Essentials of Entry Level Project Management - Rev A
1. Scope (Technical)
Quality
Scope (Technical)
Presented to:
American Society of
Engineering Management (ASEM)
University of Texas at Arlington
November 30, 2015
Steve Kiester
Manager, Program Performance
PMO Business Mgmt
1
PMO Business Mgmt
- Commercial Aircraft
Bell Helicopter
2. Why Get Involved in Project Management?
Overview of Project Management Concepts
Typical Skills / Tools Utilized Typical Skills / Tools Utilized
Considerations / General Thoughts
Where YOU are Needed!
Next Steps Next Steps
Questions / Discussion
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3. Why get involved in Project Management?
◦ Like diverse people, skills and functions
P efe o king in a team en i onment◦ Prefer working in a team environment
◦ Enjoy seeing people work towards a common result
◦ Want to see something go from “idea” to reality
Project Management skills are applicable to any
i d i d
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industry, service or endeavor
5. Project - A temporary endeavor to create a unique
product, service or result
Project Management – The application of
knowledge, skills, tools and techniques to project
activities to meet the project requirementsactivities to meet the project requirements
Portfolio
Program
X
Program
Y
Project
A
Project
B
Project
C
Project
D
Project
E
Project
F
5
6. Project Management Processes - (5) groups:
Initiating
Planning Planning
Executing
Monitoring and Controlling
Closing Closing
Applicable for Large or Small Project
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7. P t
Project Management Knowledge - (10) areas:
6) Procurement
7) Human Resources
1) Integration
2) Scope
8) Communications3) Time
9) Risk Management
10) Stakeholder
4) Cost
5) Quality )
Management
) Q y
Applicable for Large or Small Project
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Applicable for Large or Small Project
9. Monitoring /
Controlling
• Control scope
• Manage risks
• Control cost / schedule
• Report progress / performance
Initiating Planning Executing Closing
• Acquire & manage team
• Perform defined tasks
• Manage stakeholder
• Develop charter
• Identify stakeholders
• Collect rqmts
• Define scope
• Final documents
• Lessons learned
Manage stakeholder
expectations
• Define & sequence activities
• Estimate activity resources
• Estimate activity durations
Define scope
• Create WBS*
* WBS
W k
y
• Plan procurement needs
• Develop integrated schedule
• Estimate costs
• Determine budgets
Good planning is critical to
a successful project
Work
Breakdown
Structure
9
g
• Identify & quantify risks
10. G t 6
Rqmts / Pre-Design
Gate 2Gate 1Gate 0
Gate 6
Preliminary
Design
Detail Design
Preliminary
Design
Detail Design
Gate 3 Gate 4 Gate 5
Detail Designg
– Long Lead
Detail Design– Other Parts
Order Long Lead Parts
EngrSupt (LOE)
Engr Supt (LOE)
g
– Long Lead
Detail Design– Other Parts
EngrSupt (LOE)EngrSupt
Engr Supt (LOE)Engr Supt (LOE)
Vendor Lead Time
Detail Design
Initiating
Vendor Lead Time– xy wks– FinalAssy
Mfg Planning
Tool Design
ToolFab
Vendor Lead Time– xy wks– FinalAssy
Mfg Planning
Tool Design
ToolFab
Mfg Planning
Tool Design
Tool Fab
Initiating
Planning
Executing
Monitoring &
Controlling
PartFab
Flight TestFinalAssyCabinAssy
CabinAssyParts Avail Final AssyParts Avail
CabinAssy
CabinAssy
Final Assy
Fi l A
Flight Test
Fli ht T t
Mfg Engr/ ToolDesigh& FabSupt (LOE)PartFab Part Fab
Flight TestFinalAssyCabinAssyCabinAssy
CabinAssyParts Avail Final AssyParts Avail
CabinAssyCabinAssy
CabinAssyCabinAssy
Final Assy
Fi l A
Flight Test
Fli ht T t
Mfg Engr/ ToolDesigh& FabSupt (LOE)Mfg Engr/ ToolDesigh& FabSupt (LOE)
Integration
Scope
Procurement
Human Resources
Controlling
Closing
CabinAssy
CabinAssy
CabinAssy
Final Assy
Final Assy
Final Assy– Pre-
Prod
Flight Test
Flight Test / Cert
Flight Test / Cert
Mfg Engr / ToolDesigh& Fab Supt (LOE)
CabinAssyCabinAssy
CabinAssyCabinAssy
CabinAssyCabinAssy
Final Assy
Final Assy
Final Assy– Pre-
Prod
Flight Test
Flight Test / Cert
Flight Test / Cert
Mfg Engr / ToolDesigh& Fab Supt (LOE)
Scope
Time
Cost
Quality
Human Resources
Communications
Risk Management
Stakeholder
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Quality
Management
Complex project utilizes all processes groups &
knowledge areas
12. Good understanding of processes that develop
the product, service or desired result
Ability to investigate & learn about the product,
service or result for which you are not familiary
Determine detail process flows as needed
Ability to see the Big Picture
Utili t i l j t t t l Utilize typical project management tools
Listen and communicate
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13. Develop the detailed work breakdown structure of
complex activities and form them into an integrated plancomplex activities and form them into an integrated plan
Provide time based schedules and resource allocations
for complex plans or implementationsp p p
Use project management techniques to perform
Industrial Engineering analyses and investigations
Form and direct both small and large teams that work
