Please solve all 5 problems on MATLAB and provide code and output.

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ME 350 Project

Posted November 5th, 2018 due November 19th 2018 Problem 1 [30] Use the function file named NewtonSqrtCS3.m posted on D2L as a starting template to accomplish the following criteria.

1. Change the function name to your surname 2. The long format command is specified to ensure that you can keep high

precision of values of variables. 3. Introduce a variable called it outside the loop and initialize to 0 4. Within the loop update it by 1 5. Modify the statement in the while loop so that it allows you to check the

termination of the loop when the conditional is greater than delta and it is less than maxit

6. Run your function to compute the square root of any prime number between 50 and 100 using a delta value of 5E-3 and maxit of 10.

7. Repeat step 6 with a delta value of 5E-9 and maxit of 12.

Submit:  The function file  The command line instructions and output of step 6  The command line instructions and output of step 7

Problem 2 [20] Determine the root of f(x) = -0.6×2 + 2.4x + 5.5, in the range 5<x<10, by manually implementing the interval bisection method to compute the first three iterations of root using the bracket rl = 5 and ru = 10. Hint: Use your calculator and the bisection algorithm/flowchart illustrated in the lecture notes for roots of functions.   Problem 3 [25] Given the function f(x) = -2×6 – 1.6×4 + 12x +1

(a) Determine the approximate roots of the function graphically Submit your graph

(b) On the basis of your results form (a) apply the bisectrr algorithm directly to compute refined roots

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Submit the script of the function you use for solving this part of the problem

    Problem 4 [45] Consider the square cross-section beam anchored on one end and supporting a 500 lb weight. Other details are shown in figure below. Ref. Musto ch. 6. This problem involves an implementation of f(x) = 0 problems.

According to strength of materials principles, the maximum bending stress experienced by the cantilever beam shown above is:

σ = 335,000/x3 + 92,600/x (1) This reflects the suspended weight, the specific weight (weight per unit length), and the length of the beam. From materials science, the maximum allowable stress (i.e. limiting stress before the onset of yielding) for the beam material is 17,750 psi. We now need to determine the minimum dimension ‘x’ in inches that will satisfy this stress constraint. Solve this problem using four different techniques as itemized below. Hint: The solution approaches involve solving a problem of the form: f(x) = 0

a) Rewrite equation 1 in polynomial form in coefficients of descending powers of x then use the built-in MATLAB function roots to compute the representative solution.

b) Rewrite equation 1 into a MATLAB function file (beam4b.m) which can be used by MATLAB’s fzero function. Use the fzero function to compute the solution for this problem, with an initial guess of 45.

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c) Rationalize the denominators of the terms in beam4b.m to generate a more standard polynomial form and name it beam4c.m . Use fplot to generate a plot of the function in the range -5≤x≤15; insert grid lines help to spot the approximate location of the real root. Use the fzero function to compute the solution for this problem using and initial guess of -125. Submit the function file; the plot and the solution computed using fzero.

d) Refer to the plot from (c). Use the bisectrr function to compute a root for this function in the interval -5≤x≤5.

i. Comment on the outcome of the attempt in (d). ii. Select an alternative range that would yield the root for this

function. What is the solution?

Problem 5 [25]

In designing a spherical tank whose schematic is shown below, you need to determine the height of water in the tank when the radius R of the tank is 3 m, and the water volume V is 35 m3. The equation for computing V as a function of R and h is:

3 3

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Treat this is an f(h) = 0 problem to compute the height of water in the tank for the given values of V and R

(a) Use fplot directly to generate a plot of the variation of f(h) against h in a

range that helps locate the approximate root. (b) Use fzero directly with the aid of the approximate root from (a) to compute

the desired root accurately Submit:

 The MATLAB script you used for (a) and (b) above  The plot generated with axis labels and grid lines showing  The solution of h echoed to the command window

For this assignment, research an engineering ethics case study of your choice and demonstrate an ability to analyze the the issue from an ethical perspective. Summarize the most important facts about the case, and explain why particular decisions or actions were immoral.

*At least two academic sources.

· Explain the details of the issues/cases you are discussing.

◦ What decisions were made in this case? Why did the participants do what they did?

◦ Were the relevant decisions/actions moral? Why or why not?

◦ What happened leading up to the failure? What were the focal and auxiliary consequences?

◦ What building and professional codes were in place at the time? Were they followed?

◦ Be specific about the people, places, companies, decisions, events, etc. involved in each case.

· Use relevant concepts from class to support your point of view on the issue.

◦ How do each of the moral theories and principles weigh in? Don’t “force it,” but use moral theory when appropriate to support your view.

◦ From an ethical perspective, what is the ultimate conclusion you have arrived at through your research of the issue?

