ModuleC1-4 - 1 Module C Phil Anderson, P.Eng. PhD LP374D

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Unformatted text preview: 1 Module C Phil Anderson, P.Eng. PhD LP374D p.anderson@utoronto.ca Project Management Project Management Module C Schedule 1. Introduction 2. Nomenclature / Definitions 3. Work Breakdown Structure and WBS Software 4. Project Management Software 5. Low Level Management 6. Project Execution Management 7. Lifecycle Costing 8. Advanced Techniques Todays Schedule What are the basic elements of Project Management? Where does Project Management happen? Why do we do Project Management? Sample projects (including a video!!) Youve already started. Gantt charts Team formation (norming, swarming, screaming running ) All scheduling, assigning, checking and preparing you have done since you heard Your team is going to build a pet toy 2 Learning about Project Management (basic elements) http://www.toiletmuseum.com/toiletbook.html Underlying motivation behind most project management decisions (or comes out the same) Determines course of action Gives quick agreement Often in agreement with ethical/moral decisions (keep vigilant for places where this is not true) To get a job done you need certain skills, tools and finances ( resources) Usually these are not all found in the same place Resources The work to be done can be divided into activities (tasks) The activities have an order: Some things must be done before others Some things can be done at the same time as others Activities You must schedule (enough) to know the critical interactions and dependencies of the activities involved Schedule Bad stuff happens and you have to allow for this in your plan Risk 3 PM Control PM Closure Technical Design Technical Execution PM Initiation PM Planning Technical Closure Where does Project Management Happen? PM = Project Management important interactions What is Engineering About? TOYS! PROJECTS! Why Project Management 1. Projects are fun 2. Winning is fun Is it so bad?? Standish: 29% of IT projects succeed in 2004 (down from 34% in 2002) Cost overruns averaged 56% Time overruns averaged 84% [Overdue and over budget, over and over again, The Economist, June 11, 2005] Not just IT Montreal Summer Olympics in 1976 budget about $150 million, cost $3.5 billion. Toronto's SkyDome budget $225-million, cost over $650 million Preparing your last lab.. Ottawa Citizen, as reported by the National Post, 12/6/02, pA9 Cited in www.maxwideman.com/papers/boondoggle/boondoggle.pdf '"We did not structure this project properly as a project with a project execution plan and scope and controls around that" Pierre Charlebois, chief nuclear officer at Ontario Power Generation, explains the boondoggle at the Pickering A nuclear facility. Clocking in three years behind schedule and $1.2 billion over budget, with no end in sight, the generating station was off-plan because, hey we get it, there was no plan.' Toronto Star, Dec. 27-03 4 So why is this so hard??...
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This note was uploaded on 04/17/2008 for the course ECE APS112 taught by Professor Weiss during the Spring '08 term at University of Toronto- Toronto.

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ModuleC1-4 - 1 Module C Phil Anderson, P.Eng. PhD LP374D

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