings spaghetti
bridge project. The problem was brought to us by the client, who stated a bridge constructed out of
spaghetti must be able to successfully bear a weighted cart over multiple crossings.
The importance of the project has been stated by the client as should it not fulfil its minimal
requirements; the project will be failed.
For project milestones refer to section 3.4.4, page 17.
1.1 Summary:
The bridge has to be able to:
Hold a maximum total weight of 5.3kg.

Be constructed entirely out of spaghetti, joints secured with glue.
Fit dimensions detailed in client brief
Be delivered on time and under budget.
Be free of risk (Risks identified during planning).
1.1.1 Purpose, Scope and Objectives:

Bridge the gap across the rail rig.
The bridge must be built from thin cylindrical, dried spaghetti (henceforth referred to as
spaghetti). Which type is up to the group.
The type of adhesive glue to hold it together will be determined by the group.
The track has to lay flat across the bridge.
It must rest on two support beams, each on either end of the rig and with a width of 25
mm.
It must come under a budget of $61,880
It must be completed by 23rd May 2016
1.1.2 Assumptions and Constraints:

The following assumptions are being made of the project; The client has teams in competition to build
the best bridge. That the bridge is only expected to last and fulfil its requirements for the duration of
the competition. Aesthetics are not of importance. Team members will complete all tasks assigned to
them. The client will respond to all questions when approached. Class Engineering will deliver the
product no earlier or later than the date set.
The following constraints to the project are; Spaghetti is the only material allowed to bear the weight.
The project must be completed by 23rd May 2016. The bridge has to fit the rig, modifications or it
failing to do so will result in disqualification. Milestones must be met and the bridge must come in
under budget.
1.1.3 Project deliverables:

All relevant documentation and the finished product will be delivered by the start of 23rd May 2016.
Presentations from each group member giving detail on the progress of the project will be given
between w4th April 2016 and 23rd May 2016, when the final presentation, report and deliverance of the
product will be received by the client. The final report will be hard copy and other copies requested
will be electronic. Individual group members deliverables will be considered so when presented to
the group. The deliverables expected by the client will be considered delivered upon presentation to
them.
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1.1.3.1 Software:
TABLE 1 S OFTWARE REQUIREMENTS
Software Component Delivery Date (No later than)
Strategic planning and Executive summary of 20% 4th April 2016
completion report.
CAD designs 11th April 2016
Executive summary of 50% completion report 25th April 2016
Managerial process plans & Project management 2nd May 2016
sections
Executive summary of 80% completion report 9th May 2016
Completed project file and executive summary 23rd May 2016
1.1.3.2 Hardware:
TABLE 2 HARDWARE REQUIREMENTS
Hardware component Delivery Date (No later than)
Flash drive containing PDF of strategic planning and 4th April 2016
hard copy of 20% executive summary.
Hard copy of CAD designs 11th April 2016
Hard copy of 50% executive summary 25th April 2016
Flash drive containing PDF of Managerial process 2nd May 2016
plans & Project management sections
Hard copy of 80% executive summary 9th May 2016
Completed project file and executive summary, hard 23rd May 2016
copy and PDF.
Completed spaghetti bridge.
1.1.3.3 Documentation: The following documentation is to be delivered.

TABLE 3 P ROJECT D OCUMENTATION
Document
Completed Project File, hardcopy and electronic copy
Design file; including conceptual drawings, CAD designs and results of any research into design
Risk assessment
Labour hours
Expenditure sheet detailing allocation of budget
Results of any and all material, structures and trial bridge tests
1.2 Plan evolution:

The project file and plan is intended to be an evolving document that will change to deal with
setbacks, changes of clients requirements, materials shortage, or other unforeseen circumstances
(refer to risk register, section 3.4.11).
The Project Coordinator (Neil Andrews) will be responsible for overall revisions to the document,
although delegation of individual responsibilities can and will be handed to other members of the
team as seen fit, ensuring the constant update and evolution of the document.
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1.3 Project Charter:

This charter formally authorises Class Engineering to develop and implement a new bridge across the test rail
rig. A project plan will be submitted to the Project sponsor for approval. Details of the project including scope,
cost estimate, schedule, risk assessment, actual budget and quality of the finished product will be included.
The purpose of the Spaghetti Bridge project is to build a bridging over the gap in the rail rig, using spaghetti as
the only available material. The project meets the clients need for a spaghetti bridge and the finished product
will satisfy requirements. Project deliverables shall include a draft of the project available on week 4,
presentations from each group member, concept designs, the construction of a test bridge and the final
presentation and report. The objectives for the project are to build a bridge out of spaghetti that fits the required
dimensions and will hold the required load, while developing students team working abilities and giving them
experience in using the engineering method.
High level risks for this project include, the weakness of the pasta and the bridge collapsing, error in
construction and disagreement amongst members. For more risks, refer to risk register, section 3.4.11.
The success of the project will be determined by how the bridge can sustain the weight being forced on it, and if
it fits all minimum requirements.
The Project Co-ordinator, Neil Andrews, is hereby authorized to interface with management as required,
negotiate for resources, delegate responsibilities within the framework of the project, and to communicate with
all contractors and management. They are to ensure successful and timely completion of the project to the
required standards. Neil Andrews is responsible for developing the project plan, monitoring the schedule, cost,
and scope of the project during implementation, and maintaining control over the project by measuring
performance and taking corrective action.
The project plan of Class Engineering will be submitted and approved in accordance with the milestone
schedule below. The client must approve any schedule changes which may impact milestones. A detailed
schedule will be included in the project plan.
Milestone Schedule:
29th February 2016, Client presents Project requirements

7th March 2016; Beginning of Project File
14th March 2016; Begin Drafting of Project File (Schedule, Budget, Risk Register)
21st March 2016; Draft of Project File Due
4th April 2016; First progress presentation Due
11th April 2016; Begin materials testing, Concept Designs Due
18th April 2016; Confirmation of final design
25th April 2016; Second progress presentation due
2nd May 2016; Construction of test bridge
9th May 2016; Third progress presentation, evaluation of tests
16th May 2016; Complete construction of final bridge
23rd May 2016; Final presentation, handover of completed project file, final product delivered.
The cost for Class Engineering Labour will be $200 per hour. The Budget for the project is expected to be a
total of $61,880
Sponsor Acceptance
Signed: Date:
. .
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2.0 Project Organisation

2.1 Stakeholder Identification
2.1.1 Introduction
The Stakeholder Management Strategy for Class Engineering, Spaghetti Bridge Project will be used
to identify and classify project stakeholders; determine stakeholder power, interest, and influence; and
analyse the management approach and communication methodology for project stakeholders. This
will allow Class Engineering to identify key influential stakeholders to solicit input for project
planning and gain support as the project progresses. This will benefit the project by minimizing the
likelihood of encountering competing objectives and maximizing the resources required to complete
the project.
Early identification and communication with stakeholders is imperative to ensure the success of the
Spaghetti Bridge Project by gaining support and input for the project. Some stakeholders may have
interests which may be positively or negatively affected by the Spaghetti Bridge Project. By initiating
early and frequent communication and stakeholder management, we can more effectively manage and
balance these interests while accomplishing all project tasks.
2.1.2 Identifying Key Stakeholders

Class Engineering has conduct a brainstorming session in order to identify stakeholders for the
project Class Engineering Group. The brainstorming session included the primary project team
and project sponsor. The session was broken down into two parts. The first part focused on
internal stakeholders within Class Engineering. The second part of the session will focus on
external stakeholders. Those Stakeholders included:
Internal stakeholders External stakeholders
Costumer Government Organisation

Functional managers - Class Suppliers
Engineering Managers / Project Labour Unions
Coordinator Trial customers
Operations personnel Human Public (National communities/Global
Resource Personal community/ Local communities)
Finance personnel Industry trade groups
Warehouse Shareholders
Design and Building Team Partner organizations
Material handlers any other individuals who reside
Any other Spaghetti Bridge Project outside of Class Engineering Group
employee who will be affected by the
Spaghetti Bridge Project.
Class Engineering used these criteria to determine if an individual can be included as a stakeholder:
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Will the person or their organization be directly or indirectly affected by this project?
Does the person or their organization hold a position from which they can influence the
project?
Does the person have an impact on the projects resources (material, personnel, funding)?
Does the person or their organization have any special skills or capabilities the project will
require?
Does the person potentially benefit from the project or are they in a position to resist this
change?
2.1.3 Key Stakeholders

As a follow on to Identify Stakeholders, the project team will identify key stakeholders who have the
most influence on the project or who may be impacted the most by it. These key stakeholders are
those who also require the most communication and management which will be determined as
stakeholders are analysed. Once identified, the Project Co-ordinator will develop a plan to obtain their
feedback on the level of participation they desire, frequency and type of communication, and any
concerns or conflicting interests they have.
Based on the feedback gathered by the Project Co-ordinator the determination may be made to
involve key stakeholders on steering committees, focus groups, gate reviews, or other project
meetings or milestones. Thorough communication with key stakeholders is necessary to ensure all
concerns are identified and addressed and that resources for the project remain available.
2.1.4 Stakeholders Analysis

Once all Spaghetti Bridge Project stakeholders have been identified, the project team will categorize
and analyse each stakeholder. The purpose of this analysis is to determine the stakeholders level of
power or influence, plan the management approach for each stakeholder, and to determine the
appropriate levels of communication and participation each stakeholder will have on the project.
The project team will categorize stakeholders based on their organization or department. Once all
stakeholders have been categorized, the project team will utilize a power/interest matrix to illustrate
the potential impact each stakeholder may have on the project. Based on this analysis the project team
will also complete a stakeholder analysis matrix which illustrates the concerns, level of involvement,
and management strategy for each stakeholder.
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The chart below will be used to establish stakeholders and their levels of power and interest for use on
the power/interest chart as part of the stakeholder analysis:
TABLE 4 S TAKE HOLDER LIST

Key Organization Name Power (1-5) Interest (1-5)
A Customer P. J Wilson 5 5
B Sponsor P. J Wilson 4 5
C Co-ordinator N. Andrews 4 5
D Human Resources S. Robinson 1 2
E Procurement Officer A. George 2 2
F Gatekeeper N. Andrews 4 4
G Finance Officer M. Alexander 4 3
H Design & Build Team N. Andrews, 3 5

A. George,
S. Robinson &
M. Alexander
I Supplier Woolworths, 2 1
Coles
Bunnings
J Public Public - 3 4
Global
National
Local
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Below is the power/interest chart for the Spaghetti Bridge Project stakeholders. Each letter
represents a stakeholder in accordance with the key in the chart above.
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A
F C B
G
Power
J H
E
I
D
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1 5
Interest
Based on the power and interest analysis and chart above, stakeholders D, E, and I will require
minimal management effort as they reside in the lower left quadrant of the matrix. Stakeholder G, in
the upper middle quadrant, must be kept satisfied by ensuring concerns and questions are addressed
adequately. Stakeholder J and H, in the middle right quadrant, must be kept informed through
frequent communication on project status and progress. Stakeholders A, B, C and F in the upper right
quadrant, are key players and must be involved in all levels of project planning and change
management. Additionally, stakeholders A, B, C and F should be participatory members in all project
status meetings, gate reviews, and ad hoc meetings as required.
The stakeholder analysis matrix will be used to capture stakeholder concerns, level of involvement,
and management strategy based on the stakeholder analysis and power/interest matrix above. The
stakeholder analysis matrix will be reviewed and updated throughout the projects duration in order to
capture any new concerns or stakeholder management strategy efforts.
TABLE 5 S TAKEHOLDER MATRIX

Stakeholder Concerns Quadrant Strategy
A Ensuring proper Key Player Communicate project specifications as required. Solicit
handover of project to stakeholder as member of steering committee and obtain
operations team feedback on project planning. Frequent communication
and addressing concerns are imperative
B Product Performance Key Player Solicit stakeholder as member of steering committee and
must be meet and not obtain feedback on project planning. Frequent
exceed communication and addressing concerns are imperative.
Provides frequent updates about reports and project
C Ensuring on time Key Player Communicate project status regularly including
delivery of materials achievements and delays
D Budgeting constrains Minimal Communicate frequently about budgeting and costing in
and withdrawals Effort regards to staff and materials
E Resource and Minimal Communicate about resources required early not avoid
scheduling constraints Effort delays with operations
for production once
project is transitioned
to operations
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Stakeholder Concerns Quadrant Strategy

F Concerns regarding Keep Ensure all the documents transferred and approved by
resources to assist Informed the gate keeper.
project team with
product design
G Budgeting and costing Keep Communicate frequently about budget, staff costing and
Satisfied material costing. Certify that budget is on track.
H Concerns regarding Keep Update about the project status and deadlines/
and misunderstanding Informed milestones. Communicate and Ensure the project is up to
designs and date with the construction conditions.
construction team
2.1 External interfaces

The client representative for this project is P.J Wilson. The Class Engineering customer liaison is
responsible for formal interaction between Class Engineering and the client representative. Necessary
interaction can be done through anyone on the team, but all discussions with the customer should be
documented clearly for records.
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Tactical Planning
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3. Managerial process plans

This section contains the management objectives and priorities, and process management
plans.
3.1 Management objectives and priorities

Class Engineering primary objectives are to successfully complete the project. To be considered
successful, the team must perform the following.
1. While using essential engineering methods to develop a functioning spaghetti bridge.
Class Engineering will apply methods used in class

Learn new processes from papers and published resources
Compare products and materials for use in building
2. Deliver a quality product that meets the criteria agreed upon in the PRS.
Deliver a functioning product

Deliver a bridge that meets the clients needs and satisfaction but remains in the criteria set.
3. Respecting the commitments.
Meeting deadlines
Avoid unrealistic commitments
Having a clear path on how to meet your commitments
Prioritize goals
Planning and organizing prior commitments to not intrude on current project
4. Display professionalism
Ensure time is well spent when working with team members, mentors and clients
Incorporate decisions from the team
Discus all input with team
Have frequent team meetings
Take pride in seeing the project meet deadlines and client needs
Be enthusiastic in meeting all needs of project
5. Make efficient use of all available resources.
Continuous team meetings to bounce ideas of one another

Use all resources available to the team
Take advantage of GC staff and preceding students knowledge
Using existing tools and processes to build a functioning bridge
3.2 Start-up plan

Class Engineering will be using (*San Remo Brand of thin cylindrical spaghetti) & (Loctite
Superglue) alongside numerous resources the team can use to efficiently start this project.
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3.2.1 Staffing plan
Consultant: PJ Wilson
Project Number: 1
Control number: 1
Project name: Spaghetti Bridge
TABLE 6 S TAFFING PLAN
STAFFING PLAN
Employee Classification Name Rate p/h $ Hours per day Hours per week
Project Coordinator Neil Andrews $200 1-5 3-10
Mitchell $200 1-5 3-10
Alexander
Project Engineers Alan George $200 1-5 3-10
Shane Robinson $200 1-5 3-10
TABLE 7 EMPLOYEE CLASSIFICATION

