1. Engineering Project Management
EE3111 Chapter 3 Engineering Project Management

2. Engineering Project Management
Define the terms project and project management, and differentiate between project and process management.
Describe the causes of failed engineering / technology projects.
Describe the basic competencies required of project managers.
Describe the basic functions of project management.
Differentiate between PERT and Gantt charts as project management tools.
EE3111 Chapter 3 Engineering Project Management

3. Describe eight activities in project management.
Overview
Describe eight activities in project management.
Define scope and write a statement of work, to document scope.
Use a work breakdown structure, to decompose a project into tasks.
Estimate tasks’ durations, and specify intertask dependencies on a PERT chart.
Assign resources to a project and produce a project schedule with a Gantt chart.
Assign people to tasks and direct the team effort
Use critical path analysis to adjust schedule and resource allocations in response to schedule and budget deviations.
Manage user expectations of a project and adjust project scope.
EE3111 Chapter 3 Engineering Project Management

4. What is your project management practice?
Burn the mid night oil ?????
24-7 in order to meet the deadline!
EE3111 Chapter 3 Engineering Project Management

5. From your past experiences, such as Your C++ programming project
Your own experiences
From your past experiences, such as
Your C++ programming project
Subject based mini-project
Did you apply any project management skills?
Do you think a proper project management practice is necessary?
What is/are the most important factor(s) affecting the progress, or success of your project?
EE3111 Chapter 3 Engineering Project Management

6. Theory of project management
EE3111 Chapter 3 Engineering Project Management

7. Project, Project Management, and Process Management
Project – a sequence of unique, complex, and connected activities having one goal or purpose and that must be completed by specific time, within budget (and other resources), and according to specifications/requirements.
EE3111 Chapter 3 Engineering Project Management

8. Project management
Project management – the process of scoping, planning, staffing, organizing, directing, and controlling the development of an acceptable system at a minimum cost within a specified time frame. The project management is a subset of management.
There are four (4) management functions: planning, organizing, directing, and controlling.

9. Measures of Project Success
SIX (6) criteria for project success:
The resulting system is acceptable to the customer
The system was delivered “on time.”
The system was delivered “within budget and allocated resources.”
The process and the final system is up to required standard.
All the documentation (i.e. reports) are well written and complied.
The system development process had a minimal impact on ongoing business operations. (in FYP cases, i.e. not have adverse effect on study of your other subjects)
EE3111 Chapter 3 Engineering Project Management

10. Some Common Causes of Project Failure
Complete failure in time management / project scheduling
Lack of commitment to the project
Depends on your expectation
Taking shortcuts through or around the system development methodology
EE3111 Chapter 3 Engineering Project Management

11. Some Common Causes of Project Failure
Poor expectations management (unlikely in a final year project)
Scope creep (範疇蔓延) – the unexpected and gradual growth of requirements during the project.
Feature creep (功能蔓延) – the uncontrolled addition of technical features to a system.
Premature commitment to a fixed budget and schedule
Are you willing to spend more than $1200?

12. Causes of Project Failure
Poor estimating techniques
Overoptimism
Or over confident
The mythical man-month (name of a book written by Brooks, 1975)
Adding manpower to a late project makes it later!
Inadequate people management skills (for team projects) – only 1 student doing all the works
Insufficient resources
Supervisor to blame?
Failure to “manage to the plan”
Do you have a plan?
EE3111 Chapter 3 Engineering Project Management

13. Project Manager Competencies
Business awareness
Business partner orientation
Commitment to quality
Initiative
Information gathering
Analytical thinking
Conceptual thinking
Interpersonal awareness
Organizational awareness
Anticipation of impact
Resourceful use of influence
Motivating others
Communication skills - written, oral & graphical
Developing others
Monitoring and controlling
Self-confidence
Stress management
Concern for credibility
Flexibility
(Adapted from Wysocki, Beck, and Crane, Effective Project Management: How to Plan, Manage, and Deliver Projects on Time and within Budget.)
EE3111 Chapter 3 Engineering Project Management

14. Who is the project manager? Your supervisor? Your group mate? Nobody?

15. Project Management Functions
Eight (8) functions performed by every project manager:
Scoping – setting the boundaries of the project
Planning – identifying the tasks required to complete the project
Estimating – identifying the resources required to complete the project
Scheduling – developing the plan to complete the project
Organizing – making sure members understand their roles and responsibilities
Directing – coordinating the project
Controlling – monitoring progress
Closing – assessing success and failure
EE3111 Chapter 3 Engineering Project Management

