4e1 management for engineers
TRANSCRIPT
4E1 Project Management 2010-11
School of Computer Science & StatisticsTrinity College DublinDublin 2Irelandwww.scss.tcd.ie
Project Management
Dr Gerard Lacey [email protected]
4E1 Management for Engineers
1
1Monday 27 September 2010
4E1 Project Management Lecture 1
Introductions
2
BA BAI in Electronics and Computing (’91) TCD Research Assistant, Lecturer PhD in Computer Science (’99) (Robotics) Haptica Ltd
Founder 2000, CEO (‘00-’03), CTO (‘03-’05), TCD Lecturer (’05 - to date) MBA Smurfit Business School (2009) SureWash Ltd.
Founder 2009, CEO (‘09-to date)
2Monday 27 September 2010
4E1 Project Management Lecture 1
Lecture Objective Outline the structure of the course
Outline role of a Project Manager
Explain why Project Management is an
essential skill for engineers
3
3Monday 27 September 2010
4E1 Project Management Lecture 1
Course Objectives 6 week intro to Project Management Experience working as PM on a simulation Understand PM within different organisations Introduce the analytical tools of PM Understand why “soft skills” are so important Recognise the different types of project and
different PM methods Provide links for future learning
4
4Monday 27 September 2010
4E1 Project Management Lecture 1
Teaching Methods Lectures
Learning by doing SimProject www.fissure.com
Personal Reflective Diary (20%)
Group Project Report (20%)
Case Study Assignment Address a real world situation (60%)
5
5Monday 27 September 2010
4E1 Project Management Lecture 1
Assessment No Exam - 100% coursework!
All assignments submitted electronically via
turnitin.com
Plagiarism will be taken very seriously
6
6Monday 27 September 2010
4E1 Project Management Lecture 1
Course Outline W1: Intro Project definition and organisation W2: Project Planning, Critical Path analysis W3: Risk Management, Scheduling W4: Leadership and teams W5: Monitoring Progress and Auditing W6: Innovation and Course Review Assignments
Group Report from Simulation Due Fri 5th Nov 23:59 Individual Reflective Diary Due Fri 5th Nov 23:59 Case Study Report Due Sun 14th Nov 23:59
7
7Monday 27 September 2010
4E1 Project Management Lecture 1
Project Management Simulation SimProject - The Alliance Prototype
www.fissure.com Individual copy for you to learn
Download SimProject from www.fissure.com (win32) Install “Peedy” (if not installed already) 120 day Licence Codes on class list sheet Do the visual tour to learn how to use SimProject
11 phases - PM decision points Staff hiring, work allocation Meetings, team events, punishment and reward Project performance tracked at each phase
8
8Monday 27 September 2010
4E1 Project Management Lecture 1
PM Individual Reflective Diary (20%)1. Entry for each phase
Justify your decisions for this phase Guideline 200-300 words
What did you learn from the results of this phase Guideline 200-300 words
2. Final reflection on simulation Show the report graphs from SimProject Summarise your key learnings from simulation
and course Guideline 300-500 words
9
9Monday 27 September 2010
4E1 Project Management Lecture 1
Group PM Exercise (20%) Team dynamics are a major factor in PM Team of 5 (randomly assigned via email) Manage the project as a team The Final Report
Show SimProject Report Graphs Analysis of team decisions and outcomes
Guideline 1000 words Analysis of team roles and decision process
Guideline 1000 words
10
10Monday 27 September 2010
4E1 Project Management Lecture 1
PM case study (60%) A real world problem presented as a “story”
Identify the problem Analyse different possible courses of action using
PM tools Propose and justify a course of action Describe how the proposed solution would be
implemented. Guideline: 2000-3000 words with graphs and
charts
11
11Monday 27 September 2010
4E1 Project Management Lecture 1
Text Books & other info Main Text Book
Project Management: The managerial process - Gray & Larson; 5th Ed
Supplementary Texts Software Project Survival Guide- Steve McConnell
Microsoft Press (1997) The Innovators Dilemma – Clayton M Christensen;
Collins Business Essentials 2003 Winning at New Products: Accelerating the Process
from Idea to Launch, by Robert G. Cooper Website
www.cs.tcd.ie/Gerard.Lacey/Teaching12
12Monday 27 September 2010
4E1 Project Management Lecture 1
Lecture Objective✓ Outline the structure of the course
Outline role of a Project Manager (PM)
Explain why this is important for engineers?
13
13Monday 27 September 2010
4E1 Project Management Lecture 1
What are Projects? At the heart of engineering
Projects turn ideas into new endeavours... “A Project is a specific undertaking with
defined goals that have time, cost and quality constraints”.
Projects have a lifecycle Start and end point Phases of development e.g.
Plan, Organise teams, Execute (possibly in stages) & Close the Project
14
14Monday 27 September 2010
4E1 Project Management Lecture 1
A Project
15
15Monday 27 September 2010
4E1 Project Management Lecture 1
The Life of a Project Manager?
