1 ee97 lectures senior project design fall 2006 lecture 9 planning: project management: milestones,...
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EE97 LecturesSenior Project Design
Fall 2006
Lecture 9Planning: Project Management:
Milestones, Schedule, and Making the Commitment
11-03-06
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Quote for the Day
“When I do talk with students, my goal is to help them develop what I consider to be two of the
most important forms of intelligence: the ability to read other people, and the ability to
understand oneself. Those are the two kinds of intelligence that you need to succeed at chess
— and in life”
—Bruce PandolfiniNational Chess Master
Teacher and Author
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My Senior Project Our project is to create an subsystem to a home
entertainment system to show videos, play music, an operate the television
Our part is to build the controller platform which consists of several hardware module with associated software and a main software application
The subsystem parts: Overall controller platform Several hardware modules Software for the hardware modules Software application
How do we do this?
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Tasks
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John Lennon
“Life is what happens to you while you’re busy making other plans” Meaning: inevitably something bad will
happen to the plan This does NOT mean you should not
make a plan in the first place!
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Lee Marvin
“Improve. Adapt. Overcome” From: The Dirty Dozen (movie) Meaning: just make a plan,
stuff will happen, then you make a new plan
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Dwight D. Eisenhower
“The plan is nothing. Planning is everything.” Meaning: something will happen and the
plan will have to change Since you have a strong skill and
competency in planning, you can readily make a new plan
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The moral to the story is…
No matter how thorough you plan is… The project will always turn out
differently from you initial thoughts and design…
Writing a thorough plan and design focuses your thoughts and actions…
It saves time, money, and effort!
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Three Approaches to Planning Approach #1: project is designed in
advance to facilitate planning Know what to do before your are doing it
Approach #2: we’ll make it up as we go along Allows maximum flexibility Allows for fun and spontaneity
Approach #3: plan the project, build consensus, implement Focuses all stakeholders, oversight to all
activities, and commitment to make it happen
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The Three ApproachesApproach #1:Full Design
PROS
• Makes planning easier
CONS
• Costs money• Consumes time• Limits vision & breakthrough• Reduces flexibility
Approach #2:Open-ended
PROS
• Follow the fun
CONS
• Finish date unknown• Costs are unknown• It may not be so much fun after all• Nobody knows what is next
Approach #3:Planned
PROS
• Reduces risk• Shortens cycle time• Predictable & manageable• Include stakeholders• Known commitments
CONS
• Takes effort
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Product Development Planning (1)
Identify the tasks and milestones of the project Build on the tasks you identified while
scoping the project in your proposal For each major task:
A milestone is created to monitor progress Each milestone has a clearly defined
deliverable E.g., Prototype complete -> working prototype E.g., Experimental results -> raw data E.g., Computer simulation -> computer model
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Product Development Planning (2) Tasks & Subtasks
Major tasks are decomposed into sub tasks Subtasks: specific activities for a specific
project module Define start & end of tasks and subtasks Durations are in weeks or days, not months Significant to the project Not: “Develop concepts”, but: e.g.,
Create alternative concepts for power supplies Fabricate plastic housing Generate assembly code for sorting algorithm
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Project Plan (A Guideline)
Introduction System overview
System Engineering description and diagram Project assumptions
Risks and contingencies Architecture
Key specifications Functional description Design description
Organization: who is responsible for what and by when Detailed plan: dates and durations
Tasks & subtasks: resources associated with each Milestones
Acceptance test criteria and plan Bibliography
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How to Plan
It’s a cycle, not a straight path Identify success Create the plan, then evaluate for
success Analyze time, risk, capabilities at each
step Modify the plan as you implement Update and keep it current
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A Planning Cycle (A Guideline)
Define Success
Identify Opportunity
Explore Possibilities
Select Most Viable Alternative
Plan the Details
Analyze Risk/Capabilities
Evaluate
Implement / Modify
Update
Use SWOT&
Risk AnalysisAt Each Step
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Step 1: Identify Opportunities
Identify what needs to be done Use creativity and brainstorming
techniques to work out the unknowns
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Step 2: Define Success
What is the end state? What benefit will be derived at the
end state? Is there a tangible deliverable that is
required? What is the quality of the end state
need to be?