16. Project Management Tools & Techniques
PERT chart (Programme Evaluation & Review Techniques) – a graphical network model used to depict the interdependencies between a project’s tasks.
Gantt chart – a bar chart used to depict project tasks against a calendar.
EE3111 Chapter 3 Engineering Project Management

17. PERT Chart
EE3111 Chapter 3 Engineering Project Management

18. Gantt Chart
EE3111 Chapter 3 Engineering Project Management

19. Microsoft Project Gantt Chart
EE3111 Chapter 3 Engineering Project Management

20. Microsoft Project PERT Chart
EE3111 Chapter 3 Engineering Project Management

21. Activity 1 – Negotiate Scope
Scope – the boundaries of a project – the areas of a business that a project may (or may not) address. Includes answers to five (5) basic questions:
Product
Quality
Time
Cost
*Resources - Manpower, Money, Material, Equipment, Facility, Information/Technology
Statement of work – a narrative description of the work to be performed as part of a project. Include scope statement, project definition, project overview, and document of understanding.
EE3111 Chapter 3 Engineering Project Management

22. Are you dare to tell your supervisor that the scope is too large?
Scope of project
Are you dare to tell your supervisor that the scope is too large?
Are you dare to tell your supervisor that the project is too difficult to handle?
Did you talk to your supervisor related to the scope?
EE3111 Chapter 3 Engineering Project Management

23. Sample statement of work

24. Statement of Work I. Purpose II. Background
A. Problem, opportunity, or directive statement
B. History leading to project request
C. Project goal and objectives
D. Product description
III. Scope
A. Stakeholders
B. Data
C. Processes
D. Locations
IV. Project Approach
A. Route
B. Deliverables
V. Managerial / Technical Approach
A. Team building considerations
B. Manager and experience
C. Training requirements
(continued)
EE3111 Chapter 3 Engineering Project Management

25. Statement of Work (concluded)
V. Managerial / Technical Approach (continued)
D. Meeting schedules
E. Reporting methods and frequency
F. Conflict management
G. Scope management
H. Techniques/algorithm/methods to be used
VI. Constraints
A. Start date
B. Deadlines
C. Budget
D. Technology
VII. Ballpark Estimates (ballpark – approximately)
A. Schedule
B. Budget
EE3111 Chapter 3 Engineering Project Management

26. Statement of Work
Conditions of Satisfaction (what need to be done to get the grade that you want)
A. Success criteria
B. Assumptions
C. Risks
IX. Appendices
EE3111 Chapter 3 Engineering Project Management

27. Activity 2 – Identify Tasks
Work breakdown structure – a graphical tool used to depict the hierarchical decomposition of the project into phases, activities, and tasks.
For example to build an aircraft
structure – wings, tail, crew compartment , fuselage
Fuselage – primary structure, secondary structure
EE3111 Chapter 3 Engineering Project Management

28. WBS
Milestone – an event signifying the completion of a major project deliverable.
How to get a Grade C – completing phase A
How to get a Grade B – completing phase B
How to get a Grade A – completing all phases

29. A Graphical Work Breakdown Structure
EE3111 Chapter 3 Engineering Project Management

32. Some widely used reasons for creating a WBS include:
Work breakdown
Some widely used reasons for creating a WBS include:
Assists with accurate project organization
Helps with assigning responsibilities
Shows the control points and project milestones
Allows for more accurate estimation of cost, risk and time
Helps explain the project scope to stakeholders

33. Work breakdown
The project manager and subject matter experts determine the main deliverables for the project.
Once this is completed, they start decomposing the deliverables they have identified, breaking them down to successively smaller chunks of work.
How small?
Two weeks rule (able to complete in two weeks)
8/80 rule (no less than 8 hours or longer than 80 hours)
100% rule (the sub-tasks must to equal to the task in the upper level)

34. Work Breakdown Structure Template – partially completed using an example of some of the work involved in an office move No
Type of Task
Description of Task 1
Main Task
Physical transportation of items from old to new office
1.1
Sub-task
Order Crates
1.2
Pack office equipment and documentation into crates
1.3
Transport crates to new office
1.4
Transport furniture and equipment to new office
1.5
Unpack crates
1.6
Arrange for removal of crates 2
Transferring of telephones and networks
2.1
Arrange transfer of phone numbers to new office (or allocation of new numbers)
2.2
Installation of cables
2.3
Installation of any additional sockets in new office
2.4
Installation of telephones and fax machine in new office
2.5
Installation of PCs and printers in new office

