1 / 21

Chapter 2

Chapter 2. Defining the Problem Steps and Decision-Making Skills. Today’s Menu. Defining a problem statement Surveying Existing Designs Customer Needs Writing a literature survey of existing designs is important Understanding the needs of the customer is essential

michaelldavis
Download Presentation

Chapter 2

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Chapter 2 Defining the Problem Steps and Decision-Making Skills ELEC/COEN390

  2. Today’s Menu • Defining a problem statement • Surveying • Existing Designs • Customer Needs • Writing a literature survey of existing designs is important • Understanding the needs of the customer is essential • Actually writing a “good” problem statement is a skill that requires and precise and questioning mind ELEC/COEN390

  3. Today’s Menu - continued • Identifying functional requirements using an Objective Tree • Recognizing constraints and limitations • Using Sketches to illuminate idea • Iterative definition of the problem • Defining a team and a schedule ELEC/COEN390

  4. 2.1 Forming the Problem Statement • A problem statement is a written description of the problem to be solved • Has open-ended >1 solution • Is loosely structured and bound by constraints • Is part of a systems’ context • Is usually accompanied by sketches ELEC/COEN390

  5. Figure 2.1 (Page 28) ELEC/COEN390

  6. 2.1.1 Research and Data Gathering • Information gathering is conducted via traditional sources and reliable web pages • It forms the basis of a literature survey • Conducting surveys among potential users provides a better understanding of the market ELEC/COEN390

  7. ELEC/COEN390

  8. Figure 2.2 (Page 31) ELEC/COEN390

  9. Figure 2.3 (Page 32) ELEC/COEN390

  10. 2.1.2 Eliminating Biases and Overcoming Assumptions • No biases means having a systematic exploration of the whole space of feasible designs Example Designing a mechanical arm that will pick apples from a tree “Why does one need to pick apples off the tree?” (They could be shaken off the tree instead.) “Why do apple trees have to be the shape they are?” (Perhaps the shape of the tree could be modified to make it easier to remove apples.) “Why does the arm have to go up and down with every apple it (The apple could be dropped into a chute or container.) picks?” ELEC/COEN390

  11. 2.1.3 Analyzing Key Phrases • Starting with statements biased by the customer’s and designer’s perceptions & preconceptions • Redefining the problem might uncover the real problem (e.g. tomato picker example) • Shatter habitual patterns of thought, by defining problems in increasing detail • Look for justifications in the problem statement  hint at the real problem • Understand the context in order to arrive at precise problems definition ELEC/COEN390

  12. 2.2 Identifying Functional Requirements • Functional requirements are the “what” of a design NOT the “how” to design • Go from start to end as fast as possible (on the second run) with the cheapest robot (in terms of components used) NOT • Build a robot that goes through a maze twice, mapping the maze on the first run then making use of that information to determine and traverse the shortest route on the second run ELEC/COEN390

  13. In Summary (1/2), • A well-written problem statement is the door to good solution development • Part of defining the problem is: • Reviewing existing designs • Understanding customer requirements • In the final analysis, a well-written problem statement should define the space of acceptable designs ELEC/COEN390

  14. 2.2.1 Using Objective Trees • Successful problem definitions involve breaking a problem into smaller ones • This can be done by constructing an objective tree • An objective tree grows through iterative addition of more details ELEC/COEN390

  15. Figure 2.5 (Page 37) ELEC/COEN390

  16. 2.3 Recognizing Constraints and Limitations The “what” and “how” of a design are shaped in part by the “but” and “however” of constraints and limits ELEC/COEN390

  17. Figure 2.6 (Page 38) ELEC/COEN390

  18. 2.3.1 Using Sketches • Drawing pictures of the problem can help you see the problem from a different perspective • It can illuminate new constraints and limitations that were not apparent before 2.3.2 Clarifying the Problem Over Time • New information is discovered throughout the iterative design process • Discovering problems often leads to corrections ELEC/COEN390

  19. 2.4 Defining a Schedule and Forming a Team • Long-term planning follows problem identification • Team failure often leads to project failure • True mutual dependency is a success key for all the team ELEC/COEN390

  20. Figure 2.8 (Page 41) ELEC/COEN390

  21. In Summary (2/2), • An objective trees is a tool for refining functional requirements • Identifying and incorporating constraints into the problem is important • Visual aides always help • Once the problem is defined, a team and an initial schedule can be formed ELEC/COEN390

More Related