Project Management. The Art of Getting Things Done Herding Cats. January,2015

Transcription

1 Project Management The Art of Getting Things Done Herding Cats January,2015

2 What is a Project? A project is a temporary endeavor undertaken to create a unique product or service. It implies: A specific timeframe - Schedule A Budget Unique specifications Scope/quality Working across organizational boundaries 2

3 What is Project Management? Project Management is the function of planning, overseeing, and directing the numerous activities required to achieve the requirements, goals, and objectives of the customer and other stakeholders within specified cost, quality, and schedule constraints. Triple Constraint: Risk? Schedule 3

4 Technical Integration Model Project Manager Technical Integration Classical Systems Engineering Design and Analytical Integration Hardware Software Integration Operations Requirements Mgt Functional Analysis System Analysis & Trades Software Management Technology Dev. Req ts WBS Risk Management Verification Plan Configuration/Data Mgt Cost Effective Design Design/Discipline Eng. Software Development Cost Estimates Performance Estimates Verification Requirements Testing Analysis and Simulation Manufacturing/Assembly Interface Management Verification Validation Assembly Ground Mission Logistics 4

5 Want to be a Project Manager? Project Manager sandwich: Colleagues on one side, stakeholders on the other. You used to be good friends with your coworkers. You used to be really good at your work. The skills that made you a good engineer are no longer vital; You need new skills Most companies offer classes 5

6 Characteristics of a Project Manager Technically savvy A leader Sound judgment Decisive Initiative People skills Communicator Organized Integrity Praise (public)/punish (private) Fiscally astute Politically perceptive 6

7 Project Management Areas of Emphasis SYSTEMS ENGINEERING System Design Requirements Definition Technical Solution Planning Definition Risk Management Product Realization Configuration Design Realization Management Evaluation Data Management Product Transition Assessment Technical Management Decision Analysis Technical Planning Technical Control Technical Assessment Technical Decision Analysis PROJECT CONTROL Management Planning Integrated Assessment Schedule Management Configuration Management Resource Management Documentation and Data Management Acquisition Management 7

8 The Laws of Project Management (1/2) No major project has ever been installed on time, within budget, or with the same staff that started it. Yours will not be the first. When things are going well, prepare for the worst. When things just can t get any worse, they will. When things appear to be going better, you have overlooked something. If a project is allowed to change freely, the rate of change will exceed the rate of progress. Project teams detest progress reporting because it illustrates their lack of progress. 8

9 The Laws of Project Management (2/2) A carelessly planned project will take three times longer to complete than expected. A carefully planned project will only take twice as long. Success requires compromise 9

10 Why Projects Fail Failure to align project with organizational objectives Poor scope Unrealistic expectations Lack of executive sponsorship Poor project management People problems (2/3 of your problems) Poor team mix Politics 10

11 Why Projects Succeed! Good executive level project sponsorship Strong project management The right mix of team players Good decision making structure Good communication Team members work toward a common goal 11

12 How Much Control is Enough? 12

13 Work Breakdown Structure (WBS) The WBS is a view into the project which shows the work the project encompasses. Initiation 1.1 Evaluation & Recommendations Planning 1.2 Create Preliminary Scope Statement Widget Mgmt. System 1.0 Execution 1.3 Project Kickoff Meeting Control 1.4 Project Management Closeout 1.5 Audit Procurement It is a tool which helps to easily communicate the work and processes involved to execute the project. The Project Manager and project team use the WBS to develop the project schedule, resource requirements and costs. Develop Project Charter Deliverable: Submit Project Charter Project Sponsor Reviews Project Charter Project Charter Signed/Approved Determine Project Team Project Team Kickoff Meeting Develop Project Plan Submit Project Plan Milestone: Project Plan Approved Verify & Validate User Requirements Design System Procure Hardware/Software Install Development System Testing Phase Install Live System Project Status Meetings Risk Management Update Project Management Plan Document Lessons Learned Update Files/ Records Gain Formal Acceptance Archive Files/ Documents Important: A WBS is NOT a flowchart. User Training Go Live

14 WBS Example: Canoe Trip Canoe Trip Arrange Travel Get Equipment Plan Meals Prepare Budget Schedule Flts Out Rent Van Reserve Rooms Schedule Return Flts Contact Outfitter Rent Canoes Lights Rent Tents Sleeping Bags Fishing Gear Cooking Gear Freeze Dried Food Prepare 7 Breakfasts Prepare 7 Lunches Prepare 6 Dinners Assign Budget Person Get Deposits Buy Supplies Retain Receipts Close Out Trip Emergency Planning Obtain Emergency #s Arrange Contact At Camp Site Bring Emergency Flairs Bring Two First Aid Kits Plan Activities Bring Cards Bring Joke Book Bring Scotch Bring Aspirin Get Stories Straight Waterproof Matches 14

15 Meeting Management (1/2) Develop ground rules early Assign a facilitator Assign a reporter/recorder Minutes Record of actions levied and due dates Establish start and end times and stick to them Set frequency of meetings Focus of the meeting Information sharing? Working? Issue resolution? If you don t need a meeting, don t have one 15

16 Meeting Management (2/2) Enforce start and end times Communicate different start time Get team consensus if meeting needs to extend beyond end time Debate issues, not people Be civil Reporting out What is to be reported and what isn t? Who will report? By agreement, bring all issues to the table Encourage participation and input from all members 16

17 Pareto Principle The 80/20 Rule Came from an economic principle: Vilfredo Pareto, Italian economist, 1906 Observed that 80% of the land in Italy was owned by 20% of the population Joseph M. Juran (1937) Universalized Pareto s principle the vital few and the trivial many Project Management application 20% of your staff does 80% of the work 20% of the work (the first and last 10%) consume 80% of your time and resources Focus on the 20% that matters Of all the things you do every day, only 20% really matter 17

18 Backup Slides 18

19 Resources The Aero 401/402 website link: capstone/spacecraft There should also be a document in Reference Material called NASA Systems Engineering Handbook Alternatively, here is a link to the above NASA SE Handbook _ pdf 19