OSSIE Running on GPP with DSP/FPGA on SDR Platform

Group Members: Sehar Shafqat E07-072

Zia-ul-Hassan E07-073 Qudsia atima #a$eria Ghani E07-0!" E07-%2&

CASE Islamabad

'ro(e)t Super$isor : *r+ Shoaib ,hmed 'ro(e)t ,d$isor : *r+ ,sad Mehmood

Table of Contents
Introduction Project Management Process Group Initiating Process Group 1.1 Project C arter 1." Identif# $ta%e older $ta%e older 'egister $ta%e older Management $trateg# Planning Process Group ".1 (e)elop Project Management Plan Project Management Plan "." Collect 'e*uirements 'e*uirement documentation 'e*uirement Management Plan 'e*uirement Traceabilit# Matri+ ".3 (efine $cope Project $cope $tatement ".4 Create -.$ ".5 / (efine 0cti)ities ".! $e*uence 0cti)ities ".1 2stimate 0cti)it# 'esources "., 2stimate 0cti)it# (urations ".3 / (e)elop $c edule ".1& 2stimate Costs ".11/ (etermine .udget Project 4unding 'e*uirement ".1"/ Plan 5ualit# 5ualit# Management Plan 5ualit# Metrics 5ualit# C ec%lists Process Impro)ement Plan ".13 (e)elop 6uman 'esource Plan 6uman 'esource Plan ".14 / Plan Communications Communication Management Plan ".15 Plan 'is% Management 'is% Management Plan ".1! Identif# 'is%s 'is% 'egister "."& Plan Pocurement Procurement Management Plan 3 4 5 ! 1& 11 13 14 14 15 "" "" "5 ", 3& 31 33 33 33 33 33 33 33 34 35 3! 3! 4& 4& 4& 41 4" 44 45 4! 41 43 5& 51 5"

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I7T'8(9CTI87 T8 $('
Software Defined Radio (SDR) is a communication system in which components that have typically been implemented in hardware like mixers, filters, modulators/demodulators, detectors, etc. are implemented in software on a desktop environment or on a embedded system. y usin! this approach same piece of hardware may be used to implement different functions at different times. Development of Software Defined Radio (SDR) technolo!y is a revolution in radio desi!n which promises to produce radios which can chan!e their personality on fly, "t#s a new paradi!m in radio desi!n which provides a framework by which radios can be reconfi!ured dynamically to satisfy user re$uirements. SDR employs repro!rammable si!nal processin! elements maximally and analo! portion is kept at minimum to provide flexible and reconfi!urable device. %his technolo!y is evolvin! rapidly and wireless communication community has reco!ni&ed its advanta!es. Due to which SDR#s have received considerable attention and it is one of the ma'or research acitivities in wireless communication curriculum and industry. (fter the initiation of )%RS pro!ram of the *S Department of Defense , Software communication (rchitecture (S+() has been developed and is a key enabler for SDR technolo!y. S+( is developed to be able to port waveforms across the various radios in the )%RS family. %his architecture assists in the development of SDR while capturin! the benefits of recent technolo!y advances. S+( !reatly enhances interoperability of communication systems and reduces development and deployment costs. y usin! S+(, developers may use any combination of !eneral puropose processor (,--), di!ital si!nal processor (DS-) and field pro!rammable !ate array (.-,() devices within which implementations of an SDR. SDR technolo!y offers several benefits to radio e$uipment manufacturers, service providers and end users like Different radio products can be implemented usin! common hardware platform, allowin! new products to be launched $uickly. Same software may be reused across different radio products which !reatly reduces development cost. /ew features may be added to existin! infrastructure thus reducin! capital expenditures to provide these features. 0nd users will be able to communicate with whomever they will need, whenever they will need and in whatever manner will be appropriate.

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Project Management Process Groups

Initiating Process Group
1.1 1.2 Develop -ro'ect +harter "dentify Stakeholders

Planning Process Group

2.1 2.2 2.4 2.5 2.7 2.8 2.9 2.: 2.; 2.1< 2.11 2.12 2.14 2.15 2.17 2.18 2.19 Develop -ro'ect 3ana!ement -lan +ollect Re$uirements Define Scope +reate 6 S Define (ctivities Se$uence (ctivities 0stimate (ctivity Resources 0stimate (ctivity Durations Develop Schedule 0stimate +osts Determine ud!et -lan =uantity Develop >uman Resource -lan -lan +ommunications -lan Risk 3ana!ement "dentify Risks -erform =ualitative Risk (nalysis Page 4

2.1: 2.1; 2.2<

-erform =uantitative Risk (nalysis -lan Risk Responses -lan procurements

Initiating Process Group

1.1 / (e)elop Project C ater
Project C ater

Page 5

Project Name: ?SS"0 runnin! on ,-- with DS- and .-,( on SDR platform. Date: /ovember 22, 2<1<

Project Manger: Muhammad Zia ul Hassan.

Point of Contact : 0334-5360590

1.

P'8:2CT G80;$

%o deploy the ?SS"0 software on the Davinci platform and writin! proxies for ,-- with DS-/.-,(. %he main rationale of interfacin! is to develop communication between two entirely different protocols. .or example, -rotocol @(# is ,-- dependent, while -rotocol @ # is DSdependent. %his way, we can communicate and mana!e both the technolo!ies. y establishin! the interface between ,-- and .-,(/DS-, ,--#s load has been subdivided. "ncrease of efficiency and enhancement of si!nal processin! can be achieved in this way. %he task of si!nal processin! is done purely by the DS-.

2.

(2;I<2'0.;2$

1 A Runnin! ?SS"0 on the ,-- processor.

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2 A Runnin! of ?SS"0 on the DS- processor 4 B "nte!ratin! both DS- and ,--. 5 A %3S42<dm8558 D"C"/+>" platform. 7 A SDR(Software Defined Radio) board. 8 A -ower board for the SDR. 9 A ?SS"0 amended software. : A *SR- receiver board. ; A *SR- transmitter board. 1< A >andouts/3anuals in 0n!lish only.

3.