Employee Description
Classification
Project Coordinator The (PC) provides primary communication with the client in regards of
(PC) stages of project, details of designs and construction of project. The (PC)
demonstrates competency in managing the (PE) while helping the (PE)
maintain project goals. The (PC) also for seas the whole project to make
sure his deliverables meet the clients needs.
Project Engineers The (PE) primary goals are to work along with the (PC) to meet project
(PE) goals, which will include developing (IP) to meet clients needs, they will
monitor the project schedule by monitoring project progress and
specifications. Determine project schedule by reading and researching for
the client brief and specifications.
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3.3Reporting plan
Internal reporting for Class Engineering team members will be relatively informal. During each
weekly project meeting team members will be giving status reports on their progress . Neil Andrews,
project Coordinator, will use this information to update the project plan. Mentors will be invited to
attend the weekly meeting to underline status issues.
Class Engineering will be giving the customer bi-weekly status reports during the client meeting
indicating progress of the project.
3.4 Project management plan
3.4.1 Introduction
The PMP for the Griffith College Spaghetti Bridge contest was developed with applicable engineering
regulations. Class Engineering developed this PMP in conjunction with PJ Wilson as our main
sponsor. The aim of the PMP is to present a plan for investigating, developing and analysing
alternative solutions in designing and manufacturing a spaghetti bridge to fit the criteria given from
the client.
This PMP breaks down the scope, budget and schedule of task required to design, initiate, develop
and complete the project. An in-depth description, cost- summary Gantt chart, Breakdown of work
structure, distribution of responsibilities and a preliminary schedule are included.
Extra plans will be developed during the progress of the project where current circumstances cannot
be noted such as client needs and wants, unforeseeable events such as weather and also team
members availability.
3.4.2 Project Management Approach
Class Engineering consists of 4 team members project coordinator Neil Andrews with Project
Engineers Mitchell Alexander, Alan George and Shane Robinson.
Project coordinator Neil Andrews is responsible for monitoring the schedule, cost and scope. Neil
Andrews is first point of contact with our client PJ Wilson, Neil is responsible for delegating
responsibilities and tasks for his team members, while team members Mitchell, Alan and Shane will
work together to research and develop all necessary processes and materials for the success of the
project.
Coles and Woolworths will be mains suppliers of building materials throughout the project different
brands of spaghetti will be used during the testing and research phase to find a suitable product that
meets the criteria. Bunnings warehouse will be supplying bonding materials, Class Engineering will
be testing and documenting on alternate forms of bonding materials such as super glue, epoxy, hot
glues all materials that fit the criteria will be documented later.
21
Management for this project will be displayed through a project team consisting from two
organisations as follows:
Owner; PJ Wilson/ Griffith College
Project Coordinator; Neil Andrews/ Class Engineers

Project Engineers; Mitchell Alexander/ Class Engineers; Alan George/ Class Engineers;
Shane Robinson/ Class Engineers
Project coordinator and Project Engineers will be classed full time while working on project.
3.4.3 Project Scope
The purpose of the Class Engineering project is to build a bridging over the gap in the rail rig, using
spaghetti as the only available material. The project meets the clients need for a spaghetti bridge and
the finished product will satisfy requirements. The bridge will be designed and constructed using (San
Remo thin cylindrical spaghetti) and bonded by (Loctite superglue).
During the course of this project Class Engineering will design a functioning bridge set by the
specifications and criteria given from the client in our project meetings. Anything extra the client asks
for set outside the original scope of works must be documented in writing.
Project deliverables shall include a draft of the project available on week 4, presentations from each
group member, concept hand drawn and 3d designs. The construction of a test bridge and the final
presentation and report.
3.4.4 Milestone list
TABLE 8 MILESTONE LIST

Milestone Description Date
Strategic planning Gather information and resources to document ideas for project. 28th March
2016
Progress update 20% 20% of project file to be complete as a minimum along with first 28th March
2016
solo team member speech on progress.
Conceptual designs Conceptual bridge designs hand drawn and 3d CAD drawings. 11th April
2016
Tactical Planning Tactical Planning guide to be completed. 18th April
2016
Progress update 50% 50% of project file to be complete as a minimum Along with second 25th April
2016
solo team member speech on progress.
Bridge testing completion of design and material breakdown applying this knowledge 25th April
2016
to test our bridge design in college competition.
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Milestone Description Date
Progress update 80% 80% completion of project file along with built bridge of final design 2nd May
2016
For testing along with third solo student speech on progress.
Project file final stage Completing final stages of design file for hand over to client 9th May
2016
Progress update 100% Final team member speech explaining how Class Engineering Bridge went on 23rd May
Testing day along with handing in final copy of project file
2016
3.4.5 Schedule Baseline and Work Breakdown Structure
See Gantt Chart, Appendix E
3.4.6 Communication Management Plan
The communication management plan for Class Engineerings Spaghetti Bridge Project identifies the
requirement for communication during this project. A clear communication plan was identified as a
requirement during projects risk evaluation. It is designed to clarify the project members
requirements for communicating effectively and to ensure that all stakeholders are informed with the
correct information.
A communications quick reference guide has been developed to allow for easy reference by all
stakeholders as to their requirements (see table 5). All stakeholders involved in this project are to be
made aware of these requirements and where to refer for later reference. A meeting minutes template
has been created to record details of all project meetings, to ensure items are recorded for later
reference by project members. This template can be found in appendix 9 of this document.
The Project Coordinator (PO) is responsible for ensuring that all members are abiding by the
communications plan. The PO is to ensure that meeting minutes are distributed to all relevant
stakeholders.
TABLE 9 COMMUNICATION P LAN

Comm. Type Disc. Freq. Format Dist. Deliverable/s Owner
Status Report Summary Weekly Digital Google Set actions Project
of project upload/ Drive members
status Facebook
messenger
Project Meeting to Weekly In Person Project Complete Project
Team review Team checklist coordinator
Meeting action meetings
register and template
status
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Comm. Type Disc. Freq. Format Dist. Deliverable/s Owner

Project Present Wk5, In Person Client, Status update Set by Project
Review status to Wk8, Project presentation coordinator
Manager Wk10, Manag and
and client Wk12 er, Executive
Team summary
Project Review As Digital Google Collation of Set by Project
Milestones feedback required upload drive milestone coordinator
Review and update data
Project Team Directory:

TABLE 10 P ROJECT TEAM DIRECTORY
Name Position Email Facebook Mobile No.
PJ Wilson Client pjwi@portal.griffithcollege.edu.au N/A N/A
PJ Wilson Project pjwi@portal.griffithcollege.edu.au N/A N/A

Manager
Neil Project andnrd1601@portal.griffithcollege.edu.au 0424540676
Andrews Coordinator
Alan Project geoad1601@portal.griffithcollage.edu.au 0491119585
George Member
Shane Project robsdd1601@portal.griffithcollege.edu.au 0430201023
Robinson Member
Mitchell Project alemjd1601@portal.griffithcollege.edu.au 0409685137
Alexander Member
Class N/A Classabridge2016@gmail.com Class A N/A
Engineering Bridges
3.4.7 Cost Management Plan
The Cost Management Plan sets out guidelines on how the projects budgets and controls costs for the
entirety of the project. A requirement for this was identified during the risk evaluation, where risks in
not estimating budget and cost blowouts were identified.
A Gantt chart, budget and timesheets were developed using Excel to mitigate this risk. A Gantt chart
is linked to the budget with a labour hour multiplier to establish budget estimates. Timesheets have
also been linked to the budget to identify and compare actual versus budgeted. Materials costs have
also been linked to the budget to help ensure accuracy. Please see appendixs 4, 5 and 6 of this
document.
The Project Coordinator has the responsibility to ensure that Gantt chart is completed by the team as
accurately as possible as well as the timesheets being updated weekly. Project members have the
responsibility of recording their own hours each week under the correct objective headings and to
update their section of the timesheets.
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For any material purchases, the Project Coordinator should be updating the materials cost tab within
the workbook and scanning the receipt for proof of purchase. Actual receipts should be stored in
project file.
The workbook should be reviewed on a regular basis and updated as required. The Project
Coordinator to make changes or delegate as required.
Project Coordinator to update stakeholders with budget progress on a regular basis (see table below).
TABLE 11 COMMUNICATION P LAN

Task Responsibility Frequency Format
Gantt Chart Project Team At start of project SBBP OPPM &
Budget
Workbook
Timesheets Project Team Weekly SBBP OPPM &
Budget
Workbook
Budget update Project Wk5, Wk8, In Person
Coordinator Wk10, Wk12
Workbook Project As required SBBP OPPM &
Review Coordinator Budget
Workbook
3.4.8 Procurement Management Plan
A Procurement Management Plan for this project outlines the requirements for any purchases that
relate to this project. A risk was identified with over expenditure and even though materials cost is a
minor value compared to work hours, it is still deemed sufficient level to warrant a control plan.
The expected materials costs in total is less than $500 dollars and therefore well within the Project
Coordinators level of responsibility. The Project Coordinator is authorised to purchase materials as
required up to the budgeted level. Once budget has been reached, authorisation from Project Manager
will be required. The Project Coordinator is also responsible for ensuring costs are entered into
budget sheet and to review budget versus remaining expected costs.
Suppliers have been identified earlier as Woolworths/Coles (spaghetti) and Bunnings (glues and
tools). No supplier management is deemed required for this project as value of materials required is
minimal and that stock supplied is standard off the shelf.
3.4.9 Schedule Management Plan
Schedule Management Plan is required to ensure resources, project milestones and completion date
are clearly identified and managed. A serious risk was identified during the projects risk evaluation
identifying the criticality of missing deadlines etc. Therefore, an Excel workbook was developed that
included a Dashboard of the project and a supporting Gantt chart.
The Dashboard is designed to provide a high overview of the projects progression. It is the
responsibility of the Project Coordinator to ensure the Dashboard is up to date in both digital and hard
25
copy. The Gantt charts purpose is to provide a more detailed list of tasks, with clear resources
identified. Both charts have milestone deadlines clearly marked to minimise confusion.
The Gantt chart needs to be reviewed on a regular basis by the project team, to ensure it remains
current by identifying any new tasks not previously listed. It is the Project Coordinators role to ensure
that the Gantt chart remains current during life of the project. Please see appendix 3 & 5 of this
document.
The Gantt chart to be reviewed by Project Manager during the schedule progress updates, in weeks
5,8,10 and 12.
3.4.10 Quality Management Plan
A Quality Management Plan is imperative to the Class Engineering Spaghetti Project to promote
professionalism internally amongst the project members and externally to clients. A project team that
presents professionally helps build trust in the client by building confidence that the team can deliver
on the scope of the project within the deadline. It is also necessary to manage documents and reviews
of such documents so as to ensure correct documents are being worked on and most accurate are
presented to the client.
The plan is designed to highlight responsibilities and to provide clear guidance as to how each
document is to be created and managed.
The Project Manager is responsible for reviewing and ensuring project documents are of a high
standard. As well as providing timely feedback to the team, to minimise any disruptions this review
might cause.
The Project Coordinator is responsible for ensuring that the Quality Management Plan is adhered to as
closely as possible. The Project Coordinator is also responsible for ensuring all documents are
presented to the Project Manager during weeks 5, 8 and 10 for review.
Project members are required to know and abide by the Quality Management Plan and supporting
documents. Each project member must ensure that they clearly understand all requirements of the
plan and where any supporting document can be found. All members to ensure the Quality Plan stays
current by reporting any issues to the Project Coordinator.
To assist the team a Document Control and a Quality Writing guide have been implemented in-line
with this plan. These documents found as appendix 1, provide the detailed information on core
responsibilities and tasks for each project member.
3.4.11 Risk Management Plan
A risk register has been developed with specific risk matrix to assist with the identification of risks
associated with the Spaghetti Bridge Project. Risk areas that need to be assessed but not limited to
are: Financial, Scheduling, Safety, Quality and Data Loss. The project team is to identify risks, assess
against provided matrix, implement controls and assess controls against matrix to ensure new risk
level is appropriate.
26
Project Coordinator is responsible for ensuring controls are implemented by control owners. The
Project Coordinator is also to ensure that any control triggers are implemented at appropriate time, if
required during life of project. Control owners to provide weekly updates on implementation of
controls and any issues arising. Control owners to review implemented controls to ensure controls are
working and are being used by Project Members.
The Risk Register is to be reviewed regularly and updated anytime a new risk is identified. At the end
of the project, the risks and controls will be evaluated by the team to identify any improvements that
are necessary and to add workable controls into the Knowledge Database.
3.4.12 Risk Register
Please see appendix G & H of this document.
3.4.13 Staffing Management Plan
Class Engineering Spaghetti Bridge Building Project utilises a hierarchal staffing plan. The intention
is that all worked will be completed by the project team, with guidance from the Project Manager, as
the only support. The project team will consist of the following:
Project Manager (PJ Wilson) responsible for reviewing project work and providing guidance and
feedback on progress.
Project Coordinator/ member (Neil Andrews) Responsible for managing the day to day operations
of the Spaghetti Bridge Building Project including, staff resourcing, scheduling, communicating
updates or changes and maintaining project to scope.
Project Members (Alan George, Shane Robinson & Mitchell Alexander) Responsible for all
actionable tasks to a standard set by the Quality Management Plan. To assist Project Coordinator with
task creation, risk identification, scheduling etc. as required by Project Coordinator.
3.4.14 Cost Baseline
TABLE 12 COST BASELINE

Project Stage Amount Aud $ Description
Strategic Plan $12,280 Research & Document
Development
Conceptual Design $10,000 Research, Design file
development & Cad Drawings
Evaluation $11,400 Lab Testing, Trialling designs
Testing $6,000 Constructing prototype
bridges, Testing Bridge
Project File $4,600 Project File 1-6
Project Management $17,600 Project Meetings, updates,
Reviews and approvals
Project Misc Costs $322 Stationary, Spaghetti, glues etc
Total Expected Costs $61,880
27
Figures have been calculated using a Gantt chart developed by the project team that uses a multiplier
of 3.14 against what the project team thought was a reasonable completion times to establish a
budgeted time. For further details, see appendixs 4, 5, & 6 of this document.
3.5 Engineering Plan
3.5.1 Research
Class Engineering have been tasked with the Spaghetti Bridge Building Project that requires the
design and construction of a functional spaghetti bridge. The client has specified certain bridge
requirements, and provided leeway on the adhesives. The requirements are shown in Table 1, 2 and
test rig shown in Fig 1
TABLE 13 CLIENTS MINIMUM BRIDGE REQUIREMENTS
Spec Description
Length be not less than 648mm long (at the bottom)
Height be 102mm high (from bottom supports to top)
Width be no more than 80 mm wide (for track to sit
upon)
Bridge Weight weigh less than 180 grams
Design Requirement rest on two end supports only
Construction Material be constructed from THIN cylindrical dry
spaghetti
Performance Bridge to support a minimum of 1.8kg
Quality Aesthetically pleasing
Test Date 9th May 2016 Bridge can only be tested on this day.
TABLE 14 CLIENTS LEEWAY WITH PROJECT

