Chapter 9 (V1) - Project Planning and Management

7/27/2019 Chapter 9 (V1) - Project Planning and Management

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ME3101 / ME3102

Mechanical Systems DesignChapter 9

Project Planning and Management

Welcome to Project Planning and Management!

Instructor: Mr. Goh Seach Chyr (Ernest)Email: ernest.goh@nus.edu.sg

Tel: 6516 2553

Teaching plan for Project Planning and Management:1 hour lecture (this week, week 3)1 hour classroom exercise (attend one session in the next 5 weeks)

Assessment:1) IVLE Quiz after the lecture2) Team worksheet during or after the classroom exerciseThis assessment constitutes CA3, which has a weightage of xx% of the totalmarks for this module.

Lesson plan for lecture and classroom exercise

Week Date Teams to attend

Week 3 27 Aug 2014 Mass lecture (all teams to attend)

Week 4 3 Sep 2014

Week 5 10 Sep 2014

Week 6 17 Sep 2014

Week 7 1 Oct 2014

Week 8 8 Oct 2014

What is a project?

A unique effort to:• accomplish specific work scope,•

using defined resources,• within defined schedule.

Log in to IVLE and answer Question 1. Continue to answer the other questionsas we go along.

Application to ME3101/2:

Complete product life cycle consists ofphases such as:•

market analysis• design• prototyping• testing• marketing and selling• etc.

Each phase is a project (scope,schedule, resources).

APPLY PROJECT MANAGEMENT!

ME3101 (Aug 2014 – Nov 2014)

ME3102 (Dec 2014 – Mar 2015)

Three phases of project management:

DEFINE &ORGANISE

Define & organise

Define the project with:1) Statement of objectives

2) Flexibility matrix

3) Major deliverables4) Project description

Concise

More detailed

Define & organise

Statement of objectives should be:complete (scope schedule resources)

concise (< 50 words)clear (avoid jargon)

Example: To design and fabricate the components and assemble a 1:2 scalemodel of a motorcycle enclosure suitable for wind tunnel testing by 20 Mar 2015 with a budget of $500

Define & organise

Flexibility matrix

Flexibility

Least Moderate Most

Schedule

Resources

Define & organise

Major deliverables

Major deliverables should be tangible, with completion criteria and dates ifapplicableDevelop the deliverables in consultation with the sponsor and end users

Example:1) CAD files of sensor enclosure by 14 Nov 2014

2) Bill of materials by 14 Nov 20143) Components fabricated according to CAD files by 12 Jan 2015

Define & organise

Project description

Depending on the nature of the project, this document may include thefollowing:Purpose, target customers, impact assessment (risk of doing vs. not doing),cost/benefit analysis, scope in terms of what the project will and will notinclude, completion criteria (or acceptance criteria for the sponsor), start andend dates, staffing, hardware and software required.

Length varies depending on the complexity of the project but several pages istypical.

Define & organise

For ME3102:Sponsor: the company (staff) requesting the (in-house) project

Project manager: student appointed/elected/volunteered as the team leaderCore team: all team membersExtended teams: NUS technicians, sub-contractors

For other projects in general, the sponsor is the one providing the official backing. Usually also appoints the project manager.

Sponsor:• Approves the scope and schedule• Obtains resources• Provides strategic direction• Approves changes•

Sets priorities and resolve conflicts

DEFINE &ORGANISE

The project plan consists of:1) Work breakdown structure and ownership

2) Dependencies and Gantt chart3) Risk analysis and risk management plan

Project management software may be used.

Work breakdown structure (WBS) and ownership.

Identify 4 – 7 major components of work (level 1 tasks)For each level 1 task, breakdown into 2 or more level 2 tasksRepeat the process until a task has• 1 owner• A clear deliverable• Estimated 2 – 20 days duration•

The estimated duration is credible• Can be tracked

Work breakdown structure example:

1. Buy materials and components1.1 Find suppliers1.2 Send out RFQs

2. Fabricate components2.1 3D print external case2.2 Machine internal chassis

3. Assemble prototype3.1 Assemble chassis3.2 Install off-the-shelf components onto chassis3.3 Install wiring

4. Etc.

Ownership.

Each lowest level task must have one, and only one assigned owner.Owner is not necessarily the doer.Owner is responsible for ensuring that the work gets done to specifications, within schedule and resource constraints.Owners can be assisted by contributors, a matrix can be drawn:

Findsuppliers 3D print ext.case Machine int.chassis

Ali Owner contributor

Ben contributor contributor Owner

Chitra contributor Owner

In order for each lowest level task to be tracked, define its completion criteriaand thus a table as shown below, called the „WBS Dictionary‟ can be written.

WBS code Task name Completion criteria Owner

1.1 Findsuppliers

Supplier carrying the product andable to ship to SG, contact person,contact address found.

2.1 3D printexternal case All parts of the case printed, postprocessed and tested to fit togetherseamlessly.