$C8P2 (24I7ITI87

1 A %o research about the previous work. 2 A Research about the interfacin! techni$ues of ,-- with DS-/.-,(. 4 A Deployin! of ?SS"0 on the ,-- processor. 5 A Developin! a !eneric code for ,-- and DS-. 7 A "nte!ratin! the code as such that the code is burn in DS- and the functions are called in ,--. 8 A 3ana!in! the communication between them by +?R ( tools. 9 A 6ritin! proxies for .-,(.

4.

P'8:2CT MI;2$T872 1- +ompletion of -lannin!. 2B Deployin! of ?SS"0 on ,-- processor. 3- Deployin! of ?SS"0 on DS- proceesor. 5B "nterfacin! of ,-- with DS- and .-,(.

5.

0$$9MPTI87$= C87$T'0I7T$

%he price of %3S42<D38558 mi!ht chan!e because of inflation or shippin! char!es. %o meet the re$uirement of the pro'ect we have to use the specific model of divinchi platform as specified by the customer. "f for some reasons, it is unavailable in the market then we have to develop alternative , which may take more time +onstraints is that we have to use Divinchi platform model D %3S42<D38558 because of shared

Page 7

memory. 6e have to use *SR- board of fre$uency that is not already used.

6.

'2;0T2( (8C9M27T$

Related Documents are 3anuals of whole pro'ect and trainin! manuals that will !uide the user, how to use the product. "t also include R.-, Scope statement, pro'ect charter, ?= and R%3 etc.

7.

PROJECT MANGER

-ro'ect 3an!er of the pro'ect is 3uhammad Eia ul >assan. >e is responsible for mana!in! and completion of the pro'ect in time. >e controls the >uman Resource and +ost issues as well. .our person are doin! this pro'ect. (nd their skill and roles are !iven below.
Name Role

Muhammad Zia-ul Hassan S!har Sha%&a# (udsia )a#ima -a.aria +hani

Pro !"# Man$!r '!s!ar"h In#!r%a"in$ o% *SP and +PP, In#!r%a"in$ o% +PP and )P+A

Page /

8.

P'8:2CT $C62(9;2

A 3anufacturin! of SDR oard. A Research about the interfacin! techni$ues of ,-- with DS-/.-,(. B "nte!ratin! both DS- and ,-A %3S42<dm8558 D"C"/+>" platform A SDR(Software Defined Radio) board test A -ower board for the SDR. A ?SS"0 amended software A *SR- receiver board. . A *SR- transmitter board. . A >andouts/3anuals in 0n!lish only. 9. BUDGET

(5 6eeks) (2 6eeks) (4 6eeks) (4 6eeks) (2 6eeks) (1 6eek) (5 6eeks) (1 6eek) (1 6eek) (2 6eeks 0

%he ?verall bud!et re$uired for the pro'ect is F27<<<. Summary of the bud!et is %o start the pro'ect 3id of the pro'ect (fter 2 weeks +ouple of weeks before the completion F127<< F97<< F27<< F27<<

10.

ro!al"

-ro'ect 3an!er of the pro'ect is 3uhammad Eia ul >assan. >e is responsible for mana!in! and completion of the pro'ect in time. >e controls the >uman Resource and +ost issues as well. .our person are doin! this pro'ect. (nd their skill and roles are !iven below.
Name Role

*r,Shoaib

Main Ad.isor Page 1

*r Asad Muhammad Zia-ul-Hassan

Sur2!r.isor Pro !"# Man$!r

Initiating Process Group

1." / Identif# $ta%e olders
$ta%e older 'egister

Page 13

$ta%e olders
Dr. Shoaib Dr. (sad Dr. >ammad (hmed Dr. .arrukh Gamran Saleh *sman -ro'ect %eam +(R0 3r. Raheel utta -ro'ect 3ana!er +ustomer +oordinator -ro'ect Supervisor -ro'ect (dvisor SDR oard providin! authority 6orkin! on SDR %rainin! 3an on SDR oard

Po>er ? Interest 6ig Medium ;o>

6ig
Dr. Shoaib Dr. (sad -ro'ect 3ana!er

Medium

;o>
3r. >ammad (hmed

+(R0/3r. Raheel -ro'ect %eam

Po>er ? Interest Grid

Dr. .arrukh Gamran Saleh *sman

Po>er ? Influence 6ig Medium ;o>

6ig
Dr. Shoaib / 3r. >ammad Dr. (sad Saleh *sman

Medium

;o>

+(R0 -ro'ect 3ana!er

Po>er ? Influence Grid

Dr. .arrukh/3r. Raheel -ro'ect %eam

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Influence?Impact 6ig Medium ;o>

6ig
Dr. Shoaib/Dr. (sad 3r .Saleh/-ro'ect 3ana!er 3r. Raheel

Medium
3r. >ammad +(R0 -ro'ect %eam
Influence ? Impact Grid

;o>

Dr. .arrukh

$ta%e older 'egister

$ta%e older name

Dr. Shoaib

(epartment @organiAationB
+0?

Communication T#pe
6eekly 3eetin!s

T#pe of $ta%e older

"nternal

'ole

2+pectation from project +ommunication between the protocols

+ompletion of -ro'ect

-rovide Resources

Dr. (sad 3r. >ammad Dr. .arrukh Saleh *sman -ro'ect %eam +(R0 3r. Raheel utta -ro'ect 3ana!er

(dvisor >ead of Department >ead of 0lectronics %eacher (ssistant

Daily 3eetin!s /il /il Daily 3eetin!s Daily 3eetin!s

"nternal /e!ative /e!ative "nternal "nternal 0xternal 0xternal

%echnical Support /e!ative /e!ative %rainin! +lasses -erformin! -ro'ect Sponsor Geepin! track of pro'ect ?r!ani&in! the pro'ect

+ompletion of -ro'ect +ompletion in time +ompletion in time -romotion

+lient +oordinator

0mails 3onthly 3eetin!s

Daily 3eetin!s

"nternal

Page 12

Initiating Process Group

1." Identif# $ta%e olders
$ta%e older Management $trateg#

Page 13

$ta%e older Management $trateg#

%he stakeholder mana!ement strate!y defines an approach to increase the support and minimi&e ne!ative impacts of stakeholders throu!hout the entire pro'ect life cycle.