Spec Description
Bonding Material No set requirement - project team to investigate
suitable glue
No set requirement on thickness or brand of
spaghetti project team to investigate suitable
spaghetti
Performance Bridge to support 5.3kg
Bridge Design No set requirement project team to investigate
suitable bridge designs
Class Engineering project team will undertake research into different bridge styles, spaghetti and glue.
As well as, the team will undertake experiments on different spaghetti and glue to determine the
mechanical properties of both. Testing will be completed in-house, using Class Engineerings own
test rig. The results of the experiments are shown in appendix 10.
3.5.2 Alternative Solutions
Class Engineering will combine a number of different problem solving techniques in order to identify
alternative solutions. These techniques include, brainstorming as a team, asking how, why, when,
what and researching other bridge projects for similarities that can be modified to suit. Research into
other projects to be completed first to provide the team with a starting point for the brainstorming
28
session. All possible ideas will be tabled during these sessions, with subsequent meetings used to
evaluate the feasibility of ideas.
3.5.3 Evaluation
Class Engineering project team will develop some performance criteria to evaluate different bridge
styles. The criteria will incorporate the requirements of the client as well as potential safety and
construction requirements identified by the project team during the testing stage. Bridge designs may
require a heuristic approach to assist with ranking different designs. To do this, the project team will
construct and test multiple bridge designs. The performance criteria are shown in appendix 11.
3.5.4 Monitoring
Class Engineering project team understands that continual monitoring of the project to ensure agreed
milestones are met, as well as, reviewing teams performance to improve effectiveness is a critical
component of any project. To ensure that the Spaghetti Bridge Project is delivered on time and on
budget, Class Engineering have implement the following: update and review the OPPM on a weekly
basis. Conduct weekly project meetings, reviewing completion and planned and actions, as well as,
discussing teams performance and commitments. The budget will be updated and reviewed at the
weekly project meetings to ensure team stays on budget. Lastly, the team will complete regular team
evaluations that reflects on the performance of the team, to assist with identifying recommendations
for future projects.
3.5.5 Communication
As stated in the clients brief, Class Engineering will provide three progress updates during the life of
the project, along with a recommendation and project delivery update at end of project. The progress
updates will provide the following information, budget and Gantt chart updates, risks and controls
implemented and future actions. The project delivery update will provide recommendations
identified from research and testing, along with a budgeted vs cost and budgeted vs timeline analysis.
Recommendations provided are located in sections 5.4 and 6.4 of this project file.
3.6 Knowledge Management Plan
A knowledge management plan is critical in any current project and to assist with future projects.
Providing project members with clear and easy access to knowledge of other team members research
will ensure that all project members are at the same level. Having easy access to past projects in the
future will facilitate the effectiveness of future projects.
Class Engineering has established an account with Google Docs to store the project file and to
provide a central access point for all project members. A folder structure has been created to allow
members easy access to information required.
All project members have agreed to complete workbooks as accurately as possible and ensure that
notes are scanned and uploaded into project file on regular basis.
29
Facebook messenger account has been setup for project members to update team on non-critical
information.
Lastly, all project meetings minutes to be recorded, saved onto the shared file and distributed to each
team member to provide clear weekly goals for each member. The intention of these minutes is also
to provide a possible reflection point during projects end evaluation phase.
3.7 Issues/ Conflict Resolution Plan
In all projects, it is assumed there will be conflicts within the team. An effective project team
includes people from different backgrounds and understanding in order to complete projects. Every
person has their own expectations for themselves and of others, if the expectations of others are not
made clear to the team, then there is generally a high chance of conflict. A skilled project leader will
ensure peoples backgrounds are respected and set clear expectations of all key project members to
comply to.
Certain conflict that involves critical analysis of the project or action/goal should be encouraged. This
ensures that the project actions or goals are robust as possible, as all angles of that action have been
3.7.1 Establishing Requirements to Avoid Future Conflict
Clear expectations need to be set at the start of the project and re-confirmed during the project to
ensure all project members have the same expectations set. The expectations should be developed by
the project team and agreed upon, this sets the guideline and provides everyone the opportunity to
align their expectations with other members expectations.
3.7.2 Minimising Conflict Among Team Members
When roles arent clear, or a members responsibilities overlap, the potential for conflict arises. Class
Engineering ensure that, at the conclusion of a meeting, work breakdown structures are implemented
to ensure each member is aware of their task and what is to be expected of them. Should conflict arise,
the following procedures are implemented to resolve the problem.
TABLE 15 CONFLICT RESOLUTION

Strategy Description Situation where its
implemented
Confronting/Problem solving Viewing the conflict as a problem When confidence in members
that needs solved problem solving abilities is high.
When the relationship is
important.
When the objective is to learn.
When there is time and trust to
allow for the disabling of conflict.
Collaborating Positive outcomes through When multiple views are needed

collaboration and meetings to to be incorporated.
resolve issue When there is time available for
consensus.
When there is willingness to
cooperate.
30
Strategy Description Situation where its

implemented
Compromise When satisfaction of both parties When an equal relationship exists
is the aim within members in conflict.
When the stakes are moderate.
To avoid further conflict.
To reach an overarching goal.
To create a peaceful and harmonic
working environment.
Accommodation Emphasise areas of agreement When one party is clearly correct.
When any solution is adequate.
To emphasise goodwill amongst
members
Forcing When a senior members enforces When stakes are high.
resolution When time is of the essence.
If relationship between members
is less of a concern than project
deadlines.
When one member is causing
conflict by wrongful, or unethical
methods.
Withdrawal/Avoiding Separate members and allow them When no solution is available.

to cool off. When stakes are low.
To preserve neutrality.
If the problem will die by itself.
3.8 Monitoring and control strategies

Class Engineering will actively track plans and processes it has established; several methods will be
implemented for effective tracking of the project.
3.8.1 Weekly team meetings

Each week, the group meets to update each other on the status of their work, of the progression of the
project and to discuss any new issues. It is also an opportunity to brainstorm new ideas and provide
suggestions, feedback and constructive criticism if others work. Each meeting begins with an update
of the open action items so that all members are aware of the status and progress of each item. The
team meetings then continue with the agenda for that meeting before an outline is formed for what the
next items to be worked on are. The meeting then concludes with a work breakdown so that each
member is specifically aware of the tasks that have been assigned to them.
3.8.2 Bi weekly team meetings

Every other week, the team meets with the client to provide an update on the progression of the
project. This will usually include, a verbal presentation from a group member, the handover of a
completed section of the project file and it allows the chance for the client to ask questions and
clarification regarding the project. It follows a similar structure to the weekly group meetings where
in action items are discussed, the agenda of the meeting is addressed, then it concludes with the listing
of new action items.
3.8.3 Brainstorming sessions

On a per-needed basis. The members of Class Engineering will meet to brainstorm new ideas,
solutions or to discuss urgent matters. These sessions are designed to allow all members to work
together, to contribute ideas on portions of the project. The meetings are generally informal and it is
intended to be a meeting where each member will learn from it.
31
3.8.4 Paired tasks

The project file has been assigned into sections for two members to work through at a time, (E.g.,
Alan and Neil Strategic Planning. Shane and Mitchell Tactical planning.) The construction of the
bridge will be undertaken by the group as a whole.
32
Operational Planning and Management

33
4.1Project plan
For the Spaghetti bridge project this process is a fundamental success factor, the project management
plan (PMP) will aid in the definition, preparation, and coordination of the subsidiary plans as well as
integrates them into a PMP. This Document can be pulled out at a later date so one can see all
activities have been kept up to date and documented. The PMP contains the managerial processes and
a planned guide on what has been implemented from start and throughout the course of the project to
keep communication with key stakeholders and to stay in the guidelines via the clients criteria. The
PMP correlates to section 3.4.4 of the tactical plan "milestone checklist" which points out key dates
for deliverables of this project.
The project baselines will be developed and put in place before initiating activities. Baselines will aid
in the monitoring and controlling activities and if a change needs to be done baselines have to be
updated. Project baselines below are the main baselines required for this project, depending on the
magnitude of the change request the Project Manager has the authority to approve the changes or
request approvals from Sponsors.
TABLE 16 P ROJECT BASELINE

Baseline Approvals Version Control Frequency
Scope Sponsors/Project Manager Milestone scheduled/ As long
as high magnitude change
appears
Schedule Sponsors/Project Manager Milestone scheduled/ As long
appears
Cost Sponsors/Project Manager Milestone scheduled/ As long
appears
Along with the baseline the subsidiary plans will be developed and updated constantly with the
change requests.
TABLE 17 SUBSIDIARY PLANS
Subsidiary Plans Approvals Version Update
Strategic Plan P/M Milestone scheduled/ As long
appears
Cost Management Plan P/M Milestone scheduled/ As long
appears
Risk Management Plan P/M Milestone scheduled/ As long
appears
25% progress Report P/M Milestone scheduled/ As long
appears
Cad Conceptual Design P/M Milestone scheduled/ As long
appears
34
Subsidiary Plans Approvals Version Update

Tactical Plan P/M Milestone scheduled/ As long
appears
50% Progress Report P/M Milestone scheduled/ As long
appears
80% Progress Report P/M Milestone scheduled/ As long
appears
Final Test Day P/M Milestone scheduled/ As long
appears
Project File Handover P/M Milestone scheduled/ As long
appears
Final Project Report P/M Milestone scheduled/ As long
appears
Updates and reviews to previous baselines and subsidiary plans will be performed upon a milestone or
if any major changes take place, P/M is responsible for updates to this document and to request
changes.
4.1.2 Design / Specification / Performance criteria

During the design phase of the project, Class Engineering spent time considering the criteria
given from the client while coming up with concepts for a bridge design. Consideration and
testing went into failure analysis of each test bridge that was made. After tests where
complete Class Engineering has decided to build a warren truss as this is a cost effective but
strong and easily built and class engineering is confident that it would conform to all of the
specifications and be able to perform to the need of the customers criteria.
The bridge specifications that had to be adhered to as set out by the client are as follows
The length of the structure must not exceed 648mm
The height of the structure must be 102mm
The width of the structure must be <80mm
The weight of the structure must be <180g
Be able to support a dynamic load of 5.3kg
Be comprised of thin dry cylindrical spaghetti and glue only
Only have 2 point of contact with the rig at the base of structure
4.1.3 WBS, Tasking and scheduling

To help manage and deliver a product in accordance with the available information from the
client and main sponsor, it is important to produce Work Breakdown Structures (WBS). A
WBS is a key project deliverable that EC (Event Coordination) and many other organisations
implement to breakdown work into more manageable tasks. Some of the benefits of
producing a WBS are listed below.
- Improved correspondence with direct or indirect stakeholders of the Spaghetti Bridge;
35
- Identify risks associated with the spaghetti Bridge;

- Help Class Engineering focus on reaching project goals;
- Provide the basis for time cost and resource estimates; and
- Help the project team understand how their work input impacts everyone else.
Pending the current stage of the project being in planning stages many aspects of the project
could change a high detailed WBS which illustrates how the EC intends to break down the
deliverables to more manageable tasks which will be included in the PMP. This high level
WBS is included in appendix M Work breakdown structure.
4.1.4 Resource allocation and accounting
TABLE 18 PROJECT BUDGET VS. COSTS

Project Phase Description Budgeted Actual Variance
amount amount
Planning Design Specifications and
allocation of team members. $12,280.00 $2,800.00 $9480
Start working on strategic,
tactical and operational
planning.
Design Bridge Design Research,
Spaghetti and glue research $10,000.00 $2,400.00 $7,600
Evaluation Lab Testing

Construction of Truss $11,400.00 $16,200.00 $4,800
prototypes
Testing Testing rig build.
Continuation of bridge $6,000.00 $11,200.00 $5,200
testing
Reporting 1st, 2nd, 3rd and 4th progress
report, executive summary $22,200.00 $14,300.00 $7,900
and project file submission
Total Completed Project Costs $61,880.00 $46,900.00 $19,980
For further information, see Budget Appendix D
4.1.5 Financial allocation and accounting
TABLE 19 P ROJECT MATERIAL COSTS

Item Total Cost Quantity
Spaghetti $20.00 4
Superglue $40.00 8
Stationary $36.00 1
Transport $30.00 1
For further Information, see Budget Misc. Appendix F

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4.2 Design File A

As Class Engineering are proposing three bridges for testing, separate design files for each bridge will
be included for the client in the project file. Separate documents allow the client to be able to get
direct information on all design aspects. The initial information for each design file will be kept
constant to ensure easy access from client. This section of the file will be used to record all design
information on the bridges designed by Class Eng. Detailed designs, drawings, calculations and
specifications will be shown. Research into the client criteria, Class Engineering had to take the client
brief into consideration. Using only thin cylindrical spaghetti, we designed and tested where tensing
and compression would take place. A variety of glues were tested to see how the spaghetti would
bond and if one or more glues should be used. Three Test bridges were constructed and a failure
analysis has been done to provide data to show where improvements should be made.
4.2.1 Specification Definition
Problems Class Engineering have identified:

Final Bridge not meeting clients criteria
Failure to deliver bridge on competition date
Bridge not handling minimum weight of 1.8kg
Bridge being destroyed during transport
Bridge being destroyed when being installed
Safety of Class Engineering staff
Performance specification that are to be met:

Class Engineering are aiming to withstand the 5.3kg weight without fault to bridge
Keep weight low by building strong trusses
Functionality > intricate design
By designing smaller trusses then bonding together this will save on time as all members of
project can continue to work on separate sections at once.
Class Engineering have implemented safety measures and design guidelines to ensure that all
problems that we have identified will not cause any problem during the course of this project. If a new
problem arises Class engineering will use a (take 5) approach to the situation.
1. STOP- Stop what you are doing and focus on problem
2. LOOK- Identify any hazards
3. ASSESS- What damage could those hazards cause
4. MANAGE- Implement Controls, Tell others
5. SAFELY- Complete the task

The defined term Alternative Solution means constructing a bridge which complies with
the Performance Requirements other than by reason of satisfying the Deemed-to-Satisfy Provisions.
Class Engineering took this on board when planning and designs were taking place. While
brainstorming different designs where proposed by team members, all ideas where considered. But,
after testing, the concept designs bridges that were too intricate to construct were put aside. After
37
Class Engineering's bridge successfully took the total weight we had a group meeting to discuss how
to improve. Design file B & C will show our alternative designs on improving weight to strength
ratio.
4.2.3 Solution Selection

Approaching the stage of picking a bridge, Class Engineering decided as a whole that the warren box
truss was going to be our choice for more research and testing. Test Bridge 1 was designed and tested.
Failure analysis was carried out on (TB 1) we took away from this test and redesigned the bridge to
reinforce where (TB 1) failed. Test Bridge 2 was constructed using an improved design which took a
total weight of 5.3kgs. Having this bridge succeed we have finalised our decision on our final design.
This allowed Class Engineering to have time to design and construct two additional bridges using the
warren truss these bridges will be shown in design file B & C.
4.2.4 Conceptual Designs

The conceptual design for the projects final bridge still has the same concept as our initial design,
although it has been redesigned and constructed in a way to reduce time and is easier to construct.
Short bracings where implemented into sections instead of using excess spaghetti, vertical and
horizontals where spaced accordingly to brace bridge joints where forces will be applied.
Below is a chart showing why Class Engineering have chosen a truss design over other bridge designs
to suit client criteria.
TABLE 20 BRIDGE DESIGN PERFORMANCE ANALYSIS
Beam Truss Arch Suspension

Suitability to rig 4 5 5 1
Ease of Construction 3 5 2 1
Span (More suitable for long
distance) 1 4 5 5
Materials (Amount of usage) 4 4 4 1
Robustness (able to transport) 5 4 3 1
Rigidness (prevent twisting) 4 3 4 1
Total Sum 21 25 23 10
Test Bridge 1 & 2
During the testing phase Class Engineering designed a few trusses using Warren, Pratt, Warren with
verticals & Howe. From these warren was chosen as our core body for construction, a Warren truss
construction is relatively simple to construct and less time consuming. After trusses had been tested
we designed our first test bridge and also a concept bridge.
Below in picture 1 shows construction of our first warren truss bridge, overall the body of the warren
was strong, also noted in picture 2 you can see where the bridges supporting points failed under
compression.
38
P ICTURE 1.1 TEST B RIDGE 1 P ICTURE 2 TEST BRIDGE 1

DESTRUCTION
Below in picture 3 Class Engineering's alternative concept design was tested, although the bridge
seemed to be strong it did not fit the clients test rig. Class Engineering decided to test knowing well
enough that it would be destroyed, although the test bridge was destroyed the supports for the bridge
stayed complete, shown in picture 4.
P ICTURE 3 TEST B RIDGE 2 C ONSTRUCTION P ICTURE 4 TEST B RIDGE 2 D ESTRUCTION
Test Bridge 3
Test Bridge 3 was designed and constructed after taking back information from previous tests. As the
body of Test Bridge 1 and the supports of Test Bridge 2 were still intact we used this analysis to
design a bridge using the strengths of both bridges. Shown below in picture 5, Test Bridge 3 was
designed and constructed, although the bridge was not aesthetically pleasing it out performed its
predecessors and was successful in taking the whole 5.3kgs. This success has lead us constructing the
bridge more efficiently shown in our detailed design.
39
P ICTURE 5 TEST BRIDGE 3
4.2.5 Detailed Designs

