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PE-course Project Organised Learning (POL) Mm 4: Project Management

PE-course Project Organised Learning (POL) Mm 4: Project Management. Master of Science – Introductory Semester ( E 7 – Intro) Lecturer: Lars Peter Jensen Ass. teacher: Xiangyun Du. Project Management. Schedule: 8.15 Role play

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PE-course Project Organised Learning (POL) Mm 4: Project Management

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  1. PE-courseProject Organised Learning (POL)Mm 4: Project Management Master of Science – Introductory Semester (E7 – Intro) Lecturer: Lars Peter Jensen Ass. teacher: Xiangyun Du

  2. Project Management Schedule: 8.15 Role play 9.00 Lecture 1: About projects and management of people 9.30 Team exercise 10.15 Lecture 2: Management of time 10.45 Group exercise

  3. About projects and management of people Contents: • Defining a project • The project settings and goal • Code of conduct/team charter • Exercise: Team health assessment

  4. Project What ? • A unique task • Have a lot of complex activities • Needs several people with different skills • Have a final goal/objective • Limited resources (time, money, people) • Have to deliver a result at a given time: • As a minimum a written report

  5. Project goal and settings

  6. Agree on the goal, or you won’t reach it! • OR GET ON A • DESERT WALK

  7. Be aware of your differences YOU ARE STUPID ! WE DON’T KNOW

  8. Project Management Includes: • Management of people • Management of time

  9. Team charter or code of conduct Why ? • Create common expectations • Secure clear agreements What? • Contract with supervisor • Group contracts: • Task strategies • Process strategies

  10. Code of conduct (group contract)– A tool for managing people • Expectations and ambitions ? • Meetings – How often ? – What if somebody is late ? • Organizing meetings , chairman, referee, use of blackboard ? • Division of labor ? • What kind of response do you give within the group ? • To what extent will we socialize together, and when ?

  11. Contract with supervisor • DRAFT Contract between project group XX and supervisor NN • What I am willing to do (if you want me to) • Help… Meet… Discuss…. Read…. • What I prefer not to do • Meet…. Read…. • What I expect of you • write a memo, send the memo, chair meetings etc.

  12. Group contract – an example

  13. Team assessment How ’well’ is your Team ? Self and group exercise on assessment of Team ”Health Profile”

  14. Break Adamstrustbuildingexercise

  15. Management of time Contents: • Introduction • Activity diagram • How long time do we need for a given activity? -how to make a qualified guess • The Gantt chart • Project monitoring

  16. Management of time Is management of (often unpredictable) change via • project planning and • project monitoring Project planning – what is it? • 50 % thinking ahead • 25 % communication • 25 % milestones

  17. Project Planning-What does it consist of? A model of the project, including all activities = tasks, that together constitute the complete project How can the model be used? • To experiment with, without actually carrying out the timing and scheduling of activities of the project • As a yardstick against which to measure progress and monitor the project • As a basis for a regular review and update process, e.g. Plan the remaining part of the project

  18. Planning in different levels • Top level: • Big tasks, few milestones – gives you overview • Activity level: • Where you are right now • Detailed activity plan with many smaller tasks • Deadlines • Daily level: • What are we going to do today

  19. P1 Planning 1st Semester 2000 – P0 Project – Group 00792 – TETRA System

  20. P1 Period Planning Motor selection Battery selection Design of Control Strategy Weekly report Simulation No Module report Yes Implement the Strategy Supervisor meeting Test No Yes Practical Work P1 Report

  21. P1 Period Time schedule Choose motor and supply Control Stategy Design Programming the controller and implement the strategy Practical Work and Documentation 8th. Oct. 15th. Oct 15th. Nov 19th.Dec

  22. Analysing controllers Modelling the motor OK? Choose strategy Matlab simulation of motor Matlab simulation of Control system and motor No Yes Control strategy design 2X 3X 2X X 2X TOTAL: 10X

  23. How to find X ? • We need 10 X • There is 6 members of the group • There are 15 half project day until finish of activity What is X then ? • X = 15/10 [½project day] = 1½ [½project day] ? • X = (15/10)x6 [½man day] = 9 [½man day]

  24. Gannt chart (Timescedule)

  25. Project Monitoring • Why has some activities taken to long time? • Can we compensate for the delay by working harder? • Is it possible to reorganize the work schedule • If we are to cut out some activities, which one? What are the consequences of each of these choices?

  26. Exercises in groups: • Make a code of conduct for your group. • Review your top level plan. • Make a detailed plan at the activity level where you are right now, using post-it’s to make an activity diagram. • Plan how to monitor your time schedule.

  27. Code of conduct – questions to ask Task strategies • What is the purpose, process, and timing of meetings? • What does ’on time’ mean? • What is the priority of time? • What are the importance and priority of deadlines? • Is it more important to achieve time deadlines, or to delay for higher quality? • What do we do about missing commitments? • To what extent do roles and responsibilities need to be formalized and written? • Who needs to attend, when? • What is the role of the leader? Of team members? • How will the task be divided up and the integrated? • What work can be done together or apart? • How will information be passed? To whom? When? Formally or informally? Within the team or outside? • How, where and when do we make decisions? Consensus, majority rule, compromise?

  28. Code of conduct – questions to ask Process strategies • How will we manage relationships – dive right into business versus take time to socialize? • To what extent will we socialize together, and when? • What is trust and how is it earned? • How formal or informal will we be? • What language(s) will we use? • How will differences in language fluency be managed? • To what extent does participation reflect potential contributions? • Who dominates? • Who listens to whom? • Who talks to whom? • How are interruptions managed? • How is conflict managed? Forcing, accommodating, avoiding, collaborating, compromising? • How is negotiation viewed? Win/lose, or win/win? • How is feedback provided? Face to face, third party, direct?

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