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December 8, 2012 Chris Wetli, PMP®, SCPM® Merrilee Tomlinson.

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Presentation on theme: "December 8, 2012 Chris Wetli, PMP®, SCPM® Merrilee Tomlinson."— Presentation transcript:

1 December 8, 2012 Chris Wetli, PMP®, SCPM® Merrilee Tomlinson

2 A project has a definite beginning and ending All projects have the same phases Initiating, Planning, Executing, Monitor and Controlling, Closing All projects have the following issues and concerns Scope, Time, Cost, Quality and Risk

3 Happy customers Happy stakeholders On time deliverables On budget Team cohesion Innovation Team talent pool intensifies Diversify Create a community infrastructure like FLL teams or academic mentorship

4 Primary duties Identify Requirements Build a team Organize existing resources Maintain/analyze data Identifies and resolves gaps Schedule resources Organize capital Manages budget Morale

5 Planning Monitoring & Controlling Initiating Executing Closing

6 The very start of the project Kick off the project Contains clear project goals and parameters Often involves the customer and stakeholders Start controlling Scope

7 Time spent up front to understand the requirements, analyze and correctly design a solution saves big in the end Unexpected problems late in the development are project killers

8 Document all of the following: Brainstorm Solutions Make Sketches / Prototypes Identify Likely Solutions Use Decision Making Tool Select a Final Solution Complete Independent Reviews Create Work Breakdown Structure

9 Option 1Option 2Option 3Option 4 Weight2311 Complexity2314 Efficiency2331 Customer2231 Time2524 Development4524 Supplies $4423 Score List all areas of Solution/System 2.Rate each option on its own (dont compare at this point) 3.Score each option Best = 1 Medium = 3 Worst = 5 4.Total Scores 5.Compare top 2 per scoring (weigh pros & cons)

10 Develop Engine Compressor Design Analysis Fabricate Test Turbine Design Analysis Fabricate Test Gearbox Design Analysis Fabricate Test

11 Develop Engine Design Compressor Turbine Gearbox Analysis Compressor Turbine Gearbox Fabrication Compressor Turbine Gearbox Test Compressor Turbine Gearbox

12 Robot Drive Base Design Analysis Fabricate Test Appendage 1 Design Analysis Fabricate Test Appendage 2 Design Analysis Fabricate Test Electronics Design Analysis Fabricate Test Integration 7 November 2006 Program Management Basics Purdue FIRST ProgramsSlide 12 Work Organization Budget

13 Robot Drive Base Design Analysis Fabricate Test Appendage 1 Design Analysis Fabricate Test Appendage 2 Design Analysis Fabricate Test Electronics Design Analysis Fabricate Test Integration 7 November 2006 Program Management Basics Purdue FIRST ProgramsSlide 13 TEAM Jill Design Analysis Fabricate Test Bill Design Analysis Fabricate Test Mary Design Analysis Fabricate Test Robert Design Analysis Fabricate Test Mike Work Organization Budget

14 Robot Drive Base Design Analysis Fabricate Test Appendage 1 Design Analysis Fabricate Test Appendage 2 Design Analysis Fabricate Test Electronics Design Analysis Fabricate Test Integration 7 November 2006 Program Management Basics Purdue FIRST ProgramsSlide 14 TEAM Jill Design Analysis Fabricate Test Bill Design Analysis Fabricate Test Mary Design Analysis Fabricate Test Robert Design Analysis Fabricate Test Mike Work Organization Budget $1400 $400 $$ $300 $$ $400 $$ $100 $$ $200

15 Identify Key Deliverables Identify Critical Dates (FIRST, School, and so on) Estimate Task Durations Identify Task Dependencies Create Draft Schedule Review, Revise Until Issues Resolved Gain Acceptance From Stakeholders

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17 Do what you have planned Do only what you have planned Feedback and repeat from the top… Its important to document all activities during the execution phase

18 Design & Analysis Manufacture Components Make & Test Subsystems Integrate Subsystems and Test Audits and Reviews Document Change Request Manage Change / Monitor Progress Manage Risk Complete & Deliver Product

19 Gather feedback from all area leaders Sort feedback Manage and monitor resources People Supplies Tools Manage schedule changes

20 A project is closed upon successful implementation This is a formal process to make sure you have met and completed all areas of the plan Ensure your customer has their needs met Ensure your stakeholders have their needs met

21 Start here…

22 Match people with their strengths and skills Develop a skills matrix Really helpful for rookie teams Identifies what training is needed, where you need to get outside help (mentors) Develop an organizational chart This must match the team structure and show every roles responsibilities Everyone knows their role and responsibility

23 Create a Work Breakdown Structure Simply put it is a list of everything that you need to do to complete the process Determine the form and function of every part and what they need to do for you Fundraising, major events, support equipment, travel and so on This ultimately becomes your project plan and needs to be as detailed as you choose it to be so you can finish the plan and schedule Needs to match your Team Structure

24 Estimate each item or system using a Resource Loading Diagram along with a Network Diagram How much time (work hours) will each task take? How many people are available and how many hours are they available? How many days/hours do you have to complete the project? Where are you short handed? How can you adjust the schedule or tasks to make up for shortages? Make sure you are not double booking people

25 Make a simple project schedule which shows whos doing what and when Make it easy to read and update Stick to your plan Monitor progress and update the schedule to show completed items Meet with the various team leads to obtain updates and learn any issues that arise Be flexible, you may have to alter the plan but this adds risk and could have negative effect on project Project Manager has a very important role Keep everyone productive, keep everyone positive, keep everyone on the same page, keep everyone motivated, keep everyone…you get the picture Ensure you add some elements of fun into the project Show appreciation for team members Celebrate completion of major items Acknowledge those going above and beyond COMMUNICATE, COMMUNICATE, COMMUNICATE

26 Plan and schedule design reviews Every day? Every other day? This needs to be held until the design is completed Document! Be specific and detailed How subsystems will work together and connect as they are designed, built and integrated Check your interfaces in the reviews If there are changes, it must be fully investigated, documented in the plan, is understood and agreed upon Understand how the change will affect all tasks down the line Change Request Form

27 What If Leave a little time for disasters and unforeseen issues Testing is essential to reduce risk – ensure you have test cycles in your plan Set goals for features and functions and categorize as must have, Nice to have, wish list If a time crunch occurs then having these prioritized will help you trim off which features and functions without stopping everything to discuss and determine what can fall off the plan.

28 Failure Modes and Effective Analysis Consider systems components Identify symptoms of failure Identify root cause Predict consequences to other subsystems Rank failure modes by severity (sev 1 hot, sev 2 medium, sev 3 low) Rank failures by probability (sev 1 likely, sev 2 possible, sev 3 unlikely)

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30 Meet regularly with all area leaders Share and document all problems Manage and monitor resources People Supplies Tools Manage schedule changes Adjust as needed

31 Post season hold a Roses & Onions session From what went well to what disasters occurred Document so planning for next year can take them into account Make sure you have met and completed all areas of the plan, including documentation Throw a party for the team and celebrate your accomplishments!

32 Resources and samples

33 USFIRST.org Team Organization & Management Project Management Institute Project Management Book of Knowledge (PMBOK)


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