7ame Dr Shoaib Dr (sad 3r. >ammad Dr. .arrukh

$trateg# (s shown in the !rid, Dr. Shoaib has power , interest and influence. So this person should be keep satisfied. .rom !rid , we know that Dr. (sad is main supervisor of the pro'ect. So, Dr. (sad should be keep informed durin! the whole pro'ect. %his person have ne!ative influence towards the will of the pro'ect.So this person should be i!nored. Dr. .arrukh has low interest and low influence on the pro'ect. So need to update him is not necessary. -ro'ect %eam includes all the members that perform the pro'ect. So, we need to satisfy them so that pro'ect will complete in time. -erformin! pro'ect as assi!ned and keepin! the stakeholders informed about the results and problems Geep satisfyin! him until the trainin! completed. -rovide deliverables to the re$uired date. -rovide the key deliverable to the re$uired date.

-ro'ect %eam -ro'ect 3ana!er Saleh *sman 3r. Raheel +(R0

Page 14

Planning Process Group

".1 (e)elop Project Management Plan
Project Management Plan

Page 15

I7T'8(9CTI87
$('
Software Defined Radio (SDR) is a communication system in which components that have typically been implemented in hardware like mixers, filters, modulators/demodulators, detectors, etc. are implemented in software on a desktop environment or on a embedded system. y usin! this approach same piece of hardware may be used to implement different functions at different times.

.enefits of $('
SDR technolo!y offers several benefits to radio e$uipment manufacturers, service providers and end users like Different radio products can be implemented usin! common hardware platform, allowin! new products to be launched $uickly. Same software may be reused across different radio products which !reatly reduces development cost. /ew features may be added to existin! infrastructure thus reducin! capital expenditures to provide these features. 0nd users will be able to communicate with whomever they will need, whenever they will need and in whatever manner will be appropriate.

Project Purpose
y establishin! the interface between ,-- and .-,(/DS-, ,--#s load has been subdivided. "ncrease of efficiency and enhancement of si!nal processin! can be achieved in this way. %he task of si!nal processin! is done purely by the DS-. %o deploy the ?SS"0 software on the Davinci platform and writin! proxies for ,-- with DS-/.-,(. %he main rationale of interfacin! is to develop communication between two entirely different protocols. .or example, -rotocol @(# is ,-- dependent, while -rotocol @ # is DS- dependent. %his way, we can communicate and man!e both the technolo!ies.

Page 16

P'8:2CT M070G2M27T 0PP'80C6

%he -ro'ect 3ana!er, 3r 3uhammad Eia ul >assan has the overall authority and responsibility for mana!in! and executin! this pro'ect accordin! to this -ro'ect -lan and it Subsidiary 3ana!ement -lans. %he pro'ect team will consist of personnel from as desi!ned by -.3.

P'8:2CT $C8P2
%he scope of the pro'ect is to interface ?SS"0 runnin! on ,-- with DS- and .-,(, on an SDR platform. .or this purpose, first we try to search out the specific models of !pp, dsp and fp!a. (nd then we manufacture the SDR platform. (fter the manufacturin! of the SDR platform, we will try to interface the ,-- and DS-. %hen we will cross compiled the source files of ?SS"0 software that are available at the open embedded site. .irst we cross compiled it for ,-- only. %hen we !enerate the binary file of the compiled file and transfer it to the memory of the ,-- via /.S techni$ue. (fter all this, we 'ust simple try to write the protocol throu!h which ,-- and DS- will communicate with each other. (fter this we will pass the si!nal to ,--, ,-- will transfer this si!nal to the DS- for di!ital si!nal processin! . DSwill send back the processed si!nal back to the ,--. >ere, ,-- is controllin! all the mana!ement process. y this, we can communicate between two entire different protocols. .or example, -rotocol @(# is ,-- dependent, while -rotocol @ # is DS- dependent. %his way, we can communicate and man!e both the technolo!ies.

MI;2$T872 ;I$T
Milestones
+ompletion of -lannin! (eli)erables -ro'ect 3ana!ement plan. Scope baseline Schedule baseline +ost performance baseline =uality matrices Runnin! of the test waveform Runnin! of the %est waveform

Deployin! of ?SS"0 on ,-processor. Deployin! of ?SS"0 on DSprocessor. "nterfacin! of ,-- with DS- and .-,(.

-assin! a si!nal to ,-- and !et the processed si!nal throu!h DSPage 17

$C62(9;2 .0$2;I72 07( -8'C .'20C(8-7 $T'9CT9'2

%he schedule baseline and work breakdown structure (6 S) is created in 3icrosoft -ro'ect. 3s pro'ect file is attached with this file.

P'8:2CT C607G2 C87T'8; P'8C2$$

"f -ro'ect mana!er sees any variances in the pro'ect keepin! in view the baselines i.e. +ost, Schedule, Scope baselines. -3 will call a meetin! and then those variances will be discussed and usin! the standard rules and procedures in ?-( further action will be taken. ud!et forecast and $uality checks processes may be taken into account to minimi&e the effect of chan!es.

Cost .aseline
%he cost performance baseline will be mana!ed by presentin! the finance department with weekly audit reports so that a check is applied over the cost of the pro'ect and possible variances. "t will be decided by the pro'ect mana!er how much variance is acceptable for a certain task, if the variances are lar!e the pro'ect mana!er will call an immediate meetin! of the pro'ect team members and will try to find out the reason for such variances if he find the issue to be too complex to handle then a meetin! involvin! the or!ani&ation#s hi!h ups will be arran!ed and all possible solutions includin! the increase in pro'ect fundin! will be discussed but only as a last resort.

$cope .aseline
"t will be the responsibility of the pro'ect mana!er to look into the performance of the team members and assess their tasks assi!ned to verify their scope, in case of any variances the team will be directed to chan!e their line of action, no such variances can be assi!ned because it is an issue of serious nature because scope variances directly affect the cost and schedule. (s the pro'ect pro!resses, chan!in! pro'ect scope can be fatal so avoidin! the scope chan!es and chan!in! the workin! method is recommended.