35. Activity 3 – Estimate Task Durations
1.  Estimate the minimum amount of time it would take to perform the task – the optimistic duration (OD).
2.  Estimate the maximum amount of time it would take to perform the task – the pessimistic duration (PD).
3.  Estimate the expected duration (ED) that will be needed to perform the task.
4.  Calculate a weighted average of the most likely duration (D) as follows:
D = (1 x OD) + (4 x ED) + (1 x PD) OD ED PD
3.33 days = (1 x 2 days) + (4 x 3 days) + (1 x 6 days)
EE3111 Chapter 3 Engineering Project Management

36. Based on your own project
Exercise
Based on your own project
Derive a work breakdown structure
Estimate task durations
Identify three milestones (based on expected grade)

37. Scheduling Strategies
Forward scheduling – a project scheduling approach that establishes a project start date and then schedules forward from that date.
Reverse scheduling – a project scheduling strategy that establishes a project deadline and then schedules backward from that date.
EE3111 Chapter 3 Engineering Project Management

38. Activity 5 – Assign Resources
People – includes all the system owners, users, analysts, designers, builders, external agents, and clerical help that will be involved in the project in any way.
Services – includes services such as a quality review that may be charged on a per use basis.
Facilities and equipment – includes all rooms and technology that will be needed to complete the project.
EE3111 Chapter 3 Engineering Project Management

39. Assign Resources
Supplies and materials – includes everything from pencils, paper, notebooks to toner cartridges, and so on.
Money – includes a translation of all of the above into budgeted dollars!
EE3111 Chapter 3 Engineering Project Management

40. There are two techniques for resource leveling:
Resource leveling – a strategy for correcting resource overall allocations or unbalanced use of resources
There are two techniques for resource leveling:
task delaying – when more resources are needed than are available. Delaying task until resources are available
task splitting – divided into sub-tasks utilize the available resources
EE3111 Chapter 3 Engineering Project Management

41. Information/Technology
Resources
Six (6) Resources-
Manpower,
Money,
Material,
Equipment,
Facility,
Information/Technology

42. Activity 6 – Direct the Team Effort
Supervision resources
The Deadline: A Novel about Project Management
The People Side of Systems
Stages of Team Maturity (see figure to the right)
EE3111 Chapter 3 Engineering Project Management

43. 10 Hints for Project Leadership
Be Consistent.
Provide Support.
Don’t Make Promises You Can’t Keep.
Praise in Public; Criticize in Private.
Be Aware of Morale Danger Points.
Set Realistic Deadlines.
Set Perceivable Targets.
Explain and Show, Rather Than Do.
Don’t Rely Just on [Status Reports].
Encourage a Good Team Spirit.
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44. Activity 7 – Monitor and Control Progress
Progress reporting
Change management
Expectations management
Schedule adjustments—critical path analysis ( CPA)
EE3111 Chapter 3 Engineering Project Management

45. Sample Outline for a Progress Report
I. Cover Page
A. Project name or identification
B. Project manager
C. Date or report
II. Summary of progress
A. Schedule analysis
B. Budget analysis
C. Scope analysis (describe any changes that may have an impact on future progress)
D. Process analysis (describe any problems encountered with strategy or methodology)
E. Gantt progress chart(s)
III. Activity analysis
A. Tasks completed since last report
B. Current tasks and deliverables
C. Short term future tasks and deliverables
(continued)
EE3111 Chapter 3 Engineering Project Management

46. Sample Outline for a Progress Report (concluded)
IV. Previous problems and issues
A. Action item and status
B. New or revised action items
1. Recommendation
2. Assignment of responsibility
3. Deadline
V. New problems and issues
A. Problems
(actual or anticipated)
B. Issues
C. Possible solutions
VI. Attachments
(include relevant printouts from project management software)
EE3111 Chapter 3 Engineering Project Management

47. Change Management
Change management – a formal strategy in which a process is established to facilitate changes that occur during a project.
EE3111 Chapter 3 Engineering Project Management

48. Changes can be the result of various events and factors including:
Change management
Changes can be the result of various events and factors including:
An omission in defining initial scope
A misunderstanding of the initial scope
An external event such as government regulations that create new requirements

49. Availability of better technology
Change management
Organizational changes
Availability of better technology
Shifts in planned technology that force unexpected and significant changes to the business organization, culture, and/or processes
Management’s desire to have the system do more than was originally requested or agreed to
Reduced funding for the project or imposition of an earlier deadline.

