Leading projects is one of the most challenging—and rewarding—roles engineering managers will take on. Beyond the technical challenges to confront, there is the added difficulty of managing diverse teams with limited resources. Optimal President, Carla Fair-Wright has teamed up with 2013 Society Of Women Engineers President (Houston) Jill Almaguer to describe the challenges faced in engineering projects and also suggests the best ways to overcome them to ensure success.
PRINCIPLES OF ENGINEERING ECONOMY
1. Develop the Alternatives;
2. Focus on the Differences;
3. Use a Consistent Viewpoint;
4. Use a Common Unit of Measure;
5. Consider All Relevant Criteria;
6. Make Uncertainty Explicit;
7. Revisit Your Decisions
DEVELOP THE ALTERNATIVES
The final choice (decision) is among alternatives. The alternatives need to be identified and then defined for subsequent analysis.
FOCUS ON THE DIFFERENCES
Only the differences in expected future outcomes among the alternatives are relevant to their comparison and should be considered in the decision.
USE A CONSISTENT VIEWPOINT
The prospective outcomes of the alternatives, economic and other, should be consistently developed from a defined viewpoint (perspective).
USE A COMMON UNIT OF MEASURE
Using a common unit of measurement to enumerate as many of the prospective outcomes as possible will make easier the analysis and comparison of alternatives.
CONSIDER ALL RELEVANT CRITERIA
Selection of a preferred alternative (decision making) requires the use of a criterion (or several criteria). The decision process should consider the outcomes enumerated in the monetary unit and those expressed in some other unit of measurement or made explicit in a descriptive manner.
MAKE UNCERTAINTY EXPLICIT
Uncertainty is inherent in projecting (or estimating) the future outcomes of the alternatives and should be recognized in their analysis and comparison.
REVISIT YOUR DECISIONS
Improved decision making results from an adaptive process; to the extent practicable, the initial projected outcomes of the selected alternative should be subsequently compared with actual results achieved.
PRINCIPLES OF ENGINEERING ECONOMY
1. Develop the Alternatives;
2. Focus on the Differences;
3. Use a Consistent Viewpoint;
4. Use a Common Unit of Measure;
5. Consider All Relevant Criteria;
6. Make Uncertainty Explicit;
7. Revisit Your Decisions
DEVELOP THE ALTERNATIVES
The final choice (decision) is among alternatives. The alternatives need to be identified and then defined for subsequent analysis.
FOCUS ON THE DIFFERENCES
Only the differences in expected future outcomes among the alternatives are relevant to their comparison and should be considered in the decision.
USE A CONSISTENT VIEWPOINT
The prospective outcomes of the alternatives, economic and other, should be consistently developed from a defined viewpoint (perspective).
USE A COMMON UNIT OF MEASURE
Using a common unit of measurement to enumerate as many of the prospective outcomes as possible will make easier the analysis and comparison of alternatives.
CONSIDER ALL RELEVANT CRITERIA
Selection of a preferred alternative (decision making) requires the use of a criterion (or several criteria). The decision process should consider the outcomes enumerated in the monetary unit and those expressed in some other unit of measurement or made explicit in a descriptive manner.
MAKE UNCERTAINTY EXPLICIT
Uncertainty is inherent in projecting (or estimating) the future outcomes of the alternatives and should be recognized in their analysis and comparison.
REVISIT YOUR DECISIONS
Improved decision making results from an adaptive process; to the extent practicable, the initial projected outcomes of the selected alternative should be subsequently compared with actual results achieved.
Chapter 09 of ICT Project Management based on IOE Engineering syllabus. This chapter mainly focuses on cost and project, cost management, cost estimating and more related to cost and project. Provided by Project Management Sir of KU
In Engineering Mechanics the static problems are classified as two types: Concurrent and Non-Concurrent force systems. The presentation discloses a methodology to solve the problems of Concurrent and Non-Concurrent force systems.
Chapter 09 of ICT Project Management based on IOE Engineering syllabus. This chapter mainly focuses on cost and project, cost management, cost estimating and more related to cost and project. Provided by Project Management Sir of KU
In Engineering Mechanics the static problems are classified as two types: Concurrent and Non-Concurrent force systems. The presentation discloses a methodology to solve the problems of Concurrent and Non-Concurrent force systems.