◦ How did individuals related to the case fail to be professional and/or moral?

Read full instructions attached below.

• Instructions.doc
• Source1.pdf
• Source2.pdf

The assignment is below, I am not familiar with mathematica and am having difficulty solving the problem. Help with either would be appreciated.

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PROJECT 1: BUNGEE CORD

Course: Numerical Methods

Instructor: Dr. Hooman Tafreshi Due: November 15, 2018 at 12:30 pm

Consider a 1 m long flexible cord (e.g., bungee cord) represented with an array of 14 point-masses connected to one another by springs and dampers as shown in Figure 1.

Figure 1: Mass-Spring-Damper (MSD) representation of a flexible chain.

The forces acting on a point mass 𝑖 are shown in the free body diagram illustrated in Figure 2. In addition to gravity, there are spring and damper forces that act on each point-mass. Expressions for these forces are listed below:

Figure 2: Free body diagram illustrating forces acting on point mass i.

   1

, 1 1

1

s i i

s ri i i i

i i

p p f k p p l

p p



 



    

 (1)

   1

, 1 1

1

s i i

s ri i i i

i i

p p f k p p l

p p



 



    

 (2)

 1, 1 d

i idi i f k u u     (3)

 1, 1 d

i idi i f k u u     (4)

where , 1 s

i i f

 , , 1 d

i i f

 , , 1 s

i i f

 , and , 1 d

i i f

 are the spring and damper forces acting on point-mass 𝑖 by its neighboring point-

masses, and ip , 1ip  , and 1ip  are the position vectors of point-masses 𝑖, 𝑖 − 1, and 𝑖 + 1, respectively. sk and dk are the

spring and damping constants, respectively. The un-stretched length of the springs is shown with 𝑙𝑟. The velocity vectors

for point-masses 𝑖, 𝑖 − 1, and 𝑖 + 1, are shown with iu , 1iu  , and 1iu  , respectively. The instantaneous distance between neighboring point-masses are

21 3 4 5 6 7 8 9 10 11 12 13 14

y

x

( , )

( , ) ( , )

2

   1 2 2

1 1i i ii ii x x yp p y

      (5)

   1 2 2

1 1i i ii ii x x yp p y

      (6)

Therefore, the fractions on the right-hand side of Equations 1 and 2 are the unit vectors for the distance between the corresponding point-masses. The position and velocity of the point-mass can be obtained by solving Newton’s 2nd law written for each point-mass:

   

   

   

1 1

1 1

1 1

1 1

i i i i

i s r s ri i i i

i i i i

i i i id d

p p p p ma k p p l k p p l

p p p p

k u u k u u mg

 

 

 

 

        

 

    

(7)

where g is the gravitational acceleration, ia is the acceleration of the point-mass 𝑖, and m is the mass of each point-

mass (see [1] for more information).

What you should submit:

1. Develop a Mathematica code that solves the above equations for each point-mass. 2. Assume zero initial velocity and zero stretching for the cord. Plot the profile and velocity of the cord (the 𝑥 − 𝑦

coordinates and velocity of each point-mass) when it falls under gravity at 10 different times starting from t=0

until the system stops moving (steady-state position) for /sk m and /dk m values of 100 / .N m kg and 10

. / .N s m kg , respectively.

3. Repeat step 2 but for when the cord has an upward parabolic initial velocity with a peak value of 25 m/s. 4. Repeat step 2 but for when the cord is initially pulled up from the middle to a height of 0.25 m above the resting

position. 5. Write a short, but yet clean and professional report describing your work. Up to 25% of your grade will be based

solely on the style and formatting of your report. Use proper heading for each section of your report. Be consistent

in your font size. Use Times New Roman only. Make sure that figures have proper self-explanatory captions and are

cited in the body of the report. Make sure that your figures have legends as well as x and y labels with proper and

consistent fonts. Don’t forget that any number presented in the report or on the figures has to have a proper unit.

Equations and pages in your report should be numbered. Embed your figures in the text. Make sure they do not

have unnecessary frames around them or are not plotted on a grey background (default setting of some software

programs!).

Note: While you can work together on your projects, what you submit should be YOUR OWN original work.

References:

1-D.G. Venkateshan, M.A. Tahir, H.V. Tafreshi, and B. Pourdeyhimi, Modeling Effects of Fiber Rigidity on Thickness and Porosity of Virtual Electrospun Mats, Materials and Design, 96, 27 (2016)

Project Risk Management

Document a scope risk from a past or current project of yours and include the following:

• A description of the issue.
• Why it was a problem. Be specific on the details: days of slippage, money spent, overtime worked, scope dropped, or other consequences.
• Describe the root cause (or causes) of the problem.

