Stage 1:

Design Package
Client: EMPACT
Project: Mars Rover Prototype
Date: 02/04/2017

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Contents
1.0 Introduction.............................................................................................................................(3)
2.0 Drawing Package .....................................................................................................................(5)
2.1 Drawing References.. ............................................................................................................... (5)
2.2 Drawing 1 ................................................................................................................................. (6)
2.3 Drawing 2...(7)

2.4 Drawing 3........(8)

2.5 Drawing 4(9)

3.0 Project Specifications ............................................................................................................(11)

3.1 Bill of Materials ...................................................................................................................... (11)
3.2 Summary of Dimensions.....(11)

3.3 Tools Required....(11)

3.4 Rover Body Construction ....................................................................................................... (12)

3.4.1 Cutting Wood Panels ................................................................................................ (12)

3.4.2 Gluing & Screwing of Panels ..................................................................................... (12)

3.5 Rover Bottle Frame Construction & Attachment................................................................... (13)

3.6 Axle & Wheel Construction & Assembly ................................................................................ (13)

3.6.1 Cutting the Wheels/Axles ......................................................................................... (13)

3.6.2 Assembling the Wheels & Axles................................................................................ (13)

3.7 Rover Bottle Top Support Assembly ...................................................................................... (14)

3.8 Strength Testing & Final Inspection ....................................................................................... (14)

4.0 Risk Management Plan .........................................................................................................(16)

4.1 Design Stage ........................................................................................................................... (16)

4.2 Construction Stage ................................................................................................................. (18)

4.3 Testing Stage.(19)

5.0 Tender Evaluation Criteria ....................................................................................................(22)

5.1 Summary of Criteria ............................................................................................................... (22)

5.2 Explanation of Criteria Construction...................................................................................... (22)

6.0 Project Schedule ....................................................................................................................(30)

6.1 GANTT Chart and Schedule .................................................................................................... (30)

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1.0 Introduction
EMPACT,

This document package is UXIs design of a Mars Rover according to the specifications
detailed in your brief. This deign package is made up of the following documents:

Drawing Package
Materials List
Design Procedure
Tender Evaluation Criteria
Risk Management Plan

We at UXI, in the submission of this document, state that the constraints imposed on the design in
your brief have been met, and that all necessary information for the design, tendering and
construction purposes has been provided. We also state that the work enclosed in this design
package is our own.

Regards,

Ben Grassi
Caleb Ng
Sulthoni Effendy
Matt Adams
Jeremy Hatley

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 Drawing Package

Client: EMPACT
Project: Mars Rover Prototype
Date: 02/04/2017
Drawing Revision: 2

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2.0 Drawing Package

2.1 Drawing References

Number Description Page
UXI_R2_3D1 3-Dimensional Side View 6

UXI_R2_3D2 3-Dimensional Top View 7

2-Dimensional View of the
UXI_R2_MR1 8
Rover Body
2-Dimensional View of the
UXI_R2_C1 9
Components of the Rover

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 Project Specifications
Client: EMPACT
Project: Mars Rover Prototype
Date: 02/04/2017

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 3.0 Project Specifications

3.1 Bill of Materials

Material Price Location Rover Component Involved
Wood $5 Bunnings Warehouse Body & Wheels
Threaded Metal Rods $7 Bunnings Warehouse Axles
Velcro $4 Officeworks Bottle Security
Screws $5 Bunnings Warehouse Body
Nuts $3 Bunnings Warehouse Wheel Security
Wood Glue $3 Bunnings Warehouse All

Theoretical price of materials: $27

3.2 Summary of Dimensions

The included drawing package should be referred to for all required
dimensions during the construction, the following table is a summary of the
main rover dimensions.
Dimension Given Value (mm)
Width of Body (excl. wheels) 120
Length of Body (excl. wheels) 300
Height of Body (excl. wheels) 100
Diameter of Wheel 140
Length of Axle 190

3.3 Tools Required

Tool Required Rover Component Involved
Power Drill (including 10mm drill bit) Body & Wheels
Sandpaper Body, Wheels & Axles
Bandsaw OR Circular Saw OR Handsaw Body
Scissors Velcro Supports
Pen/Pencil Body & Wheels
Bow Compass Wheels
Set Square Body
Clamps Body
Hacksaw Axles