The Project Management Professional (PMP) - Is it For You?Carla Fair-Wright
The Project Management Institute (PMI) is the global professional association for project managers. It offers the PMP®, or Project Management Professional certification indicates a thorough and deep knowledge of project management. What are the requirements and how do you complete the application with ease
Every project manager needs to have cooperative and productive relationships with the project team and key stakeholders. The resonant leader style first described in the book "Primal Leadership" a by Richard Boyatzis, Annie McKee and Daniel Goleman, is a leadership style that creates and nurtures relationships.
Project Management Essentials for Engineers and Architects explains basic project management principles and illustrates how to manage and align technology projects for success.
This presentation is all about Communicating, where helps you to understand the basis and structure of communicating.
Different kinds of Communicating you are using everyday and you'll use when your in your subordinate in the near future.
K-7, 2nd in series of quality teaching and learning in inclusive classrooms and schools. Keynote as a wrap around specific sessions. Focus on reading, Allington's framework, 2 strategic sequences.
Continuing the conversation regarding district data collection on reading, supporting the development of readers in the schools, celebrations and challenges, staff support programs.
Building on the comprehension strategies for students at risk that were presented 2 years ago, this emphasis is on writing, connecting the writing to reading comprehension, supporting with organizing and viewing writing as thinking.
Sea to sky.learning in safe schools.elemexamplesFaye Brownlie
A series of classroom examples, designed to include all students, supporting them in belonging in the classroom, having choice, and developing competency.
"This is an easy to make recipe. I've tried numerous others using , fancy pans, etc., but none come out near as good as this. Keeping it simple is the best way. Be sure to use a high-quality charcoal, so that it will burn for a long time. Turkey will be moist tender and smoky!"
Industry experts, Bob Prieto, veteran executive with Fluor and Parsons Brinckerhoff, and Hans Hoppe with Parsons, share valuable information on the failure points of Mega Projects and proven methods of managing these projects to beat the odds and succeed. It is estimated that 9 out of 10 projects that cost $1 billion dollars or more, go over budget. Learn how we as an industry can change those numbers and improve the way the world builds.
BPP Training on Project Management - Day 1Imoh Etuk
This training was about exposing the employees of the Lagos State Public Service to the Contemporary Project Management Practices they can adopt to Enhance Project Delivery in the Pandemic Era for the Lagos State Public Service.
Upon successful completion of the training, participants s were to apply the generally recognized practices of project management acknowledged by the Project Management Institute (PMI) to successfully manage projects by:
• Getting started with project management fundamentals.
• Identifying organizational influences and project life cycle.
• Working with project management processes.
• Initiating a project.
• Planning a project.
• Planning for project time management.
• Planning project budget, quality, and communications.
• Planning for risk, procurements, and stakeholder management.
• Executing a project.
• Managing project work, scope, schedules, and cost.
• Controlling a project.
• Closing a project.
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P r i n t
PROJECT MANAGEMENT IMPROVEMENTS AT KEYSTONE
MANAGEMENT
INTRODUCTION
As the new Project O�ce Director for Keystone Management, Aaron has been asked to participate in the
corporate Continuous Process Improvement initiatives by identifying recommendations for speci�c aspects of
Keystone's project management methodology.
To meet this requirement, Aaron began by talking with project managers about their experience and insights,
which he then translated into strategies aimed at improving the process, environment, and quality of project
management at Keystone Management.
Your goal is to review the information Aaron gathered and his recommendations for each of the six topics in
this simulation. You will then clarify how improvements in each area can contribute to improvements at
Keystone. Each topic corresponds with a unit in the course. Although you may choose to complete each topic
in conjunction with the course unit, you may also want to follow the simulation from beginning to end to see
how the concepts in each topic relate. Along the way, we will provide you with the following:
Project Manager re�ections.
Aaron's recommendations.
Opportunities to clarify improvement opportunities.
Feedback on improvement opportunities.
Topic summaries.
INSTRUCTIONS
In this simulation, you will work through a total of six topics related to project management improvements for
Keystone Management. For each topic, you will be presented with project manager re�ections and Aaron's
recommendations. You will use this information to clarify how improvements in each area can contribute to
improvements for Keystone Management. Feedback will be provided on your responses.
Since each topic corresponds with a unit in the course, you can either complete each topic in conjunction with
the course unit, or follow the simulation from beginning to end to see how the concepts in each topic relate.
TOPIC 1: DEFINING REQUIREMENTS
What role do project requirements play in project management quality and success?
Figure of Requirements De�nition
C r e d i t s
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This �gure illustrates how di�erent types of requirements are connected and de�ned.
Business requirements are de�ned by the project sponsor.
Size and complexity information is de�ned by the project management team.
Functional and non-functional requirements are de�ned by both the development and testing teams.