16
16Monday 27 September 2010
4E1 Project Management Lecture 1
Objectives of Project Management Bring in a project
On time On budget On quality & keep the stake holders happy
So what’s the big deal….. And why is this important for Engineers?
17
17Monday 27 September 2010
4E1 Project Management Lecture 1 18
18Monday 27 September 2010
4E1 Project Management Lecture 1
Real work examples
19
19Monday 27 September 2010
4E1 Project Management Lecture 1
In Ireland we are famous…...
20
Budget went from €9M to €195M
20Monday 27 September 2010
4E1 Project Management Lecture 1
Dublin Port Tunnel Early 1990s First proposed
Mar 1996 £130M (€165M) cost proposed to DCC
Dec 1999 £204M (€260M) Government agrees
Dec 2000 £353M (€448M) design contract
Jun 2001 Work starts
Jan 2003 Cost now €625M
Apr 2004 Cost ‘could rise’ to €780M
Nov 2006 Estimated completion €752M
21
21Monday 27 September 2010
4E1 Project Management Lecture 1
Airbus A380
22
http://en.wikipedia.org/wiki/Budget_overrun
22Monday 27 September 2010
4E1 Project Management Lecture 1
Why does this happen? Unforeseen technical problems
The Kildare snail, Metal fatigue Over-optimistic forecasts
LUAS Labour problems
Disputes, Illness Planning objections
The M50 Changes of requirements
Moving goalposts, New requirements - feature creep Changes in cost base 23
23Monday 27 September 2010
4E1 Project Management Lecture 1
Why does it happen? (cont.) Political interference
Political ego trips, eco warriors, … Regulatory problems
EPA/EU/conservation, etc. Inadequate contracts
The N11 Changes of personnel
Loss of key staff, learning curves Aggressive underbidding (“winner’s curse”) Professional incompetence …and so on and on 24
24Monday 27 September 2010
4E1 Project Management Lecture 1
Size does matter!
25
Tiny 1 15% 83% 2% 0%
Small 10 11% 81% 6% 2%
Modest 102 6% 75% 12% 7%
Medium 103 1% 61% 18% 2%
Major 104 0% 28% 24% 48%
Large 105 0% 14% 21% 65%
Average 6% 57% 14% 24%
% of IT projects which are:
Source: Capers Jones
Size (Function Points) Early On-Time Delayed Cancelled
25Monday 27 September 2010
4E1 Project Management Lecture 1
Immutable laws of project management
26
LAW 1: No major project is ever completed on time, within budget, with the same staff that started it, nor does the project do what it is supposed to do. It is highly unlikely that yours will be the first.LAW 2: One advantage of fuzzy project objectives is that they let you avoid embarrassment in estimating the corresponding costs.LAW 3: The effort required to correct a project that is off course increases geometrically with time.LAW 4: The project purpose statement you wrote and understand will be seen differently by everyone else.LAW 5: Measurable benefits are real. Intangible benefits are not measurable, thus intangible benefits are not real.LAW 6: Anyone who can work effectively on a project part-time certainly does not have enough to do now.LAW 7: The greater the project's technical complexity, the less you need a technician to manage it.
26Monday 27 September 2010
4E1 Project Management Lecture 1
Immutable laws of project management - ifaq.wap.org
27
LAW 8: A carelessly planned project will take three times longer to complete than expected. A carefully planned project will only take twice as long.LAW 9: When the project is going well, something will go wrong.LAW 10: Project teams detest weekly progress reporting because it so vividly manifests their lack of progress.LAW 11: Projects progress rapidly until they are 90 percent complete. Then they remain 90 percent complete forever.LAW 12: If project content is allowed to change freely, the rate of change will exceed the rate of progress.LAW 13: If the user does not believe in the system, a parallel system will be developed. Neither system will work very well.LAW 14: Benefits achieved are a function of the thoroughness of the post-audit check.LAW 15: No law is immutable.
27Monday 27 September 2010
4E1 Project Management Lecture 1
Was Murphy a project manager? Murphy’s law
What can go wrong will go wrong O’Tooles commentary on Murphy’s law
Murphy was an Optimist. After all, things tend to go from bad to worse
Fetridges Law Things that are not supposed to happen, do
happen, especially when your customer (or boss)is looking
28
28Monday 27 September 2010
4E1 Project Management Lecture 1
Career Development Most Engineers become (project) Managers! Companies increasing use projects - KPMG report
There was an 81% increase in the number of projects globally There was an 88% increase in project complexity globally There was an 79% increase in project budgets globally
Problems with projects - Ernst& Young report
People-related issues which on average represent 80% Process-related issues which on average represent 10% Technology-related issues which on average represent 10%
29
29Monday 27 September 2010
4E1 Project Management Lecture 1
Lecture Objective✓ Outline the structure of the course
✓ Outline role of a Project Manager (PM)
✓ Why Project Management is important for
engineers
30
30Monday 27 September 2010
4E1 Project Management Lecture 1
Next Lecture For next lecture
Download & try to set up SimProject
Some tools of a competent Project Manager
31
31Monday 27 September 2010