50. Examples
As the project progresses, the customer discovers additional scope that they would like added to the project. The project manager accepts the new scope with the intention of “fitting it in” somewhere. Even if a log is kept that records this additional scope, the customer expectation for delivery date has not changed. They expected the product to be delivered on October 15th. Now when the due date starts getting near, the project is falling behind and either 1) misses the delivery date or 2) cuts corners in testing or other areas to make it on time.
EE3111 Chapter 3 Engineering Project Management

51. Change management example
Scenario 2
As the project progresses, the customer discovers additional scope that they would like added to the project. The project manager and team work with the customer to fully understand what they are asking for. Additional scope WILL cost more. The customer should decide whether delivering on time is the most important factor (time-constrained project) or if the delivery date can be pushed out to accommodate the additional scope. If the project is time constrained, additional resources (or overtime cost) will be added to the project to finish more work in the same duration.
EE3111 Chapter 3 Engineering Project Management

52. Change management example
Working together, the project team and customer do an impact analysis to identify how much additional work is really required, how much longer it will take, and how much more it will cost. Whatever the outcome, the customer expectations have been updated to reflect the NEW baseline delivery date and cost. The customer can choose to reject the change request and continue as planned, or approve the change request and update the baseline.

53. Change control
In both of the scenarios above, the same scope was added. In Scenario 1, the project will be delivered late or with an unthoughtful decrease in quality or functionality. Because expectations were never updated, this project is late.
In Scenario 2, the project may be delivered later than the ORIGINAL baseline, but because good change control and management of customer expectations is in place, the TRUE baseline has been updated to reflect customer choice and the reality of the project. This project is not late (at least not due to expectation problems).
EE3111 Chapter 3 Engineering Project Management

54. Expectation management
Traditional project management – time, cost, and scope
The quality is the central theme
Modern project management – time, cost, scope and quality
Expectation is the central theme
希望越大失望越大
EE3111 Chapter 3 Engineering Project Management

55. Expectation management
scope
cost
quality
expectation
scope
time
cost
time
quality
EE3111 Chapter 3 Engineering Project Management

56. Expectation management
Ipad and Apad
Ipad is $5000
Apad is $1000
What is your expectation when buying an Ipad comparin g to buying an Apad?
Last Thursday no one was expecting a typhoon holiday! Because observatory informed you that the chance of a signal no. 8 was unlikely. Were you happy in morning to see the symbol of no. 8 ?

57. Expectations Management
Expectations management (期望管理) matrix – a tool to help project managers set and monitor system’s owners and users’ expectation
The second most important
The most important
The least important
Can have only one X in each row and each column
EE3111 Chapter 3 Engineering Project Management

58. Expectation management matrix (EMM)
The rows correspond to the measures of success in any project: cost, schedule and scope/or quality
The columns corresponding to priorities: first P1, second P2, third P3
Names are assigned to priorities
Maximize or minimize (most important for a given project)
Constrain
accept
EE3111 Chapter 3 Engineering Project Management

59. Rules for EMM
For any project, one must record a P1, a P2, and a P3 within the nine available cells
No row may contain more than one Priority; a single measure of success must have only one priority designation
No column may contain more than one Priority; there must be a first, second, and third priority.
EE3111 Chapter 3 Engineering Project Management

60. The expectation of the project is shown in the next slide
Example
In 1961 President JF Kennedy established the charter for a major project – land man on the moon and return him safely before the end of the decade.
The expectation of the project is shown in the next slide
EE3111 Chapter 3 Engineering Project Management

61. Lunar Project Expectations Management
Can include the information related to cost etc in the matrix
EE3111 Chapter 3 Engineering Project Management

62. Result of the lunar project
Scope and requirement achieved
Cost over spent by 50%
Most people perceived the project a monumental success
Public’s expectation – realizing the maximum safety and minimum risk, coupled with meeting the deadline was an acceptable trade-off for the cost overrun
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63. Typical, Initial Expectations for a Project
Cannot maximize everything!!!!
EE3111 Chapter 3 Engineering Project Management

64. If unanticipated business problems are identified
EMM
If unanticipated business problems are identified
Project behind schedule
User requirements expand (change in scope)
Schedule slippage was the ‘accept’ priority
Not a major concern
Scope increase is the more significant problem as added requirements will increase the cost of the project
Discuss with the project owner to adjust the priority
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65. Adjusting Expectations
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66. Changing Priorities
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67. Expectation management
Focus on the issue that is most important and try to achieve that
Once you can meet the expectation then minor “faults” become insignificant!
When doing you project, make sure that you do know your supervisor’s expectation related to your project!

