The project was split into its three components; conveyor, trilateral fork and elevator, allowing each section to be managed independently. Each group member were assigned to one of the sub-systems based on their strengths. A Gantt chart was established that the group followed rigorously to maintain effective time management. Weekly meetings were also held to discuss ideas and the progress of the project. Each team worked together daily with constant communication. Charlie Smith was appointed financial manager to oversee the budget and communicate with the project advisor regarding purchasing. The assurance of safety and reduction of risk were guaranteed as the group also utilised a risk assessment table to highlight all potential dangers with the accompanying preventive measures.
All of the above led to the project being delivered on time, under budget with no significant safety incidents.