4e1 lecture 1 2010-11

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4E1 Project Management 2010-11

School of Computer Science & Statistics

Trinity College Dublin

Dublin 2

Ireland

www.scss.tcd.ie

Project ManagementDr Gerard [email protected]

4E1 Management for Engineers

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1Monday 27 September 2010
mailto:[email protected]:[email protected]

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4E1 Project Management Lecture 1

Introductions

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BA BAI in Electronics and Computing (91)

TCD Research Assistant, Lecturer

PhD in Computer Science (99) (Robotics)

Haptica Ltd

Founder 2000, CEO (00-03), CTO (03-05),

TCD Lecturer (05 - to date)

MBA Smurfit Business School (2009) SureWash Ltd.

Founder 2009, CEO (09-to date)


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Lecture Objective

Outline the structure of the course

Outline role of a Project Manager

Explain why Project Management is an

essential skill for engineers

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Course Objectives

6 week intro to Project Management

Experience working as PM on a simulation

Understand PM within different organisations

Introduce the analytical tools of PM

Understand why soft skills are so important

Recognise the different types of project anddifferent PM methods

Provide links for future learning

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Teaching Methods

Lectures

Learning by doing

SimProject www.fissure.com

Personal Reflective Diary (20%)

Group Project Report (20%)

Case Study Assignment

Address a real world situation (60%)

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Assessment

No Exam - 100% coursework!

All assignments submitted electronically via

turnitin.com

Plagiarism will be taken very seriously

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Course Outline

W1: Intro Project definition and organisation

W2: Project Planning, Critical Path analysis

W3: Risk Management, Scheduling

W4: Leadership and teams W5: Monitoring Progress and Auditing

W6: Innovation and Course Review

Assignments

Group Report from Simulation Due Fri 5th Nov 23:59

Individual Reflective Diary Due Fri 5th Nov 23:59

Case Study Report DueSun 14th Nov 23:59

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Project Management Simulation

SimProject - The Alliance Prototype

www.fissure.com

Individual copy for you to learn

Download SimProject from www.fissure.com (win32)

Install Peedy (if not installed already)

120 day Licence Codes on class list sheet

Do the visual tour to learn how to use SimProject

11 phases - PM decision points Staff hiring, work allocation

Meetings, team events, punishment and reward

Project performance tracked at each phase

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http://www.fissure.com/http://www.fissure.com/http://www.fissure.com/http://www.fissure.com/http://www.fissure.com/

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PM Individual Reflective Diary (20%)

1. Entry for each phase

Justify your decisions for this phase

Guideline 200-300 words

What did you learn from the results of this phase Guideline 200-300 words

2. Final reflection on simulation

Show the report graphs from SimProject

Summarise your key learnings from simulationand course

Guideline 300-500 words

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Group PM Exercise (20%)

Team dynamics are a major factor in PM

Team of 5 (randomly assigned via email)

Manage the project as a team

The Final Report

Show SimProject Report Graphs

Analysis of team decisions and outcomes

Guideline 1000 words Analysis of team roles and decision process

Guideline 1000 words

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PM case study (60%)

A real world problem presented as a story

Identify the problem

Analyse different possible courses of action using

PM tools Propose and justify a course of action

Describe how the proposed solution would beimplemented.

Guideline: 2000-3000 words with graphs andcharts

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Text Books & other info

Main Text Book Project Management: The managerial process -

Gray & Larson; 5th Ed

Supplementary Texts Software Project Survival Guide- Steve McConnell

Microsoft Press (1997)

The Innovators Dilemma Clayton M Christensen;Collins Business Essentials 2003

Winning at New Products: Accelerating the Processfrom Idea to Launch, by Robert G. Cooper

Website www.cs.tcd.ie/Gerard.Lacey/Teaching

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http://www.cs.tcd.ie/Gerard.Lacey/4E1/4E1.htmlhttp://www.cs.tcd.ie/Gerard.Lacey/4E1/4E1.htmlhttp://www.cs.tcd.ie/Gerard.Lacey/4E1/4E1.htmlhttp://www.cs.tcd.ie/Gerard.Lacey/4E1/4E1.htmlhttp://www.cs.tcd.ie/Gerard.Lacey/4E1/4E1.htmlhttp://www.amazon.co.uk/exec/obidos/ASIN/1572316217/ref=pd_luc_mri?%5Fencoding=UTF8&m=A3P5ROKL5A1OLEhttp://www.amazon.co.uk/exec/obidos/ASIN/1572316217/ref=pd_luc_mri?%5Fencoding=UTF8&m=A3P5ROKL5A1OLEhttp://www.mhhe.com/graylarson4ehttp://www.mhhe.com/graylarson4e

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Lecture Objective


Outline role of a Project Manager (PM)

Explain why this is important for engineers?

