1. Introduction to Tech Communication & Project Management Arthur C.M. Chen 617 253-7312, Rm 38-460 acmchen@alum.mit.edu

2. Motivation Technical Leadership –“Guiding head of a technical group” Two essential tools –Communicate to customer and to your team –Organize, plan and manage the technical project Introduction: Simple advice on presentation Introduction to project management Introduction: Simple advice on presentation Introduction to project management

3. Think Before You Present Who are your audience, why are they listening? What is one or two messages you want to leave with your audience? –What is the message for each slide

4. Communicate the Essence Who & where –Technology and research group of interest –Specific Professor or research staff What –Specific thesis project idea – some details Why –Personal interest, Future opportunities, Financial support When –Progress and plan – this term and beyond News story outline

5. Why Project Management Diverse career opportunities –Leadership role Most future activities are team and/or multi- organization oriented –How to help teams to work together –Startup business plans MEng Thesis Project –Good learning vehicle

6. Project Project: “an organized undertaking” –Master of Engineering Thesis Project –Finding a job –Building a porch –Buying a house –… –Design and manufacture a car (Large Program) –Put a man on the moon (Huge Program) Project management: a discipline “Art and Science” Project management: a discipline “Art and Science”

7. Project Management Objective Achieve the project goal –Do a great thesis – on time Keep customers (e.g., Professors) happy Keep the team focus on the goal Make sure that team members work well Everyone shares the load … Scope, Resources, Schedule & Customers

8. Concerns about Project Management My work is research so that I can’t plan it How can I commit to a schedule if I don’t know how it will work out I don’t have time to plan – got to get it done Project plan is a map and a guide -No map, most likely to get lost -Plan: understand risks and trade-offs -Basis for systematic plan modification -Mechanism for efficient communications

9. Framework: Project Cycle Thesis ideasThesis ProposalThesis Completed Concept System Design (Architecture) Detailed design/ Implementation Demo/test/ Documentation Tech. Foundation Capabilities Goal Systems analysis/ Synthesis Project planning Thesis proposal Project tracking Plan modification Communicate Thesis submission

10. Product Development Lifecycle Prototype Product Spec. Marketing Manufacturing New Product Product II New Spec. Marketing New Technology Similar Framework

11. Project Management Process Planning –Project Definition, Scope, Buy-ins Mechanics of putting together a plan –Tools: Work Breakdown Structure (WBS) –GANTT, PERT, etc. charts - computerized Tracking plan progress –Communicate and follow-up Complete project –Managing and control

12. Project Management Scope, Resources, Schedule & Customers Project Management Project Planning Define objective Define work/tasks Identify resources Plan schedule Iterate Plan modification Execution Management Get objective signed-off Track plan progress Communicate within team Customer communications Secure resources Project discipline TechnicalPeople

13. How to Get Started Start with the essence of what you are trying to do Draw a block diagram of your system –“Architecture” Do a high level flow chart of your software –Identify modules Postulate the end result of your prototype –User interface, typical use scenarios List all possible tasks that needed to be done –Organize tasks Do some or all of above

14. Mechanism of Planning Define project objective Define work breakdown structure (WBS) –Identify tasks and subtasks -- deliverables –Lowest element – stand alone work package Identify tasks relationship Identify possible risks Estimate work packages (people, time, etc.) Create initial schedule Iterate plan Document

15. Ex: WBS - Buy A House Top Down Decomposition, Elemental Tasks

16. Network Diagrams Scheduling Techniques PERT – Program Evaluation and Review techniques CPM – Critical Path Method Scheduling Techniques PERT – Program Evaluation and Review techniques CPM – Critical Path Method 1 2 3 4 5 6 7 8 9 10

17. Buy a House Simple Gantt Chart View

18. Possible Application Understand the scope of your goal Define your objective Define tasks and work breakdown structure Develop project plan Review plan, iterate Document –> thesis proposal Thesis ideasThesis Proposal Concept System Design (Architecture) Tech. Foundation Capabilities Goal Systems analysis/ Synthesis Project planning Thesis proposal (May 10)

19. Some Estimation Considerations Completeness in definition of tasks and interfaces Time for meetings and communications The range of abilities of team members Experience with similar job/ tasks Learning time for new equipment or software Availability of special facilities Earlier identification of unknowns or risks A priori calculations –concerns but may not be a show stopper (especially in R&D) Earlier identification of unknowns or risks A priori calculations –concerns but may not be a show stopper (especially in R&D)

20. Closing Summary Project Management – Lead an endeavor Planning is a map, a guide, especially for a team –Relatively simple and helpful techniques Management is mostly about people –Goal, discipline, communicate Risks are inevitable, planning helps to avoid stupid ones Experience counts –Assessing the scope of work, timing, risks Risks are Essential in Achievements Luck is an Element of Success Risks are Essential in Achievements Luck is an Element of Success

21. Historical Perspective 1960-1970Traditional Project Management Construction, Aerospace, Defense Technology and schedule driven 1970-1985Focused Project Management High tech businesses, multi- discipline developments Software engineering, matrix management 1985-1993Renaissance of Project Management All organizations, developing formal methods Total quality management, concurrent engineering 1993- presentModern Project Management Accept by top management, Recognize as a discipline System engineering, change and risk management PhasesUseMethods