PJM 6600 Project Risk Management

Assignment 2

Part 1: Identifying Project Scope Risk

Document a scope risk from a past or current project of yours and include the following:

A description of the issue. Why it was a problem. Be specific on the details: days of slippage,

money spent, overtime worked, scope dropped, or other consequences. Describe the root

cause (or causes) of the problem.

Project:

Raymond Baladi Jr. Project Manager Riviera Point Development Group

“New headquarter office of the Department of Veterans Affairs”

Project Objective: Construct the interior build out of the new 15.000 SQFT administrative offices

for the D.V.A, for $550,000.00 in 2 months.

The D.V.A is considered a Federal entity and by the moment that the company signed the contract

with them, they told us that by the power invested in them by the U.S Government, they do not

require any type of city/county inspections, or do not need to comply with any building code

regulation. At that time, the contract was made based on the D.V.A deadline, that was ruled by the

termination of their previous office’s lease in downtown. The lease term was over in January 2018,

so the moving in date to their future facilities was needed it to be before January 15, leaving the

project’s length to only 3 moths, design and construction.

The root cause (or causes) of the problem:

The schedule was prepared without any revision of the city time, and the construction

timing/process was estimated without any delay for city inspections, that for the city of Miramar

is based on a 4 days week (Fridays they are closet) . Now the construction has been stopped in the

framing and rough face waiting for the permits to come clear and the GC able to pullout a

construction permit. The delay in this schedule will generate an extra charge of two months of

penalty for a longer lease for the old office, and a month less in rent income for the company.

Money spent:

– two months of penalty (old office): 12.000 x 2: $24,000.00

– One month less of rent than estimated in the contract: $15,000.00

– Extra charges for catching up effort and change orders: $4.5 – $6 per SQFT : $66,000.00

Days of slippage:

In this case are related to the time that we have in delay: 45 Days

Other consequences:

Shows/exposes the lack of experience of the realtor and the project management department

working with federal entities, and the bad labor of the engineering manager of the federal

department due to the wrong information provided.

Part 2: Identifying Project Schedule Risk

Complete the requirements of the attached Calamari Project.

Using the “PERT” chart supplied and the information below, fill in pessimistic estimates and, if you wish,

optimistic estimates for the project tasks. The estimates already entered in the Gantt and PERT charts are

“most likely”.

1. The tasks assigned to Finance are all things they have done before and their estimates are usually accurate

to within a day.

2. There is a lot of data supporting the tasks of printing documents and preparing marketing materials. These

estimates are considered very accurate.

3. R&D is well-staffed with experienced people. You are confident of all the Development task estimates,

plus or minus 5%, except for electronic design. This project requires known software and controls, with

which the team is very familiar, but miniaturization of the hardware is a new challenge. This work may take

as much as an extra couple of weeks beyond the estimate given. © 2015 Tom Kendrick Project Risk

Management Page 6

4. Learning Products people are currently very busy completing work for the “TVDinner” product, which

is currently the highest priority project. Their estimates assume no higher priority work will conflict with

Calamari. Even so, the tasks assigned to them are very unlikely to be completed more than a day early, and

this group has a number of very inexperienced people. Slipping Development Phase LP estimates by as

much as a third is likely, but Investigation Phase estimates seem fine.

5. Marketing has already started the needed research and has made a firm commitment to completing all

market research and other Investigation-phase tasks on time. Market research may be completed a week

early.

6. All functional areas understand how important the review of LP output is to the success of Calamari,

and although no one has promised to take less time than the estimate, everyone believes the time for this

will be sufficient.

7. Manufacturing reports that they expect to have no difficulty in moving Calamari into production. Several

engineers from a division experienced in similar production are assigned to work on Calamari. The only

estimate that they are not too confident of is the time for ordering parts, as new suppliers will be used for

the infrared interface hardware. They think this task might take as much as an additional three weeks. All

the other estimates for the project seem accurate within a day or so.

8. The mini digital stepping motor research is the only task assigned to R&D in the Investigation phase

that seems risky. This may require an extra week, but the other estimates are good.

9. Marketing expects several other projects to start up during the Development phase of Calamari. They

report that their tasks of writing the marketing plan and product launch will not be finished earlier than

estimated and both of these tasks may take up to two extra weeks due to higher priority conflicts.

Given this information, identify the tasks off the critical path that are most likely to cause project slippage.

Consider any sequences of tasks that could cause the Manufacturing Release (MR) milestone to slip.

Document the risky tasks, and determine a worst case Calamari schedule. Provide a one page discussion on

your findings.