Class Engineering, decided as a whole that after test and trials that a warren with verticals truss would
be the most economical choice of design to meet the client's needs. Shown in picture 6 detailed
designs of our proposed bridge will be found. During testing, the warren truss bridge built by Class
Engineering held the 5.3kg, we knew as a whole we could incorporate this design into a much neater
package that required less materials and significantly reducing the cost of structural and bonding
materials and time to construct.
Picture 6 Bridge A Final

40
4.2. Design File B



41
ratio.



distance) 1 4 5 5
Total Sum 21 25 23 10
Test Bridge 1 & 2
compression.
42
P ICTURE 5.1 TEST B RIDGE 1 PICTURE 6 TEST B RIDGE 1 D ESTRUCTION
P ICTURE 7 TEST B RIDGE 2 C ONSTRUCTION P ICTURE 8 TEST B RIDGE 2 D ESTRUCTION
Test Bridge 3
43
Picture 5 Test Bridge 3

designs of our second proposed bridge will be found. During testing, the warren truss bridge built by
Class Engineering held the 5.3kg, we knew as a whole we could incorporate this design into a much
neater package that required less materials and significantly reducing the cost of structural and
bonding materials and time to construct. We have incorporated the core design of our initial bridge
but have since removed what we believe to be unnecessary weight and construction. For this bridge
we were able to save almost half of the weight, having a final weight of 86 grams.
Picture 6 Bridge B Final

44
4.2. Design File C



45
ratio.



distance) 1 4 5 5
Total Sum 21 25 23 10
Test Bridge 1 & 2
compression.
46
P ICTURE 9.1 TEST B RIDGE 1 P ICTURE 10 TEST BRIDGE 1

DESTRUCTION
P ICTURE 11 TEST B RIDGE 2 CONSTRUCTION P ICTURE 12 TEST B RIDGE 2 DESTRUCTION
Test Bridge 3
47
Picture 5 Test Bridge 3

designs of our third proposed bridge will be found. During testing, the warren truss bridge built by
Class Engineering held the 5.3kg, we knew as a whole we could incorporate this design into a much
neater package that required less materials and significantly reducing the cost of structural and
bonding materials and time to construct. We have incorporated the core design of our initial bridge
but changed the design drastically improving on construction time and requiring less materials. In this
design we took the warren truss and made a triangle, resulting in an even lighter bridge, weighing 79
grams.
Picture 6 Bridge C Final

48
Quality Planning Quality Control (QC) Quality Assurance Quality

(QA) Improvement
Plan Do Check Act
Determine what will be Monitor specific project Determine if Increase the
quality on the project products to determine if measurement of effectiveness and
and how quality will be they meet performance quality is appropriate efficiency of the
measured measurement thresholds by evaluating overall project when
defined in the quality performance on a corrective actions
What is
management plan regular basis to insure such as Change
done
the project will satisfy Requests are
customer quality identified.
expectations Changes to the
Quality
Management Plan
and the PMP may
be required.
Project Planning Phase Project Execution, & Project Execution, & Project Execution,
Control Phase Control Phase & Control Phase
and Project
Planning Phase
Processes Processes Processes Processes

When It PMP Development Project Execution & Project Execution Change
Is Done Project Scope & Control
Management
& Control
Customer Lessons Learned
Requirements PMP Development
Definition
Team
Establishment
Activity/Schedule
Development
Resource Estimate
Development
Project Delivery
Acquisition
Strategy
Methodologies
49
4.3 Development/Production
Detail of the development and production of the bridge can be found in Appendix C & E.
4.4 Testing
Materials testing was undertaken to select the best type of spaghetti and adhesive to use. During the
materials test we tested the strength, flexibility and construction qualities of San Remo wholemeal
spaghetti, San Remo thin spaghetti and San Remo tubular spaghetti. We found that the tubular
spaghetti held up best. Super glue was also found to be the best material to use due to its strength,
ease of use and quick dry time.
After the materials testing, we tested trusses and found that the warren truss was the strongest, we did
this by adding weight until failure. From here we build three prototype bridges, with the third being
successful in meeting all the requirements.
4.5 Delivery
Class Engineering have ensured all deliverables thus far have met their deadlines. The delivery of the
final product and the final documentation will also be delivered by their due dates as there have been
no complications to prevent this.
4.5.1 Client Training
Training is not required as the bridge will be transported and installed by Class Engineering
personnel.
4.5.2 Product Delivery

Class Engineering will deliver the final bridge to the client at Griffith University, Gold Coast campus
on the 20th May 2016. There the dimensions and weight bearing capabilities of the bridge will be
assessed and a final mark for the product given.
4.6 Communications
Class Engineering have been active in communication; using Facebook messenger and real time
meetings. A record of minutes has been kept up to date as seen in Appendix H
4.7 Progress reporting
The project team have kept the client updated with the progress of the project. Regular presentations
were given at the 20%, 50% and 80% milestones, their respective set dates are listed in 1.1.3.3
Documentation deliverable.
These presentations also allowed the client to ask questions on the status of the project.
50
Closure
51
5 Quality Management
5.1 Lessons learned

Capturing lessons learnt from all the project, can provide valuable information to improve or refine
future projects.
5.1.1 Introduction
The lesson learnt document see appendix L Part A & B for the Spaghetti Bridge Project, compiles the
information into a handy reference document that can easily be accessible by future project
coordinators. The document will list the problems identified and what steps were implemented to
overcome these issues. Also, the lesson learnt document will include areas of success that the team
wants continued in future projects. The document will be communicated to all relevant parties within
the organisation as well as saved to the KNS along with previous lesson learnt documents for easy
reference.
5.1.2 Lessons Learned Approach

The lessons learnt from the Spaghetti Bridge Project were collated from team work journals and team
reviews throughout the course of the project. The risk register, Gantt chart and budget were also
reviewed for any key areas that could be improved. The detail of the lessons learnt will be to a level
of detail that personnel from future projects are able to use this document as a standalone reference
tool. The document will include the following sections: risk management, quality control, time
management, communication management, scope management, cost management and procurement
management.
5.1.3 Lessons Learned From This Project

See appendix L Part A & B
5.1.4 Process Improvement Recommendations

Class Engineerings Spaghetti Bridge Build Project was a partial success in meeting clients scope on-
time and below budget, though there were still lessons learnt. The major lessons and proposed
recommendations are as follows:
Recommendation 1: Risk Identification: Class Engineering developed a Risk Register that
highlighted any risks that may eventuate and included implementation of any controls to mitigate the
risks. It is recommended that this register or similar be used for future projects. Secondly, it is also
recommended to provide training to staff in risk identification and mitigation where necessary.
Recommendation 2: Communication: Class Engineering had implemented a cloud based storage to
collate information from all team members and initiated an online chat page which were both
successful. Class Engineering were not always recording minutes from team meetings. Two things
are recommended, first, continue to use cloud based storage and online chat for future projects, and
secondly, assign a dedicated team member to be responsible for project minutes and distribution.
Recommendation 3: Quality Control: Class Engineering developed a document control procedure in
conjunction with an online cloud storage and sharing file. This provided a clear guide to all team
members as to what was required, as well as being able to quickly identify where other team members
were at, which prevented any double up of work. It is recommended to continue to use a similar
document control and online storage file for future projects.
A more in-depth review of lessons learnt and proposed recommendations, can be found in appendix L
Part A & B
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5.2. Post Project Review

Class Engineering has undertaken a review of the project prior to final handover, this included
reviewing the deliverables, budget and schedule to identify issues, along with the lessons learnt to
identify success and failures of the projects and to provide recommendations for future projects to
ensure success.
5.2.1 Project Summary

Class Engineering has completed the Spaghetti Bridge Build Project and has completed the handover
of the project to the client.
The objective of this project was twofold, first to design and construct a bridge out of spaghetti that
fits the clients rig and hold 5.3kg passing over it, and secondly, to develop the teams project
management and teamwork skills.
The client set the following requirements for the spaghetti bridge:
Hold a maximum total weight of 5.3kg.
Be constructed entirely out of spaghetti, joints secured with glue.
Fit dimensions detailed in client brief
Length between 648mm to 655mm

Height to be 102mm
Less than 80mm wide
Weigh less than 180 grams
Only rest on the two end supports of the rig
The Project Manager set the following requirements for developing the team:
Develop project management skills

Develop team work skills
Communication
Conflict resolution
The scope of this project included initial planning, identifying costs, schedule and risks. Also,
includes design, trialling of bridges and final testing and project handover. The success of the
Spaghetti Bridge Build Project was based on a successful completion of a spaghetti bridge that
performed to clients expectations and for the project to be delivered on time and on budget.
Class Engineering successfully trialled a bridge that handled 5.3kgs during pre-trial, though similar
designed bridged failed at 3.8kg during final testing. Class Engineering believes that the original
bridge can be consistently successful with some minor modifications in the future.
53
5.2.2 Project Deliverables (Planned vs. Actual)
TABLE 23 PROJECT DELIVERABLES

Planned Deliverable Actual Deliverable Comments
Clients Construct a bridge from
Requirements thin, cylindrical
spaghetti that fits the
clients rig and holds
5.3kg.
Materials Identify suitable Identified suitable Suitable spaghetti was
spaghetti and glue spaghetti. identified through
suitable for use Failed to identify breakage testing.
suitable glue Glue breakage testing
was inconclusive and
requires further testing.
Team selected glue
based on ease of use.
Bridge Design Research and compare Research and Team identified truss
different bridge types comparison completed bridge designs as the
most appropriate
Compare different truss Breakage tests were Team selected the
bridge designs inconclusive as similar Warren truss design for
breakage results were its easy construction.
identified between
designs
Bridge Test different Tested 3 different
Construction construction techniques construction
to identify most techniques.
appropriate Identified the most
appropriate
Develop a construction A step by step
procedure to provide procedure including
clear manufacturing photos of critical steps
steps for the client has been developed.
This includes detailed
designs of the bridge
recommended.
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5.2.3 Project Costs

The total budgeted costs for the Spaghetti Bridge Build Project was $61,880. Table 24 below
provides an overview of the cost breakdown of the budget. For further details, see Budget in
appendix D
TABLE 24 PROJECT COSTS

Project Phase Budgeted Cost Actual Cost Difference Comments
Strategic Planning 12,280.00 2,800.00 $9,480.00 Strategic Planning
brought in under
budget
Conceptual 10,000.00 2,400.00 $7,600.00 Conceptual design
Design under budget as
team allowed extra
for learning 3D
drawing training
that was learnt
quicker than
planned.
Evaluation 11,400.00 16,200.00 -$4,800.00 Trial bridges over
budget as team
failed to
understand
difficulties in
construction
Testing 6,000.00 11,200.00 -$5,200.00 Test bridge over
budget for same
reason as trial
bridge
Project File 4,600.00 10,000.00 -$5,400.00 Over budget as
hours recorded
may have been for
other sections i.e.
Strategic planning
or project
management.
Project 17,600.00 4,300.00 $13,300.00 Under budget, see
Management project file
comments for
possible reason
Project Misc. 322.00 137.50 $184.50 Team able to
Costs identify cheaper
ways for transport
of bridges saving
on transport costs.
Total $61,880.00 $46,900.00 $14,980.00
The actual costs the project totalled to $46,900. Class Engineering not only developed and trialled a
bridge that met the clients scope, it also saved the client just under $15,000 by bringing the project in
under budget by approximately 24%.
55
Strategic Planning was completed under budget. This may have been because the team skimmed this
section and did not input the time required to truly plan this project. This can be seen in the budget
sections and time sheets where sections have no budgeted or actual costs against them. For example,
the budget has no time allocated in the project management for document review, progress updates
and document approvals.
Conceptual design was also completed under budget. This was mainly due to the team over budgeting
as team envisioned difficulties with learning 3D drawing programs. The difficulties were not
experienced hence the saving.
Evaluation was completed over budget. The team failed to identify the difficulties in constructing
bridges out of spaghetti. During the project the team placed more labour resources on this section
after initial failures highlighted a risk to the project, which also led to the budget cost overrun.
Testing was completed over budget. The team failed to allow for appropriate resources in the
construction and testing of the final bridge. The reason for this is the same as the evaluation in that
the team underestimated the difficulties in building the bridge.
Project File was over budget. This maybe that the team overestimated the time required, and or,
allocated hours to this section that should have been allocated to other areas such as the strategic or
conceptual design. Recommendations for a more thorough recording of time sheets will be included
in section 5.1.4.
Project Management was brought well under budget. The reason may be similar to the project file,
where time not allocated to this section that was supposed to be. Another reason may be that the team
over allocated the budgeted resources. The team only spent approximately 24% of the budgeted
amount, meaning the initial quote to the client could have been greatly reduced. A more in-depth
recommendation will be included in section 5.1.4 that highlights the need to accurately budget for a
project so as not to over quote and run the risk of losing business.
Project Miscellaneous Costs, though minor were also brought under budget. This was because the
team identified a different way of transporting the bridges for testing thus not requiring packing
containers.
5.3 Project Schedule
TABLE 25 PROJECT SCHEDULE

Project Phase Scheduled Completion Actual Completion Comments
Strategic Planning April 04, 2016 April 04, 2016 Completed on time
Tactical Planning April 18, 2016 April 18, 2016 Completed on time
Evaluation May 02, 2016 May 02, 2016 Completed on time
Testing May 20, 2016 May 20, 2016 Competed on time
Project File 1-6 May 23, 2016 May 23, 2016 Completed on time
Project Management May 23, 2016 May 23, 2016 Completed on time
Project Deliver May 23, 2016 May 23, 2016 Completed on time
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5.4 Conclusion
Class Engineering successfully completed all stages of the Spaghetti Bridge Project on time. This
was mainly due to the team effectively communicating with each other, supporting each other when
help was required and delivering on promised outcomes before or on time. However, some of the
initial planning may not have been as thorough as could have been though the team was able to
effectively able to overcome any risks through teamwork.
The team identified early on the complexity of this project and assigned labour resources early to
ensure that the initial tasks of the project were completed quickly to allow for any unforeseen issues
that might arise. This eventuated in the evaluation stage of the project where extra labour resources
were required to develop an effective bridge for testing. Since the team was ahead of schedule, the
extra time did not impact on the overall delivery of the project.
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QIBT Closure
58
6 Project Summary & Closure