68. Expectation management
Identify a real-life example to reflect that expectation management is important.
EE3111 Chapter 3 Engineering Project Management

69. Based on your own project, complete the Expectation management matrix
Exercise
Based on your own project, complete the Expectation management matrix

70. PERT – program evaluation and review technique
PERT chart
PERT – program evaluation and review technique
PERT is a model for project management designed to analyze and represent the tasks involved in completing a given project
PERT is a method to analyze the involved tasks in completing a given project, especially the time needed to complete each task, and identifying the minimum time needed to complete the total project.
EE3111 Chapter 3 Engineering Project Management

71. PERT chart Terminology
A PERT event: is a point that marks the start or completion of one or more tasks. It consumes no time, and uses no resources. It marks the completion of one or more tasks, and is not “reached” until all of the activities leading to that event have been completed.
A predecessor event: an event (or events) that immediately precedes some other event without any other events intervening. It may be the consequence of more than one activity.
event
Activity
event
EE3111 Chapter 3 Engineering Project Management

72. PERT Chart
A successor event: an event (or events) that immediately follows some other event without any other events intervening. It may be the consequence of more than one activity.
A PERT activity: is the actual performance of a task. It consumes time, it requires resources (such as labour, materials, space, machinery), and it can be understood as representing the time, effort, and resources required to move from one event to another. A PERT activity cannot be completed until the event preceding it has occurred.
EE3111 Chapter 3 Engineering Project Management

73. PERT event and activities
Activity
Event A
13-Oct
Event B
18-Oct
If the activity lasts for 5 days

74. PERT terminology
Optimistic time (O): the minimum possible time required to accomplish a task, assuming everything proceeds better than is normally expected
Pessimistic time (P): the maximum possible time required to accomplish a task, assuming everything goes wrong (but excluding major catastrophes).
Most likely time (M): the best estimate of the time required to accomplish a task, assuming everything proceeds as normal.
Expected time (TE): the best estimate of the time required to accomplish a task, assuming everything proceeds as normal (the implication being that the expected time is the average time the task would require if the task were repeated on a number of occasions over an extended period of time).
TE = (O + 4M + P) ÷ 6
EE3111 Chapter 3 Engineering Project Management

75. What is the duration of the project?
End C G
start B E
EE3111 Chapter 3 Engineering Project Management

76. PERT Terminology
Critical Path: the longest possible continuous pathway taken from the initial event to the terminal event. It determines the total calendar time required for the project;
any time delays along the critical path will delay the reaching of the terminal event by at least the same amount.
EE3111 Chapter 3 Engineering Project Management

77. What is the duration of the project?
If A-C-E-G is the critical path then you cannot delay these activities D F A
End C G
start B E
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78. Slack is the possible delay of an activity not in the critical path
Slack: the slack of an event is a measure of the excess time and resources available in achieving this event. Positive slack(+) would indicate ahead of schedule; negative slack would indicate behind schedule; and zero slack would indicate on schedule.
Slack is the possible delay of an activity not in the critical path

79. Implementing PERT
The first step to scheduling the project is to determine the tasks that the project requires and the order in which they must be completed.
The order may be easy to record for some tasks (e.g. When building a house, the land must be graded before the foundation can be laid) while difficult for others (There are two areas that need to be graded, but there are only enough bulldozers to do one).
EE3111 Chapter 3 Engineering Project Management

80. PERT process precedence
Example : to cook rice then you need to:
Wash the rice 1
Add suitable water to the container 2
Put the container into the rice cooker 3
Power on the rice cooker 4

81. The PERT chart for rice cooking
start 3 1 2 4
end

82. The time estimates usually reflect the normal, non-rushed time.
Implementing PERT
The time estimates usually reflect the normal, non-rushed time.
Many times, the time required to execute the task can be reduced for an additional cost or a reduction in the quality
Sometimes, extending the duration of a task will reduce its cost

