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Project Management

Project Management. Bob Carson Modified by Joe Law September 5, 2006. Overview. Introduction Learning outcomes Definitions Framework of Project Management Statics Dynamics. Learning outcomes. Learn the process and terms of Project Management (PM)

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Project Management

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  1. Project Management Bob Carson Modified by Joe Law September 5, 2006

  2. Overview • Introduction • Learning outcomes • Definitions • Framework of Project Management • Statics • Dynamics

  3. Learning outcomes • Learn the process and terms of Project Management (PM) • Learn the value of PM – “not busy work” • Understand the need for efficiency and effectiveness in PM

  4. Definitions • Project Management vs. Product Development • Product Development – the activities to create a concept, develop prototypes and validate that the results meet quality and performance specifications. • Project Management – controlling the activities from conception through release of a product for manufacture.

  5. Definitions (cont’d) • Scope – the breadth of activities to deliver a quality product while satisfying the project’s metrics • Metrics – the set of measures to drive total customer satisfaction for any product (QPSC) • Quality – meeting all customer needs (faster than…clearer than…hotter, colder, smaller than…sooner than…cheaper than…..) all qualitative measures • Performance – meeting the product specifications (freq spec, pixel spec, size spec, temp spec, etc ) quantitative measures • Schedule – following the Roadmap (Gantt chart, review plans, interactions, external schedules) • Cost – meeting the targeted costs (target cost, tradeoffs, process for renegotiation)

  6. Framework of Project Management • Phases of Product Development (PD) • Scope of senior design • Project Drivers • Knowing your customers • Knowing yourself • Understanding team roles and dynamics • Limited resources • Managing projects

  7. Product Development Phases

  8. The Statics of Project Management • Set the direction • Plan the work • Work the plan • Commit and deliver • Drive using metrics • Learn from experiences

  9. Set the direction Managers lead the project development efforts through a core team whose goal is to: • review the project mission • identify the stakeholder needs • outline key issues • limit project scope • assemble an extended team • state expected deliverables with timelines

  10. Plan the work • Managers develop a detailed project plan and use the plan to break down the project into several elements: tasks, owners, due dates, links, milestones and deliverables.

  11. Plan the work • Team links tasks to specific milestones, dates and deliverables that meet project goals. • A plan is much more than simply a schedule.

  12. Work the plan • Professionals meet project goals by working a plan daily.

  13. Commit and deliver • Projects demand strong commitments from teams and team members to deliver successful new products. Managers champion projects and drive success as team members commit and deliver to the project plans and changes. The synergy created by a committed team is more than the sum of its parts.

  14. Drive using metrics • Four metrics are part of every project plan: • Quality shows a product’s status toward all customer expectations • Performance shows a product’s status toward its specifications • Schedule shows a project’s status toward the plan’s projected timelines • Cost shows a project’s status toward the plan’s projected costs • Managers use metrics to report project status.

  15. Learn from experiences • Experiences throughout a project provide lessons for future projects. • Industry relies on these experiences to continually improve processes and grow people. Team members capture “Lessons Learned” in logs and databases for future use (share the good – shed the bad).

  16. The Dynamics of Project Management • Customer needs • Resource allocations • Team roles • Personal commitments • Project tradeoffs

  17. Project resources • People • Machines • $$$ • Time • Space

  18. Who are your customers? • Industry sponsors • Professors • Machinist • Team • Family

  19. What are my commitments? • Team • Self • Other classes • Spouse/family • Parents • Job

  20. Machines • Machining • Assembly • Measurement • Calibration • Testing • Computers and software

  21. Money • Rent • Lease • Buy • Wages • Contracts • Legal

  22. Time • Brainstorm • Plan • Module development, testing, validation • System development, testing, validation • System qualification

  23. Space • Location • Offices • Build modules • Assemble systems • Test modules and systems

  24. Tools • Work breakdown Structures • Gantt Charts • Budgets • MicroSoft Project

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