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 3.4 Rover Body Construction
3.4.1
Acquire the wood used for the rover body, inspect the material for damage/faults in
the wood that could threaten stability and strength.
Check the dimensions of the wood side panels according to drawing UXI_R2_C1
Using a pencil, ruler and set square, mark out two of the side panels on the
corresponding wood material (of 2mm thickness)
Using a bandsaw (or circular power saw or handsaw if not available) cut out the two
individual blocks of wood, cutting along the outside of the drawn line (this allows for
inconsistences to be sanded down to an even level).
Put these 2 blocks aside, and check the dimensions of the front and back wood
panels according to drawing UXI_R2_C1
Using a pencil, ruler and set square, mark out both the front and back panels on the
corresponding wood material (of 4mm thickness)
Using a bandsaw (or circular power saw if not available) cut out the two individual
blocks of wood, cutting along the outside of the drawn line (this allows for
inconsistences to be sanded down to an even level).
Before the assembly of the panels, mark out the axle holes with a pencil, as
displayed in drawing UXI_R2_MR1, and drill the holes using a drill bit of 1cm
diameter for all 4 panels, making sure the holes line up afterwards.
3.4.2
Once all four wood sides have been constructed, using drawing UXI_R2_MR1as a
reference, encase the front and back panel within the two side panels.
Using a set square and ruler, check the panels are straight and are at 90 degrees to
each other.
Once confirmed, apply wood glue to one edge of the front panel and one edge of
the back panel and attach these to one of the individual side panels
Obtain 2 clamps and secure each of the front and back panels to the side panel until
the glue is dry.
Once the 3 panels are securely connected, apply wood glue to the last free edges on
the front and back panel and clamp the final side panel down, wait until the glue
dries.
Once the glue dries, and the panels cannot be pulled apart with a firm force, using
the measurement locations on drawing UXI_R2_MR1 mark the location of the 8
screws (4 on each of the side panels).
Using an electric screwdriver/drill screw the 8 screws into the side panels.

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 3.5 Rover Bottle Frame Construction & Attachment
Acquire the wood material used for the support beams on the underside of the
rover, inspect for faults/damage on the material that can compromise the structural
integrity.
Check the dimensions of the wood according to drawing UXI_R2_C1
Using a ruler, set square and pencil, outline the dimensions on the wood board, and
cut out desired wood using a bandsaw (or circular power saw if not available).
Once the 3 support beams are cut out, in accordance with drawing UXI_R2_MR1,
mark on the bottom of the side panels the 3 screw points on each side of the rover.
With the rover positioned on its side, one by one place the beams in position and
screw all 3 screws on the same side panel in, then flip the rover over and repeat for
the last 3 screws.

3.6 Axle & Wheel Construction & Assembly

3.6.1
Acquire the remaining wood needed for the wheels, and check the material for
damage and/or faults that could cause the wheels to have an uneven roll.
Check the dimensions of the wheel according to drawing UXI_R2_C1
Using a pencil and compass/protractor sketch the four wheels on the block of wood.
To ensure the wheels are circular use a saw or power tool to cut out a square or
rough shape with the circle inside, then using sandpaper sand down the remaining
edges until it resembles the correct dimensions.
Once cut out, mark a point in the middle of all four wheels, and drill using the same
1cm drill bit as before.
3.6.2
Acquire the bolts used for the axle (if using a threaded rod instead, apply glue to the
end of the bolt and secure a nut to one end), roll the axle along a flat surface to test
for faults and/or bends.
Check dimensions of axle according to drawing UXI_R2_C1
Using a marker, draw lines at correct dimensions and cut bolt to scale using a
hacksaw.
Slide the cut axles through the axle holes made in the rover body, test the axles can
freely rotate within the holes.
If the axles do not fit in the holes, wrap sand paper around a smaller rod and sand
until it fits, or use a drill and press against the edges to make the hole bigger.
If the axles do not freely move/rotate, use sand paper to sand down the metal rod
until it allows firm but free rotation in the axle holes. (Do not sand any of the areas
not within the wood panel!)
Once the axle is freely rotating, place one of the wheels against the bolted end and
secure it with a nut, then screw another nut along the thread.

