Problem Solving - 6 - University of Memphis

CIVL 1101

Problem Solving - Chapter 8

1/9

Implementing the Solution

z Many people get stuck in the problem-solving process by analyzing things to death

Evaluate the Solution

Implement the Solution Decide the Course of Action

Generate Solutions Define the Problem

Implementing the Solution

z There are a number of techniques that will facilitate the implementation process

Evaluate the Solution

Implement the Solution Decide the Course of Action

Generate Solutions Define the Problem

Implementing the Solution

Decide

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Evaluate

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Implementation

Approval

z The first step in the implementation process is to get approval from your organization

z Sell your ideas

z Prepare a document to sell your project

z Your report should describe:

y What you want to do y Why you want to do it y How you are going to do it y How your project will benefit the organization

Approval

z Avoid technical jargon z Keep presentation clear and to the point z Make presentation in logical and orderly manner z Be concise z Anticipate questions z Be enthusiastic about your ideas

Implementing the Solution

Decide

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Evaluate

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Implementation

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Problem Solving - Chapter 8

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Planning

z Planning is the most important step in the implementation process

z Consider the following items

y Allocate your time time and resources y Anticipate bottleneck

y Identify milestone y Identity and sketch the pathway to the solution

z A modified KT situation analysis can be useful

Planning

KT Situation Analysis

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Time and Resource Allocation

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KT Potential Problem Analysis

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Planning

z Many people use a personal organizer to keep track of activities and commitments

z We will discuss four types of organization methods:

y Gantt Chart y Coordination and development y Critical path y Necessary resources

Planning

z Gantt Chart - a common way to allocate time to

specific tasks

z "If you don't know where you're going you'll probably end up somewhere else"

Planning

Gantt Chart

July Aug Sept Oct Nov Dec Jan Feb Mar Apr May Task 1 - Literature Review Task 2 - Feasibility Study

Task3 - Development of Prototype

Task4 - Laboratory Study of Prototype

Task4a - Static Flow Task4a - Dynamic Flow Task5 - Data Acquisition

Task6 - Report Preparation

Planning

z Coordinate and Development

z Coordination among various team members is imperative to achieving an efficient solution in the time allotted

z The use of a Development Chart can help guide

the team by assigning various responsibilities to different team members

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Problem Solving - Chapter 8

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Planning Example

z Thanksgiving Dinner - my extended family consists of 25 people

Main Course: Roasted turkey with dressing

Vegetable: Potato: Sauce: Dessert: Beverages:

Green beans with mushroom sauce Sweet potato casserole

Jellied cranberry sauce Pumpkin pie

Coffee, tea, milk, water, wine

clean (0.5 hr), stuff (0.5 hr), cook (7 hr @ 350oF), cool and slice (1 hr)

prep. time (30 min) microwave (30 min)

prep. time (30 min), cook (3 hr @ 350oF)

open can, slice, serve

prep. time (45 min), cook (1 hr @ 425oF)

Planning Example

z Gantt Chart for Thanksgiving Dinner

7 am 8

9

10 11 12

1

2

Turkey Housework

clean stuff

cook, 7 hours @ 350oF clean house

3

4

5 6 pm

cool - serve - slice

Sweet Potato Pumpkin Pie

prep. and bake @ 350oF - keep warm prep. and bake @ 425oF

Green Beans

prep.

microwave - keep warm

Planning

z Critical Path - Organizing critical tasks along

a time line

z Develop an understanding of how one task effects other tasks in the project

z Use extensively in the construction industry

z Constructing a critical path is a dynamic

process

Critical Path Example

z Critical Path for Thanksgiving Dinner

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Critical Path Example

z Critical Path for Thanksgiving Dinner

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Group Problem

Critical Path Group Problem

Page 148

CIVL 1101

Planning

Necessary Resources

z Typically resource are divided into five categories:

y Personnel y Equipment y Travel y Supplies y Overhead

Problem Solving - Chapter 8

4/9

Planning

I. Salaries and Wages A. Principal Investigator, C.V. Camp Summer, 2 month @ 66.67% Extra Compenstation (1 month academic year @11.11%) B. Shahram Pezeshk Summer, 2 month @ 66.67% Extra Compenstation (1 month academic year @11.11%) C. Undergraduate Research Assistant 2 @ $6/hr (1280 hours) Subtotal I

II. Fringe Benefits @ 17.65% of IA+IB

III. Travel

IV. Operating Expenses

V. Subcontract - Dr. Russell Deaton - The Univeristy of Arkansas Total Direct Costs

VI. Facilities & Administration Costs @ 15% MTDC

Total Project Costs

$ 14,925

$

7,462

$ 14,925

$

7,462

$ 15,360 $ 60,134

$

7,903

$

2,000

$ 15,000

$ 37,597 $ 122,634

$ 18,395

$ 141,029

Planning

z Carry Through - all the planning in the world will not

save a poor job of carrying through the chosen solution

z Carry Through Checklist:

y Find the limits of your solution - overestimate or underestimate your assumptions

y Anticipate your solution y Construction of a model our your solution to see if it will work

under simple conditions y Continue to collect information and research your solution y Make sure no physical law are violated y Plan you simulations carefully

Planning

z Revealing the Solution - "It's like peeling an onion"

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Planning

Revealing the Solution z Evaluation - qualitative and quantitative judgements about

how material and methods satisfy problem criteria

z Synthesis - formulation of problem statement and testing

procedures from "fuzzy" situations

z Analysis - break the problem into parts, identify missing,

redundant, and and contradictory information

Planning

Revealing the Solution z Application - organize which set of activities will be

applied

z Comprehension - understanding, manipulation, and/or

extrapolation of information generated or identified in the application step

z Knowledge - remembering previously learned material

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Problem Solving - Chapter 8

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Planning

Follow Up

z Flexibility in an essential trait of problem solvers z Periodically check your progress

"Inspect what you expect"

Planning

Follow Up

Follow the solution plan Proceed on schedule

Stay within budget

Planning

Follow Up

Acceptable quality Still relevant to the problem

Planning

Problems That Change With Time

z Where did the goals come from and why? z Are the goals still appropriate to the problem? z Are you trying to hit a moving target?

Planning

Experimental Projects

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Planning

Experimental Projects

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