As mentioned in the project scope, the purpose of the project was to simultaneously build a bridge out
of spaghetti that crossed the gap in the rig, but also allow students to develop their team working
capabilities. The team members had to take on roles throughout the project to ensure its completion
and as such a lot of each others strengths and weaknesses were addressed. The development of the
project called for extensive problem solving and critical thinking skills and the depth of information
required for the project file ensured that effective management skills had to be put in place. This
assignment gave students real experience in using the engineering method and it made us critically
assess decisions before they were made final, which are important qualities for Engineers in the real
world.
The team had to undertake brainstorming sessions to generate solutions for the project specifications,
and concept designs were produced. This allowed students practice in developing CAD models and
assessing whether the solutions generated were viable options. From here the team could develop
prototype bridges to further analyse strengths and weaknesses of the design(s) and whether or not they
still held to the stipulations of the client brief. The planning of solutions was an evolving process; as
new ideas came to group members we had to trial different aspects in order to achieve the optimal
design for our bridge.
We each had to deliver a presentation that was of a professional standard which gave the client vital
information on the progression of the project such as budget updates, milestones achieved and what is
to be expected of the team. This all had to tie in with a related executive summary, which was where
the skills learned by reading P. Js technical writing guide as well as those gained through in class
writing exercises came into use.
Throughout the project the team were faced with challenges and have learned much to take on to
future projects. In this section the focus is on what these challenges were and how we approached
them by using problem solving skills, critical thinking and the Engineering Method. By using this
project as a guide, future projects should be a more efficient process as the team now has experience
on the various steps required of a project of this depth. Should any issues arise in the management of
future projects throughout our studying of engineering, we can refer back to this project file to assist
us.
The delegation of team tasks was essential in the completion of this project and each member
performed well in carrying out what was expected of them. All members had work completed on time
and of the quality expected of them. We worked well as a team to generate solutions for the problem
and each member contributed something to the project. It allowed us to experience what working as
an Engineer actually entails, from being given a client specification and deadline to meet and then
working to solve the solution. Choice of materials and the testing of them, method of design,
budgeting and project management were all skills utilised throughout the weeks and the team learned
how to effectively solve each problem as it arose.
Added to this was the difficulty of using spaghetti as a construction material. It is unevenly shaped
and has unstable properties which adds to how unpredictable it will perform while under stress. What
we thought would be a good design early on in the project lifecycle turned out to be a poor direction
to take the project down once construction started. After we built test trusses and became more
familiar with working with spaghetti as a material we were able to modify and simplify our design to
take into consideration the difficulties faced. From here we developed prototype bridges, the first of
which were unsuccessful in bearing the weight of the car alone. After we identified the weaknesses of
the bridge we were then able to build a second prototype which held the maximum weight and met all
the clients specifications. We were then able to optimise this design further to what would become
our final bridge design.
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6.1 The Engineering Method

After we learned of the importance of the Engineering Method in the classroom, we utilised it heavily
in our approach to the project. It is a systematic approach to resolving a complex problem and by
following it we were able to ensure the project stayed on schedule, under budget and met all the
specifications of the client brief. The steps of the engineering method are:
Generation of an idea
Concept
Planning
Designing
Development
Delivery
It was useful to get actual experience of using the Engineering Method in order to understand its
importance in the world of Engineering.
6.1.1 Research
Research was carried out by the team early on to help us generate ideas and begin to form solutions.
The team undertook many forms of research and they included; researching bridge designs, asking
civil engineers for advice on truss types and load distribution, which spaghetti would potentially be
the strongest and which glues would be a suitable choice. As well as researching information
regarding the design of the bridge, we also looked into using spaghetti as a construction material as
from that we learned some hints and tips that made for an easier construction of the final product.
6.1.2 Generation of alternative solutions

As we all had to come up with a design for the bridge, we were able to generate alternate solutions.
This allowed us to take into consideration ease of build, aesthetics, strength and weight. Solutions
were assessed by whether or not they met the clients specification or the criteria set out by Class
Engineering. Each members solution however offered something of value towards the final design
and we were able to include elements of each alternate design to ensure the final one was of the
highest standard achievable.
6.1.3 Evaluation of alternatives against the criteria

Once Class Engineering had generated a good sized list of solutions, we began to evaluate them
against the criteria required. This took into consideration the time and difficulty of construction and
how much material would be required to build it. Anything that was too complex or that would have
excessive use of construction materials was dismissed. This effectively brought the focus down to one
or two designs which the team could focus on developing further.
6.1.4 Monitoring, reviewing and checking the outcomes

Class Engineering developed a Gant chart at the beginning of the project to keep track of what tasks
had to be completed, when work had to commence on them and when they were expected to be
finished. This allowed us to ensure work was completed with enough time to review and check to
ensure that the correct information was being given to the client and that the budget would not be
blown out as a result of extra man hours spent working on documents that were behind schedule. It
was a valuable addition to the project as it was referred to continually to ensure things were on track
and developing according to plan.
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6.1.5 Communicating recommendations to the client.

This section describes the process in which Class Engineering will discuss recommendations to the
client upon completion of the project. At the end of this closure is the section on recommendations for
the team and the client alike. These were discussed with the client in the final progress report on 23rd
May 2016 where the lessons learned were highlighted and practical strategies to apply to future
projects were given.
6.2 Project Management

With a project of this depth being the first of its kind the group members had to work on, we utilised
many strategies to ensure things ran smoothly and on track. These strategies were implemented very
early in the projects lifecycle to ensure we could spend time working on important matters, and not
waste it by trying to organise the team. The following table outlines the measures we took to ensure
the project was kept under control.
TABLE 26 PROCESS AND RELATED APPENDIX
Process Appendix
Document Control A&B
Project Management Plan C
Budgeting D
Gantt Chart E
Risk Register G
Risk Matrix H
Man hours and meeting minutes I
Experimental Data J
Performance criteria K
Minimising Conflict Section 3.7.2
All of the processes were put into place early in the project to ensure should a problem arise, we
would be able to deal with it quickly and effectively. Neil Andrews was assigned as project
coordinator and the delegation of tasks amongst the team was divided up soon after, which led to a
smooth and relatively fast start to the project file. Document control was put in place at the conclusion
of the first draft of Strategic Planning to ensure that the following documentation was of the same
format. Not only this, it ensured the quality of the work remained at the standard we were expecting.
In the teams first meeting we had a shared goal of at least a distinction mark for the project file, and
with this in mind peer reviewing of each others sections, as well as a final document gatekeeper,
ensured this standard.
The project management plan was the next procedure put into place and it was vital to ensure the
various aspects of the project were on schedule. By using it we were able to begin materials testing at
around 50% completion, and once we were satisfied with the choice of materials we could then go on
61
to construct a test bridge. I think the project management plan was a key factor in the group meeting
all deadlines as other teams who didnt have such procedures in place struggled to do so.
The budgeting spreadsheet that was created was designed to be constantly updated, and it developed
in line with the evolution of the project file. As members took longer than expected on a task, the
budget was adjusted accordingly. This was communicated to the client at each progress update
presentation. Obtaining materials and the construction of the test bridges took up a large percentage of
the teams budget but there was still enough to deliver the final bridge while still remaining under.
The Gantt chart that was developed broke down the project tasks into manageable sections and it
highlighted how many team members would be working on it and roughly how many hours would be
required for the completion of the task. It was a similar style of document to the budget spreadsheet in
that it evolved along with the project file. If a task took more or less time than anticipated, then it
would be detailed in the Gantt chart so that man hours could be taken away from other tasks, or added
should they be required.
As with any project, there are risks involved throughout its progression. We developed a risk register
and related risk matrix to address any potential risks and how severely they would affect the project.
These risks ranged from the death of a team member, to loss of documents, to a member gluing their
fingers together during construction. Thankfully, there were no risks that affected the project. We had
put into place the document protection plan as part of our risk register, and it came into use after our
final copy of the project file disappeared from the Google Drive. There were electronic backups
available and the document was reinstated without too much loss of progress and the impact on man
hours was minimal. The document protection plan was also useful as it prevented any confusion
amongst team members about which version of the document was being updated or worked on. This
prevented not only confusion but it ensured work wasnt doubled up, this was also prevented by clear
communication between members as to who was doing what throughout the lifecycle of the project.
In order to accurately track man hours, so that both the budget and Gantt chart could be accurate and
up to date, meeting minutes were used throughout the project. Each member took note of how long
they spend working through a particular task, and each of their hours were filled into a time sheet at
the conclusion of a team meeting.
The experimental data and performance criteria was put into place to allow us to refer back to the
results when checking the design of the final product and when building it. Included were results of
the material strength test and of the performance of the prototype bridges, performance data included
photos of the failed bridges and highlighted points of failure.
Finally, the strategies taken to minimise conflict (Section 3.7.2) were implemented should tension
between members arise. There were no conflicts between members as all ideas and views were
considered and everyone had a shared goal to work towards. It was essential to include however as if
there was conflict, it would be beneficial to the project to resolve it as quickly as possible.
All the strategies implemented played a crucial role to the successful completion of the project. They
were put in place to increase efficiency of the teams working hours and also to refer to should any
major problems arise during the project. By following all the procedures and strategies we were able
to complete the project to a high standard, under budget and on schedule so that all personnel, client
and group members alike were satisfied.
6.2.1 Project management methodology/s used

Class Engineering utilised the following methodologys and they are explained in more depth in the
preceding section; Document Control, Project Management Plan, Budgeting, Gantt Chart, Risk
Register, Risk Matrix, Man hours and meeting minutes, Experimental Data, Performance criteria and
62
Minimising Conflict plan. These were all utilised to ensure group productivity was maximised and
that there was always a plan to follow.
6.2.2 WBS, tasking & scheduling

At the beginning of the project, the Gantt chart was developed to break the work down, help allocate
tasks and schedule completion dates. Refer to Appendix E for further detail.
6.2.3 Resource allocation, accounting and variance.

By referring to the Gantt chart, the project coordinator was able to delegate tasks amongst group
members and, depending on workload, allocate others members to help out should help be required.
This is why the budget spreadsheet and evolving Gantt chart was designed so that they could
effectively keep track of these allocations and shifting of resources. If a team member was struggling
with another subject, the workload was reduced on them temporarily, similarly if a team member had
a presentation to prepare for, the remaining members would take on more work to contribute to the
project file. This allowed some of the lengthier sections to be completed without burning anyone out,
or sacrificing quality.
6.2.4 Financial allocation, accounting and variance

Class Engineering started with an initial predicted budget of $61,880 and this was generated by
combining the estimated man hours taken from the Gantt chart and the hourly rate of $200 per
member. We estimated between the four members, 25 hours of work would be completed per week,
totalling in 300 hours for the total project. This included construction time also. There was also a
percentage allocated for materials.
The construction of the test bridges heavily impacted the budget as more materials and hours were
needed than initially planned. However due to the efficient work carried out earlier in the project,
there was enough to ensure we went in to final construction and completion of the project under
budget.
6.2.5 Risk Performance

Class Engineering managed all risks involved with this project by developing a risk register and
related risk matrix. By doing so we were able to identify all risks involved with each task of the
project. This included managing the potential risks of anything happening during construction. Glues
were used carefully and to the instructions of the packet and spaghetti was cut in a way that would
minimise the risk of flying pasta harming someone. A full risk register is attached in Appendix H for
further detail.
6.3 Reflection on teamwork

Class Engineering would reflect on team work continually throughout the lifecycle of the project.
Typically, the reflection would be done at the conclusion of meetings and subject would include work
breakdown, fitting other academic studies and other commitments such as working hours or family
arrangements around the project work or any issues between members that needed resolved. After
discussion, it allowed us to begin planning how any problems could be solved and how best to
approach the next block of work. All team members attended meetings and met work deadlines, it was
clear that this project was a priority amongst all members.
63
6.3.1 Peer Assessment

The team would fill out a peer review sheet with every deliverable due to assess how we were
performing as a unit. At the onset of the project we set some criteria of what was to be expected of
members:
Effective time management; Are the assigned tasks completed before deadline date, if a
member needs help or information are they coming to the group early to resolve their
problem.
Being active in communication: Attending all meetings and being in regular contact with the
group to ensure everyone knows we are on track and that no sections are falling behind.
Reliability: Trust between the members of assigned tasks being completed.
Quality of work: Assuring the work is of the standard expected.
Some challenges were identified in the beginning, English is a second language of one student and he
questioned his academic writing abilities, but through assistance of the group he was able to write to
the standard required. Other members had more experience with construction ideas and skill levels
working with products like Microsoft word and Excel varied between members. However, we all
worked together to ensure that others weaknesses in a certain area did not hinder the project.
As assignments for other classes were due and the test bridges had to be built, work on the file halted
for a short moment. But as soon as time was available, the team pushed to finish the file early to allow
time for reviewing and editing. All in all, the team did exceptionally well throughout the duration of
the project and have maintained the standard expected of Class Engineering despite the obstacles and
challenges faced along the way.
6.3.1 Lessons Learnt

Lessons that group members can take from peer reviewing the project are how to work more
efficiently. While the team did do well, there were some areas that took longer than expected to
complete, or that should have been started sooner. While this was usually resolved by following the
Gantt chart, some aspects of the project file could have been started sooner to make less work later on.
More importantly however, it has shown each team member the quality of work they are capable of
and it should give them the confidence to strive towards this standard for all projects in the future.
6.4 Conclusion
The team worked exceptionally well together and assigned tasks were always completed in a
satisfactory manner. The effective use of managing strategies and the crucial feedback from the
project sponsor, P.J Wilson, allowed us to stay on track and ensure the work was being completed to
the high standard we expect. All deliverables were delivered on their due dates and the project
finished under budget.
By using the Engineering method, Class Engineering were able to develop their problem solving and
critical thinking skills to generate a solution outlined in the original client brief. Changes to the project
were continually made when required and the project file grew rapidly when versions were updated
with new content after a critical point, such as materials testing, prototype testing or budget review.
As well as enhancing the prior mentioned skills, the project allowed us all to work as a group and
learn lessons from this to take on to further group work at University and in the working world alike.
64
6.5 Recommendations
Class Engineering can make the following recommendations for applying the Engineering method to
the Spaghetti Bridge project:
Ensure that effective time management principles are in place for all members. The workload
throughout the semester usually builds quite rapidly and the due dates for a lot of assignments
typically are clustered together. If a team member is unable to properly manage their time
then they will fall behind, either as a result of the project or they will fall behind in the
project. By employing good time management this can be avoided.
The project file is worth more marks than the bridge, so greater emphasis should be placed on
producing a project file of high quality. This shouldnt undermine the importance of creating
a good bridge, but rather than waste time coming up with an experimental new design, a
simpler, functional model should be built to allow more time for the project file.
While the issue didnt really hinder Class Engineerings work, other groups had problems
with team management. From the very first meeting, the groups expectations should be
shared so that all members are on the same page. All strengths and weaknesses should be
honestly shared, as should any important life commitments that may impact the project.
Before groups are even formed, students should try to find themselves others who strive to
achieve the same grades so that conflict can be avoided and that the work required will be
completed satisfactorily.
65
Appendix A
Document Control Procedure
1. Aim:
The aim of this document is to ensure that the correct documents are presented in the Project
file to the lecturer in week 12, as per ISO 9001, 2008 (control of documents 4.2.3).
2. Who:
This document is to be followed by all team members of Class Engineering. Each team
member is responsible for controlling their documents. The responsibility of the project
manager is to ensure that all documents follow this standard.
3. Assumptions:
That there is no difference between records or documents.
This document is a work in progress document and should be reviewed by the project
manager on a needs basis and updated as required.
4. Approval Authority:
Final approval to reside with the project manager. Digital copies, draft removed from
document and file name to signify approval. Hard copies, each page to be signed in the
designated location in the footer section.
4.1 Delegation of Authority:

Project manager may delegate approval authority to another team member if at some
stage not able to fulfil duties. Delegation must be done during team meetings and
recorded in the minutes. Any member not present at meeting to be informed via email.
The delegation of authority must have a start and end date, and the nominated person
clearly recorded. The nominated person is to ensure understanding of requirements and
responsibilities.
5. Document Review:
5.1
Each document to be reviewed by at least one other team member. Allocation of review
documents will be determined by the project manager. Nominated reviewer to be notified
during weekly team meetings or via email. Team members should regularly check their
review folders to ensure review delay is kept to a minimum.
5.2 Review and Update

Digital copies will reside in team members review folder until reviewed. Reviewed
documents will then be moved to authors update folder. Author is to be notified once
document is in update folder. Once checked by author, document to be moved to project file
folder to await final approval.
5.3 Requirements for re-review

All documents to be reviewed after inspection by the Business Manager
66
5.4 Document protection