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 Place the axle through the hole on the rover, and thread another nut towards the
rovers body, followed by another to secure the wheels inner side, finally secure the
wheels outer side with the final nut.
Secure the 2 nuts on each wheel firmly so that the wheel cannot rotate around the
thread, then screw the 2 inner nuts towards the rover body to stop the axle moving
left and right.
Repeat this for the other axle (Use figure 1 for reference for position of nuts on
axle).
When the wheels and axles are assembled, test both the ability and direction of roll
on a slope. If the tests are successful glue may be applied to the unglued bolt on the
outside of the wheel.

Figure 1.

3.7 Rover Bottle Support Assembly

Acquire the Velcro and check for splits and damage that could cause the material to
snap under pressure.
Cut the Velcro hook component into small square pieces using scissors, then apply 3
or more pieces along each of the side panel at the open top.
Once completed, using the loop component of the Velcro cut strips to span across
the top the panels.
Repeat this to create more support components on the top of the rover, making sure
they are close enough to support the bottle, but also allow the bottle to be placed
inside.

3.8 Strength Testing & Final Inspection

Once all steps listed above are complete, the rover can undergo testing.
Test 1; roll the rover down an angled slope, evaluating the rovers ability to roll
freely, and in a straight direction. If there is an issue adjust the position and tightness
of the nuts on the axle.
Test 2; test the strength of both the bottom supports (wood beams) and top
supports (Velcro/rubber bands) by placing a bottle or something of similar weight
into the rover. Make sure to test the ability of the rover to support the weight whilst
upside down.

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 Risk Management
Plan
Client: EMPACT
Project: Mars Rover Prototype
Date: 02/04/2017

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4.0 Risk Management Plan
4.1 Design Stage (NOTE: Hazards in this stage refer to the progress of the project, as
there are few safety hazards involved in this stage)

Hazard: Group member has an accident

Risk: Depending on severity of accident, major injures may be sustained. This will
mean that the member is unable to submit their work. Should the accident be
severe, the member may be hospitalized, so unable to take on further work, thereby
increasing the workload placed on the remaining members and potentially lowering
the quality of the submitted work.
Risk Levels: (Using the Risk Matrix provided in the Week 2 lecture). Likelihood, rare.
Consequence severity (in terms of the project), low. Consequence severity (in terms
of health/safety) low to critical, depending on the severity of the accident.
Final Risk Level: Low to High, depending on severity or accident and resultant impact
on member health.
Control Strategies: Dependant on the actions of outside parties, so cannot be
controlled in this respect. Provided members drive safely, the chance of being in an
accident is minimal. If an accident does occur, the remaining group members must
allocate extra time to complete the added work with no loss of quality.
Residual Risk: If proper communication is kept, and the group members not affected
by the accident maintain a good work ethic and responsible time management, the
residual risk of this scenario will be minor.

Hazard: Group member falls sick

Risk: If the member is unable to attend meetings they may miss important
information, and will not know to which task they have been assigned, or if the
group has given them a task while they are sick. If they are meant to be bringing the
Weekly Report to the Project Meeting, the group may lose marks.
Risk Levels: Likelihood, possible. Consequence severity (in terms of the project), low.
Consequence severity (in terms of health and safety), low.
Final Risk Level: Low
Control Strategies: Ensure efficient communication between group members, to
ensure the remainder of the group will know what task to assign a sick member, or
whether the member is well enough to complete a task/tasks that week. Ensure all
Weekly Reports and other necessary documents are able to be accessed online by
any member of the team should the member responsible for bringing them fall sick.
Residual Risk: If the group ensures proper communication with the sick party, and
the sick party gets their share of the work done on time and uploaded to the
Blackboard page or emailed to another group member before the deadline, there
will be minimal risk to the efficiency and quality of the project

