1. Project Management Bob Carson Bob Carson Modified by Joe Law September 5, 2006

2. Overview Introduction Introduction Learning outcomes Learning outcomes Definitions Definitions Framework of Project Management Framework of Project Management Statics Statics Dynamics Dynamics

3. Learning outcomes Learn the process and terms of Project Management (PM) Learn the process and terms of Project Management (PM) Learn the value of PM – “not busy work” Learn the value of PM – “not busy work” Understand the need for efficiency and effectiveness in PM Understand the need for efficiency and effectiveness in PM

4. Definitions Project Management vs. Product Development Project Management vs. Product Development Product Development – the activities to create a concept, develop prototypes and validate that the results meet quality and performance specifications. Product Development – the activities to create a concept, develop prototypes and validate that the results meet quality and performance specifications. Project Management – controlling the activities from conception through release of a product for manufacture. Project Management – controlling the activities from conception through release of a product for manufacture.

5. Definitions (cont’d) Scope – the breadth of activities to deliver a quality product while satisfying the project’s metrics Scope – the breadth of activities to deliver a quality product while satisfying the project’s metrics Metrics – the set of measures to drive total customer satisfaction for any product (QPSC) Metrics – the set of measures to drive total customer satisfaction for any product (QPSC) Quality – meeting all customer needs (faster than…clearer than…hotter, colder, smaller than…sooner than…cheaper than…..) all qualitative measures Quality – meeting all customer needs (faster than…clearer than…hotter, colder, smaller than…sooner than…cheaper than…..) all qualitative measures Performance – meeting the product specifications (freq spec, pixel spec, size spec, temp spec, etc ) quantitative measures Performance – meeting the product specifications (freq spec, pixel spec, size spec, temp spec, etc ) quantitative measures Schedule – following the Roadmap (Gantt chart, review plans, interactions, external schedules) Schedule – following the Roadmap (Gantt chart, review plans, interactions, external schedules) Cost – meeting the targeted costs (target cost, tradeoffs, process for renegotiation) Cost – meeting the targeted costs (target cost, tradeoffs, process for renegotiation)

6. Framework of Project Management Phases of Product Development (PD) Phases of Product Development (PD) Scope of senior design Scope of senior design Project Drivers Project Drivers Knowing your customers Knowing your customers Knowing yourself Knowing yourself Understanding team roles and dynamics Understanding team roles and dynamics Limited resources Limited resources  Managing projects

7. Product Development Phases Phase0 Sell Ideas 1Plan2Develop3Validate4Qualify5Produce Goal Generate many ideas Develop Plan Advance idea to product Proof of specs Proof of build Robust process Process Develop Ideas into Proposal Plan the work for the Team Engineer Functional Models Test Proto units Build & Test Pilot units Release Product to Sell Main Artifact Initial Project Summary Gantt Chart Working Modules & Prototypes Solid System Proto Working Product Quality Product Owner Project Champion Core Team Extended or Core Team Member

8. The Statics of Project Management Set the direction Set the direction Plan the work Plan the work Work the plan Work the plan Commit and deliver Commit and deliver Drive using metrics Drive using metrics Learn from experiences Learn from experiences

9. Set the direction Managers lead the project development efforts through a core team whose goal is to: review the project mission review the project mission identify the stakeholder needs identify the stakeholder needs outline key issues outline key issues limit project scope limit project scope assemble an extended team assemble an extended team state expected deliverables with timelines state expected deliverables with timelines

10. Plan the work Managers develop a detailed project plan and use the plan to break down the project into several elements: tasks, owners, due dates, links, milestones and deliverables. Managers develop a detailed project plan and use the plan to break down the project into several elements: tasks, owners, due dates, links, milestones and deliverables.

11. Plan the work Team links tasks to specific milestones, dates and deliverables that meet project goals. Team links tasks to specific milestones, dates and deliverables that meet project goals. A plan is much more than simply a schedule. A plan is much more than simply a schedule.

12. Work the plan Professionals meet project goals by working a plan daily. Professionals meet project goals by working a plan daily.

13. Commit and deliver Projects demand strong commitments from teams and team members to deliver successful new products. Managers champion projects and drive success as team members commit and deliver to the project plans and changes. The synergy created by a committed team is more than the sum of its parts. Projects demand strong commitments from teams and team members to deliver successful new products. Managers champion projects and drive success as team members commit and deliver to the project plans and changes. The synergy created by a committed team is more than the sum of its parts.

14. Drive using metrics Four metrics are part of every project plan: Four metrics are part of every project plan: Quality shows a product’s status toward all customer expectations Quality shows a product’s status toward all customer expectations Performance shows a product’s status toward its specifications Performance shows a product’s status toward its specifications Schedule shows a project’s status toward the plan’s projected timelines Schedule shows a project’s status toward the plan’s projected timelines Cost shows a project’s status toward the plan’s projected costs Cost shows a project’s status toward the plan’s projected costs Managers use metrics to report project status. Managers use metrics to report project status.

15. Learn from experiences Experiences throughout a project provide lessons for future projects. Experiences throughout a project provide lessons for future projects. Industry relies on these experiences to continually improve processes and grow people. Team members capture “Lessons Learned” in logs and databases for future use (share the good – shed the bad). Industry relies on these experiences to continually improve processes and grow people. Team members capture “Lessons Learned” in logs and databases for future use (share the good – shed the bad).

16. The Dynamics of Project Management Customer needs Customer needs Resource allocations Resource allocations Team roles Team roles Personal commitments Personal commitments Project tradeoffs Project tradeoffs

17. Project resources People People Machines Machines $$$ $$$ Time Time Space Space

18. Who are your customers? Industry sponsors Industry sponsors Professors Professors Machinist Machinist Team Team Family Family

19. What are my commitments? Team Team Self Self Other classes Other classes Spouse/family Spouse/family Parents Parents Job Job

20. Machines Machining Machining Assembly Assembly Measurement Measurement Calibration Calibration Testing Testing Computers and software Computers and software

21. Money Rent Rent Lease Lease Buy Buy Wages Wages Contracts Contracts Legal Legal

22. Time Brainstorm Brainstorm Plan Plan Module development, testing, validation Module development, testing, validation System development, testing, validation System development, testing, validation System qualification System qualification

23. Space Location Location Offices Offices Build modules Build modules Assemble systems Assemble systems Test modules and systems Test modules and systems

24. Tools Work breakdown Structures Work breakdown Structures Gantt Charts Gantt Charts Budgets Budgets MicroSoft Project MicroSoft Project