$c edule .aseline
%he pro'ect mana!er will lead the team and it will be his responsibility to complete the tasks on time, for this purpose the pro'ect mana!er will call weekly meetin!s with the pro'ect team to assess their performance and will try to find out if the problems in the due completion of the tasks, the team leader is bound to send performance reports daily or after 2 days dependin! upon the nature of the task. -ro'ect mana!er will take care of the staff. *sin! interpersonal skills, -.3 will do conflict mana!ement and will

Page 1/

keep the team on board and unite. "f some sort of problems are comin! in the pro'ect the pro'ect mana!er will look into them and if they are out of his control then a meetin! will be called and all possible solutions will be discussed includin! some extra time for the completion of a task. (nd after than the desired stakeholders will be taken into confidence. *sin! communication mana!ement plan keepin! the desired stakeholders updated as asked and ordered. "n case of continuous failures to meet the deadlines some sort of chan!e in the current setup of the pro'ect team will be initiated which mi!ht include replacement of team members and the team leader as well but that would be in inevitable circumstances

P'8:2CT $C8P2 M070G2M27T P;07

%his pro'ect is carried out in order to convert SDR board into a complete S+( compliant platform by !radually makin! all of the hardware pieces S+( compliant. ( lo!ical step for this purpose will be to make di!ital si!nal processor (DS-) and .-,( available on SDR board, S+( compliant. %here may be two ways to proceed in this directionH one is to add device proxies of DS- and .-,( by encapsulatin! drivers of DS-/.-,( in S+( device abstraction. "n this approach, +?R ( actually runs on ,-- and all of the devices communicate throu!h it.

Project 2+clusions
6hen protocols would be executed simultaneously, the runnin! of these protocols on the D"C"/+>" platform is our main scope of the pro'ect but if we don#t run out of time then we will implement this on SDR and transmit the si!nals with the help of *SR-

Project 0ssumptions
/o bi! chan!es in scope and time line are expected. 3ana!ement and en!ineerin! staff will be readily available.

Project Constraints
-ro'ect due in one year. -ro'ect cost is not to be hi!her than Rs. 2<3illion. 6e have to use Divinchi platform model D %3S42<D38558 because of shared memory.

0cceptance Criteria
%he definitions of acceptance criteria can si!nificantly increase or decrease pro'ect costs and $uality costs. %his pro'ect acceptance criteria includesI -erformance Re$uirements

Page 11

Documentation for obtainin! the -ro'ect (cceptance (!reement is approved. %he pro'ect is ali!ned with the /ext,en needs, !oals and ob'ectives. %he technical $uality standard is ade$uate. %he schedule is ade$uate and consistent with cost, risk and mission !oals. Deliverables includin! bud!et are ade$uate and available. (de$uate inte!ration plans and procedures are completed for the SDR system. Developed component, subsystem, and system test results form a satisfactory basis for approval. ?b'ectives obtained within a!reed tolerable risk level %he interfacin! procedures and work flow have been clearly defined and documented. >andouts/3anuals !ive appropriate understandin! in the interfacin! and safety procedures.

-.$
6ork breakdown structure (6 S) is created in 3icrosoft -ro'ect. 3s pro'ect file is attached with this file.

-or% Performance Measurement

%he en!ineerin! staff and contractors will develop analytical models to predict the performance of the 0xecution of ?SS"0JD03? waveform on ,-- of D38558. Systems en!ineerin! will coordinate these efforts and to the extent possible will inte!rate these analyses to provide endBtoBend modelin! of the total system performance. %hese analyses will be repeated as the desi!ns develop to provide improved performance predictions and to allow ad'ustments in error bud!ets, interfaces, and desi!n re$uirements .

$C62(9;2 M070G2M27T P;07

-ro'ect schedules will be created usin! 3S -ro'ect 2<<9 startin! with the deliverables identified in the pro'ect#s 6ork reakdown Structure (6 S). (ctivity definition will identify the specific work packa!es which must be performed to complete each deliverable. (ctivity se$uencin! will be used to determine the order of work packa!es and assi!n relationships between pro'ect activities. (ctivity duration estimatin! will be used to calculate the number of work periods re$uired to complete work packa!es.

Page 23

Resource estimatin! will be used to assi!n resources to work packa!es in order to complete schedule development. ?nce a preliminary schedule has been developed, it will be reviewed by the pro'ect team and any resources tentatively assi!ned to pro'ect tasks. %he pro'ect team and resources must a!ree to the proposed work packa!e assi!nments, durations, and schedule. ?nce this is achieved the pro'ect sponsor will review and approve the schedule and it will then be base lined. 3S pro'ect document file is attached to this file which contains all the scheduled activities.

C8$T M070G2M27T P;07

%he -ro'ect 3ana!er 3r. 3uhammad Eia ul >assan will be responsible for mana!in! and reportin! on the pro'ect#s cost throu!hout the duration of the pro'ect. Durin! the monthly pro'ect status meetin!, the -ro'ect 3ana!er will meet with mana!ement to present and review the pro'ect#s cost performance for the precedin! month. -erformance will be measured usin! earned value. %he -ro'ect 3ana!er is responsible for accountin! for cost deviations and presentin! the -ro'ect Sponsor with options for !ettin! the pro'ect back on bud!et. %he -ro'ect Sponsor has the authority to make chan!es to the pro'ect to brin! it back within bud!et,

+osts for this pro'ect will be mana!ed in the 6ork reakdown Structure (6 S). +ontrol (ccounts (+() will be created at this level to track costs. 0arned Calue calculations for the +(#s will measure and mana!e the financial performance of the pro'ect. (lthou!h activity cost estimates are detailed in the work packa!es, the level of accuracy for cost mana!ement is at the fourth level of the 6 S. +redit for work will be assi!ned at the work packa!e level. 6ork started on work packa!es will !rant that work packa!e with 7<K creditH whereas, the remainin! 7<K is credited upon completion of all work defined in that work packa!e. +osts may be rounded to the nearest dollar and work hours rounded to the nearest whole hour.

