MASSACHUSETTS INSTITUTE OF TECHNOLOGY CIVIL AND ENVIRONMENTAL ENGINEERING DEPARTMENT CENTER FOR CONSTRUCTION RESEARCH AND EDUCATION

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1 MASSACHUSETTS INSTITUTE OF TECHNOLOGY CIVIL AND ENVIRONMENTAL ENGINEERING DEPARTMENT CENTER FOR CONSTRUCTION RESEARCH AND EDUCATION 1.040/1.401 SYSTEM & PROJECT MANAGEMENT SPRING 2004 TERM PROJECT PHASE 3: DATA COLLECTION DUE: APRIL 28, 2004 CENTER FOR CONSTRUCTION RESEARCH AND EDUCATION CIVIL AND ENVIRONMENTAL ENGINEERING DEPARTMENT MASSACHUSETTS INSTITUTE OF TECHNOLOGY

2 1.040/1.401 System & Prject Management Spring 2004 Term Prject Phase 3 I. DESCRIPTION Term Prject 3 is the final data-cllectin exercise fr yur term prject. At this phase, yu have t chse ne f the tw prjects yu prpsed in Term Prject 2, and gather extensive infrmatin n it. Because f this, yu will NOT be required t submit a plished reprt. Fr this phase yu may submit hard cpies f yur raw data in any frm (this may include cpies frm prject reprts, prpsals, cmputer printuts, screen shts r mems) See nte n cnfidentiality belw. Hwever, if yu chse t submit hardcpies, they must be submitted t Prfessr n later than 1pm Wednesday, April 28. Remember that yur bjective here is t cllect as much data as is necessary t supprt yur arguments and analysis in the term prject Part 4, and NOT t prepare a plished reprt. The fllwing questins are intended t guide and direct yur data cllectin. Try t gather infrmatin that answers these questins, either in its initial (raw) frm, r after sme interpretatin r analysis. II. PROJECT EVALUATION What were the majr anticipated achievements f the prject and what resurces were thught t be required in rder t btain thse benefits (scial, financial, strategic). Quantify Benefits (as $ r utility) if pssible. What activities were undertaken t evaluate the prject? If the perceived benefits changed during the curse f the prject, hw and why did they change? Hw realistic and relevant were the prject gals and bjectives? What changed as a result f the prject? Are there mre cst-effective ways t achieve the prject's bjectives? Feasibility Analysis Develp success indicatrs and their measures Identify technlgy, cst and schedule risk Identify Envirnmental Factrs and risks Challenge ptential risk & benefit buffers and surces f flexibility III. PROJECT ORGANIZATION: Cntractual arrangements with general cntractrs, suppliers, sub-cntractrs, and ther internal rganizatins. Prject rganizatin requirements and selectin prcess. Organizatinal type. If applicable, please include any external rganizatins such as clients, fcus grups, cnsultants, and research grups that interacted with the main rganizatins. Als include the frequency, type f interactin, and ratinale f the interactins. Prcess used t frge the rganizatinal structure. Organizatinal Breakdwn Structure (OBS). Management f persnnel and flw f persnnel int the prject. Wrk Breakdwn Structure (WBS). Leadership style and surce f pwer n the prject. Linear respnsibility chart fr the individuals and tasks n the prject /1.401 System & Prject Management Spring 2004 Page 2 f 6

3 1.040/1.401 System & Prject Management Spring 2004 Term Prject Phase 3 Span f cntrl fr each manager n the prject. Evaluatin measures and reward system fr members f the prject. IV. PROJECT PLANNING: Original estimated cst and Cst Breakdwn Structure (CBS). Did the prject have a prject plan prir t the start f the prject? Methd used t establish budget (e.g. tp-dwn, bttm-up, r cmbinatin). Original estimate f effrt (e.g. persn hurs, and number f drawings). Original Estimated Cmpletin Date. Original Schedule (see Nte n Prject Plan belw). Life Cycle Analysis fr the system and any decisins r analyses (e.g. cst estimates, revisins ver time) made based n it. Resurce prfile with respect t time thrughut the prject including direct and indirect cst infrmatin. Infrmatin surces fr estimating and planning. Learning cnsideratins n the prject. Describe any deterministic r stchastic estimatin prcedures. Criticality indices fr activities r paths accrding t ABC categries. Planned stp and start cnditins fr any activities (i.e. splitting). Prcedures fr activity aggregatin (e.g. based n Hammck activities, milestnes, WBS, OBS, r dllar amunt). Technical, prcedural, r impsed precedence relatinships r cnstraints cnsidered t be driving factrs. Lead r lag in imprtant precedence relatinships such as FS, SS, SF, FF. Describe the prject simulatin techniques used (if any). Describe any knwn lping in any activity r very erratic activities with rewrk and changes. Any verlapping r cncurrent engineering practiced n the prject including the effects f wrk prgress and sensitivity frm dwnstream and upstream activities. V. PROJECT MONITORING Review Prcesses including type f review, review frequency, frmat, persnnel invlved, review results and fllw-up. Earned Value Analysis including frequency and any decisins made based n it. Strategy used t mnitr buffers and/r flat. Methds f variance tracking. Effects f ther prjects n resurces, time, r technlgy. A descriptin f any perfrmance measurements that the prject used. Assess the usefulness f the measurements and lk fr crrelatin between the values f the measurements and the success r failure f the prject. A descriptin f any risk management techniques that were used during the prgram. Discuss the return n investment between the effrt spent n the techniques and benefits f the risk prgram. Hw was the technical baseline managed? Direct cst f any added wrk and/r scpe/prgram changes. Types f cnflicts n the prject and hw they changed ver time /1.401 System & Prject Management Spring 2004 Page 3 f 6

