System Planning

Planning is the definition and implementation of processes.

The term System planning, as used here, refers to the management of the processes for implementing the Engineer-it strategies.

It is useful to work with a process map e.g. Table 1. The columns are the stages in the Top-down Strategy and the rows represent sub processes.  For example, in a structural design process, main sub-processes are: cost, sustainability and technical assessment.  These are also main sub-processes for re-designing an electricity system.

Table 1 Outline of a project process map

	1. Inception	2. Conception	Production
Project programme	Prepare the project programme	Update the programme Stage 2 review	Update the programme Final review
Input and Briefing	Gather information Prepare the requirements statement (i.e. the project brief)   Requirements statement	Continue to gather information Develop the requirements statement	Use the requirement statement as a main reference in the proc esses'
Concept Design		Options analysis. Propose a solution Options Analysis Report
Sub-process			Outcomes
Sub-process			Outcomes
Sub-process			Outcomes
Project Output	500.00	1.00	Outcomes Verification report

The work of the project is controlled by a programme where tasks are defined and allocated and timelines are established.

The processes move down and across the table, ofen with iterations especially in options analysis, Every outcome results from a process that starts from associated requirements requirements.

Other strategies
Critical thinking Top-down strategy

In his paper (p23) about how he developed a retinal scanner, Doulas Anderson wrote that it was necessary to have ‘a very detailed development plan based upon tackling risk first.’

Items in such a plan include:

• Task descriptions
• Task schedules.
• Manpower schedules
• Reviews

Core actions in preparing a project plan include:

• Break down the work into tasks.
• Estimate the time it will take to complete each task.
• Define the precedence of the tasks, i.e. decide which tasks can be carried out in parallel and which need to be handled consecutively.
• Identify any lead times needed for starting the tasks - e.g. where one needs to wait for information to be delivered.
• Identify critical tasks, i.e. those which if not done on time will cause delay in the overall completion
• Draw up a schedule for the work, typically using a bar chart which shows when each task should start and finish.  Leave some slack in the system to allow for unforeseen circumstances.
• Record progress and update the task times as the work proceeds.

Task Assignment

When assigning a task, take account of (a) the competence of the person who is to carry out the task and (b) the need to train people to do the task.

Reviews

Regular review meetings should be included in the schedule to address

• Progress in relation to the plan
• Progress in relation to meeting the requirements