Senior Design Project Management Tools

1. Senior Design Project Management Tools Industrial Engineering and Engineering Management Dr. Dean Jensen, Industrial Engineering Engineering Management

2. Agenda • Project Management Overview • Basic Project Management Tools: • Tool 1: Work Breakdown Structure • what needs to happen • Tool 2: Gantt Charts • planning and tracking schedule progress • Tool 3: Basic Progress Reporting • tracking the project tasks TM 665: Project Planning & Control

3. Project Management: A Working Definition • Project: • A problem with a known solution scheduled for completion – unique and non-routine activities • Project Management: • The science and art of solving the problem within predetermined time and resource parameters • Shouldering just enough risk to escape with your career intact! Meredith, J. R. & Mantel, S. J. (2006) TM 665: Project Planning & Control

4. Triple Constraint of a Project • Three objectives common to all true projects: • Time • Cost • Performance • Expectations of clients are an inherent part of the project specifications Kerzner, H. (2003) TM 665: Project Planning & Control

5. Conception Planning Implementation Termination Level of effort 1. Goals 2. Specifications 3. Scope 4. Responsibilities 5. Teams 1. WBS 2. Budgets 3. Resources 4. Risks 5. Schedule 1. Status reports 2. Change Orders 3. Quality Audits 4. Contingencies 1. Train user2. Transfer documents3. Release resources4. Reassign staff5. Lessons learned Project Management Life Cycle Meredith, J. R. & Mantel, S. J. (2006) TM 665: Project Planning & Control

6. Tool 1: Work Breakdown Structure • Structured listing of tasks • Similar to Indented BOM • Start at top level, and decompose • Divide into three to seven major tasks • Sub-divide major tasks (& sub-sub-divide…) • Define task activity • Input, output, required time, required resources • Assign responsibility TM 665: Project Planning & Control

7. Design Pizza 1.1 Select crust 1.2 Select sauce & cheese(s) 1.3 Select topping(s) Acquire Materials 2.1 Buy dough & sauce 2.2 Buy meat(s) & cheese(s) 2.3 Buy produce Construct Pizza 3.1 Prepare crust 3.2 Append sauce & cheese 3.3 Apply toppings Bake Pizza 4.1 Preheat oven 4.2 Cook pizza 4.3 Remove & serve Example TM 665: Project Planning & Control

8. Pizza WBS TM 665: Project Planning & Control

9. Scheduling • A schedule is the conversion of a project action plan into an operating timetable • It serves as the basis for monitoring and controlling project activity • Taken together with the plan and budget, it is probably the major tool for the week-to- week management of projects TM 665: Project Planning & Control

10. Tool 2: Gantt Chart • Conversion of ‘static’ WBS to ‘dynamic’ Gantt Chart • Shows sequence of activities • Shows timing of activities • Allows tracking of performance • A Gantt Chart is a horizontal bar chart • Empty bars show time allotted for task • Filled bars show progress to date • Symbol (empty shape) shows “Deliverables” TM 665: Project Planning & Control

11. Gantt Chart • Task, duration, and start / end are shown by horizontal bars on a time scale: • Tasks are listed on left • Duration is shown by the length of the ‘empty’ box • Deliverables are shown by ‘empty’ symbol at due date • Bars may be grouped logically: • By sequence • By function • By resource … • Progress is tracked graphically: • Current date is depicted as a thick, vertical line • Task % complete is noted by filling in the bar / symbol TM 665: Project Planning & Control

12. Tasks Dur. A 5 B 5 C 4 D 7 E 6 F 12 G 12 H 6 I 3 Status: Tasks A, B, D, and E are complete Task C is 10 days behind (requires 1 more day of effort) Task F is 1 day ahead (and that person is available to work on Task C) Task G is on-time Task H could have already started (but hasn’t, and does not have to, yet) Task I is neither ready to start, nor scheduled to start, yet Bold line for current date Gantt Progress Tracking 0 5 10 15 20 25 30 35 TM 665: Project Planning & Control

13. Gantt Charts • There are several advantages to the use of Gantt charts: • They are easy to construct • Even though they may contain a great deal of information, they are easily understood • While they may require frequent updating, they are easy to maintain • Gantt charts provide a clear picture of the current state of a project TM 665: Project Planning & Control

