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Lecture 4 - Project Planning and Management (Compatibility Mode) PDF

The document discusses project planning and management. It covers the key aspects of planning which include developing a scheme for scheduling and committing resources. This results in a map showing product design process activities scheduled. It also discusses project management, which includes planning what needs to be done and when, directing people, evaluating progress, and developing policies. Effective project management requires monitoring progress against plans and taking action when needed to meet time and budget commitments.

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Rocky Sun
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166 views

Lecture 4 - Project Planning and Management (Compatibility Mode) PDF

The document discusses project planning and management. It covers the key aspects of planning which include developing a scheme for scheduling and committing resources. This results in a map showing product design process activities scheduled. It also discusses project management, which includes planning what needs to be done and when, directing people, evaluating progress, and developing policies. Effective project management requires monitoring progress against plans and taking action when needed to meet time and budget commitments.

Uploaded by

Rocky Sun
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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Project Planning and Management

Lecture 4
outline

• overview – planning and management


• project planning
• project management

• Video: Harley Davison – Birth of the V-Rod


overview
• “planning”
› identifying key activities and ordering them in sequence to be
performed
• “scheduling”
› putting a time frame around the plan based on time estimates
• “project management”
› planning: what and when and by whom
› directing: assigning/directing
› controlling: evaluating, measuring, correcting
› administrating: developing/implementing policies and procedures
project planning

• several aspects:
› develop scheme for scheduling and committing resources
› results in map showing product design process activities scheduled
› procedure to develop needed information and distributing in to the
right people at the right time

• each company has a way of doing things


› often unstated, the way things are done
› changing this requires changing habits
» often difficult, but often done
» done to regain market share, meet competition
› key feature of concurrent engineering
» continuous improvement of product and product development
process
background for developing a design project plan
• types of design projects
› variation of existing product
› improvement of existing product
› new product – single/small run
› new product – mass production
• members of design teams
› different individuals, different roles
» product design engineer, product manager, manufacturing
engineer, detailer, drafter, technician, etc.
• structure of design teams
› projects require team members with different expertise
› teams have different structures (e.g. 5 types)
» functional organization (13%)
» functional matrix (26%)
» balanced matrix (16%)
» project matrix (28%)
» project team (16%)
background for developing a design project plan
• structure of design teams
› some more successful than others
background for developing a design project plan
• planning for deliverables
› progress measured by deliverables
» drawings, models, prototypes, etc.
› part of engineering but also part of coordinating and monitoring
progress
• models:
› analytical
› graphical
› physical – prototypes
» proof-of-concept
» proof-of-product
» proof-of-process
» proof-of-production
five steps in planning

• project plan defines tasks to be completed (WBS)


› keeps project under control
› used to measure progress

• for each task:


› objectives
› personnel/time requirements
› schedule relative to other tasks, projects, programs
› cost estimates
five steps in planning

• 1) identify tasks
› WBS
› generates check list – nothing is forgotten
› specific as possible
› level of detail depends on purpose and who will use it
» too little – not enough planning
» too much – obscures tasks and milestones
› large projects:
» produce un-detailed schedule covering entire project
• supplemented by more detailed schedules
• become clearer over time
• 2) objectives for each task
› each task characterized by clear objective
› information contained in deliverables
five steps in planning
• 3) estimate personnel, time, other resources
› identify who and for how long involved in meeting objectives
› estimate total time
• “design takes time”
› usually 2X original estimate
» pessimistic view:
• take best estimate, double it, increase units by one step
• 1 day = 2 weeks!
five steps in planning

• 4) develop sequence – scheduling


› can be complex
› goals:
» finish task before results are required
» make use of all personnel all of the time
• for each task identify:
› precessors
› successors
• some tasks are interdependent
› need information from each other
• can then identify sequence of events
five steps in planning

• bar/Gantt chart
› list activities and times
› bars indicate start/finish
» hollow – planned
» filled – actual
› advantage – shows start/finish
› disadvantage – relationships between activities
five steps in planning
five steps in planning

• 5) estimate costs
project management

• the “buck” stops at the manager’s desk


› “The complete responsibility for success or failure is with the
management.” – Henry Ford
• most important attribute of a good manager:
› good judgment, especially with people
› better gained through experience than school
management techniques

• approaches taken/techniques used have large effect


on stimulating or depressing worker productivity
› must understand people, exercise awareness
• management accomplishes goals through
subordinates – must effectively utilize workforce
› effective supervision – genuine interest in employees
• productive managers have:
› technical competence
› leadership skills
› sound administrative/business ability
• must eliminate fear
management techniques

• old way – Management by Objectives (MBO)


› based on employees needing focus for their efforts
› rewarded for reaching goals
› OK, but:
» emphasis on individual goals
» lack of flexibility
» concentrated on specific goals to detriment of team
performance
» rewards quantity, not quality
› this led to other approaches
management techniques

• new way – Total Quality Management (TQM)


› embody product quality principles
› emphasize quality management methods
effective project management

• remember “project management”:


› planning
› directing
› controlling
› administrating

• projects characterized by:


› start/finish
› time frame
› established to accomplish something that didn’t exist, only done
once

• after planning, scheduling, and assigning tasks, must:


› monitor
› control
effective project management

• monitoring
› schedules used for monitoring
› don’t have to be rigid
» things change
» serves as a yardstick to measure progress, to show where and
how to change plans
› progress must be continually monitored
» where are we?
» can we meet commitments?
• if not, must divert/reallocate resources, revise schedules
» don’t always want to do, but is mandatory
» combine with technical reviews
effective project management

• controlling
› adjustment of work when needed
» to meet overall time and money commitments
› must take appropriate action in light of information gained from
monitoring
› scheduling/monitoring not control
» must be deliberately exercised
• what actions must be taken to keep project on schedule
• implementation of these actions
› most common error
» not acting soon enough
• delayed due to:
– poor monitoring
– not facing facts
– e.g. solution to problem around corner
– but: when it becomes clear that won’t work, must stop
– redirect efforts – saves time and money
questions?

• Video: Harley Davison – Birth of the V-Rod

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