4 1.040/1.401 System & Prject Management Spring 2004 Term Prject Phase 3 VI. PROJECT CONTROL: Prcess f cmmittee decisin-making. Use and effectiveness f cmmittees. Describe any rerganizatins that tk place during the prject and why (e.g. wrk changes r prject evlutin). Describe the delay classificatin, analysis, management and respnsibility assignment methds used n the prject fr the main rganizatin, clients, sub-cntractrs, and cnsultants. VII. POST PROJECT LEARNING: Final r frecasted, actual prject cst. Final r frecasted Cmpletin Date. Actual required effrt (e.g. persn hurs/days/weeks/mnths and n. f drawings) s far r frecasted. Percentage f final effrt that was rewrk s far r frecasted. Of the degradatin in prductivity and/r wrk quality frm ptimal ver the curse f the prject, what percentage was due t: Prir wrk quality (in phase)? Availability and/r quality f wrk frm ther phases? Availability and/r quality f wrk frm vendrs, suppliers, and sub-cntractrs? Skill and experience dilutin? Out-f-sequence wrk? Schedule pressure? Mrale? Overtime fatigue? Scpe changes? Owner initiated changes? Cntractr initiated changes? Designer initiated changes? Others? Rati f the number f revisins t the riginal wrk. Key factrs cntributing t the successes and failures f the prject. Identify an area in which a mdel culd have been develped fr an uncertain r prblematic task. Describe any repetitius wrk ver time r at different lcatins in which line f balance culd have been applied. Prvide a descriptin and analysis f the prject n hw yu may have imprved the prject t avid sme f the prblems that ccurred and strengthen the successes that were achieved. While cmpleting this task, please bear in mind that the bjective is t prvide enugh infrmatin abut the prject s that a prject manager nt familiar with it may be able t review the material and have a clear understanding f the prject s histry. A gd frame f reference fr yur data cllectin is t assume that the infrmatin yu prvide will be read by a new prject manager wh will take charge f the prject. Als bear in mind that the stry has t flw and be clear t the persn reading it /1.401 System & Prject Management Spring 2004 Page 4 f 6

5 1.040/1.401 System & Prject Management Spring 2004 Term Prject Phase 3 Ntes n Data Cllectin: 1. Obtain infrmatin fr majr wrk phases r activities where relevant/pssible 2. Use interviews and/r best-estimates where hard data is nt readily available. 3. Think f interesting infrmatin that ne may want t knw abut the prject. Talk abut a situatin that may be interesting, challenging r unique. Identify a prtagnist wh addresses the situatin. Talk abut what happened and what culd have been dne in that situatin by the prtagnist. Identify at least ne situatin, prtagnist and slutin fr each majr area f evaluatin, rganizatin, planning, mnitring, cntrl and learning. Nte n Cnfidentiality: If the prject yu are wrking n cntain prprietary infrmatin, r any sensitive infrmatin, yu shuld prtect this infrmatin as requested by the prject manager wrking n the prject. Sme alternatives are t scale the data s that in a relative sense they are equivalent r yu culd als use percentages withut a base number. Nte n Prject Plan: When develping and/r describing yur prject, please limit yur verall analysis and presentatin t Levels 1 and 2 as shwn in the figure belw. Extend yur analysis t Level 3 (i.e. mre in depth analysis and greater detail) when presenting issues that cntained (r are anticipated t cntain) high degrees f uncertainty r were (r anticipated t be) particularly challenging r imprtant s that the individual reviewing yur material has a gd sense f the details and hw they relate t the verall prject /1.401 System & Prject Management Spring 2004 Page 5 f 6

6 1.040/1.401 System & Prject Management Spring 2004 Term Prject Phase 3 Level 1 plan Tp Management Level 2 plans Middle Management Level 3 plans Task Leader Hierarchy f Gantt charts /1.401 System & Prject Management Spring 2004 Page 6 f 6