83. Example
Activity
Predecessor
Time estimates
Expected time
Opt. (a)
Normal (m)
Pess. (p) A 2 4 6 B 3 5 9
5.33 C 7
5.17 D 10
6.33 E
B,C F 8
4.5 G
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84. PERT chart D F A End G C start B E
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85. A network diagram starts with a node “start”
The “Start” node has a duration of zero
Then you draw each activity that does not have a predecessor activity and connect them with an arrow from start to each node (a, b).
Next, since both c and d list a as a predecessor activity, their nodes are drawn with arrows coming from a. Activity e is listed with b and c as predecessor activities, so node e is drawn with arrows coming from both b and c, signifying that e cannot begin until both b and c have been completed.
Activity f has d as a predecessor activity, so an arrow is drawn connecting the activities. Likewise, an arrow is drawn from e to g. Since there are no activities that come after f or g, it is recommended (but again not required) to connect them to a node labeled finish.
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86. The normal duration time The early start time (ES)
Network diagram
The activity name
The normal duration time
The early start time (ES)
The early finish time (EF)
The late start time (LS)
The late finish time (LF)
The slack
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87. The ES of the “End” is the expected duration of the project
Network diagram
In order to determine the information it is assumed that the activities and normal duration times are given. The first step is to determine the ES and EF. The ES is defined as the maximum EF of all predecessor activities, unless the activity in question is the first activity, for which the ES is zero (0). The EF is the ES plus the task duration (EF = ES + duration).
The ES of the “End” is the expected duration of the project
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88. Early start and early finish
tj = maxi [ti +Lij]

89. Example
EF=9 a
What is the ES of C? 4 c
EF=6 b 5

90. To determine the LF, needs to move backward
Network diagram
To determine the LF, needs to move backward
The LF is defined as the minimum LS of all successor activities, unless the activity is the last activity, for which the LF equals the EF. The LS is the LF minus the task duration (LS = LF - duration).
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91. Late finish and late start
Ti = minj [Tj – Lij]

92. Example LF and LS
What is the LF of C?
LF=6 c 4 b
LF=9 a 5

93. The critical path is the path that takes the longest to complete.
To determine the path times, add the task durations for all available paths.
Activities that have slack can be delayed without changing the overall time of the project. Slack is computed in one of two ways, slack = LF - EF or slack = LS - ES.
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94. Activities that are on the critical path have a slack of zero (0).
In the example, critical path is ACEG
Activities not included in the critical path can be delayed without affecting the duration of the project

95. Network diagram
EE3111 Chapter 3 Engineering Project Management

96. Critical Path Analysis
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97. Activities that have a slack
SLACK = LF - EF
Activity b has an LF of 9.17 and an EF of 5.33, so the slack is 3.84 work days.
Activity d has an LF of and an EF of 10.33, so the slack is 4.68 work days.
Activity f has an LF of and an EF of 14.83, so the slack is 4.68 work days.
Activity b can be delay for 3 days without affecting the project duration!
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98. Identify the critical path Determine the earliest completion time
Exercise
Identify the critical path
Determine the earliest completion time
Is it possible to reduce the duration of the project by reducing the duration of activity C
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99. Exercise Activity Duration (weeks) precedence A 2 - B 3 C D 7 E 6 FG 5
D, E H 4
F, G I 8 J
H, I
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100. Exercise
Activity
Predecessor
Duration (weeks)
Cost per week ($) A 3
500 B 4
450 C
300 D 10 E 2
600 F 7
200 G 8 H 5
350 I
F, G J 6
480 K
700 L 9

101. Only activity with a duration longer than 5 weeks can be reduced
Exercise
Determine the expected duration of the project and the total cost of the project.
If the management team wants to reduce the total project duration by 3 weeks, what is the additional cost required if the following constraints must be satisfied.
Only activity with a duration longer than 5 weeks can be reduced
Duration of an activity can only be reduced by 1 week and its “cost per week” will be increased by 15%

102. Activity 8 – Assess Project Results and Experiences
Did the final product meet or exceed user (supervisor’s) expectations?
Why or why not?
Did the project come in on schedule?
Did the project come in under budget?
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103. Who is/are the stakeholder of the project? Time Vs yourself
Conclusion
Output α input
Output (your grade)
Input (your effort)
Who is/are the stakeholder of the project?
Time Vs yourself
Do not over estimate your abilities – always reserve more time for your project!!!!!
EE3111 Chapter 3 Engineering Project Management