The beginning of the development phase would be the tasks off the critical path that are most likely to cause

project slippage

Sequences of tasks that could cause the Manufacturing Release (MR) milestone to slice

In this case, the final end of the product would depend of writing the software, because would be the final

product (after polishing it). And moreover, it is the task that request the most on the development phase of

the schedule. Also, the critical path is determined by that task because after the business decision “Task 14”

passing the production phase, the next milestone is the manufacture release.

After analyzing the schedule, we could mention three important milestones The end of the investigation

phase, the beginning and the end of the development phase and finally the manufacturing release, being all

these three involved in the critical path, leaving as a consequence a process extremely divided in two routes,

as we can see after the breakdown on the task 14 , the development path and the marketing path are complete

independent one of each other, so the risk could be focused on the phase that has more time involved ( the

development phase).

Part 3: Identifying Project Resource Risk

Critical Path

Document a resource risk from a past or current project of yours and include the following:

Project:

Raymond Baladi Jr. Project Manager A&R Bal LLC

“Furniture wall and cabinets for the Yaloskouy restorant in North Miami Beach” .

Project Objective: Provide and installing the millwork portion of the FF&E for the Yaloskouy

restaurant.

Project size: Millwork portion of the FF&E design of a Restaurant’s interior renovation of a 8500

SQFT, for less than $55,000.00. The scope of work included 50 chairs, 30 tables (different sizes)

, 20 booths , 10 modular/corner booths , 1 bar/cabinets & counter top.

The price gave was taking in consideration an estimate of $15/Sq

Inch of millwork, including standard finishes, shipping and an allowance extra of $150/Sq inch

for countertop, and was based on the 50% CD;s Plan. After the first quote , the contract was signed

and the first part of the payment was received with the idea of starting the production. The term

Standard was not clear on the contract , and the set of plans used for the quote was not remarked

in any exhibit, leaving a difference in the plans used 50% for the contractor (me) and 100%Cds

for the client (rest.Owner). As a result the Formica (cabinets wood finish cover) and the granite (

countertop) samples provided by the Contractor where different than the ones that the interior

designer chose in the 100 CD’s. Ending in a change order of almost $16.500, that was

denied/rejected by the owner. By the time that the owner did not accept the change order, all rough

millwork was done waiting just for the cover and installation, leaving the refund and cancelation

of the contract as a non-viable solution.

Why it was a problem: The most common resource risk in the construction industry would be the

“financial, In this case the problem it’s obviously a resource/financial problem. To say it in another

words, the potential risk that sufficient resources (money) won’t be available to meet a goal. In this

case, the amount of money quoted wasn’t enough to cover the changes between the 50 CD’s and

100% construction documents, were the finishes where changed by the interior designer and the

subcontractors (me) assumed, partially, the losses. The changes in the Formica where almost

$6,500.00 and two weeks of delay due to “special order delivery”, and the extra charge for the

countertop was assumed by the owner because it was represented in the contract as an allowance.

To summary, the “REAL” profit of a regular construction company (millwork) it’s between 10-

20% , been the contract $55,000.00 the profit was close to $8,250.00 less taxes , so the millwork

company was working without any profit and almost reaching red numbers due to the change

order. The only reason why the company decided to end the job was the compromise and the

goodwill of being responsible.

DATA: Original Contract: $55,000.00 + Change Order: $16,500.00 = Final Amount: $71,500.00

Change Order: $6,500.00 ( extra Formica) + $10,000.00 ( Extra in Marbel)

Cost: losses of $6,500.00 for the sub-contractor and $10,000.00 for the owner.

Timing: All special order for Formica involved two to four weeks of delay on the schedule. On

the other hand, the marble selected has a delay of almost 3 months because was imported from

Italy.

Consequences of the risk of not having the money for the finishes:

– The possible break of the contract, and the losses of the down payment ( rough millwork

was done).

– Losing the client that has the potential of build more than 3 restaurants a year.

– Losing the working license due to a breach of contract

Describe the root cause of the problem.

The problem was with the original contract that should include an exhibit that determine the plans

used for the quote, because the original plans had different finishes for the tables and bar, than the

ones that were selected on the 100%CDs.

For the future the risk treatments to be implemented in the company are:

Avoid : Do not sign any contract without a well-defined scope of work.

Reduce: Do not start any work (rough) to save some time without having the result in mind

(finishes)

Transfer: Contacting and stabling a better link between the interior designer, the owner and the

subcontractor in order to be able to canalize the “blame” to the right stakeholder.

Accept: Accepting the losses if the contract was signed with the idea of maintaining the image and

honor of the company.https://simplicable.com/new/risk-avoidancehttps://simplicable.com/new/risk-reductionhttps://simplicable.com/new/risk-transferhttps://simplicable.com/new/risk-acceptance