dr. dean jensen, industrial engineering engineering management1 senior design project management...

Dr. Dean Jensen, Industrial Engineering Engineering Management 1

Senior Design Project Management Tools

Industrial Engineering

and

Engineering Management

TM 665: Project Planning & Control 2

Agenda

Project Management Overview Basic Project Management Tools:

Tool 1: Work Breakdown Structure what needs to happen

Tool 2: Gantt Charts planning and tracking schedule progress

Tool 3: Basic Progress Reporting tracking the project tasks


Project Management: A Working Definition Project:

A problem with a known solution scheduled for completion – unique and non-routine activities

Project Management: The science and art of solving the problem

within predetermined time and resource parameters

Shouldering just enough risk to escape with your career intact!

Meredith, J. R. & Mantel, S. J. (2006)


Triple Constraint of a Project

Three objectives common to all true projects: Time Cost Performance

Expectations of clients are an inherent part of the project specifications

Kerzner, H. (2003)


Project Management Life CycleConception Planning Implementation Termination

Lev

el o

f ef

fort

1. Goals2. Specifications3. Scope4. Responsibilities5. Teams

1. WBS2. Budgets3. Resources4. Risks5. Schedule

1. Status reports2. Change Orders3. Quality Audits4. Contingencies

1. Train user2. Transfer documents3. Release resources4. Reassign staff5. Lessons learned



Tool 1: Work Breakdown Structure

Structured listing of tasks

Similar to Indented BOM

Start at top level, and decompose Divide into three to seven major tasks Sub-divide major tasks (& sub-sub-divide…)

Define task activity Input, output, required time, required resources

Assign responsibility


Example

1. Design Pizza

1.1 Select crust

1.2 Select sauce & cheese(s)

1.3 Select topping(s)

2. Acquire Materials

2.1 Buy dough & sauce

2.2 Buy meat(s) & cheese(s)

2.3 Buy produce

3. Construct Pizza

3.1 Prepare crust

3.2 Append sauce & cheese

3.3 Apply toppings

4. Bake Pizza

4.1 Preheat oven

4.2 Cook pizza

4.3 Remove & serve


Pizza WBS

ACTIVITY RESP INPUT OUTPUT DUR

1.0 Design Pizza Tim Ideas BOM 8 min

1.1 Select crust Ellen

1.2 Select sauce & cheese(s) Andy

1.3 Select topping(s) Mindy

2.0 Acquire Materials Tim BOM, $$ Ingredients 30 min

2.1 Buy dough & sauce Ellen

2.2 Buy meats & cheeses Andy

2.3 Buy produce Mindy

3.0 Construct Pizza Tim Ingredients Unbaked Pie 20 min

3.1 Prepare crust Ellen

3.2 Append sauce & cheese Andy

3.3 Apply toppings Mindy


Scheduling

A schedule is the conversion of a project action plan into an operating timetable

It serves as the basis for monitoring and controlling project activity

Taken together with the plan and budget, it is probably the major tool for the week-to- week management of projects


Tool 2: Gantt Chart

Conversion of ‘static’ WBS to ‘dynamic’ Gantt Chart Shows sequence of activities Shows timing of activities Allows tracking of performance

A Gantt Chart is a horizontal bar chart Empty bars show time allotted for task Filled bars show progress to date Symbol (empty shape) shows “Deliverables”


Gantt Chart

Task, duration, and start / end are shown by horizontal bars on a time scale:

Tasks are listed on left Duration is shown by the length of the ‘empty’ box Deliverables are shown by ‘empty’ symbol at due date

Bars may be grouped logically: By sequence By function By resource …

Progress is tracked graphically: Current date is depicted as a thick, vertical line Task % complete is noted by filling in the bar / symbol


Gantt Progress Tracking

Tasks Dur. A 5 B 5 C 4 D 7 E 6 F 12 G 12 H 6 I 3

Status: Tasks A, B, D, and E are complete Task C is 10 days behind (requires 1 more day of effort) Task F is 1 day ahead (and that person is available to work on Task C) Task G is on-time Task H could have already started (but hasn’t, and does not have to, yet) Task I is neither ready to start, nor scheduled to start, yet

0 5 10 15 20 25 30 35

Bold line for current date


Gantt Charts

There are several advantages to the use of Gantt charts: They are easy to construct

Even though they may contain a great deal of information, they are easily understood

While they may require frequent updating, they are easy to maintain

Gantt charts provide a clear picture of the current state of a project


Simple Schedule – MSP Gantt Chart

Schedule Management Issues

How frequently should the PM track progress? A: At least twice as frequently as it is reported.

