ModuleCforClassNotesL5-6 - Module C Project Management...

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Unformatted text preview: Module C Project Management Ongoing Management #1 Management at the Low Level Where does Project Management Happen? PM = Project Management PM Initiation Technical Design Technical Execution Technical Closure PM Closure PM Planning PM Control important interactions Today's Topics Self-management Managing a small team As a member As a supervisor Notes about large project activity management Management Trends & Trendy 1 Priorities Short term Long term Critical 1 3! 2! Why bother? Less Critical Utility E is the expectancy of completing the task V is the value of completing the task (so EV is the expected return on the project) (gamma) is the immediacy of the task D is your sensitivity to delay Utility is the impetus for you to get the task done. The less the Utility the more the procrastination! Utility = EV \ r(gamma)D -- you can fix D Prof. Piers Steel, University of Calgary from The Globe and Mail, January 11, 2007 Optimizations - when possible, handle items once - minimize interruptions - keep fit - 2 "Trials & Treats" Ma Anderson Careabouts Spend your efforts on the "careabouts" Pareto's Law: 80% - 20% 80% of the work is on 20% of the project 80% of the return is on 20% of the activity 80% of the exam is on 20% of the material Thrashing... Having many things to do and spending all your time moving from one to the other, doing a bit of each and making little real progress on any. [Better to finish one thing than have five incomplete] 3 Thrashing... Phone calls are done at the caller's convenience Prof. Piers Steel, University of Calgary from The Globe and Mail, January 11, 2007 Mini-Milestones Create mini-milestones to reach each day or every few days - sense of progress - supervisor confidence BF-File Daily: - put new items into a file - move weekday into today file (BringForward) - deal with every item in today file today thu wed tue mon fri nxt mo nxt wk 4 Dessert Strategy (eat dessert last) start with the one task you most don't want to do: - make a call to a client about a missed schedule - talk to an employee about a behavior problem - give a report to your supervisor about a technical problem Result - you day should be better Today's Topics Self-management Managing a small team As a member As a supervisor Notes about large project activity management Management Trends & Trendy Making it Work Promote the success of the people around you Promote the success of the project as more important than minor differences in opinion As supervisor, listen to opinions, make the fair, ethical and logical decision, explain the reasons for your decision to all and assume the responsibility for the consequences 5 As a Supervisor Problem: Getting others to buy into a decision Solution: Even if you have a solution in mind, don't announce it. Instead, have a meeting. Explain the situation and ask for solutions. Gently show how (or help others to show) how various proposals fall short. Praise their brilliance when they find a workable solution. They will love you for allowing them to run with "their" idea, and they will understand why it works. As a Peer Problem: Getting others to buy into a decision Solution: Same as a supervisor. Not as much love afterwards. As a Managed Person Problem: Supervisor won't make a management decision Solution: Offer three or four solutions in a "study", with pros & cons. Ask for meeting to resolve issue. What you are doing is giving your supervisor the information needed to defend the decision to his/her supervisor! 6 Today's Topics Self-management Managing a small team As a member As a supervisor Notes about large project activity management Management Trends & Trendy MicroManagement white noise - no long term gain or loss Traditional Approach Owner General Contractor Trade Contractors Consultants Contract Communication 7 Construction Managed Approach Consultants/ Construction Manager Owner Trade Contractors Contract Communication Construction Management Approach Well known within the construction industry Acknowledged by the Association of Consulting Engineers of Canada An extension of typical engineering services Covered by RDH E&O policy Qualifies for Willis Canada 10 year warranty Bonding available from Trade Contractors Cost effective Well suited to high-rise buildings Today's Topics Self-management Managing a small team As a member As a supervisor Notes about large project activity management Management Trends & Trendy 8 Trends & Trendy pre-85 - objective focused management 85 - total quality management 90 - concurrent engineering 91 - self-directed teams 92 - employee empowerment 93 - reengineering (before it became synonymous with firing people) 95 - risk / change management 99 - ISO2000 (most ref Kerzner) And in 2006... 