$ubsidiar# Plans
Plans Re$uirement 3ana!ement -lan =uality 3ana!ement -lan >uman Resources 3ana!ement -lan +ommunications 3ana!ement -lan 'eference 7o. 2.2 2.12 2.14 2.15

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Risk 3ana!ement -lan -rocurement 3ana!ement -lan -rocess "mprovement -lan

2.17 2.2< 2.12

Planning Process Group

"." Collect 'e*uirements
'e*uirement (ocumentation

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'e*uirement (ocumentation

#ta$e%ol&er Dr Shoaib

Re'(irement "n time +ompletion and -roduct as demanded usin! resources efficently

)nfl(ence >ead of ?r!ani&ation

Priorit* >i!h

Acce tance Criteria 3eetin! the expectations of customer and best utili&in! of the resources and keepin! the cost as low as possible within $uality constraints 3onitorin! the deliverables and sub processes , verifyin! the $uality standards and its implementation.

3r. Raheel

3onitorin! and checkin! the work and the deliverables accordin! to $uality standards and +ustomer needs, 0xpectin! that procedures have been followed correctly.

(cceptin! a product. >as !reat influence on the pro'ect. "f $uality not met than Deliverables

>i!h

Page 23

are useless.

3. Eia ul >assan

"mplementation of the work to produce deliverable and 0xpectin! to do in !iven time providin! the bud!et as 0xpert of his Department. 0xpectin! to deal with a !ood cooperatin! team. ,ivin! the opportunity of business and expectin! $uality standards bein! met as asked in producin! deliverables

>andlin! the pro'ect and dealin! with situations %echnical work support and expert.

3edium

"n time +ompletion usin! lest cost and meetin! customer satisfaction. -erformin! the tasks and producin! technical output as demanded. -roduct which is +heap, /ot fra!ile, -ower efficient and meetin! the $uality standards prevalent in market. Doin! work as demanded wholeheartedly

Saleh *sman

3edium

+(R0

(wardin! the >i!h -ro'ect with best ouput/Services and consumin! less cost. Doin! the work as asked. Low

%eam 3embers

+ompletin! the work as assi!ned

Page 24

Planning Process Group

"." Collect 'e*uirement
'e*uirement Management Plan

Page 25

Purpose
6e have undertaken this pro'ect to benefit people. "f talkin! about the benefit of this pro'ect, the main benefit is that we would able to communicate between different protocols. .or example, in board prospective, -rotocol @(# is ,-- dependent and -rotocol @ # is DS- dependent and in this way, we can communicate and mana!e both the technolo!ies i.e. ,S3 and +D3(. y doin! this, limits of communications will come to an end and it will handle the si!nal#s traffic efficiently. (nother benefit is that this system handles more users at a time. So it will reduce the call rates as well.

8bjecti)es
%he ,--#s load can be subdivided by establishin! the interface between ,-- and .,-(/DS- and by the establishment of this interface, efficiency and enhancement of si!nal processin! can easily be achieved. DS- will be responsible for the task of si!nal processin!. %o learn ?SS"0 software for deployment on Davinci platform. %o learn ways of writin! proxies (Device drivers) for DS- and .-,( -assin! two numeric numbers / si!nals (as an ar!ument) from ,-- to DS-/.-,( and !et the result of any arithmetic operation performed on them.

5ualit# 'e*uirements
-+ desi!n of SDR oard

Page 26

Solderin! Standard =uality of -+ used Serial +able =uality >i!h performance -+ Lon! 0thernet +able >i!h Speed "nternet

Project 0ssumptions
/o bi! chan!es in scope and time line are expected. 3ana!ement and en!ineerin! staff will be readily available.

Project Constraints
-ro'ect due in one year. -ro'ect cost is not to be hi!her than Rs. 2<3illion. 6e have to use Divinchi platform model D %3S42<D38558 because of shared memory.

0cceptance Criteria
%he definitions of acceptance criteria can si!nificantly increase or decrease pro'ect costs and $uality costs. %his pro'ect acceptance criteria includesI -erformance Re$uirements Documentation for obtainin! the -ro'ect (cceptance (!reement is approved. %he pro'ect is ali!ned with the /ext,en needs, !oals and ob'ectives. %he technical $uality standard is ade$uate. %he schedule is ade$uate and consistent with cost, risk and mission !oals. Deliverables includin! bud!et are ade$uate and available. (de$uate inte!ration plans and procedures are completed for the SDR system. Developed component, subsystem, and system test results form a satisfactory basis for approval.

Page 27

?b'ectives obtained within a!reed tolerable risk level %he interfacin! procedures and work flow have been clearly defined and documented. >andouts/3anuals !ive appropriate understandin! in the interfacin! and safety procedures

Training 'e*uirement
*nderstandin! of ?SS"0 software SDR oard understandin! +ross compilation of ?SS"0 *nderstandin! of /.S tools Learnin! of L"/*M 3emory *sua!e of D38558

Page 2/

Planning Process Group

"." Collect 'e*uirements
'e*uirement Traceabilit# Matri+

'e*uirement Traceabilit# Matri+

Clause

'4P

Proposal

Contract

Planning

'elated Page 21

'eference $tart date Completion date .udget 0cceptance Criteria $cope Termination 0ssumptions Constraints 1 5 3

'eference

'eference
1 1

'eference Clauses
"

1.1

".11 ".4=".1" ".4=".1"

".3 4
3 3

".3

".3 ".3

".4=".1" ".4=".1"

Page 33

Planning Process Group

".3 (efine $cope
Project $cope $tatement

Project $cope
%o interface ?SS"0 runnin! on ,-- with DS- and .-,(, on an SDR platform.%he scope of the pro'ect is to interface ?SS"0 runnin! on ,-- with DS- and .-,(, on an SDR platform. .or this purpose, first we try to search out the specific models of !pp, dsp and fp!a. (nd then we manufacture the SDR platform. (fter the manufacturin! of the SDR platform, we will try to interface the ,-- and DS-. %hen we will cross compiled the source files of ?SS"0 software that are available at the open embedded site.