What happens if something goes wrong? A: You (the PM) will be held accountable

… but how accountable depends The project manager is often dependent on team members

to call attention to problems, and members are biased

The project manager must make sure that the bearer-of-bad-news is not punished; nor should the admitter-to-error be executed, however …

The hider-of-mistakes may be shot with impunity – and then sent to project Siberia




Tool 3: Progress Reporting

A Progress Report is an efficient and concise communication to a targeted audience: Your audience is the person(s) who

sponsors/assigns/assesses/evaluates the project These people probably have multiple projects running

concurrently These people probably have progress reporting duties

themselves These people probably have an influence on the future

of your career, so …

these people will probably appreciate it if you put some thought into your communications with them!


Progress Reporting for Senior Design

The Progress Report for senior design is an efficient and concise communication to the instructor and client(s): They need to know who is providing/recieving this

communication and why it is important The format of the report needs to be consistent so they

can find the information that they need The information should be directly to the point, but

sufficient to support action …

So … what do these people need to know about your project on a regular basis, so they can act for you?



Part of the Progress Report structure is addressed by the e-mail format: Sent: field (date & time) populates automatically

To: and CC: fields show distribution of information To: field should include those that have a responsibility to the project or

those that are consulted – those that must act CC: field should include those that need to be informed – but don’t act BCC: field should include those that need the information, but whose

involvement in the situation is not public – those that may act

Subject: field will summarize content This field will filter your message This field will be used to prioritize efforts you request This field will be used to recover important data later on

So … THINK about these fields and use appropriately!



The Progress Report BODY is also structured in its’ format: Current Period Tasks & Progress:

Use a bullets to identify tasks, Format the bullet text to identify:

task personnel, duration, due date, and percent completion

Current Period Project Decisions: Identify in concise statements how the project will progress in light of

the dynamic environment Next Period Tasks & Assignments:

Use a bullets to identify both planned and new tasks Format the tasks to identify the planned

task personnel, duration, and due date



Lastly, in the Progress Report BODY, also includes the Budget: Current Budget Status:

Use a bullets to summarize budget components: Budgeted Amount Expenditures to Date Budget Remaining Planned Expenditures (for this period) Planned Expenditures Remaining Variance (summary of budget impact)

Format this in the e-mail text DO NOT put this into an attached document!

Make sure that everyone on the project team communicates project progress responsibly:

Know the schedule of progress report due dates, Make sure that team personnel report progress appropriately, and … Rotate the task of progress reporting


Project Management Resources

IENG 466 / 566 Project Planning & Control Schedule Tools

WBS, Gantt Chart, PERT / CPM, Resource Leveling Budget /Financial Tools

Crashing Projects, Earned Value, Performance Indices Personnel Elements

Organizations, Motivation, Negotiation, Project Life Cycle Elements

Conception, Selection & Planning, Implementation, Termination

Similar courses in Construction Management, other disciplines

Project Management Body of Knowledge (PMBOK) Project Management Institute


PMI: The Professionalism of Project Management Complexity of problems facing the project manager

Growth in number of project oriented organizations The Project Management Institute (PMI) was established in

1969 By 1990 it had 7,500 members 1995, over 17,000 members 1998--exploded to over 44,000 members

This exponential growth is indicative of the rapid growth in the use of projects

Importance of PMI as a force in the development of project management as a profession

dr. dean jensen, industrial engineering engineering management1 senior design project management...

Documents

project tasks

project activity

project planning control9

project planning control6

project action plan

project specifications

working definition project

engineering management