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Vacuum Cleaner Project Presentation

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University of Texas, Dallas

University of Texas, Dallas

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  • The new vacuum cleaner prototype will The new vacuum cleaner will

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  • 1. Vacuum Cleaner Project Presented by - Lyn Ding, Jiami Lu. Zhun Ling, Haiyue Yu University of Texas, DallasGreen life, Good life.
  • 2. Executive Summary Features Quiet Beauty Strong Easy Light S-curve GANTT Chart
  • 3. Goals• Exceeds customers’ expectations of the current market• Increase market shareMarketing Research Homeeasy Survey Result Market Share Green Life 5.6% Partner Whole 7.4% Lifejoy Custo 10.5% Microliving 47.8% Helper Clean Homekeeper 28.7% Housework Uza Lightening Noise Suction Power Weight Cord Size
  • 4. Magic Generation 3 “Quiet”: Controlled under 30 dB, the lowest among comparable products in the market. “Strong”: 10 lbs Suction Power, a water inner tank, spray high-temperature steam for deep Chemical free cleaning. “Light”: 5 lbs weight without battery. The battery weights 1.5lbs. “Easy”:  Traditional power cord;  Cordless availability with a long-last rechargeable battery up to 4 hours;  Different suction power levels (automatic switch / manual switch). “Beauty”: Multiple sizes & fashionable color options. Other:  Extended hoses and brushes;  Universal charger for worldwide use;
  • 5. Comparisons Sound Output Pressure(dB) Suction Power(lbs)80 1560 1040 520 0 0 Battery Lifetime(Hours) Weight(lbs) 515 4 310 2 5 1 0 0
  • 6. ForecastBe ready for mass production Market shareafter 12 months 33% 32% 33% 30% 30%Exceed customers’ expectationIncrease market share up to 20.50%30% when it hits the marketKeep 30%-35% market sharefor next 5 yearsBring significant profit andcover the total cost of the Current Year 1 Year 2 Year 3 Year 4 Year 5project in 1 year year
  • 7. SWOT Analysis Experienced design  Potential difficulties in massand engineering team manufacturing External experts hired  High cost generates high price Strengths Weaknesses Opportunities Threats New features meet  Similar products hit thecustomers’ needs market earlier Release of the product  Saturation of products inincreases market share the market
  • 8. WBS1 Project start N/A2 Project planning 2.1 Complete market research and requirements gathering 2.2 Approved project charter and project plan3 Prototype design and test 3.1 Complete 1st prototype design 3.2 Test 1st prototype 3.3 Complete 2nd prototype design 3.4 Test 2nd prototype 3.5 Complete last prototype design 3.6 Test last prototype4 Project Closing 4.1 Complete testing reports gathering 4.2 Ready to mass manufacture 4.3 Project close out
  • 9. Gantt ChartBelow is the Gantt chart, it shows all the tasks in the project andthere dependencies.
  • 10. S-CurveBelow is the Cash Flow S-Curve, it gives the trend of the cash flow duringthe whole project, and also the left one shows detailed amount of moneyneeded in a specific week. Cash Flow Report Cost Cumulative Cost 30000 100000 90000 25000 80000 Cumulative Cost 20000 70000 60000 Cost 15000 50000 40000 10000 30000 5000 20000 10000 0 0 Q1 Q2 Q3 Q4 Q1 2012 2013
  • 11. EVM The EVM shows the Actual Cost, Planned Value and Earned Value, and it also indicates the project status based on time and cost. Earned Value Over Time Report Earned Value Planned Value AC 70000 60000 50000 40000Cost 30000 20000 10000 0 Week 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week Week Q1 Q2 Q3 Q4
  • 12. Risk Analysis Risk Mitigation Category Risk Level Strategy Quality control, High professionalTechnical risks Quality issue consulting Inexperienced team andProject Hire well trained poorly defined keyManagement risks Low employees deliverablesOrganizational Follows up Short of funding Mediumrisks allocated budget Follow up the Policy or regulation issuesExternal risks Low newest regulations
  • 13. Lessons LearnedAlways identify conditions that could lead to delay duringdesign and requirement processIdentify activities within the process that can be performed inparallel which could lead to time savingHave a contingency plan that can be put in to use if any of theactivities threaten to derail the major goal of the projectTry to follow up allocated budget for each activity to seewhether it is used efficiently and effectivelyIf certain situation happens could lead to project delay orexcessively over budget, always report to project managerASAP
  • 14. Thank You!Green life, Good life.