Page 31

.irst we cross compiled it for ,-- only. %hen we !enerate the binary file of the compiled file and transfer it to the memory of the ,-- via /.S techni$ue. (fter all this, we 'ust simple try to write the protocol throu!h which ,-- and DS- will communicate with each other. (fter this we will pass the si!nal to ,--, ,-- will transfer this si!nal to the DS- for di!ital si!nal processin! . DS- will send back the processed si!nal back to the ,--. >ere, ,-- is controllin! all the mana!ement process. y this, we can communicate between two entire different protocols. .or example, -rotocol @(# is ,-- dependent, while -rotocol @ # is DS- dependent. %his way, we can communicate and man!e both the technolo!ies.

Project 2+clusions
6hen protocols would be executed simultaneously, the runnin! of these protocols on the D"C"/+>" platform is our main scope of the pro'ect but if we don#t run out of time then we will implement this on SDR and transmit the si!nals with the help of *SR-

Project 0ssumptions
/o bi! chan!es in scope and time line are expected. 3ana!ement and en!ineerin! staff will be readily available.

Project Constraints
-ro'ect due in one year. -ro'ect cost is not to be hi!her than Rs. 2<3illion. 6e have to use Divinchi platform model D %3S42<D38558 because of shared memory.

0cceptance Criteria
%he definitions of acceptance criteria can si!nificantly increase or decrease pro'ect costs and $uality costs. %his pro'ect acceptance criteria includesI -erformance Re$uirements Documentation for obtainin! the -ro'ect (cceptance (!reement is approved. %he pro'ect is ali!ned with the /ext,en needs, !oals and ob'ectives. %he technical $uality standard is ade$uate. %he schedule is ade$uate and consistent with cost, risk and mission !oals. Deliverables includin! bud!et are ade$uate and available. (de$uate inte!ration plans and procedures are completed for the SDR system. Developed component, subsystem, and system test results form a satisfactory basis for approval. ?b'ectives obtained within a!reed tolerable risk level

Page 32

%he interfacin! procedures and work flow have been clearly defined and documented. >andouts/3anuals !ive appropriate understandin! in the interfacin! and safety procedures.

Page 33

Planning Process Group

".4 Create -.$
3S pro'ect file is attached.

".5 (efine 0cti)ities

3S pro'ect file is attached.

".! $e*uence 0cti)ities

3S pro'ect file is attached.

".1 2stimate 0cti)it# 'esources

3S pro'ect file is attached.

"., 2stimate 0cti)it# (urations

3S pro'ect file is attached.

".3 (e)elop $c edule

3s pro'ect file is attached.

".1& 2stimate Costs

3s pro'ect file is attached.

Page 34

Planning Process Group

".11 (etermine .udget
Project funding 'e*uirements

Page 35

Project 4unding 'e*uirements

%he ?verall bud!et re$uired for the pro'ect is F27<<<. Summary of the bud!et is %o start the pro'ect 3id of the pro'ect (fter 2 weeks +ouple of weeks before the completion F127<< F97<< F27<< F27<<

Page 36

Planning Process Group

".1" Plan 5ualit#
5ualit# Management Plan

Project $cope
Page 37

%he ,--#s load can be subdivided by establishin! the interface between ,-- and .,-(/DS- and by the establishment of this interface, efficiency and enhancement of si!nal processin! can easily be achieved. DS- will be responsible for the task of si!nal processin!. %o learn ?SS"0 software for deployment on Davinci platform. %o learn ways of writin! proxies (Device drivers) for DS- and .-,( -assin! two numeric numbers / si!nals (as an ar!ument) from ,-- to DS-/.-,( and !et the result of any arithmetic operation performed on them.

Purpose
%he purpose of this =uality 3ana!ement -lan is to ensure that the pro'ect will satisfy the needs for which it was undertaken. %his =uality 3ana!ement -lan includes Nall activities of the overall mana!ement function that determine the $uality policy, $uality standards, and responsibilities and implements them by means such as $uality plannin!, $uality control, $uality assurance and $uality improvement.

0cceptance Criteria
%he definitions of acceptance criteria can si!nificantly increase or decrease pro'ect costs and $uality costs. %his pro'ect acceptance criteria includesI -erformance Re$uirements Documentation for obtainin! the -ro'ect (cceptance (!reement is approved. %he pro'ect is ali!ned with the /ext,en needs, !oals and ob'ectives. %he technical $uality standard is ade$uate. %he schedule is ade$uate and consistent with cost, risk and mission !oals. Deliverables includin! bud!et are ade$uate and available. (de$uate inte!ration plans and procedures are completed for the SDR system. Developed component, subsystem, and system test results form a satisfactory basis for approval. ?b'ectives obtained within a!reed tolerable risk level %he interfacin! procedures and work flow have been clearly defined and documented. >andouts/3anuals !ive appropriate understandin! in the interfacin! and safety procedures.

Page 3/

5ualit# 'e*uirement
-+ desi!n of SDR oard Solderin! Standard =uality of -+ used Serial +able =uality >i!h performance -+ Lon! 0thernet +able >i!h Speed "nternet

5ualit# 0ssurance
=uality (ssurance is to ensure manufactured and purchased parts meet specified re$uirements. %he sub'ects covered in the $uality assurance will includeI confi!uration control procedures for buildin! waveforms, loadin! kernel, and pro'ect documents used for the fabrication of parts or subassemblies procedures for incomin! inspection of purchased parts to ensure they meet specifications procedures for identification and control of parts in inventory re$uirements to be imposed on contractors who are manufacturin! parts or subassemblies for the pro'ect

5ualit# standards
=uality standards helps us determin! the $uality of our product and process. . 3ost of the times $uality standards are by the customer. "dentifyin! customer about the $uality client needs will be the standards of the or!ani&ation for that particular pro'ect. %he ma'or deliverables of the pro'ect that will be tested for satisfactory $uality level. %he $uality standards and the correctness and completeness criteria established for the pro'ect deliverable. "ncluded are any or!ani&ational standards that need to be followed. %he $uality control activities that will be executed to monitor the $uality of the deliverables. >ow often or when the $uality control activity will be performed.