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 Hazard: Group members bag gets stolen
Risk: If the bag is full when it is stolen, the members laptop (should they have one)
and potentially their USB (should they store it in their bag) will have been taken as
well. If the member has not saved their digital work to the Curtin I-Drive, Google
Drive, or stored it in Dropbox, it will disappear along with the bag. This will cause
major issue with the progress of the project.
Risk Levels: Likelihood, rare. Consequence severity (in terms of the project), low to
major, depending on what is stolen along with the bag, and where the member
stores digital copies of their work. Consequence severity (in terms of health and
safety), low.
Final Risk Level: Low to High, depending on wat is stolen along with the bag and how
the member stores digital files.
Control Strategies: Members should keep their bags with them at all times, to
ensure it will not be stolen. All digital files should be saved to some form of cloud
network (I-Drive, Google Drive, Dropbox), as well as a USB or the laptop hard-drive.
Important documents (Risk Management Plan, TEC, Weekly Reports) should be
posted to the groups page on Blackboard as soon as they are completed, so there is
always a copy available to every group member.
Residual Risk: If the group ensures they back up critical documents, and save files to
the cloud as well as a physical storage, the risk will be minimal. If all copies of the
documents are stolen along with the bag, then provided the group splits the
workload fairly, and each member has an idea of how to replicate each document,
the residual risk will be minimal.

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4.2 Construction Stage
Hazard: Inexperience
Risk: If the user is inexperienced with the tools they are using, they may cause injury
to themselves through improper use. If this occurs they will be unable to continue
building and the responsibility will fall to someone else, who will have their own
tasks to complete on top of the new one. This may affect the quality of work this
member produces.
Risk Level: Likelihood, rare. Consequence severity (in terms of project), low.
Consequence severity (in terms of health and safety), low to major, depending on
the injury.
Final Risk Level: Low to High, depending on the severity of the injury sustained.
Control Strategies: Ensure the person using the tools is familiar with them, to ensure
they do not cause themselves injury through incorrect use. Ensure the tolls and dealt
with carefully. If a member should be injured, if they are able, they should take on
the workload of the person who is taking their place in the building of the rover, to
ensure one person is not doing too much work.
Residual Risk: If the person using the tools is experienced, and they are careful with
the tools, then the likelihood of incurring a serious injury is minimal, and the residual
risk should be minor.

Hazard: Faulty tools

Risk: If the power tools being used in construction are faulty, they may ruin the
portion of the rover they are being used on. Faulty tools also pose a risk to the user,
and may cause injury should they break or malfunction.
Risk Level: Likelihood, rare. Consequence severity (in terms of project), low to
moderate, depending on the extent of the potential failure. Consequence severity (in
terms of health and safety), low to major, depending on the extent of the potential
failure.
Final Risk Level: Low to High, depending on the extent of the potential malfunction.
Control Strategies: Ensure all tools being used are of a standard that allows their
safe use. The group must ensure they have spare material, so that if a tool does
malfunction and ruin part of the rover they can try again with a different tool
straight away without having to buy more materials. Should a member be injured by
a faulty tool, another member should be ready to take over the building role in their
place, to ensure the project continues smoothly.
Residual Risk: If the tools being used are confirmed to be safe to use, the chance of a
malfunction is reduced greatly. If spare materials are kept on hand should a
malfunction ruin a piece, the effect of the malfunction on the progress of the rover is
also reduced. The residual risk after the implementation of the above mitigation
strategies is minimal.

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 Hazard: Human Error during construction
Risk: As with all things, there is a risk of introducing human error in the creation of
the parts of the rover. If pieces are being measured, cut or shaped by hand, there is a
significant chance that the user will not be completely exact in their
measurements/cuts etc. and this may influence the final product.
Risk Level: Likelihood: Possible. Consequence Severity, low to moderate, depending
on the severity of the potential error.
Final Risk Level: Low to High, depending on the severity of the potential error.
Control Strategies: Ensure all necessary measurements are take twice before the
piece is cut/sanded/drilled etc. to ensure the highest accuracy possible. Ensure the
member undertaking the construction has experience in the area (as much as is
reasonable) to ensure they have some skill at building with the required accuracy.
Ensure spare material is kept on hand in case a piece is cut/drilled/sanded drastically
wrong and cannot be used.
Residual Risk: If the above measures are taken, the likelihood of significant errors in
measurement are greatly reduced, and if an error is made that is too significant to be
ignored, the presence of more material means no time must be wasted to restart
construction on the required piece. As a result, the residual risk is minor.