14. Simple Schedule – MSP Gantt Chart TM 665: Project Planning & Control

15. Schedule Management Issues • How frequently should the PM track progress? • A: At leasttwice as frequently as it is reported. • What happens if something goes wrong? • A: You (the PM) will be held accountable … but how accountable depends • The project manager is often dependent on team members to call attention to problems, and members are biased • The project manager must make sure that the bearer-of-bad-news is not punished;nor should the admitter-to-error be executed,however … • The hider-of-mistakes may be shot with impunity – and then sent to project Siberia Meredith, J. R. & Mantel, S. J. (2006) TM 665: Project Planning & Control

16. Tool 3: Progress Reporting • A Progress Report is an efficient and concisecommunication to a targeted audience: • Your audience is the person(s) who sponsors/assigns/assesses/evaluates the project • These people probably have multiple projects running concurrently • These people probably have progress reporting duties themselves • These people probably have an influence on the future of your career, so … • these people will probably appreciate it if you put some thought into your communications with them! TM 665: Project Planning & Control

17. Progress Reporting for Senior Design • The Progress Report for senior design is an efficient and concisecommunication to the instructor and client(s): • They need to know who is providing/recieving this communication and why it is important • The format of the report needs to be consistent so they can find the information that they need • The information should be directly to the point, but sufficient to support action … • So … what do these people need to know about your project on a regular basis, so they can act for you? TM 665: Project Planning & Control

18. Progress Reporting for Senior Design • Part of the Progress Report structure is addressed by the e-mail format: • Sent: field (date & time) populates automatically • To: and CC: fields show distribution of information • To: field should include those that have a responsibility to the project or those that are consulted – those that must act • CC: field should include those that need to be informed – but don’t act • BCC: field should include those that need the information, but whose involvement in the situation is not public – those that may act • Subject: field will summarize content • This field will filter your message • This field will be used to prioritize efforts you request • This field will be used to recover important data later on • So … THINK about these fields and use appropriately! TM 665: Project Planning & Control

19. Progress Reporting for Senior Design • The Progress Report BODY is also structured in its’ format: • Current Period Tasks & Progress: • Use a bullets to identify tasks, • Format the bullet text to identify: • task personnel, • duration, • due date, and • percent completion • Current Period Project Decisions: • Identify in concise statements how the project will progress in light of the dynamic environment • Next Period Tasks & Assignments: • Use a bullets to identify both planned and new tasks • Format the tasks to identify the planned • task personnel, • duration, and • due date TM 665: Project Planning & Control

20. Progress Reporting for Senior Design • Lastly, in the Progress Report BODY, also includes the Budget: • Current Budget Status: • Use a bullets to summarize budget components: • Budgeted Amount • Expenditures to Date • Budget Remaining • Planned Expenditures (for this period) • Planned Expenditures Remaining • Variance (summary of budget impact) • Format this in the e-mail text • DO NOTput this into an attached document! • Make sure that everyone on the project team communicates project progress responsibly: • Know the schedule of progress report due dates, • Make sure that team personnel report progress appropriately, and … • Rotate the task of progress reporting TM 665: Project Planning & Control

21. Project Management Resources • IENG 466 / 566 Project Planning & Control • Schedule Tools • WBS, Gantt Chart, PERT / CPM, Resource Leveling • Budget /Financial Tools • Crashing Projects, Earned Value, Performance Indices • Personnel Elements • Organizations, Motivation, Negotiation, • Project Life Cycle Elements • Conception, Selection & Planning, Implementation, Termination • Similar courses in Construction Management, other disciplines • Project Management Body of Knowledge (PMBOK) • Project Management Institute TM 665: Project Planning & Control

22. PMI: The Professionalism of Project Management • Complexity of problems facing the project manager • Growth in number of project oriented organizations • The Project Management Institute (PMI) was established in 1969 • By 1990 it had 7,500 members • 1995, over 17,000 members • 1998--exploded to over 44,000 members • This exponential growth is indicative of the rapid growth in the use of projects • Importance of PMI as a force in the development of project management as a profession TM 665: Project Planning & Control