This document provides an overview of project planning and management for a mechanical systems design course. It discusses defining a project with objectives, deliverables, and descriptions. It also covers planning a project with work breakdown structures, dependencies, schedules, resource management, and risk analysis. The project phases of define and organize, plan, execute, monitor and control, and close are presented.
This document provides an overview of project planning and management for a mechanical systems design course. It discusses defining a project with objectives, deliverables, and descriptions. It also covers planning a project with work breakdown structures, dependencies, schedules, resource management, and risk analysis. The project phases of define and organize, plan, execute, monitor and control, and close are presented.
This document provides an overview of project planning and management for a mechanical systems design course. It discusses defining a project with objectives, deliverables, and descriptions. It also covers planning a project with work breakdown structures, dependencies, schedules, resource management, and risk analysis. The project phases of define and organize, plan, execute, monitor and control, and close are presented.
This document provides an overview of project planning and management for a mechanical systems design course. It discusses defining a project with objectives, deliverables, and descriptions. It also covers planning a project with work breakdown structures, dependencies, schedules, resource management, and risk analysis. The project phases of define and organize, plan, execute, monitor and control, and close are presented.
Teaching plan for Project Planning and Management: 1 hour lecture (this week, week 3) 1 hour classroom exercise (attend one session in the next 5 weeks)
Assessment: 1) IVLE Quiz after the lecture 2) Team worksheet during or after the classroom exercise This assessment constitutes CA3, which has a weightage of xx% of the total marks for this module.
2 Project Planning and Management Lesson plan for lecture and classroom exercise
Week Date Teams to attend Week 3 27 Aug 2014 Mass lecture (all teams to attend) Week 4 3 Sep 2014 Week 5 10 Sep 2014 Week 6 17 Sep 2014 Week 7 1 Oct 2014 Week 8 8 Oct 2014 3 Project Planning and Management What is a project?
A unique effort to: accomplish specific work scope, using defined resources, within defined schedule. SCOPE Log in to IVLE and answer Question 1. Continue to answer the other questions as we go along. 4 Project Planning and Management Application to ME3101/2:
Complete product life cycle consists of phases such as: market analysis design prototyping testing marketing and selling etc. Each phase is a project (scope, schedule, resources).
APPLY PROJECT MANAGEMENT! ME3101 (Aug 2014 Nov 2014) ME3102 (Dec 2014 Mar 2015) 5 Project Planning and Management Three phases of project management: DEFINE & ORGANISE 6 Project Planning and Management Define & organise
Define the project with: 1) Statement of objectives 2) Flexibility matrix
3) Major deliverables 4) Project description Concise More detailed 7 Project Planning and Management Define & organise
Statement of objectives should be: complete (scope schedule resources) concise (< 50 words) clear (avoid jargon)
Example: To design and fabricate the components and assemble a 1:2 scale model of a motorcycle enclosure suitable for wind tunnel testing by 20 Mar 2015 with a budget of $500
8 Project Planning and Management Define & organise
Flexibility matrix
Flexibility Least Moderate Most Schedule Scope Resources 9 Project Planning and Management Define & organise
Major deliverables
Major deliverables should be tangible, with completion criteria and dates if applicable Develop the deliverables in consultation with the sponsor and end users
Example: 1) CAD files of sensor enclosure by 14 Nov 2014 2) Bill of materials by 14 Nov 2014 3) Components fabricated according to CAD files by 12 Jan 2015 10 Project Planning and Management Define & organise
Project description
Depending on the nature of the project, this document may include the following: Purpose, target customers, impact assessment (risk of doing vs. not doing), cost/benefit analysis, scope in terms of what the project will and will not include, completion criteria (or acceptance criteria for the sponsor), start and end dates, staffing, hardware and software required.
Length varies depending on the complexity of the project but several pages is typical.
11 Project Planning and Management Define & organise
For ME3102: Sponsor: the company (staff) requesting the (in-house) project Project manager: student appointed/elected/volunteered as the team leader Core team: all team members Extended teams: NUS technicians, sub-contractors
For other projects in general, the sponsor is the one providing the official backing. Usually also appoints the project manager.
Sponsor: Approves the scope and schedule Obtains resources Provides strategic direction Approves changes Sets priorities and resolve conflicts 12 Project Planning and Management Three phases of project management: DEFINE & ORGANISE 13 Project Planning and Management Plan
The project plan consists of: 1) Work breakdown structure and ownership 2) Dependencies and Gantt chart 3) Risk analysis and risk management plan
Project management software may be used.
14 Project Planning and Management Plan
Work breakdown structure (WBS) and ownership.
Identify 4 7 major components of work (level 1 tasks) For each level 1 task, breakdown into 2 or more level 2 tasks Repeat the process until a task has 1 owner A clear deliverable Estimated 2 20 days duration The estimated duration is credible Can be tracked
15 Project Planning and Management Plan
Work breakdown structure example:
1. Buy materials and components 1.1 Find suppliers 1.2 Send out RFQs 2. Fabricate components 2.1 3D print external case 2.2 Machine internal chassis 3. Assemble prototype 3.1 Assemble chassis 3.2 Install off-the-shelf components onto chassis 3.3 Install wiring 4. Etc. 16 Project Planning and Management Plan
Ownership.