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What are Projects?

At the heart of engineering

Projects turn ideas into new endeavours...

A Project is a specific undertaking with

defined goals that have time, cost and qualityconstraints.

Projects have a lifecycle

Start and end point

Phases of development e.g.

Plan, Organise teams, Execute (possibly in stages) &Close the Project

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A Project

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The Life of a Project Manager?

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Objectives of Project Management

Bring in a project

On time

On budget

On quality & keep the stake holders happy

So whats the big deal..

And why is this important for Engineers?

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4E1 Project Management Lecture 1 18


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Real work examples

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In Ireland we are famous...

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Budgetwentfrom 9Mto 195M


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Dublin Port Tunnel

Early 1990s First proposed

Mar 1996 130M (165M) cost proposed to DCC

Dec 1999 204M (260M) Government agrees

Dec 2000 353M (448M) design contract

Jun 2001 Work starts

Jan 2003 Cost now 625M

Apr 2004 Cost could rise to 780M

Nov 2006 Estimated completion 752M

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Airbus A380

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http://en.wikipedia.org/wiki/Budget_overrun

http://en.wikipedia.org/wiki/Budget_overrunhttp://en.wikipedia.org/wiki/Budget_overrun

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Why does this happen?

Unforeseen technical problems

The Kildare snail, Metal fatigue

Over-optimistic forecasts

LUAS

Labour problems

Disputes, Illness

Planning objections

The M50

Changes of requirements

Moving goalposts, New requirements - feature creep

Changes in cost base

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Why does it happen? (cont.)

Political interference

Political ego trips, eco warriors,

Regulatory problems

EPA/EU/conservation, etc.

Inadequate contracts

The N11

Changes of personnel

Loss of key staff, learning curves

Aggressive underbidding (winners curse)

Professional incompetence

and so on and on

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Size does matter!

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Tiny 1 15% 83% 2% 0%

Small 10 11% 81% 6% 2%Modest 102 6% 75% 12% 7%

Medium 103 1% 61% 18% 2%

Major 104 0% 28% 24% 48%

Large 105 0% 14% 21% 65%

Average 6% 57% 14% 24%

% of IT projects which are:

Source: Capers Jones

Size (Function Points) Early On-Time Delayed Cancelled


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Immutable laws of projectmanagement

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LAW 1: No major project is ever completed on time, within budget, with the same staff that

started it, nor does the project do what it is supposed to do. It is highly unlikely that yours will

be the first.

LAW 2: One advantage of fuzzy project objectives is that they let you avoid embarrassment inestimating the corresponding costs.

LAW 3: The effort required to correct a project that is off course increases geometrically withtime.

LAW 4: The project purpose statement you wrote and understand will be seen differently by

everyone else.

LAW 5: Measurable benefits are real. Intangible benefits are not measurable, thus intangible

benefits are not real.

LAW 6: Anyone who can work effectively on a project part-time certainly does not have

enough to do now.

LAW 7: The greater the project's technical complexity, the less you need a technician to

manage it.


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Immutable laws of projectmanagement - ifaq.wap.org

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LAW 8: A carelessly planned project will take three times longer to complete than expected.

A carefully planned project will only take twice as long.

LAW 9: When the project is going well, something will go wrong.

LAW 10: Project teams detest weekly progress reporting because it so vividly manifests their

lack of progress.

LAW 11: Projects progress rapidly until they are 90 percent complete. Then they remain 90

percent complete forever.

LAW 12: If project content is allowed to change freely, the rate of change will exceed the rate

of progress.

LAW 13: If the user does not believe in the system, a parallel system will be developed.Neither system will work very well.

LAW 14: Benefits achieved are a function of the thoroughness of the post-audit check.

LAW 15: No law is immutable.


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Was Murphy a project manager?

Murphys law

What can go wrong will go wrong

OTooles commentary on Murphys law

Murphy was an Optimist. After all, things tend togo from bad to worse

Fetridges Law

Things that are not supposed to happen, dohappen, especially when your customer (or boss)is looking

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Career Development

Most Engineers become (project) Managers!

Companies increasing use projects - KPMG report

There was an 81% increase in the number of projects globally

There was an 88% increase in project complexity globally

There was an 79% increase in project budgets globally

Problems with projects - Ernst& Young report

People-related issues which on average represent 80% Process-related issues which on average represent 10%

Technology-related issues which on average represent 10%

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Lecture Objective


Outline role of a Project Manager (PM)

Why Project Management is important for

engineers

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Next Lecture

For next lecture

Download & try to set up SimProject

Some tools of a competent Project Manager

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4e1 lecture 1 2010-11

Documents