Internal document protection not deemed required at this moment. Administration control
such as this document and the subsequent quick guide is deemed sufficient. This is to be
reviewed by project manager on a needs basis.
6. Document Version Control
All documents to include a version number, date, author and project name in the header
section and in file name. This is to ensure documents are not misplaced or mixed with
other documents.
6.1 Controlling Changes
Any changes to document require an update of the version number. The old document is
to be moved to a superseded file, with superseded added to file name.
6.2 Reviewer requirements
Reviewers to change only formatting, spelling and grammar. For any critical changes,
only the use of comments section is allowed. This is to ensure that authors meaning is
not confused by reviewer. Reviewer to notify author of changes.
7. Document Location
7.1 Digital
Digital copies of all documents to be saved onto the shared Google drive,
location:classabridge2016@gmail.com
7.2 Hard copy
The project file is to store the master copies of all documents. Any subsequent files
(design file) are to be considered as duplicates.
7.3 Authority
Project manager has overall control of both digital and hard copies of the project file.
Each team member is responsible for ensuring own documents are up to date and in
correct location.
Hard copy of project file is to be updated weekly.
8. Document Identity
A document reference system will be created and used by all team members. The reference
will include, project name, document name, author, version, date and draft. Refer to the quick
guide for explanation of reference convention. This is to ensure documents can be identified
quickly and to ensure documents are not stored in wrong locations.
9. External Document Control

External documents used by team members to be only those of peer review. Documents that
have not been peer reviewed to be used as a guide only or until document can be verified for
accuracy.
9.1 Authorisation
Project manager to authorise use of non-peer reviewed documents.
9.2 Applicable
Previously stated document controls apply to all external documents.
67
10. Superseded Documents

All superseded documents are to be kept and stored in a superseded folder (digital) and to a
superseded section in the project file (hard). A separate folder for superseded documents may
need to be used. If this is the case, the project manager to organise and inform the team that a
separate folder has been created for superseded documents. A brief statement page to be left
in project file/ superseded section, stating that files have been relocated to superseded folder
on such date.
11. Further Information

11.1 Document control guide
A quick reference has been developed to highlight critical information and is located as
appendix to this document.
11.2 Reference
This document referred to ISO 9001:2008 Explained and Expanded, Frani C, West J,
2013
12.3 Secondary reference
Further clarification can be found on the following website:
http://www.qemsolutions.com/assets/library/QHelp-A-Simple-Guide-to-Document-
Control_2.pdf
68
Appendix B.
Document Control Quick Reference Guide

Responsibilities:
Project Manager:
Team Members:
Naming Convention:
Project name File or document name section Authors initials date draft version no.
Add Review and reviewers initials as required
SBBP Proj File Sect. 1 NA 16-3-2016 draft V1
Or
SBBP Doc Control MA 16-3-2016 draft V1
Or
SBBP Doc Control MA 16-3-2016 draft Rev NA V2
Page Layout:
All documents to have a header and footer with this format:
Project name - File or document name section Authors name date and version number
SBBP Proj File Sect. 1 N Andrews 16-3-2016 V1
All documents to use draft white wash until final approval.
See this document for example
Digital Document File Structure:

Spaghetti Bridge Building Project
- Admin
o Project File
o Project Brief
o Supporting Documents
o Recommendations
o Superseded
69
- Team
o Neil Andrews
Docs in progress
Review
Updated
o Alan George
o Shane Robinson
o Mitch Alexander
- Research Documents
o Truss Designs
o Calculating Force
- Lab Results
o Tensile Tests
o Glue Tests
Document Archive:
- All superseded documents are to be kept and stored in superseded folder (digital)
and project folder, superseded subsection. UNDER NO circumstances are
documents to be deleted.
70
Appendix C
One Page Project Management
Project Leader: Neil Andrews Project Spaghetti Bridge Build Date 21st of May 2016
Project ObjectiveTo plan, design and build a bridge out of spaghetti, set out
in project brief -2016.T1_1007ENG_Project.Brief
Objectives # Major Tasks Project Completed by: Owner & Secondary
Wk2 Wk3 Wk4 Break Wk5 Wk6 Wk 7 Wk 8 Wk9 Wk10 Wk11 Wk12
Stategic Planning
Research 10 100
Document Development 10 75 100
Conceptual Design
Research 10 100
Software Cad 10 100
Tactical Planning
Document Development 10 20 50 100
Evaluation
Lab Testing 10 75 100
Construction Prototypes Trusses 25 50 75 100
Testing
Construction & Bridge Testing 100
Document Development 100
Project File 1-6
Project File 1-6 15 20 30 45 50 75 90 100
Document Development
Project Management
Progress Updates 20% 100
Progress Updates 50% 10 20
Progress Updates 80% 100
Progress Updates 100% 50 100
Project Deliver
Document Review
Approval
Conceptual Design
Mitchell Alexander
Stategic Planning
Chart Title
Shane Robinson
Neil Andrews
Alan George
Project File
Overall
Evaluation
Testing
Project Misc Costs

Project Management
Project File
Testing
Evaluation
Conceptual Design
Stategic Planning
$0.00 $10,000.00 $20,000.00 $30,000.00 $40,000.00 $50,000.00 $60,000.00 $70,000.00
Actuaul Budget
71
Appendix D
Budget
Project $ 61,880.00 $ 46,900.00 $ 14,980.00

Stategic Planning
Research 33.4 0.0 $200 6,680.00 - $6,680.00
Document Development 28 14.0 $200 5,600.00 2,800.00 $2,800.00
Sub
Total 12,280.00 2,800.00 $9,480.00
Conceptual Design
Research 16 4.0 $200 3,200.00 800.00 $2,400.00
Document Development 14 4.0 $200 2,800.00 800.00 $2,000.00
Software Cad 20 4.0 $200 4,000.00 800.00 $3,200.00
Sub
Total 10,000.00 2,400.00 $7,600.00
Evaluation
Lab Testing 20 31.0 $200 4,000.00 6,200.00 -$2,200.00
Construction Prototypes Trusses 32 49.0 $200 6,400.00 9,800.00 -$3,400.00
Document Development 5 1.0 $200 1,000.00 200.00 $800.00
Sub
Total 11,400.00 16,200.00 -$4,800.00
Testing
Construction & Bridge Testing 24 56.0 $200 4,800.00 11,200.00 -$6,400.00
Document Development 6 0.0 $200 1,200.00 - $1,200.00
Sub
Total 6,000.00 11,200.00 -$5,200.00
Project File
Project File 1-6 23 50.0 $200 4,600.00 10,000.00 -$5,400.00
Document Development 0 0.0 $200 - - $0.00
Sub
Total 4,600.00 10,000.00 -$5,400.00
Project Management
Project Meetings 88 10.0 $200 17,600.00 2,000.00 $15,600.00
Progress Updates 3.5 $200 - 700.00 -$700.00
Document Review 8.0 $200 - 1,600.00 -$1,600.00
Document Approvals 0.0 $200 - - $0.00
Sub
Total 17,600.00 4,300.00 $13,300.00
Project Misc Costs 322.00 137.50 $184.50

$0.00
$0.00
SUBTOTAL 61,880.00 $46,900.00 $14,980.00
72
Appendix E
Gantt Chart
73
Sum of No. People

Spaghetti Build Project Project Team Class A Brides Estimate
Status Key On target Resources
Hrs Per Day

Gantt Plan of the Planning, Design, Construction and Delivery of Spaghetti Bridge Project Some Issues/ Delays - Target still achievalble
Multiplier
Total Hrs
Major Issues - Target not achievable Actual
# Tasks Wk 2 Wk 3 Wk 4 Break Wk 5 Wk 6 Wk 7 Wk 8 Wk 9 Wk 10 Wk 11 Wk 12 Est Total Total
MonTuesWedThurFrid MonTue WedThu Fri MonTue WedThu Fri MonTue WedThu Fri MonTue WedThu Fri MonTue WedThu Fri MonTue WedThu Fri MonTue WedThu Fri MonTue WedThu Fri MonTue WedThu Fri MonTue WedThu Fri MonTue WedThu Fri Hours Hours
Strat Plan
1 Estimate 1 3.1 0 0
Research Prince2 Project Management principles
Actual 1 0 0
2 Estimate 4 1 3.1 4 12.56
Research Scope Understanding
Actual 1 0 0
3 Estimate 4 1 3.1 4 12.56
Research Performance Criteria
Actual 1 0 0
4 Estimate 2 1 3.1 2 6.28
Research Identify responsibilities and key stakeholders
Actual 1 0 0
5 Estimate 2 1 3.1 2 6.28 37.68
Research Develop assumptions and exclusions
Actual 1 0 0 0
6 Docume Estimate 1 1 1 4 1 3.1 7 21.98
Budget Estimates
nt Dev Actual 1 0 0
7 Docume Estimate 1 1 1 4 1 3.1 7 21.98
Risk Analysis
nt Dev Actual 1 0 0
8 Docume Estimate 1 1 1 4 1 3.1 7 21.98
Develop Schedule
nt Dev Actual 1 0 0
9 Docume Estimate 1 1 2 1 3.1 4 12.56
Executive Summary progress 20%
nt Dev Actual 1 0 0
10 Docume Estimate 1 1 1 1 3.1 3 9.42
Progress Presentation - 20%
nt Dev Actual 1 0 0
11 Docume Estimate 1 3.1 0 0 87.92
Strategic Plan Due
nt Dev Actual 1 0 0 0
12 Estimate 1 3.1 0 0
Tactical Plan
Actual 1 0 0
13 Concept Research Estimate 4 4 4 1 3.1 12 37.68
Research Bridge designs
Design Actual 1 0 0
14 Research Estimate 4 1 3.1 4 12.56 50.24
Selection process - identify designs
Actual 1 0 0 0
15 Software Estimate 4 4 1 3.1 8 25.12
Orthogonal Drawings
Cad Actual 1 0 0
16 Software Estimate 4 4 4 1 3.1 12 37.68 62.8
3D Drawings
Cad Actual 1 0 0 0
17 Docume Estimate 4 4 1 3.1 8 25.12
Summary of findings
nt Dev Actual 1 0 0
18 Docume Estimate 1 1 1 1 3.1 3 9.42
Executive Summary progress 50%
nt Dev Actual 1 0 0
19 Docume Estimate 1 1 1 1 3.1 3 9.42 43.96
Progress Presentation - 50%
20 Evaluation Docume Estimate 2 2 1 3.1 4 12.56
Performance Criterial Rank Matrix
nt Dev Actual 1 0 0
21 Docume Estimate 1 1 3.1 1 3.14 15.7
Develop procedure for bridge construction
22 Estimate 4 4 4 4 4 1 3.1 20 62.8 62.8
Evaluate appropriate construction materials
Lab Test Actual 1 0 0 0
23 Construc Estimate 4 4 4 4 4 4 4 4 1 3.1 32 100.48 100.48
Build and trial truss designs
tion Actual 1 0 0 0
24 Test Construc Estimate 4 4 4 4 4 1 3.1 20 62.8
Test Trial Bridge
tion Actual 1 0 0
Construc Estimate 4 1 3.1 4 12.56 75.36
Test Bridge Competition
25 tion Actual 1 0 0 0
26 Docume Estimate 1 1 1 1 3.1 3 9.42
Executive Summary Progress 80%
nt Dev Actual 1 0 0
27 Docume Estimate 1 1 1 1 3.1 3 9.42 18.84
Progress Presentation 80%
28 Project File Project Estimate 1 1 1 1 1 1 1 3.1 6 18.84
Project File Section 1
file 1-6 Actual 1 0 0
29 Project Estimate 1 1 1 1 1 1 1 3.1 6 18.84
30 Project Estimate 1 1 1 1 1 1 1 3.1 6 18.84
31 Project Estimate 1 1 1 1 1 1 3.1 5 15.7
32 Project Estimate 1 3.1 0 0
33 Project Estimate 1 3.1 0 0 72.22
file 1-6 Actual 1 0 0 0
34 Docume Estimate 1 3.1 0 0
Executive Summary Progress 100%
nt Dev Actual 1 0 0
35 Docume Estimate 1 3.1 0 0 0
Progress Presentation
Estimate 4 4 4 4 4 4 4 4 4 4 4 2 1 44 88
Project Meetings
Actual 1 0 0
36 Estimate 1 3.1 0 0 0
Delivery Project File
Actual 1 0 0 0
74
Appendix F
Project Miscellaneous Costs
Total Balance
Budgeted Over/Und
Stationary QTY Item CostCost Actual Costs er
Project Folder 1 $10.00 $10.00 10 $0.00
Design Folders 4 $4.00 $16.00 $16.00
Work Books 4 $1.50 $6.00 6 $0.00
Printing 200 $0.10 $20.00 20 $0.00
Misc 1 $20.00 $20.00 $20.00
Spaghetti
Trial 5 $5.00 $25.00 10 $15.00
Construction 5 $5.00 $25.00 10 $15.00
Glue
Trial 5 $5.00 $25.00 30 -$5.00
Construction 5 $5.00 $25.00 10 $15.00
Transport
Container 1 $30.00 $30.00 0 $30.00
Packing material 1 $20.00 $20.00 0 $20.00
Car Expense 1 $50.00 $50.00 30 $20.00
Misc
Masking tape 2 $4.00 $8.00 1.5 $6.50
Misc 1 $50.00 $50.00 10 $40.00
Total Budgeted Costs $322.00

Total Actual Costs 137.5
Balance Over/Under $184.50
75
Appendix G
Risk Register
76
Risk Register Template