'oles and 'esponsibilities

Page 31

=uality mana!er will monitor it throu!hout the entire pro'ect accordin! to the re$uirement and schedule. >e will be responsible for assurin! that all the activities carried out under the -ro'ect are within the $uality standards. %he =uality 3ana!er will e$ually be supported by the -ro'ect 3ana!er. %o explain the re$uirements of clients to the sales and marketin! department and identify the ways in which the or!ani&ation can meet them. %o analy&e various business statistics. %o determine the areas of improvement and document them.

Planning Process Group

".1" / Plan 5ualit#
5ualit# Metrics= C ec%lists 0nd Process Impro)ement Plan

Page 43

5ualit# Metrics
-SG si!nal checkin! 3emory usa!e +alculations +ommunication etween ,-- and DS/umber of successful run Latency and delay +alculations

5ualit# C ec%lists
Process
=uality of -+

Good?.ad 5ualit#
,ood (v! ,ood ad ad

+omponents used for si!nals

-SG si!nal +heckin! =-SG si!nal +heckin! 3emory ?verhead

Process Impro)ement Plan

Page 41

-rocess "mprovement plan is re$uired when customer wants some more advancement in the product , service or result. "f the client wants to improve the $uality of product. 6e may follow these stepsI "mprove the communication protocol so that we can efficiently use the device. "mprove the memory capacity of the device. "mprove the speed of the processin! processors. (ttach more accessories to increase the features. Develop the advanced software to use it efficiently.

Planning Process Group

".13 (e)elop 6uman 'esource Plan
6uman 'esource Plan

Page 42

'oles= 'esponsibilities= and 0ut orit#

'ole
3r. 3. Eia ul >assan (-ro'ect 3ana!er) )avaria ,hani

0ut orit#
>as the authority to make chan!e in pro'ect mana!ement plan and the methods of doin! the pro'ect. >as to authority to chan!e the protocol writin! methods between the ,-- and DS- communication. >as the authority re!ardin! pro'ect#s research related issues as the task assi!ned is to do research about the specific issues. ?therwise has limited or no authority re!ardin! pro'ect#s mana!ement affairs. >as the authority re!ardin! the communication related issues between ,-- and .-,(. >as the authority to train on different

'esponsibilit#
Lookin! after the pro'ect#s mana!ement processes, reviewin! the team#s performance and improvin! the processes to increase pro'ect performance efficiency. Lead the %eam about the communication methods and other issues related to memory handlin!. 6henever issue is raised , she should study about the issue.

Sehar shaf$at

=udsia .atima

She has to write the communication method between ,-- and .-,(. "t is her responsibility to handle issue related to them. >e has responsibility to conduct

Saleh *sman

Page 43

workshops re!ardin! learnin! of SDR oard, linux and cross compilin! of software#s for SDR oard. >as no authority re!ardin! pro'ect mana!ement plan .

trainin! as scheduled.

$taffing Management Plan

$taff 0c*uisition
%he team will be selected based upon the needs of the pro'ect. "n this pro'ect, there is a need of electrical en!ineers with speciali&ation in power electronics and have stron! pro!rammin! back!round . Since the or!ani&ation has such workforce so there is no need for outsourcin!.

$taff 'elease
(fter completion of the pro'ect the team members will be sent back into their respective departments. "t is mandatory on them to write a pro'ect experience report and mention the chan!es if needed in the or!ani&ation#s pro'ect conductin! procedure and other en!ineerin! related processes. onus will be !iven to each team member.

Training 7eeds
%rainin! courses will be initiated to train the team and e$uip them with the basic knowled!e so that they can use the software bein! used in the pro'ect.

'e>ards and 'ecognition

?ther than the re!ular pay the pro'ect team members will be paid additionally and also travel expenditures will be paid, because durin! the pro'ect they mi!ht have to travel extensively meetin! the pro'ect stakeholders, conductin! procurements etc. (t the completion of the pro'ect each team member will be !iven a reward in the form of bonus and durin! the pro'ect, fortni!htly pro'ect team performance will be assessed and performance appraisal will be conducted based upon each member#s performance. %he team member#s will be free to express their perception towards pro'ect mana!er.

'egulations= $tandards= and Polic# Compliance

%he team members will report to team leader and can report the pro'ect mana!er if they feel team leader#s performance is not satisfactory in other words only in extreme situations otherwise they will interact with team leader only, but they will not report the +0? directly. %o communicate with +0? and other

Page 44

functional mana!ers only pro'ect mana!er is authori&ed. %he team leader will report the pro'ect mana!er only as accordin! to or!ani&ation#s policies.

Planning Process Group

".14 / Plan Communications
Communications Management Plan

Page 45

Communication Management Plan

Message Status reports, performance reports, pro ect up!ates. Status reports, performance reports, pro'ect updates, individual team member#s performance. Status reports, performance reports, pro ect up!ates. Gey success Deliverables 0udience Dr. Shoaib Met od -resentations, meetin!s. 4re*uenc# 6eekly 3eetin!s $ender -ro'ect 3ana!er

3r. Raheel utta

-resentations, -erformance Reports

3onthly

-ro'ect 3ana!er

Dr. (sad

3eetin!s

Daily meetin!s

(ny 3ember

+lient

3onthly -erformance Reports

3onthly

+0?

Page 46

+ost and ud!et "ssues "ssue lo! +han!e Re$uests

+lient and +0? -ro'ect 3ana!er +0?

+ost performance reports -hone talk 3eetin!s

?ccasionally

-ro'ect 3ana!er

Depends upon the %eam 3ember occurrence of issue 6eekly -ro'ect 3ana!er

Communication Constraints or 0ssumptions

%he -ro'ect 3ana!er will communicate with all the relevant stakeholders includin! the +0? and the customer and will present them with pro'ect performance reports. %he -ro'ect 3ana!er will brin! in notice the cost and schedule performance to the +0?. %he customer will not be briefed about the cost and schedule performance of the pro'ect at all. %eam members will communicate to the +0? or other stake holders throu!h the pro'ect mana!er.