4.3 Testing Stage

Hazard: Prototype breaks during test
Risk: If the prototype breaks in testing, it indicates that the design or materials used
are in some way flawed or faulty. This will result in the group being required to come
up with a new design and/or materials list. This redesign and retesting comes at the
cost of time that the group may not have.
Risk Level: Likeliness, possible. Consequence severity, moderate.
Final Risk Level: High
Control Strategies: Ensure that if the prototype does break, the group identifies and
corrects the issue in the design quickly, and makes the subsequent adjustment to all
necessary documents. The group must then build the new prototype, with a change
in either design, materials or both, and retest it as quickly as the procedure allows
(ensuring any glue used is significantly dried to reduce the likelihood of further
failures).
Residual Risk: The residual risk for this scenario is still significant, as there may be
limited time in which to redesign, rebuilt and retest the prototype, and there is no
guarantee that the modified design will not also break, resulting in more
redesigning/building/testing and even less time.

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 Hazard: Prototype cannot properly carry bottle
Risk: If, after construction, the design chosen for the prototype proves to be
ineffective at carrying the bottle, either because it doesnt fit or because it falls out
during testing, then the group will be required to find a way to modify their design. If
modification is not possible, then they will have to redesign the rover, and build
another prototype according to this design. This will cost the group time, and may
result in deadlines being missed.
Risk Level: Likelihood, rare. Consequence severity, minor to major, depending on
whether the prototype needs to be modified or redesigned.
Final Risk Level: Low to High, depending on whether the prototype needs to be
modified or redesigned.
Control Strategies: The design must be made to incorporate the bottle, and ensure
that it will fit. The given instructions must indicate how the bottle will be sealed in
place once the construction has been completed i.e. Velcro, elastic bands etc. The
group must ensure that on the design, the bottle is restrained on all sides so it
doesnt fall out during testing. If the bottle does fall out, the group must endeavour
to modify the existing design to make it fit, rather than design another rover.
Residual Risk: If the bottles dimensions are properly accounted for, and it is proper
restrained within the design, the likelihood that it will fall out is minimal. If the bottle
still doesnt stay, then a modification to the design will save the group time so the
risk the failure poses to the completion of the project is reduced.

Hazard: Prototype doesnt land on its wheels in testing.

Risk: If the prototype fails to land on its wheels, as specified in the client brief, then
the group will be forced to either modify, or completely redesign the rover, to attain
a weight distribution that allows the rover to land on its wheels. This will take time
that the group may not be able to afford, and could therefore cause them to miss
deadlines.
Risk Level: Likelihood, unlikely. Consequence severity, minor to major, depending on
whether the prototype needs to be modified or redesigned.
Final Risk Level: Low to High, depending on whether the prototype needs to be
modified or redesigned.
Control Strategies: The way the rover is likely to land should be considered in the
design stage, and weight should be distributed to tip it in the desired direction.
Materials should be kept on hand so that if modifications need to be made, they can
be tested out with minimal delay, to reduce the time wasted in changing the design.
Residual Risk: If the weight distribution of the rover is considered in the design
stage, and dealt with appropriately to ensure the rover tips in the necessary
direction, then the residual risk of the rover not landing properly is minor.

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 Tender Evaluation
Criteria
Client: EMPACT
Project: Mars Rover Prototype
Date: 02/04/2017

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5.0 Tender Evaluation Criteria
5.1 Summary of Criteria
Criteria Title Criteria Description Mark
Allocation
1. Staff are present and punctual. (5 marks)
2. Use of deadlines/goals between stages of the
Time
project. (5 marks)
Management
3. Work load/roles are evenly distributed across /20
Skills
team. (5 marks)
(4.2.1)
4. Project is not only complete but evaluated and
tested before deadline. (5 marks)
1. Access to necessary tools and equipment (5
Capability marks)
/10
(4.2.2) 2. Prior experience with tools and construction (5
marks)
1. Weekly Plan (5 marks)
Accountability
2. Team Clarity (5 marks) /15
(4.2.3)
3. Team Leadership (5 marks)
Communication 1. Urgency (5 marks)
/10
(4.2.4) 2. Brevity and Clarity (5 marks)
Qualifications 1. Prior Education (5 marks)
/5
(4.2.5)
1. Communication. (5 marks)
Professionalism
2. Organisation (5 marks) /15
(4.2.6)
3. Reliability (5 marks)