Risk Identification Risk Analysis and Evaluation Re-Evaluate
Residu Residual
Maximum Controls New Control Risk
Control Severit Likelihoo al Risk Risk Control Severit Likelihoo Risk Risk
Strategic Driver Risk Issue Risk Owner Event Causes Control Owner Foreseeable Implemented Trigger if Assessme Participants
Trigger y d Rating Action Plan y d Rating Evaluation
Loss (MFL) Date Applicable nt No.
(RRR) (RRR)
People Project member M Alexander Project member is Hit by moving N Andrews No Trigger, Project Store all project files Cloud base server N/A M Alexander No further
incapacitated for entire killed, injured or vehicle controls to be schedule on a cloud based set up on 18/3/2016 controls required
project sick to the level Succumb to a implemented overdue by 5 server.
that prevents virus or disease asap days
5 2 10 5 1 5
him/her from Ensure all
performing project deliverables have a
work back up person
responsible
Project file Loss of hard copy M Alexander Project member Project file is left A George Implement Project Store all project files Cloud base server N/A No further
project file loses the project on public immediately schedule on a cloud based set up on 18/3/2016 controls required
4 3 12 4 1 4
file transport overdue by 5 server
days
Project file Manager unable to N Andrews Project file is not Project file is left N Andrews Implement Could impact Have contact details Need to look into
identify project available upon at home immediately final project for each member. lockers
progress managers request Project score Project coordinator
Coordinator to contact other
unable to make it members to collect
3 3 9 3 3 9
to class file
Look at storing file
in locker on campus
Budget cost of project M Alexander budget estimates Unexperienced Possible Link budget to gantt 25/03/2016 No further
exceeds estimate not realistic in project members impact on final chart controls required
planning stage developing grade As a team develop
budget Financial risk to gantt chart as best
3 4 12 3 1 3
business as possible
Use of multiplier of
3.14 to provide
buffer
Budget cost of project N Andrews Labor hrs or Project M Alexander Implement Possible Link timesheets to No further
exceeds estimate materials cost not coordinator not immediately impact on final budget and track controls required
managed during managing costs grade budget versus
project life cycle Lack of 3 4 12 Financial risk to actual 3 1 3
experience or business Add topic to project
forgetting to minutes template
Safety Project member super A George Project member using superglue M Alexander Prior to Project Risk assessment to No further
glues hand to object requiring first aid to bond spaghetti evaluation of member is be completed prior controls required
from doctor together designs incapacitated to construction.
3 3 9 for a few days Project members to 3 1 3
Possible use latex gloves
construction during construction
delays
Safety Dust Inhalation Respiratory Sanding joints N Andrews Based on Minimal Team members No further
exposure during identifying required to wear controls required
construction of requirement dust masks
bridge during 2 3 6 Team members 2 1 2
construction required to
testing phase complete Risk
assessment
Safety Cuts Contact with Sanding joints Based on Possible Risk Assessment to No further
moving machinery during identifying laceration or be completed prior controls required
construction of requirement loss of digit to using electrical
bridge using during sander
electrical sander construction
testing phase Use of two people
4 3 12 4 1 4
at all times when
sander is in use
Wearing leather
gloves
Safety Cuts Skin contact with Using sharp Based on Damage to Team members to No further
Blade knife or scissors identifying hand or foot wear gloves and controls required
to cut spaghetti, requirement requiring enclosed footwear.
can slip and cut during 3 3 9 sutches Training on safe 1 3 3
operators hand construction use of knives prior
or be dropped on testing phase to using
foot
Safety Electrical Electrocution Using faulty Based on Loss of life Risk Assessment to No further
whilst using equipment or identifying be completed prior controls required
sander working near requirement to using electrical
water, cause during sander
electrical construction
equipment to testing phase Equipment
short inspected by
5 4 20 competent team 5 1 5
member - inspect
lead
Ensure safety
switch electrical
circuit working
Work in dry
environment
77
Safety Electrical Electrocution Using faulty Based on Loss of life Risk Assessment to No further
whilst using equipment or identifying be completed prior controls required
sander working near requirement to using electrical
water, cause during sander
electrical construction
equipment to testing phase Equipment
short inspected by
5 4 20 competent team 5 1 5
member - inspect
lead
Ensure safety
switch electrical
circuit working
Work in dry
environment
Safety Chemical exposure Inhalation of Constructing Implemented Possible Team members to No further
chemical fumes bridge using glue before bridge poisoning and read material safety controls required
in a non construction hospitilsation data sheets before
ventilated room using any glue
3 4 12 3 1 3
All work to be
carried out in a well
ventilated area
Schedule Project missing N Andrews Schedule not Inexperienced Implemented Project not Develop schedule No further
deadline accurate project members immediately delivered as accurately as controls required
developing ontime possible
schedule Use 3.14 multiplier
on all tasks as all
5 4 20 5 1 5
new
Check and update
schedule every
week during project
meeting
Schedule Project missing Actions or tasks Project Implement Project misses Minutes to be taken No further
deadline missed members immediately key milestones and sent to all controls required
forgetting their project members.
tasks Project member is
Project 4 3 12 to ensure tasks are 4 1 4
members not to check minutes to
clear on tasks/ ensure tasks are
responsibilities completed
Project file Document control document version Project M Alexander Implement Project delivers Develop a 18/03/2016 No further
mixed members immediately wrong document control controls required
working on information to plan
wrong version of client
5 4 20 5 1 5
document
Wrong version
delivered to
client
People Project missing Team motivation Conflict, poor Project not Have weekly 18/03/2016 No further
deadline deteriorates guidance, one delivered meetings where controls required
member not ontime everyone updates
doing any work, on their progress
stress 4 2 8 Provide 4 1 4
encouragement as
much as possible to
others to keep
morale up.
Performance Project progressing in Project scope not Project Implement Project does Clarify No further
Criteria wrong direction defined properly members immediately not deliver on understanding of controls required
during planning misinterpret clients scope scope with project
stage scope, and don't 5 2 10 manager. 5 1 5
ask for
clarification from
Project Manager
People Project delayed Poor Project manager Project misses Identify time No further
communication not responding key milestones manager is controls required
or unavailable to available.
clarify or approve Schedule work
items in project 3 4 12 around delay 3 1 3
Inform manager of
project risk to
business if not
responding quickly
People Expectations for Project manager Manager may be No further
project change is replaced promoted, controls required
sacked or
3 1 3 3 1 3
replaced during
course of project
life
Project file Quality Document not Each team Implement Project failure, Develop a quality No further
standard member using immediately as document plan controls required
own formatting manager/client
5 3 15 5 1 5
rules will only accept
certain
formatting
Project file Poor management Team members Project failure, Develop document No further
not complying as review process controls required
with project manager/client Project coordinator
requirements will only accept to check members
certain work weekly
5 3 15 formatting 5 1 5
Project
requires
standardisation
of all
documents
Performance Transport Bridge damaged Bridge can be Prior to test day Test failure of Obtain packing No further
Criteria prior to test damaged during bridge crate and packing controls required
transit, dropped, material to transport
squashed etc bridge in.
Use of two hands
5 4 20 5 1 5
when carrying
container
Not to stack
anything on top of
container
Safety Struck by Using bridge rig Bridge failing 1 week prior to Severe bruising Project members to No further
when using cart, any testing with or broken toe wear enclosed controls required
causing cart to rig shoes
fall from rig and No project member
strike project to stand near rig
3 3 9 3 1 3
member when cart is in
motion
Risk assessment to
be developed prior
to using rig
Performance Insuffiecient trials Limited access to Rig not set up at Bridge Project team to No further
Criteria rig college for research not schedule work controls required
testing, requires sufficient to around access to
approval from ensure best ensure enough time
project manager 3 3 9 design testing 3 1 3
Bridge not
meeting
performance
requirements
78
Appendix H
Risk Matrix
Likelihood Table
Pt Likelihood level Likelihood of Occurrence / Exposure Criteria
5 Frequent Likely to occur many times per life of project

4 Moderate Likely to occur 2-3 times per life of project
3 Occasional Might occur once during life of project
2 Remote Might occur once in five years (record of incident occurring once)
1 Unlikely Conceivable but improbable occuring during project
Risk level Determination - 5 x 5 Matrix
SEVERITY
Critical Very Serious Serious Marginal Negligible
(5) (4) (3) (2) (1)
25 20
Frequent 15 10 5
Operation not Operation not
(5) High priority Medium Priority Risk acceptable
permissible permissible
20 16
Moderate 12 8 4
Operation not Operation not
(4) High priority Medium Priority Risk acceptable
permissible permissible
LIKELIHOOD
Occasional 15 12 9 6 3
(3) High priority High priority Medium Priority Risk acceptable Risk acceptable
Remote 10 8 6 4 2
(2) Medium Priority Medium Priority Risk acceptable Risk acceptable Risk acceptable
Unlikely 5 4 3 2 1
(1) Risk acceptable Risk acceptable Risk acceptable Risk acceptable Risk acceptable
79
Appendix I
Project Meeting Minutes
Class Engineering Spaghetti Bridge Project Meeting Minutes
Class Engineering Project Meeting Minutes
Date: 01/04/2016
Present: Shane Robinson, Alan George, Neil Andrews, Mitch Alexander
Apologies:
Minute taker: Mitchell Alexander
Next weeks minute taker:
AGENDA
Safety
NIl
Client update or Project Scope change
Previous outstanding actions
Responsible. Due Action Status

date
Neil Andrews 4/4/16 Presentation to client Comp
Neil Andrews 4/4/16 Executive summary to client Comp
Mitch 28/3/16 Update Risk Register
Alexander Comp
Mitch 1/4/16 Project file sect 3.4.6 to 3.4.14 Comp
Alexander
Shane 4/4/16 Project file sect 4.1 In
Robinson progress
Alan George 1/4/16 Logo design for team Comp
Alan George 1/4/16 Initial bridge design research Comp
Work completed
Task Job name Basic summary Person

# Responsible
80
Resources Hours Used

(#) Actual Resource based Planned last week
Key Reasons for not achieving plan:
Work scheduled

# Responsible
Design File Pratt Truss Shane R
Design File Warren Truss Alan G
Design File Warren with Vertical Neil A

Design File Howe Truss Mitch A
Project File Collate Project File Alan G
TOTAL
No. of Resources available next week

Mon Tue Wed Thu Fri
Key risks to schedule

Task Risk
#
Logistics/Other
81
Class Engineering Project Meeting Minutes
Date: 11/04/2016
Apologies:
Minute taker: Mitchell Alexander
AGENDA
Safety
NIl

date
Neil Andrews 4/4/16 Presentation to client Comp
Neil Andrews 4/4/16 Executive summary to client Comp
Mitch 28/3/16 Update Risk Register
Alexander Comp
Mitch 1/4/16 Project file sect 3.4.6 to 3.4.14 Comp
Alexander
Shane 4/4/16 Project file sect 4.1 In
Robinson progress
Alan George 1/4/16 Logo design for team Comp
Alan George 1/4/16 Initial bridge design research Comp
Work completed

# Responsible
Design File Pratt Truss Shane R
Design File Warren Truss Alan G
Design File Warren with Vertical Neil A

Design File Howe Truss Mitch A
Project File Collate Project File Alan G
Hours Used
82
Resources Actual Resource based Planned last week

(#)
Work scheduled

# Responsible
Section 3.5 Engineering Plan Mitch A
Section 3.6- Management and controlling Neil A
3.10.4
Section 4.1 Project Plan Shane R
Section 4.2 Design file Alan G
Section 4.3- If anyone has time All
4.7
TOTAL

Mon Tue Wed Thu Fri

Task Risk
#
Logistics/Other
83
Class Engineering Project Minutes
Date: 18/04/2016
Apologies:
Minute taker: Neil Andrews
AGENDA
Safety
Responsible. Due date Action Status

Section 3.5 Engineering Mitch A Complete
Plan
Section 3.6- Management Neil A Complete
3.10.4 and
controlling
Section 4.1 Project Plan Shane R

Complete
Section 4.2 Design file Alan G Complete
Section 4.3- If anyone All Complete
4.7 has time
Work completed
Task # Job name Basic summary Person

Responsible
Section Engineering Mitch A Complete
3.5 Plan
Section Management Neil A Complete
3.6- and
3.10.4 controlling
84
Section Project Plan Shane R

4.1 Complete
Section Design file Alan G Complete
4.2
Section If anyone has All Complete
4.3-4.7 time

14 14 14
Work scheduled

# Responsible
3D Drawings CAD models of bridge designs All
Material Testing of Spaghetti, glue and trusses All
Testing
TOTAL

Mon Tue Wed Thu Fri
4 4 4 4

Task Risk
#
Logistics/Other
85
Date: 25/04/2016
Apologies:
AGENDA
Safety

date
Mitch A Wk 5 Engineering Plan Complete
Neil A Wk 5 Management and controlling Complete
Shane R Wk 5 Project Plan
Complete
Alan G Wk 6 Design file Complete
Anyone - Section 4.3- Complete
Work completed
Task # Job name Basic summary Person

Responsible
3D Drawings CAD models of bridge designs All
Material Testing of Spaghetti, glue and trusses All
Testing
Hours Used
86
Resources Actual Resource based Planned last week

(#)
8 8 8
Work scheduled

# Responsible
Build Trial Construct a test bridge All
Bridge
TOTAL

Mon Tue Wed Thu Fri
4 4 4 4 4

Task Risk
#
Logistics/Other
87
Date: 02/05/16
Apologies:
AGENDA
Safety

date
All Wk 6 3D drawings complete
All Wk 6 Material test complete
Work completed

# Responsible
Test Bridge Construct a test bridge All
88

8 8 5
Work scheduled

# Responsible
Refine Test Using results from bridge test, make improvements and All
Bridge build another
TOTAL

Mon Tue Wed Thu Fri
8

Task Risk
#
Logistics/Other
89
Date: 09/05/16
Apologies:
AGENDA
Safety

date
All Wk 7 Construct Test bridge complete
complete
Work completed

# Responsible
Refine Test Construct an improved test bridge All
Bridge
90

8 8 5
Work scheduled

# Responsible
80 % Update client on team progress Mitch
completion
report
Begin final Using all gathered data, begin design for final bridge Neil, Shane,
design(s) Alan
TOTAL

Mon Tue Wed Thu Fri
8 8

Task Risk
#
Logistics/Other
91
Date: 16/05/16
Apologies:
AGENDA
Safety

date
All Wk 10 Construct Test bridge complete
complete
Work completed

# Responsible
80 % Update client on team progress Mitch
completion
report
Begin final Using all gathered data, begin design for final bridge Neil, Shane,
design(s) Alan
92

8 8 5
Work scheduled

# Responsible
Build Final Build the final bridge All
Bridge
Complete Gather all documents and complete project file All
Project file
TOTAL

Mon Tue Wed Thu Fri
10 8 8

Task Risk
#
Transporting bridge to Gold Coast
Logistics/Other
93
Appendix J Experimental Data

San Remo Tubular Spaghetti
Diameter Diameter Diameter Avg Qty 50cent Avg Mass Avg Length Radius
Length (mm) (mm) (mm) Diameter Pieces Inc Avg Mass Total Avg (g) (mm) Total Avg Avg Area Avg
Test no. (mm) 1st points 2nd points 3rd points (mm) Span (mm) Basket 50c p (g) Mass (g) Spaghetti Spaghetti Mass (Kg) Force (N) (mm) (m) Stress
1 25.4 2.57 2.51 2.50 2.53 120 23 7.14 164.29 1.69 25.25 0.16 1.61 1.26 5.01147489 0.321
2 25.2 2.62 2.48 2.53 2.54 120 23 7.14 164.29 1.69 25.25 0.16 1.61 1.27 5.07780739 0.317
3 25.3 2.62 2.64 2.60 2.62 120 24 7.14 171.43 1.69 25.25 0.17 1.68 1.31 5.388554 0.312
4 25.0 2.54 2.49 2.51 2.51 120 21 7.14 150.00 1.69 25.25 0.15 1.47 1.26 4.95872289 0.296
5 25.0 2.57 2.61 2.63 2.60 120 23 7.14 164.29 1.69 25.25 0.16 1.61 1.30 5.32021539 0.303
Avg 25.18 2.58 2.55 2.55 2.56 120 22.8 7.14 162.86 1.69 25.25 0.16 1.60 1.28 5.15135491 0.310
San Remo Wholemeal Spaghetti
1 24.6 2.06 2.03 2.07 2.05 120 11 7.14 78.57 0.85 24.3 0.079 0.77 1.03 3.30969956 0.233
2 24.4 2.03 2.03 1.99 2.02 120 10 7.14 71.43 0.85 24.3 0.071 0.70 1.01 3.19255139 0.219
3 24.5 2.02 2.01 1.99 2.01 120 11 7.14 78.57 0.85 24.3 0.079 0.77 1.00 3.16096822 0.244
4 24.8 1.97 1.98 1.99 1.98 120 11 7.14 78.57 0.85 24.3 0.079 0.77 0.99 3.077514 0.250
5 24.1 2.04 1.97 2.04 2.02 120 11 7.14 78.57 0.85 24.3 0.079 0.77 1.01 3.19255139 0.241
Avg 24.48 2.02 2.00 2.02 2.01 120.00 10.80 7.14 77.14 0.85 24.25 0.077 0.76 1.01 3.18665691 0.237
Balducci Spaghetti No.3
1 25.3 1.66 1.62 1.69 1.66 120 9 7.14 64.29 0.64 25.08 0.064 0.63 0.83 2.15446739 0.292
2 25.4 1.63 1.61 1.61 1.62 120 10 7.14 71.43 0.64 25.08 0.071 0.70 0.81 2.05168472 0.341
3 25.3 1.6 1.62 1.61 1.61 120 9 7.14 64.29 0.64 25.08 0.064 0.63 0.81 2.0347985 0.310
4 25.00 1.78 1.62 1.69 1.70 120 10 7.14 71.43 0.64 25.08 0.071 0.70 0.85 2.25976206 0.310
5 25.4 1.62 1.65 1.62 1.63 120 10 7.14 71.43 0.64 25.08 0.071 0.70 0.82 2.0856665 0.336
Avg 25.28 1.66 1.62 1.64 1.64 120 9.6 7.14 68.57 0.64 25.08 0.069 0.67 0.82 2.11727583 0.318
Spaghetti Comparison Averages
Length Avg Diameter Total Avg Radius Avg Area Avg