Planning Process Group

".15 Plan 'is% Management
'is% Management Plan

Page 47

'I$C M070G2M27T 0PP'80C6

%he approach we have taken to mana!e risks for this pro'ect included a methodical process by which the pro'ect team identified, scored, and ranked the various risks. %he most likely and hi!hest impact risks were added to the pro'ect schedule to ensure that the assi!ned risk mana!ers take the necessary steps to implement the miti!ation response at the appropriate time durin! the schedule. Risk mana!ers will provide status updates on their assi!ned risks in the biBweekly pro'ect team meetin!s, but only when the meetin!s include their risk#s planned timeframe. *pon the completion of the pro'ect, durin! the closin! process, the pro'ect mana!er will analy&e each risk as well as the risk mana!ement process. ased on this analysis, the pro'ect mana!er will identify any improvements that can be made to the risk mana!ement process for future pro'ects. %hese improvements will be captured as part of the lessons learned knowled!e base.

'I$C I(27TI4IC0TI87
%he -rocess of Risk identification is simple to ease the identification of risk. (ny team member can identify the Risk. .or this purpose, the or!ani&ation environment must be friendly to tackle the risk. ?n the identification, pro'ect mana!er must call the ur!ent meetin! and call the team to brain storm about the risk and its impact. +alculate the cost and time effect of the risk etc.

'oles and 'esponsibilities

Page 4/

-ro'ect 3ana!er chairs the risk assessment meetin!s. -ro'ect team participates in risk assessment meetin!s and members serve as meetin! recorder and timekeeper. Gey stakeholders participate in risk assessment meetin!s. Sometimes key stakeholder N+ustomerO isnot included when risk is internal and not external. -ro'ect Sponsor may participate in risk assessment meetin!s.

.aseline T res olds

%hresholds means that we set the minimum and maximum limit to minimi&e the risk. .or example for the cost and time are shown in table !iven. 'is%s %ime +ost Ma+ 15< days F2<<<< Min 19< days F4<<<< 7ormal 175 days F27<<<

'is%s
>ardware issues of SDR oard (vailability of %rainin! 3an +ost issues /atural Disaster .ever -roblems %ime line of -ro'ect Research "ssues "nflation +lient Dissatisfaction 3arket +onditions 0lectricity -roblems Shipment "ssues

Page 41

'is% Monitoring
(ll the process of Risk monitorin! is done by calculatin! the -robability and impact of the specified Risk. -riorities are assi!ned accordin!ly to all the risks. (nd then handled accordin!ly. %he process of risk monitorin! is done by the usin! Risk Re!ister, which is !iven below in this document. -ro'ect 3an!er usually use risk re!ister to monitor the risk. =ualitative and =uantitative methods are used to find the impact and occurrence probability of the risk . "n the case of identification of new risk, Risk Re!ister is updated accordin!ly. Risk monitorin! will be a continuous process throu!hout the life of this pro'ect. (s risks approach on the pro'ect schedule the pro'ect mana!er will ensure that the appropriate risk mana!er provides the necessary status updates which include the risk status, identification of tri!!er conditions, and the documentation of the results of the risk response.

Planning Process Group

Page 53

".1! Identif# 'is%s

'is% 'egister

'is% 'egister
$tatement 8f 'is% >ardware issues of SDR oard Priorit# >i!h Probabilit# 8<K Possible Causes >ardware failure or wirin! issues Impact +ost and time schedule 'esponse "mprove the hardware implementation techni$ues. Satisfy by payin! extra money or arran!e someone new. 0xtra ud!et must be improved.

(vailability of >i!h %rainin! 3an

;<K

Less -ay

%ime and cost even result in failure of pro'ect +ost Cariance

+ost issues

3edium

27K

"nflation

Page 51

/atural Disaster .ever -roblems ?ver ud!etin!

Low

2K

.loods, earth $uakes etc Ciral (ttack due to season "nflation, poor handlin! of bud!et etc "ncrease value of Dollar in a local re!ion +risis in re!ion

%ime line of pro'ect Schedule baseline

"!nore that risk

Low

1K

"!nore that risk

>i!h

1<K

+lient dissatisfaction, loss in pro'ect profit +ost Cariance

0xtra ud!et must be improved. 0xtra ud!et must be improved or report client about this. 0arly orders of shipment

"nflation

>i!h

2<K

Shipment "ssues

>i!h

7<K

-ro'ect Start will be delayed.

0lectricity -roblems

>i!h

7<K

Low production of a country.

+ost, $uality and time line of pro'ect.

*se !enerators.

Planning Process Group

Page 52

"."& Plan Procurements

Procurement Management Plan

Procure Management Plan

Procurement 0ut orit#
%he procurement authority is assi!ned to the pro'ect mana!er and he can procure the re$uired material for the pro'ect.

'ole of Project Manager

>e will prepare procurement re$uirement document with the consultation of pro'ect team leader. >e will look after the needs of the pro'ect and the thin!s needed to be procured. "t will be the responsibility of pro'ect mana!er to procurements should be timely %he pro'ect mana!er will prepare audit report of the procurements made. (ny constraints and assumptions that could affect planned procurements.

Page 53

Procurement (epartment
%he procurement department has laid down rules for procurements. "t is the responsibility of procurement department to made the thin!s available on time. %he procurement department will ask the authori&ed suppliers about the availability of the components, devices and e$uipment available or not. 3ana!in! multiple suppliers.

$tandard Procurement (ocuments

". $. &. ). Re#uest For Proposal. Re#uest For %uotation. 'en!er (otice. In*itation For Seller+s Initial Response.

$election Criteria
%he selection criteria is depends upon the low cost and rapid production of re$uired -+ #s of SDR board. %he technical capability of or!ani&ation must be stron!. 0xperience will count. %he or!ani&ation must know precisely the need of the $uality of the client or!ani&ation.

;ist
%msdm8558 processors >i!h =uality -+ mounted the re$uired desi!n +onnectin! hardware cables -+ havin! capability to run linux. 6ork stations

Procurement 0ssumptions and Constraints

%he procurements will be on time but as the funds are limited so the procurements should be limited and we have to complete the tasks and responsibilities with the available devices, e$uipments and supplies.

Page 54