5.2 Explanation of Criteria

5.2.1 Time Management Skills
5.2.1.1
Members of the team that are punctual to all project related activities, such as
meetings and allocated work periods, illustrate their ability of professionalism but also
demonstrates dedication and interest towards the project. At UXI, we value the ability of
the members to engage in cooperation and teamwork which can only be achieved by all
members actively turning up on time in the activities of the project. Punctuality achieves a
higher standard of work throughout the project, as it eliminates stress within the staff
member and the team, and allows dedicated time periods of work to be productive.
Punctuality of applicants can be measured by attendance and punctuality to past team
meeting in Stage 1, illustrated by a signed attendance role alongside the agenda and
minutes of the meeting. (All members punctual and present to every team meeting = 5
marks, one member late or not in attendance without providing suitable warning= 3 marks,
two or more members late or not in attendance without providing suitable warning= 1 mark)

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5.2.1.2
Setting deadlines throughout the stages of the project breaks the greater goal into
smaller, achievable tasks that not only illustrate to the employer the teams ability to set
and work towards goals, but highlights quality and progression in the project. The use of
deadlines allow staff to prioritize and understand what the team needs to complete next in
order to complete the project to an expected quality in the timeframe set by the employer.
It is important for the goals and deadlines to be realistic, as shortened set work periods can
show lack of quality and effort towards the project.
This aspect of management skills can be measured by each staff members ability to set and
achieve realistic deadlines as illustrated in the teams Weekly Progress Report document in
Stage 1 of the project. (No deadlines are missed by any member of the team, or appropriate
warning and reasoning is given if a deadline is missed = 5 marks. 1-2 deadlines have been
missed in total, with no warning or appropriate reasoning given = 3 marks. More than two
deadlines have been missed in total, with no warning or appropriate reasoning given = 1
mark).
5.2.1.3
To maintain a certain level of quality throughout the project, that fits the standards
of UXI, the work load of the project must be evenly split across all members of the team.
This work distribution illustrates to the employer that all resources of labour are being used
effectively, and that no team member would have more stress due to a heavier amount of
work, that could in turn effect the overall quality of the project. Allocating individual roles
and related project tasks to specific team members demonstrates the teams ability to find
and effectively use the strengths and weaknesses of certain individuals that can both
improve the quality and time taken on components of the project.
Work and role distribution can be measured through the teams Stage 1 Weekly Progress
Report with the criteria satisfied with the even distribution of at least 2 tasks completed per
individual every week. (Two or more tasks completed by all team members per week = 5
marks, only one task per team member every week = 3 marks, uneven allocation of tasks
across members (i.e. some members have two or more tasks while other members have one
or no tasks) = 1 mark).

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5.2.1.4
A teams professionalism and time management skills can be highlighted by their
ability to finish a task on time, but a deeper portrayal of these attributes can be shown
through completing the tasks before a deadline. When a members of a team finish tasks and
goals before the set deadline, rather than on the day, it shows a further dedication to the
project at hand which is an indicator towards the overall quality of the project. If a team
manages their time efficiently and finishes the project early, the project can undergo
evaluation and testing in order to produce the best possible quality, as well as the
application of any personal alterations they believe could benefit the project. However,
quality of the work should not be substituted for finishing the project before the set
deadline.
This characteristic can be measured through the written or physical evidence produced in
Stage 1 of the project, that illustrates any sort of construction and testing of prototypes,
evaluations of past research conclusions and rover designs, and completing extra work not
initially discussed in the weeks goals. (Construction, testing and evaluation of prototypes = 2
marks, Proof of extra work outside of set weekly goals (e.g. Extra research, learning
software) = 2 marks, Proof of completing past tasks before deadlines = 1 mark). (Points for
this section, unlike the others, can be compounded, as the points are not allocated in the
same way as the prior criteria.)