Name (mm) (mm) Mass (Kg) Force (N) (mm) (m) Stress
Tubular 25.18 2.56 0.163 1.60 1.01 3.18665691 0.310
Wholemeal 24.48 2.01 0.077 0.76 1.01 3.18665691 0.237
No. 3 25.28 1.64 0.069 0.67 0.82 2.11727583 0.318
Avg Diameter Vs Force

1.80
1.60
1.60
1.40
Newtons
1.20
1.00
0.76
0.80 0.67
0.60
0.40
1.00 1.50 2.00 2.50 3.00
Diameter
94
Appendix K Performance Criteria

distance) 1 4 5 5
Total Sum 21 25 24 10
1 Suitability to rig
2 Ease of construction
3 Span - more suitable over longer distances
4 Amount of materials/ weight & Cost
5 Robustness - will it transport
6 Rigidness - how much bracing required to prevent twisting
7 Safety - not deemed relevant
Note: Results based on information found during research, but deemed as a guide only during the
development of this criteria. Team to trial truss styles based mainly on simplicity of construction
over Arch style. Possibility that some arch components maybe required if truss style not effective
during trials.
Performance Criteria of Truss Bridges
Criteria Warren Howe Pratt Waddle

Ease of construction 4 3 3 3
Amount of materials/ weight & 4 3 3 2
Cost
Robustness (will it transport) 5 4 4 3
Sideways stability 5 3 3 3
Force distribution 5 4 4 3
Score
Note: For the performance of Each bridge, 5 is being the very best, 4 is best, 3 Is OK, 2 is not very
and 1 is not the best bridge to be built
Annotations t On Score Annotations (Justification)

Warren Truss
Warren truss is easy to construct but comparing to other bridges this bridge would not use much
material. This bridge will have lowest weight out of all the bridges and that means it will be cost
efficient. This bridge will be easy to transport. If constructed well, without any bends, it will be
95
having good sideways stability. Form the research it can be seen as that this bridge would have
great force distribution comparing to any other bridges.
Howe truss
Howe truss is also easy to construct but comparing to other bridges this bridge would use more
martials than Warren truss. Comparing to other bridges, this bridge will have the same amount of
weight as Pratt but it will be higher than warren truss. This bridge will be easy to transport. If
constructed well, without any bends, it will be having OK sideways stability. Form the research it
can be seen as that this bridge would have good force distribution comparing to any other bridges.
Pratt truss
Pratt truss is also easy to construct but comparing to other bridges this bridge would use more
martials than Warren truss but same as Howe. Comparing to other bridges, this bridge will have the
same amount of weight as Howe but it will be higher than warren truss. This bridge will be easy to
transport. If constructed well, without any bends, it will be having OK sideways stability. Form the
research it can be seen as that this bridge would have good force distribution comparing to any
other bridges.
Waddle Truss
Warren truss is hard to construct and comparing to other bridges this bridge would use a lot of
material. This bridge will have height weight out of all the bridges and that means it will be cost
efficient. This bridge will be not easy to transport. This will not have not much sideways stability.
Form the research it can be seen as that this bridge would have vey poor force distribution
comparing to any other bridges
96
Appendix L Lessons Learnt Register Part A
Problem
Category Id Number Issue Name /Success Details Impact Recommendations
Risk Management
To include a risk
register for all future
Team developed a projects
comprehensive risk Provide training in risk
register and identification and
implemented all mitigation where
1 Risk Register Success necessary controls necessary to staff
minimal as no
Risk register wasn't incidents setup periodic review
reviewed during occurred during meetings during future
2 Risk Register Problem project life cycle project projects
Quality Control
Team developed a
document control
procedure that
provided guidance
to all team members moderate, as Continue to use
as to what to expect control included document control for all
when writing and selecting projects
how to layout each templates etc for Provide awareness
1 Document ControlSuccess page project training to any new staff
Team set up a cloud Medium,

storage file for team prevented any
members to save double up of
their documents. work as each
Thus allowing other team member
team members to could see the Continue to use an
know next section other members online cloud storage for
2 Document ControlSuccess to start on documents file sharing.
Time Management
Recommend to provide
The team was able High - team able extra time in schedule
to build 3 trial to identify early for similar testing of
bridges and test construction unfamiliar designs to
Construction of prior to actual flaws prior to ensure design is ready
1 trial bridges Success testing day client final testing for final testing.
Bridge construction moderate -

not coordinated, possibly more Recommend to include
team members bridges could in future projects a pre
building bridges on have been trialled planning meeting to
Construction of their own ideas not to identify a more discuss and agree on
2 trial bridges Problem as a team efficient bridge trial outcomes.
97
Appendix L Lessons Learnt Register Part B
Problem
Category Id Number Issue Name /Success Details Impact Recommendations
Communication
Management
minor - team
member was able
to build and trial
idea that
Team members highlighted to Set up a project
joked about another other members guidelines on how team
1 Brainstorming Problem team members idea the success members should behave
Team setup a cloud High - provided

based storage for all up to date files
Updating team files for easy access for team to work
2 members Success by all team members on.
Team setup a online Medium - team

communication members could Recommend to
through facebook easily update continue to use
messenger for others or clarify facebook messenger or
Updating team instant information similar online messenger
3 members Success communication quickly app for future projects
Minor - as team Recommend to assign a
Team meeting was dedicated person for
minutes not always communicating each project to be
Team meetings taken and through online responsible for minutes
4 minutes Problem distributed. messenger and distribution.
Scope Management
High - as this
provided an
avenue to
Team reviewed the highlight to client
project scope to update team
during each update on any changes
to ensure that No project scope
project team and creep occurred To continue to highlight
client were still on during life of initial scope with client
1 Scope Creep Success same page project during updates etc
Cost Management
Moderate.
Difficulty in Recommend to develop
future projects to a standard project
Labour hours may identify schedule and budget
not have gone to accurately budget with a linked timesheet
Allocation of appropriate project predictions on that provides a clear
1 hours Problem areas similar projects breakdown.
2
Procurement
Management
98
Appendix M Work Book Structure

99
Construction Procedure
Class engineering, spaghetti

bridge project, section 1
Abstract
Griffith Student
[Email address]
100
Contents
Section 1 Introduction .................................................................................................................... 101
Section 2 Equipment and Materials............................................................................................... 102
Section 3 Preparation .................................................................................................................... 104
Section 4 Construction ...................................................................................................................105
Constructing truss frame ............................................................................................................105
Constructing Bridge ...................................................................................................................... 106
Section A Constructing Box style bridge ................................................................................... 106
Section B Constructing Triangle Style Bridge ............................................................................ 108
Important Safety Instructions
1. Read instructions in entirety before commencing work

2. Keep these instructions for referencing during construction
3. Heed all warnings it is recommended that a risk assessment be completed prior to
undertaking any work
4. Follow all instructions
5. Ensure any work is done in a well-ventilated area
6. Intended for indoor use only
7. Do not use the bridge for other than its intended purpose, as described in this manual.
101
Section 1 Introduction
About this manual:
Please read this manual prior to undertaking any bridge construction.
Conventions used in this manual:
Standard important safety precautions need to be followed
Recommended safety precaution
Standard recommendation
Electrical hazard
Cut hazard
102
Section 2 Equipment and Materials
Qty. Equipment & Material Required

3m Baking paper
1 Garden secateurs (1 per person)
1 Tape measure (mm)
4 Superglue Tarzan shock proof 20ml
1 Digital scales grams capacity 1000g
1 Ruler mm
103
1m Masking tape
1 Large flat work space
1 Hair dryer (cold areas only)
4 Timber blocks 65mm wide length at

least 100mm
1 Spaghetti San Remo Tubular

Packet
1 Pincers
Weights
104
Section 3 Preparation
Steps Description Comments

Step: 1 Identify a clear work table
Ensure table is in a well

ventilated area to avoid toxic
glue fumes
Step: 2 Clear table to ensure flat surface Area needs to be smooth to
allow spaghetti to sit flat on
the table for joining
Step: 3 Place bridge template on bench
Step: 4 Lay 800mm length of baking paper over bridge
template.
Secure baking paper to table with masking
paper Superglue does not stick to
the baking paper
Step: 5 Take 20 lengths of spaghetti and glue them into
pairs
Step: 6 Allow time for glue to dry before continuing Referred to now as double
spaghetti
105
Section 4 Construction
Constructing truss frame

Step: 1 Lay 2 full lengths spaghetti along the top section Trim last piece to fit
2nd length to be layed in
opposite direction to ensure
butt joints do not line up.
Step: 2 Glue top section together Ensure spaghetti is
touching after glueing.
Step: 3 Repeat steps 1 & 2 for bottom section
Step: 4 Take double spaghetti and cut to fit between top
and bottom section and fit to each end
Step: 5 Cut remainder of verticals using the double
spaghetti and fit into frame
Caution advised when
cutting spaghetti as injury to
body may occur
Step: 6 Ensure frame is square and all verticals are
touching top and bottom of frame.
Step: 7 Glue verticals to top and bottom section
Step: 8 Using single lengths of spaghetti, cut lengths to
fit the diagonals
Caution advised when
cutting spaghetti as injury to
body may occur
Step: 9 Ensure all diagonal lengths are touching top and
bottom frame
Step: 10 Glue diagonals to frame
Step: 11 Run lengths of spaghetti along top and bottom

frames where pieces meet
Step: 12 Glue lengths to frame
Step: 13 Run lengths of spaghetti along top and bottom
frame where verticals and diagonals meet frame
Step: 14 Glue lengths to frame
Step: 15 Repeat steps 1-10 to produce the second truss
frame
Step: 16 Allow both frames to dry before proceeding
Note: If constructing a triangle truss bridge, a third
truss is required
106
Constructing Bridge
Section A Constructing Box Style Bridge

Steps Directions Comments
Step: 1 Align timber blocks on paper.
Ensure, the two ends are the same length apart as the
frames
It is easier to have
one full length of
timber for this
section
Step: 2 Place the first frame on one side of the timber and
gently secure with masking tape at ends
More masking tape

in middle maybe
required, use
sparingly as difficult
to remove
Step: 3 Place 2nd frame on other side of timber.
Secure with masking tape
Ensure frames are

aligned before
securing
Step: 4 Referring to the base layout of bridge

Cut lengths of spaghetti and place accordingly in the The lengths can
horizontal position overhang and be
cut back later using
pincers
Step: 5 Lift each piece off and place a drop of glue onto each Extra glue can be
frame and replace added after wards
ontop of each piece
to ensure proper
connection
Step: 6 Cut out and glue the diagonals following same

procedure as the horizontal pieces
Caution advised
when cutting
107
spaghetti as injury
to body may occur
Step: 7 Allow glue to dry
Step: 8 Carefully remove the masking tape and lift bridge away
from the timber
Step: 9 Remove timber from working area
Place bridge onto paper with open end facing up
Step: 10 Check to make sure frames are square (vertical) If using timber
If not, place some timber blocks carefully in-between blocks, ensure they
do not extend
above frame
Step: 11 Cut lengths of spaghetti and place horizontally as
highlighted in top layout
Caution advised
when cutting
spaghetti as injury
to body may occur
Step: 12 Lift each piece off and place a drop of glue onto each
frame and replace
Step: 13 Cut out and glue the diagonals following same
procedure as the horizontal pieces
Step: 14 Allow the glue to dry thoroughly
Refer to superglue
guide for drying
times
Step: 15 Using pincers, carefully trim excess spaghetti from the
bridge
Ensure body parts

are kept clear of
pincers when using
Ensure pincers are

brought together
onto spaghetti
before cutting, as
uneven cutting may
result in damage to
bridge
Step: 16 Weigh bridge to determine final weight
Step: 17 Store bridge away from sunlight in a cool place
Due to the nature of

spaghetti, bridge
will deteriorate and
108
lose strength after

approx. 1 week.
Step: 18 Bridge should now be ready for use
Section B Constructing Triangle Style Bridge

Step: 1 Carefully place the first truss flat
onto the paper
Step: 2 Place the other two trusses on top
of the first truss and angle them in
so they touch at top
Step: 3 Check to make sure everything fits
neatly
All spaghetti is touching
Step: 4 Remove the two trusses
Step: 5 Run a bead of glue along both top
and bottom of first truss, where the
other two trusses will sit
Step: 6 Replace the two trusses into same
position as before
Step: 7 Run a bead of glue along the top
joint between the two vertical
trusses
Step: 8 Allow the glue to dry
Step: 9 On the top join, glue single lengths
of spaghetti
Step: 10 Repeat step 9 for the other two
joins, allowing time to dry in-
between
Completed Box Style Truss Bridge

109
Completed Triangle Style Truss Bridge

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Neil Andrews ANDNRD1601, Mitchell Alexander ALEMJD1601,

3.4.10 Quality Management Plan ..................................................................................................... 25

4.2.5 Detailed Designs ..................................................................................................................... 43

6.1.3 Evaluation of alternatives against the criteria ................................................................... 59

Appendix L Lessons Learnt Register Part B ..................................................................................... 97

Recommendations for future projects:

Final Product test:

Hold a maximum total weight of 5.3kg.

1.1.1 Purpose, Scope and Objectives:

1.1.2 Assumptions and Constraints:

1.1.3 Project deliverables:

1.1.3.3 Documentation: The following documentation is to be delivered.

1.2 Plan evolution:

1.3 Project Charter:

29th February 2016, Client presents Project requirements

2.0 Project Organisation

2.1.2 Identifying Key Stakeholders

Internal stakeholders External stakeholders

Costumer Government Organisation

2.1.3 Key Stakeholders

2.1.4 Stakeholders Analysis

TABLE 4 S TAKE HOLDER LIST

D Human Resources S. Robinson 1 2

E Procurement Officer A. George 2 2

G Finance Officer M. Alexander 4 3

H Design & Build Team N. Andrews, 3 5

TABLE 5 S TAKEHOLDER MATRIX

Stakeholder Concerns Quadrant Strategy

2.1 External interfaces

3. Managerial process plans

3.1 Management objectives and priorities

Class Engineering will apply methods used in class

Deliver a functioning product

Continuous team meetings to bounce ideas of one another

3.2 Start-up plan

3.2.1 Staffing plan

TABLE 6 S TAFFING PLAN

Shane Robinson $200 1-5 3-10

TABLE 7 EMPLOYEE CLASSIFICATION

3.4 Project management plan

3.4.2 Project Management Approach

Project Coordinator; Neil Andrews/ Class Engineers

3.4.3 Project Scope

3.4.4 Milestone list

TABLE 8 MILESTONE LIST

Milestone Description Date

3.4.5 Schedule Baseline and Work Breakdown Structure

See Gantt Chart, Appendix E

3.4.6 Communication Management Plan

TABLE 9 COMMUNICATION P LAN

Comm. Type Disc. Freq. Format Dist. Deliverable/s Owner

Project Team Directory:

PJ Wilson Project pjwi@portal.griffithcollege.edu.au N/A N/A

3.4.7 Cost Management Plan

TABLE 11 COMMUNICATION P LAN

3.4.8 Procurement Management Plan

3.4.9 Schedule Management Plan

3.4.10 Quality Management Plan

3.4.11 Risk Management Plan

3.4.12 Risk Register

Please see appendix G & H of this document.

3.4.13 Staffing Management Plan