Chitra

2.2 Machineinternalchassis

All the internal chassis componentsmachined, degreased and tested to fittogether properly.

Dependencies and Gantt chart

Tasks are dependent on the completion or start of other tasks. Eg:

Machine internal chassis

Assemble chassis

Collect datasheets of components

Design baseplate

The above show logical dependencies, not resource dependencies.

Start-start

Finish-start

After logical dependencies drawn up, mark milestones (completion ofsignificant tasks)

From the logical dependencies, estimate the task durations, considering:• the person may devote only part of his time to the assigned task• waiting time• non-working days

to arrive at the Project Schedule.

The Project Schedule is then presented in a Gantt Chart

Tools:Offline application: Gantt Project http://www.ganttproject.biz/

Online SAAS: AceProject http://www.aceproject.com/

Gantt Chart

The Gantt Chart allows us to see the “Critical Path”, the longest path fromStart to Finish.

Any delay in the tasks in the critical path delays the project.

Project management software is able to track manpower resources andloading.

Assigning manpower resources to tasks in Gantt Project.

(For full instructions watch the video tutorial and read the Gantt ProjectHandbook on IVLE)

Workload of each manpower resource is visible at a glance.

Provides basis for modifying the original plan (scope and schedule)

Modifying the plan, possible approaches:• Break/change logical dependencies, eg finish-start to start-start (with lag)• Break into sub-tasks and do in parallel• Use of new, more productive technology• Reassign people to critical tasks• Re-assign resources (under-loaded to over-loaded)• Sub-contract, hire temps• Negotiate scope or phased roll out•

Buy off-the shelf components instead of making

Risk analysis & management.

Identify areas of high riskQuantify risk factorsDevelop risk management plans

Identify areas of high risk:

Schedule:• Tasks on critical path• Tasks with multiple predecessors• Start-start dependencies• Tasks reliant on external groupsResource:•

Tasks with only one person assigned• Tasks requiring special tools, venues, software, etc.• Tasks using scarce or large amount of resourcesScope:• Uncertainty of new technologies• Changing customer requirements•

Extreme performance requirements

Quantify risk factors:

Risk item Potentialimpact

Likelihood ofoccurrence

Difficulty oftimely detection

Overallthreat

Use a suitable scoring method to complete the above matrix.Rely on experience, past history to assign scores.Threats are prioritised and the most severe ones are tackled with riskmanagement plans.

Develop risk management plans:

“Prevention is better than cure.” Hence, to ways to manage risk: preventiveaction, contingency action.

Preventive actions reduce likelihood that the risk event will occur. Focus onthe causes of risk and take action to eliminate or mitigate the causes.

In spite preventive actions, the risk event still occurs. Triggers are themechanism for detecting the conditions/deviations that tells the team thatthe event has occurred.

When the risk event occurs, take contingency action, purpose is to minimisethe impact of the risk event.

Develop risk management plans:

Draw up the risk management matrix as follows.

Owner is to ensure that the plan is implemented.

Risk item Preventiveaction

Contingencyaction

Trigger Owner

DEFINE &ORGANISE

With defining and planning done, present to sponsor and higher managementfor approval.

“Freeze” the Gantt chart to establish a baseline.

The next phase is the execution of the plan, with appropriate tracking.

Track and Manage

Tracking and managing the project consist of:1) Collection of status & analysis of variances2) Planning adaptive action & executing them3) Periodic status reporting & final closeout

Track and Manage

Collection of status & analysis of variances

Hard data: whether tasks started as planned, start and end dates, remainingtime needed to complete tasks in progress, whether milestones achieved

Soft data: problems/foreseeable problems encountered by members, thingsneeded to complete tasks effectively

Frequency of collection, minimum once per month, higher frequency forME3102 since it is a short project

Update hard data into Gantt Chart as percentage completion, it gives aoverview of variance from baseline.

Analyse both the cause of the variance and its impact.

Track and Manage

Planning adaptive action & executing them

Similar to plan modification on Slide 25:Re-arrange the logical dependenciesRe-look at the flexibility matrixRe-deploy resources

Once adaptive actions have been planned, communicate the changes to the

team and get buy-in from sponsor and management.

Track and Manage

Periodic status reporting & final closeout

Collection of status can be carried out in preparation for regular teammeetings.

Variance analysis can also be carried out during such meetings.

Information raised during these meetings must be properly kept so that new

members or even a new project manager can become effective quickly.

Track and Manage

Periodic status reporting & final closeout

End of project when either• Customer approves all project deliverables• Management decided to terminate the project early

Closing activities:Return confidential information

Return equipment Assess actual project costComplete any paperworkFinal closeout meeting to debrief key learnings and honour & reward teammembers

In conclusion…

Key points in project management have been covered.

Answer quiz questions in IVLE.

Attend one session over the next 5 weeks for a class exercise.

Install Gantt Project or signup for Ace

Project for the class.

Apply project management to ME3102prototype building phase.

Feedback (both complaints and compliments) welcome!

Glossary of Project Management terms

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