First fare 2010 project-management

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First fare 2010 project-management

  1. 1. Project Management Ejvin Berry FIRSTFare – October 30th, 2010
  2. 2. What is a Project? One goal + some parameters:  Scope – A verb and a noun  Small Scope: Blinking lights  Moderate Scope: Innovative design  High-Risk / High Value Scope: Streamlining future work  Time  Cost  Quality  Risk
  3. 3. Project SuccessRequirements to survive the season: Happy customers On time deliverables On budget projects Optimistic investors Team cohesionCongratulations… but if you have problems “surviving”, you’ll have problems “thriving” as an engineering organization…
  4. 4. Profitable Project Successes New work Under budget Innovative design Paid investors (with PR) Intensified talent pool Leftover energy  Time and capital
  5. 5. Project Manager Primary Roles:  Build a team (organize existing resources)  Maintain/ Analyze data  Organize capital (money and manpower)  Manage conflict (interference)  Review work – Initiate Design Reviews  Schedule resources
  6. 6. What is Project Management? Novations Group, Inc., "Tools and Techniques of Project Management, v6.1"
  7. 7. Initiation By definition, only ever happens once Contains clear project goals and parameters Often involves the customer Your big chance to control scopeInitiation will take place between 5am and midnight on Kickoff Day.
  8. 8. Planning This is the opportunity to modify:  Team structure  Tactics – Define “envelopes”  Schedule  Chronological schedules  Cost schedules – when to buy?  Acceptable risks – Weigh your skills and your needs with your “wants”
  9. 9. Early vs. Late Project Planning
  10. 10. Executing Do what you planned. Do only what you planned. Feedback and repeat.WARNING: Execution without documentation is wasteful and often times illegal.
  11. 11. Monitoring and Controlling Gather feedback via Design Review Sort feedback Make decisions regarding remaining resources
  12. 12. Closing A formal process in which you sell your product to the customer. Requires a Design Review  Who is your customer? Which projects need to close?  Minor components  Entire robot
  13. 13. Now it’s time to manage… If you were looking for someone to spell it out for you; here’s your chance…
  14. 14. First: Team Structures Match people with their strengths  It may be helpful, particularly for rookie teams, to develop a skills matrix.  This will help identify training needs, or where you need to get more outside help (a trainer, or a hired gun?) Develop an organization chart, matching team members to their responsibilities.
  15. 15. Second: Plan the work… Work Breakdown Structure (or WBS) = Everything you want to do on the project  Determine the form and function of every part, and what they all do for you (Functional Efficiency Technique)  Also any related work – fundraising, major events, support equipment  This ultimately becomes your project plan, as detailed as you choose to plan and schedule it. Match with your team structure.
  16. 16. Plan the work (cont.). . . Estimate each item or system using a Resource Loading Diagram along with a Network Diagram:  How much time (work hours) do you think it will take?  How many people do you have? How much time do they have?  How many days/ hours will each item take?  Where are you short handed? Make sure you aren’t double booking people.
  17. 17. Third: Execute - do some work
  18. 18. Fourth: Design Reviews Plan and schedule design reviews – possibly every day, until you enter production Document (as specifically as possible) how subsystems will work together and connect as they are designed, built and integrated Check your interfaces in the reviews – if there is change, it must be fully investigated, understood and agreed to
  19. 19. Fifth: Risk Management Also known as “what-ifs” Leave a little time for disasters and unforeseen details, but do NOT plan them Testing is essential to reduce risk Set goals for features or functions that would be “nice to have”  If there is insufficient time, the project will still be successful without them
  20. 20. Risk Management (cont.) FMEA (Failure Modes and Effects Analysis)  Consider system components  Identify symptoms of failure  Identify root cause  Predict consequences to other sub- systems  Rank failure modes by severity (1,2,3)  Rank failure modes by probability (1,2,3) Example FMEA.
  21. 21. Work the Plan . . .Make it happen Make a simple project schedule, easy to read and status. Stick to your plan Monitor progress Adjust on the fly – you may have to give up some goals, or shift more people to key tasks that are falling behind. Enlist more experts? Keep everyone productive, but don’t forget this is all fun! Communicate!
  22. 22. References MBA.com PMI PMBOK Guide Contact:  Ejvin Berry, ejvin.m.berry@boeing.com
  23. 23. Questions ????

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