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Step 3: Evaluate Possibilities
Use creativity methods and brainstorming tools
Bring in experts to help secure the details and subtleties
Generate many alternatives as possible
Combine and recombine to optimize Define an acceptance criteria
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Step 4: Select Most Viable Alternative
Select the best option Make sure you have the capabilities,
skills, time, budget, and resources to carry it to completion
Improve on your best option if possible
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Step 5: Plan the Details
Make sure you a good picture of the current situation
Work out the details (the tactics) of the most efficient and most effective method of achieving the end state
Answer the questions: who, what, when, where, how, why, and at what cost in time, money, and effort
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Step 6: Analyze Risk/Capabilities
Identify the possible dreaded outcomes that may impact the detail task or subtasks
Evaluate possible mitigation path Decide on a contingency plan if the
dreaded outcome occurs
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Step 7: Implement/Modify
March down the intended path Analyze, synthesize, and evaluate
new information as it becomes available
Modify plan by reviewing all process steps
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Step 8: Update
Review the opportunities and confirm you the path to success remains the same
Make changes to your plan Update all documentation Communicate all changes and
impacts to stakeholders
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Gantt Chart Useful tool for analyzing and planning a
complex projects Visualize the relationship of tasks to each
other: duration and completion Form a baseline to scheduling when the
tasks need to be started and completed Assist in the allocation of resources
required to complete the project Determine the critical path: the tasks that
must be completed in a specific amount of time by a certain date
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Gantt Chart (2)
Source: http://www.ee.umanitoba.ca/programs/undergraduate/courses/coursehome/c24400/24_400/Pages/2003.html
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Gantt Chart (3)
Source: http://www.ee.umanitoba.ca/programs/undergraduate/courses/coursehome/c24400/24_400/Pages/2003.html
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Critical Path Analysis Tool to assist in schedule management of
complex projects Identifies tasks which must be completed
on time in order for the entire project to be completed on time
Gantt chart may not make the immediate time constraints obvious
Identifies the minimum time required by the project
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Types of Tasks
Serial
Parallel
Interdependent
S ETask
S ETask
S ETaskTask
S ETask
S ETask
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Linking the Tasks
S ETask S
E
Task
S
E
Task
S ETask S ETask S ETask S ETask
Circles represent events Arrows represent activities Numbers over the arrows represent durations Numbers in the circle represent specific events or accomplishments Red denotes the critical path is the longest path Slack time is gaps in time between activities
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2
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Constructing a Critical Path (1)
List all activities
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Constructing a Critical Path (2)
Plot the activities using circle/bar format
5 days
High level design1 2
ID Task Name Duration
1 High level design 5 days2 Hardware platform selection 5 days3 Hardware module functional spec 10 days4 Hardware module system engineering 5 days5 Hardware module design 10 days6 Programming of hardware modules 5 days7 Programming of software applicaions 10 days8 Write system acceptance test plan 10 days9 Write system regression test plan 10 days10 Integrate modules 5 days11 Conduct integration test and debug 5 days12 Conduct system testing 5 days13 Debug and fix 5 days14 Regression testing 5 days15 Deliver prototype 5 days
31 3 6 9 12 15 18 21 24 27 30 3 6 9 12 15 18 21 24 27 30 2 5 8 11 14 17 20 23 26 29 1 4 7 10 13October 2005 November 2005 December 2005 January 2006 February 2006
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Stakeholder Analysis
KeepSatisfied
KeepInformed
ManageClosely
Monitor(Minimum
Effort)
Power
High
Low
HighLow Interest
Identify stakeholder Prioritize
High Power, High Interest – you must fully engage and make the greatest efforts to satisfy
High Power, Low Interest – keep satisfied, but don’t make them bored what you say
Low Power, High Interest – keep adequately informed; make sure no issue is brewing; these people can help with the details
Low Power, Low Interest – monitor, do not harass, watch for any danger
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The Project Proposal – CriteriaTopic Sub-Topic Maximum Grade
Mission WhatFor WhomWhen
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Problem StatementValue/ReasonExpected Outcome
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Theory HistoryCritical Items
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Schedule TaskMilestones
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R/C RisksContingencies
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Bibliography 1
Maximum grade is 13
Criteria was based upon minimum from guideline and topics presented in class
Revision is allowed and expected
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The Project Proposal – Outcome
Topic Average Std Dev
Mission 2.48 1.00
Problem 2.32 1.09
Theory 1.5 0.82
Schedule 1.68 0.72
R/C 1.06 0.79
Bibliography 0.9 0.31
Total 9.86 2.93
If you are thinking grades… A: 12, 13 B: 10, 11 C: 8, 9 D: 6, 7 F: 5 and under
High was 13 Low was 1