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. (ref Kerzner) Summary It's about careabouts ...activities ...people 9 Project Management Management of Project Execution Today's Topics Introduction to Project Tracking Project Tracking Elements Getting the Numbers Reacting to the Problems 10 Where does Project Management Happen? PM = Project Management PM Initiation PM Control Technical Design Technical Execution Technical Closure PM Closure PM Planning important interactions PM Execution What NOT to do Ignore Ignore Ignore Why bother? "Winning" projects - funding on time - professionalism Learning from Doing - better funding 11 Questions for Ongoing Control Where are we? Where should we be? What are we going to do about it? Newton said it all: 1 - It wont change unless you push it 2 - It will cost you to push it and the more you need to push the more it will cost 3 - Things push back when they are pushed Determine present position Determine desired situation Apply correct measures Today's Topics Introduction to Project Tracking Project Tracking Elements Getting the Numbers Reacting to the Problems 12 How can I tell where we are? - milestones (this is why we have them!!) - days along the timeline - finished (?) lines of code vs estimated total - material consumed - pieces finished of total (documents, modules, circuits, classes etc.) But what do we really want to know? Are we meeting our time target? Are we meeting our cost target? Is we doing it correctly, or will it have to be done over? [Time\Cost\Quality] Once we know where we are, we can answer these questions... What We Want to Know [Time/Cost/Quality] 13 Notes on Graph Vertical is total costs incurred Red is budget Blue is reality, in a project partly done Horizontal is time For budget, the budgeted time For reality, the budgeted time to do the work done, regardless of true time NOW indicates the true (calendar) time the graph was compiled We are this late We should be here We are here 6 5 Budget Actual Budget Actual 4 3 2 $$ 1 0 Time Now Actual cost of work performed (ACWP) 6 Budgeted cost of work scheduled (BCWS) 5 4 Budget Actual 3 2 $$ 1 0 Time Now Budgeted cost of work performed(BCWP) 14 6 5 4 Budget Actual 3 2 $$ 1 0 Time Now Variance Cost Variance (CV) = BCWP ACWP [negative means cost overrun] Schedule Variance (SV) = BCWP-BCWS [negative means behind schedule] CV% = CV / BCWP SV% = SV / BCWS Performance Indexes Cost perf'ce index (CPI)=BCWP/ACWP Schedule perf'ce index (SPI)=BCWP/BCWS We want CPI and SPI >1 Difficulty is in determining BCWP because someone must estimate the percent complete 15 What We Want to Know [Time/Cost/Quality] Quality Issues Installed / Completed Module (or piece of work) MEETS Module / Piece requirements & Safety / Ethical responsibilities AS DEMONSTRATED BY Sample tests, manufacturer certifications, module corner-case tests, engineer's report, review meetings, customer acceptance (& others?) Quality Management Planning indentifying which quality standards are relent and now to satisfy them Assurance evaluating performance regularity (what the contractor says) Control monitor results 16 Today's Topics Introduction to Project Tracking Project Tracking Elements Getting the Numbers Reacting to the Problems Feedback from the Field Visitations Progress Reports: Typical entries [Kerzner] major accomplishments to date accomplishments for next period progress summary including %effort hours used, %budget costs consumed,%project schedule consumed project cost summary (actual vs budget) project issues and concerns quality issues management actions Regular Project Review Meetings Have them!!!! 17 Today's Topics Introduction to Project Tracking Project Tracking Elements Getting the Numbers Reacting to the Problems Why do Overruns Happen? Poor estimating, unrealistic budget Failure to understand client requirement Accept client requests w/o mgt approval No management policy on reporting Unforeseen technical problems Schedule delays Do We Need to Fix It? White Noise - No long term gain or loss 18 Do We Need to Fix It? How far off critical path? does it matter? Will it recur? what is the cause? Is the extra cost or time still acceptable? Will it cost more to fix than to ignore? -include costs resulting downstream from either direction 6 5 4 3 First-Level Projected Budget Budget Actual New 2 $$ 1 0 Time Now Contract Conflicts Perhaps your schedule slippage has created a conflict with your client Perhaps your client has caused the slippage because of all the change orders that were issued during the project What do you do? 19 Falling Behind? live with it identify and solve the specific problems Seed up other critical path ativities deliver less BUT MAKE THE DECISION How do you Speed it Up? adding activities -overtime -more people \ tools premium for shipping \ start times alternative methodology - create parallelism -prefabricated, purchased instead of produce -premiun tools Overbudget?? - cancel the project -find more money -slow the project down and take advantage -remove functionality (scope") 20 Tradeoffs Summary Time Money Function/ scope Summary Control means Tracking the project Finding & evaluating the problems Determining and initiating the actions (if any) to (at least partially) fix the problems 21 22 ...
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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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