towards a defined objective, scope & deliverables
Perform risk analysis of various project options and
outcomes
Ref “Industrial Engineering Roles in Industry”
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Ref Industrial Engineering Roles in Industry
Prepared by Institute of Industrial Engineers – Industry Advisory Board
14. Scheduling software tools
◦ Generate logic driven tasksg
◦ Estimate task resources
◦ Manage scope baseline
◦ Conduct Critical Path Analysis
Calculate key project management metrics
Manage project risks Manage project risks
Conduct schedule risk assessments
Communicate with project / program leadership and
other team members
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21. 55
Medium Risk High Risk
LIKELIHOOD
4
3
4
3 Usually labeled as
a specific risk to:
L
55
2
1
2
1
Low Risk
* Technical
* Cost
* Schedule
HIGHMEDIUMLOW HIGHMEDIUMLOW
CONSEQUENCE
54321 54321Low Risk
Risk “Cube” standard display used almost universally
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Risk Cube standard display used almost universally
22. Typical Skills / Tools Utilized –
Conduct Schedule Risks AssessmentsConduct Schedule Risks Assessments
• Schedule Risk Assessments (SRAs) allows better understand of
risk /uncertainty associated with the IMS
• SRA models the probability of achieving a particular activity
or milestone completion by a given date via Monte Carlo algorithm
• Applies “Optimistic, Most Likely & Pessimistic” durations to
Critical Path tasks and other selected tasks as required
• Most Likely Duration – current planned duration value
• Optimistic – “Best Case” Duration
• Pessimistic – “Worst Case” Duration
• Duration criteria established by scope ownerDuration criteria established by scope owner
• Yields standard set of reports (Distribution & Tornado Chart)
• Complete schedule logic / clear critical path is prerequisite
23. Histograms
Determines:
Th h f “ ti ”• The chance of “on time”
project completion
• Confidence levels for
specific events
More realistic schedules increase the probability that projects will
specific events
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meet their cost, schedule and technical objectives
24. Tornado Charts
Duration sensitivity is a measure of the
correlation between the duration of
individual activities and the completion
of pe ified e entof a specified event
Isolates the activities most likely to cause a schedule delay or cost overrun
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Isolates the activities most likely to cause a schedule delay or cost overrun
25. Grow & develop staff members
◦ Processes tools & aircraft development knowledge◦ Processes, tools & aircraft development knowledge
◦ Who is right for which project
◦ Who would grow on a given project
Liaison with Program / Project Managers
(people, processes, priorities, problems)
Facilitate key program meetings Facilitate key program meetings
Assist with utilization of project management tools across the
company… applicable to project need
(scheduling software SharePoint etc )(scheduling software, SharePoint, etc…)
Support company bid / proposal process to capture new
business initiatives
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26. You don’t have to use all the “tools”! (…Use what’s needed)
Don’t wait for everything to be “perfect” or all desired Don t wait for everything to be perfect or all desired
data available to proceed (hint…it will never happen)
Be flexible to change
Always have these thoughts in mind:
◦ What is important / critical to this project and why?p / p j y
◦ What do we really need to measure & control?
◦ Why is this project being conducted? (..the originating purpose)y p j g ( g g p p )
◦ What does completion look like? (…when are we “done”)
◦ Does this make sense? (…analysis results; next steps, etc..)
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27. Ideal skills to bring into Project Management
Ability to listen and communicate
Holistic view of people, processes and systems
Ability to plan / model the effort needed to bring a
desired result to fruition…and be willing to change
Problem solving, collaboration & facilitating skills
Willing to grow beyond your “comfort zone” Willing to grow beyond your comfort zone
Ability to listen and communicate
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28. How to get involved in Project ManagementHow to get involved in Project Management
Offer to assist with project activities in a job / school
Volunteer to coordinate an event
Investigate project management related organizations Investigate project management related organizations
◦ Institute of Industrial Engineers (IIE)
◦ Project Management Institute (PMI)
◦ Green Project Management (GPM)
I t ti l P j t M t A i ti (IPMA)◦ International Project Management Association (IPMA)
Obtain basic project management knowledge
Envision how projects have brought things to you
j kill li bl
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Project Management skills are applicable to any
industry, service or endeavor