5.2.2 Capability
5.2.2.1
The tools required for the construction of the rover must be provided by the team
employed. For a high-quality rover to be produced, certain tools must be used. As these
tools must be provided by the members of the group employed to build the rover, UXI will
require the contracted group to have easy access to the necessary tools and equipment, as
the quality of the completed rover is of great concern to the company.
This criterion can be assessed in a brief conversation with the groups vying for the contract,
specifically the members of the group assigned to the building component of the project.
(Builders have immediate access to tools allowing for accurate and precise construction (i.e.
circular saw or band saw, drill press) = 5 marks. Builders have immediate access to only the
required tools (i.e. hacksaw, set square, appropriate drill bit sizes/lengths) = 3 marks.
Builders do not immediate have access to necessary tools (i.e. cannot cut metal axles, do not
have correct drill bit sizes) =1 mark.)

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5.2.2.2
It is important to UXI that the rover produced is of a high standard, and will not
break while in use. Additionally, the safety of the building group is of a high priority to the
company, given the inherent risk of injury that comes with the use of tools. To ensure both
quality and safety, UXI desires a degree of technical competence in the group contracted to
build the rover.
The experience of the groups contending for the contract can again be assessed in a brief
conversation, addressed specifically towards those members that will be involved in building
the final product. (At least one builder has significant experience with power tools (has used
power tools, such as circular saws and jigsaws, at least five times) = 5 marks. At least one
builder has significant experience with manual tools and simple power tools, such as drills
(has used manual tools, such as handsaws and hacksaws, or power drills, at least five times)
= 3 marks. Builders have little to no experience in woodwork construction and the use of
tools, manual or powered = 1 mark.)

5.2.3 Accountability
5.2.3.1
For the construction of the rover to run efficiently, the team that UXI contracts to
build the rover must be held accountable for their work. This can be done by having them
provide a weekly progress report detailing their accomplishments and plans. This allows UXI
who is accountable for each step of the process, and if the contracted group is on track to
complete the rover on time.
This can be assessed by looking at the teams previous weekly progress reports and judging
the teams ability to set and complete goals (Team has listed 2 or more goals each week = 5
marks. Team has listed less than two targeted goals in any given week = 3 marks. Team
consistently lists less than 2 goals in their weekly progress report = 1 mark).

5.2.3.2
It is important that the members of the contacted teams are clear on the tasks
that they have been assigned, as this allows the project to flow efficiently. If members are
not clear on their assigned task, then it may mean that the task does not get completed,
impeding on the success of the project,
This can be assessed in a brief conversation with the members of the team (All team
members are clear on their individual tasks for that week, as listed in their weekly goals = 5
marks. Half of the team or more are clear on their tasks for that week, as listed in their
weekly goals = 3 marks. Less than half of the team is clear on their tasks for that week as
listed in their weekly goals = 1 mark).

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5.2.3.4
Contracted teams need to have some form of organisation, a leader to whom they
are accountable and rules to which they must adhere. Teams must be sure of the
consequences within their own groups for missing deadlines. This ensures that each group
member knows they will be held accountable for their actions, encouraging them to
complete assigned tasks to a high standard.
This can be assessed in a brief conversation with the members of the team. (The team has a
universally recognised leader, and all members understand the consequences of not
completing necessary tasks by the required time = 5 marks. No specific leader has been
elected or come forward within the team, but all members are clear on the consequences of
not finishing work in the required time frame = 3 marks. No leader has been elected or come
forward within the team, and no internal consequences exist within the team for failure to
complete necessary work = 1 mark).

5.2.4 Communication
5.2.4.1
It is important that communications between UXI and the members of the
contracted group is as fluid as possible, even when the members of the group are not
speaking face-to-face. To ensure this UXI requires that the contracted group makes and
effort to return email communications as soon as possible, so that any problems are solved
quickly and progress is delayed as little as possible.
This can be measured by emailing the groups vying for the contract over a number of days,
and timing how long it takes them to reply to each email. (The contracted group consistently
returns emails within 12-15 hours = 5 marks. The contracted group consistently returns
emails within 24 hours = 3 marks. The contracted group rarely returns emails within 24 hours
= 1 mark).
5.2.4.2
It is important that communications between UXI and the contracted group are
clear, so any issues can be properly determined. Clarity in emails ensures that both parties
are clear on the topic being discussed and the actions that must be taken as a result, and
allows the project to continue smoothly.
This can be measured through email communications with the contracted group (All
members of UXI can read the received email and understand what the issue is = 5 marks.
Most members of UXI can read the received email and be clear on its content = 3 marks.
Most members of UXI are unclear on the content of the email = 1 mark).