Expectations and constraints are de�ned by other stakeholders.
User requirements are de�ned by user representatives.
Aaron began his discussions with project managers by stating that from his experience, well-de�ned
requirements are the cornerstone for project success and quality results.
Review the project manager responses and Aaron's recom ...
DISCUSSION POINTS:
1. UNDERSTANDING PROJECT BASICS
2. IMPORTANCE OF PROJECT MANAGEMENT
3. PROJECT MANAGEMENT KNOWLEDGE AREAS
4. PROJECT CONSTRAINTS
5. MAJOR CHALLENGES AND THE WAY FORWARD
Free Webinar on "Major Project Management Challenges and the Way Forward"
https://www.facebook.com/events/1240889433429450
How to cultivate and use a strategic system for mitigating project failures. How to manage your own reaction along with the loss of trust or damage to one’s reputation that can happen
The truth is, all corporations share the same basic structure and the higher your position on the corporate ladder, the more difficult advancement becomes. Women are conquering self-doubt, personal fears and cultural stereotypes as they steadily climb the corporate ladder. In this session, we will focus on the defining the challenges faced by successful women, strategies they used to overcome obstacles and skills that served them well along the way.
According to PMI, Projects and programs by their very nature create change. How you manage the impact of change is a key component to realizing of the strategic benefits of your project. This session will discuss effective behavioral change management techniques and provide you with the a basic knowledge of change management, so that you anticipate and manage resistance. Effective change management involves anticipating what in the organization is changing, who is impacted, and how they'll feel about it. Change - more specifically, transition - is a process. Understanding the process can help you navigate it faster and more successfully. Planning for change and transition will take the guesswork and panic out of communications down the road.
PMP Trainer Elaine Jackson, PMP and Carla Fair-Wright, PMP, MCP, ASQ CSQE joined to share their experiences and lessons learned, with the hope of providing a much needed holistic approach for those preparing for the PMP exam.
Covers the top ten most common mistakes project managers make and how to avoid them. Using research and literature from sports psychology, such as James Loehr\'s The Mental Game, you\'ll learn techniques from positive psychology and competitive sports that focus on how to quickly rebound from mistakes. And, how to cultivate and use a strategic system for mitigating them. You will also learn how to manage your own reaction along with the loss of trust or damage to one’s reputation that can happen.
Maxwell 5 Levels Of Leadership Your Key To Project SuccessCarla Fair-Wright
Dicussion on 5 levels of leadership defined by internationally recognized leadership expert John C. Maxwell. You’ll learn how to become more influential as a Project Manager and how to “invest” in your team and inspire them.
3. LEARNING OBJECTIVES
To understand the importance of Project Management
Provide tools and techniques to improve the overall management
of a project
Help participants manage projects more efficiently & effectively
Share lessons learned and best practices
4. JILL ALMAGUER, PE, MBA, PMP
Registered Professional Engineer in Texas for over 20 years (B.S. in
Bioengineering from TAMU)
Managed large projects at HP, Agilent Technologies, Texas Medical
Center, Harris Health System, SWE
Experience in healthcare, IT, telecom, semi-
conductors, education, energy
Adjunct Faculty, DeVry University
Certified Project Management Professional, member PMI
President, Society of Women Engineers Houston Area Section
5. CARLA FAIR-WRIGHT, PMP, CSQE
President and CEO, Optimal Consulting LLC
Certified Software Engineer over 20 years (B.S. in Computer
Science)
Managed projects for Shell, BP, Pitney
Bowes, CNPC, USAF, Cameron, SWE
Experience in IT, Reliability Maintenance, EAM, public
safety, energy
Certified Project Management Professional
Past President, Society of Women Engineers Houston Area
Section
7. Challenges of Engineering Projects
The complexity of large engineering projects has led to the
abandonment of many expensive projects and led to highly impaired
implementations in other cases.
Yaneer Bar-Yam, New England Complex Systems Institute
•Constraints and
Dependencies
•People and Technology
•Evolutionary Process
8. What Is Project Success?
R. Ryan Nelson, University of
Virginia
9. Obstacles to Effective Leadership
Personal agenda
Micromanaging
Failure to act
Fear and self
doubt
11. 4 Functions of Management vs. Project Management
Leading and Directing: Staff
training, supervising, delegating, motivating, counseling and
coordinating
Planning: Deciding what needs to happen in the future (today, next
week, next month, next year, over the next five years, etc.) and
generating action plans
Organizing and Staffing: making optimum use of resources required
to successfully implement plans including structure and job
analysis, recruitment, and hiring for appropriate jobs
Controlling: Checking progress against plans
12. Planning
Planning is an essential part of project management.