Each lowest level task must have one, and only one assigned owner. Owner is not necessarily the doer. Owner is responsible for ensuring that the work gets done to specifications, within schedule and resource constraints. Owners can be assisted by contributors, a matrix can be drawn: Find suppliers 3D print ext. case Machine int. chassis Ali Owner contributor Ben contributor contributor Owner Chitra contributor Owner 17 Project Planning and Management Plan
In order for each lowest level task to be tracked, define its completion criteria and thus a table as shown below, called the WBS Dictionary can be written. WBS code Task name Completion criteria Owner 1.1 Find suppliers Supplier carrying the product and able to ship to SG, contact person, contact address found. Ali 2.1 3D print external case All parts of the case printed, post processed and tested to fit together seamlessly. Chitra 2.2 Machine internal chassis All the internal chassis components machined, degreased and tested to fit together properly. Ben 18 Project Planning and Management Plan
Dependencies and Gantt chart
Tasks are dependent on the completion or start of other tasks. Eg: 19 Machine internal chassis Assemble chassis Collect datasheets of components Design baseplate The above show logical dependencies, not resource dependencies. Start-start Finish-start Project Planning and Management Plan
After logical dependencies drawn up, mark milestones (completion of significant tasks)
From the logical dependencies, estimate the task durations, considering: the person may devote only part of his time to the assigned task waiting time non-working days
to arrive at the Project Schedule.
The Project Schedule is then presented in a Gantt Chart
Tools: Offline application: Gantt Project http://www.ganttproject.biz/ Online SAAS: AceProject http://www.aceproject.com/ 20 Project Planning and Management Plan
Gantt Chart 21 Project Planning and Management Plan 22 Project Planning and Management Plan
The Gantt Chart allows us to see the Critical Path, the longest path from Start to Finish.
Any delay in the tasks in the critical path delays the project. 23 Project Planning and Management Plan
Project management software is able to track manpower resources and loading.
Assigning manpower resources to tasks in Gantt Project.
(For full instructions watch the video tutorial and read the Gantt Project Handbook on IVLE)
Workload of each manpower resource is visible at a glance.
Provides basis for modifying the original plan (scope and schedule) 24 Project Planning and Management Plan
Modifying the plan, possible approaches: Break/change logical dependencies, eg finish-start to start-start (with lag) Break into sub-tasks and do in parallel Use of new, more productive technology Reassign people to critical tasks Re-assign resources (under-loaded to over-loaded) Sub-contract, hire temps Negotiate scope or phased roll out Buy off-the shelf components instead of making
25 Project Planning and Management Plan
Risk analysis & management.
Identify areas of high risk Quantify risk factors Develop risk management plans 26 Project Planning and Management Plan
Identify areas of high risk:
Schedule: Tasks on critical path Tasks with multiple predecessors Start-start dependencies Tasks reliant on external groups Resource: Tasks with only one person assigned Tasks requiring special tools, venues, software, etc. Tasks using scarce or large amount of resources Scope: Uncertainty of new technologies Changing customer requirements Extreme performance requirements 27 Project Planning and Management Plan
Quantify risk factors: 28 Risk item Potential impact Likelihood of occurrence Difficulty of timely detection Overall threat Use a suitable scoring method to complete the above matrix. Rely on experience, past history to assign scores. Threats are prioritised and the most severe ones are tackled with risk management plans. Project Planning and Management Plan
Develop risk management plans:
Prevention is better than cure. Hence, to ways to manage risk: preventive action, contingency action.
Preventive actions reduce likelihood that the risk event will occur. Focus on the causes of risk and take action to eliminate or mitigate the causes.
In spite preventive actions, the risk event still occurs. Triggers are the mechanism for detecting the conditions/deviations that tells the team that the event has occurred.
When the risk event occurs, take contingency action, purpose is to minimise the impact of the risk event. 29 Project Planning and Management Plan
Develop risk management plans:
Draw up the risk management matrix as follows.
Owner is to ensure that the plan is implemented. 30 Risk item Preventive action Contingency action Trigger Owner Project Planning and Management Three phases of project management: DEFINE & ORGANISE 31 With defining and planning done, present to sponsor and higher management for approval.
Freeze the Gantt chart to establish a baseline.
The next phase is the execution of the plan, with appropriate tracking. Project Planning and Management Track and Manage
Tracking and managing the project consist of: 1) Collection of status & analysis of variances 2) Planning adaptive action & executing them 3) Periodic status reporting & final closeout 32 Project Planning and Management Track and Manage
Collection of status & analysis of variances
Hard data: whether tasks started as planned, start and end dates, remaining time needed to complete tasks in progress, whether milestones achieved
Soft data: problems/foreseeable problems encountered by members, things needed to complete tasks effectively
Frequency of collection, minimum once per month, higher frequency for ME3102 since it is a short project
Update hard data into Gantt Chart as percentage completion, it gives a overview of variance from baseline.
Analyse both the cause of the variance and its impact. 33 Project Planning and Management Track and Manage
Planning adaptive action & executing them
Similar to plan modification on Slide 25: Re-arrange the logical dependencies Re-look at the flexibility matrix Re-deploy resources
Once adaptive actions have been planned, communicate the changes to the team and get buy-in from sponsor and management. 34 Project Planning and Management Track and Manage
Periodic status reporting & final closeout
Collection of status can be carried out in preparation for regular team meetings.
Variance analysis can also be carried out during such meetings.
Information raised during these meetings must be properly kept so that new members or even a new project manager can become effective quickly.
35 Project Planning and Management Track and Manage
Periodic status reporting & final closeout
End of project when either Customer approves all project deliverables Management decided to terminate the project early
Closing activities: Return confidential information Return equipment Assess actual project cost Complete any paperwork Final closeout meeting to debrief key learnings and honour & reward team members 36 In conclusion Key points in project management have been covered.
Answer quiz questions in IVLE.
Attend one session over the next 5 weeks for a class exercise.
Install Gantt Project or signup for Ace Project for the class.
Apply project management to ME3102 prototype building phase. 37 38 Feedback (both complaints and compliments) welcome! Project Planning and Management Glossary of Project Management terms 39