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 5.2.5 Qualification
5.2.5.1
While UXI understands that the contracted group will not be officially qualified, we
strive to ensure the rover will be built to the highest possible standard, so we endeavour to
contract groups that stand out from the crowd and possess educational qualification in
processes similar to the building of the rover.
This can be assessed through a brief conversation with the builders of the groups vying for
the contract.(One or both of the builders took Woodwork, Metalwork, or an equivalent
course as an ATAR subject in Year 11 and 12 AND/OR holds a CERT 2 in Woodwork = 5
marks. One or both of the builders took Woodwork, Metalwork, or an equivalent course as
an optional subject in Year 10 AND/OR took Woodwork, Metalwork, or an equivalent course
as a non-ATAR subject in Year 11 and 12 = 3 marks. Neither of the builders have taken
Woodwork, Metalwork, or equivalent course at a Year 10 level or above = 1 mark).

5.2.6 Professionalism
5.2.6.1
Communication within tendering groups should be kept open and honest for the
team to be able to function efficiently and productively. Each member of tendering group is
required to, not only participate in discussions, but share and communicate ideas to group.
Any new input should be communicated to the group in a clear and concise manner that will
reduce the chance of any confusion that may arise within the tenderers.
This can be assessed in a discussion with the teams vying for the contract about their
opinions of the rover design. (The members are fully engaged in the discussion and offer
improvements on the existing design = 5 marks. Members not fly engaged in the discussion,
but offer occasional advice = 3 marks. Members arent involved in discussion, and offer no
improvements or advice = 1 mark).

5.2.6.2

Good organisation skills are a key aspect of professionalism as it shows the tenderer
is willing and capable enough to be a valuable and active member of a team. Organisation is
fundamental in a group so everyone knows their individual roles as part of the group. All
groups meetings should be attended on time and all relevant documentation should be
displayed and presented during the meeting. Lack of organisation skills leads to a lot of time
being wasted and decrease productivity and efficiency.
This can be assessed in by holding a meeting with the groups vying for the contract. (All
members are on time and all relevant documentation is produced = 5 marks. One or more
members are late OR required documentation is not provided to group = 3 marks. One or
more members are late AND required documentation is not provided = 1 mark).

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5.2.6.3

High reliability is the extent a tenderer can be counted on to do a set task or activity
to the upmost of quality. The reliability of each individual tender and a significant impact on
performance and productivity of the tendering group, it makes things run smoothly without
any doubt in the performance of other tenderers within tendering team. If a tender is
reliable they can work without supervision on tasks, which leads to higher levels of work
being completed and increased levels of autonomy.
This can be assessed by looking at the work produced by the group, and the deadlines set in
their weekly progress reports. (All tasks set by the group are completed by the given deadline
and to a high standard = 5 marks. Tasks set by the group are not completed by the given
deadline OR not completed to a high standard = 3 marks. Tasks set by the group are not
completed by the given deadline AND not completed to a high standard = 1 mark).

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 Project Schedule

Client: EMPACT
Project: Mars Rover Prototype
Date: 02/04/2017
Drawing Revision: 2

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6.0 Project Schedule
6.1 GANTT Chart and Schedule

Task Description Start Date Recommended Due Date

Contractors Submission 3/4/17 19/4/17
Designers Submission 19/4/17 7/5/17
Purchase and Acquire Materials 8/5/17 8/5/17
Acquire Required Tools 8/5/17 8/5/17
Rover Body Construction 8/5/17 9/5/17
Rover Bottle Frame Construction
9/5/17 13/5/17
and Attachment
Axle & Wheel Construction and
9/5/17 13/5/17
Assembly
Rover Bottle Top Support Assembly 9/5/17 13/5/17
Strength Testing and Final
13/5/17 14/5/17
Inspection
Contractors Handover Completed
15/5/17 15/5/17
Prototype
Designers Check for Consistency
15/5/17 18/5/17
with Design Package
Designers Complete Handover
19/5/17 19/5/17
Paperwork and Present to Client
Prototype Testing 22/5/17 26/5/17

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