The project plan is a roadmap with milestones.
The first step is to define the project objective (destination or deliverable).
The objective must be specific, measurable, attainable, realistic and time
bound (SMART).
The objective is usually defined in terms of scope, schedule and cost.
The project objective should be clear and concise and agreed to by the team
and sponsor at the beginning of the project.
Develop a baseline plan:
Divide and subdivide the project
Define the specific activities to be performed
Graphically portray the activities in a network diagram
Make a time estimate for how long it will take to complete each activity
Make a cost estimate for each activity
Calculate a project schedule and budget.
Determine if project can be accomplished within time, funds, and available
resources.
14. Controlling the Project
Monitor progress :
Measure actual progress; compare it to planned progress
Track which activities have been started and/or completed & when
How much money has been spent
Compare on a timely and regular basis
Take corrective action to get back on track
A regular reporting period should collect:
Data on actual performance
Information on any changes in scope, schedule, and budget
Data should be collected and used to update the schedule and budget
Compare updated schedule and budget to the baseline and analyze
Shorter the reporting period, better the chances of identifying problems
early and taking effective corrective actions
15. Project Management Maturity Model
The Project Management Maturity Model (PMMM) has five levels.
Level 1: Common Language
Level 2: Common Processes
Level 3: Singular Methodology
Level 4: Benchmarking
Level 5: Continuous Improvement
SOURCE: HTTP://WWW.MY-PROJECT-MANAGEMENT-EXPERT.COM/PROJECT-MANAGEMENT-
MATURITY-MODEL.HTML
16. Project vs. Matrix Teams (Leadership)
Define roles and responsibilities clearly
Agreement between the functional and
project manager on roles and
responsibilities
Shared performance goals and metrics
17. Common Problems in Project Teams
Lencioni's Five Dysfunctions of a Team
1. Absence of trust
2. Fear of conflict
3. Lack of commitment
4. Avoidance of team accountability
5. Inattention to team objectives
18. The Role of the Project Manager
•Focus on collective Outcomes
•Confront Difficult Issues
•Force clarity and closure
•Mine for conflict
•Go First
19. Effective Global Teams / Virtual Teams
Challenges
•Differences in Work
Norms and Behaviors
•Violations of Respect
and Hierarchy
•Fluency (accents and
vocabulary)
22. The Agile Process
Coined in 2001 by the Agile Manifesto
Used primarily in software development projects
The premise of the Agile method is that a team of cross-
functional professionals works closely together to
develop, test, and implement the software in small steps called
iterations. The iterations are short in time and may last only a
day, a week, or a month. In the Agile process, the project team
is focusing on just getting a small component of the larger
project completed and then moving on to the next iteration.
The management of the project is different from traditional
scheduling methods in that a project manager isn’t scheduling
out the entire project at the outset. Typically, activities have
dependencies and don’t start until one activity has ended.
HTTP://WWW.WIZIQ.COM/TUTORIAL/16-INTRODUCTION-TO-SCRUM-AGILE-PROJECT-MANAGEMENT
23. Next Steps
Please fill out online evaluation for session
Thank you for coming and hope you enjoy WE ‘12 in Houston!
FY13 SWE Houston Area Section Theme: A Year of ENRG -
Encourage Networking Recognition and Growth
Next SWE Houston Area activities:
November - Professional Development meeting at BP
December – Ten Thousand Villages Holiday Networking Fundraiser
24. Jill Almaguer, PE, MBA, PMP, President@SWEHouston.org
Carla Fair-Wright, PMP, CSQE, fair@opc-houston.com
Please visit us at
SWEHouston.org
or
Stop by the Houston Area
Section Table at the SWE
Boutique
Editor's Notes
Both
Jill – holding questions until end (questions) Please turn off or silence PPE
Jill (Interactive) 5-10 minutes
jill
Carla
Jill
Carla
Carla
Carla
Carla
Jill
Jill
Jill
Jill – Issues List Slide (hands-on)
Jill:In PMMMhigher level - Carla will discussmgting project matrix teams
Carla (RACI chart)
CarlaAbsence of trust—unwilling to be vulnerable within the groupFear of conflict—seeking artificial harmony over constructive passionate debateLack of commitment—feigning buy-in for group decisions creates ambiguity throughout the organizationAvoidance of accountability—ducking the responsibility to call peers on counterproductive behaviour which sets low standardsInattention to results—focusing on personal success, status and ego before team success