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Electronic Design Project Project Management Lecture 4

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Title: Electronic Design Project Project Management Lecture 4


1
Electronic Design ProjectProject
ManagementLecture 4
ELE 1EDP
George Alexander G.Alexander_at_latrobe.edu.au www.la
trobe.edu.au/eemanage/
27 August, 2007
2
So far -
  • The four phases of project management
  • The project parameters
  • Team formation
  • Strategy
  • Project planning
  • Setting the project parameters.

3
This week -
  • Implementing the plan - project execution
    ensuring that the plan happens

4
(No Transcript)
5
Project Parameters
Project Parameters
Quality
Cost
Time
Schedule
Specifications
Budget
Source Haynes, M.E. Project Management from Idea
to Implementation Kogan Page, 1990
6
Implementing the Plan
  • The project manager must co-ordinate all
    elements of the project
  • Controlling work in progress
  • Providing feedback
  • Negotiating for materials, supplies and services
  • Resolving differences

7
Controlling work in progress
  • The project plan is the key to effectively
    controlling the project in terms of quality, time
    and cost. It involves
  • Establish standards. (Refer specification).
  • Monitor performance.
  • Take corrective action.

8
Performance Monitoring Tools
  • Control Point Identification Charts
  • Anticipates problems and solutions.
  • Project Control Charts
  • Monitors status of schedule and budget.
  • Milestone Charts
  • Reports scheduled and actual milestone dates.
  • Budget Control Charts
  • Plots actual vs budget cumulated costs.

9
Example Control Point Identification
Chart(Adapted from Haynes)
10
Example Gantt Chart
11
Timeliness/critical path
  • In more complex projects, the schedule consists
    of a network of activities
  • some dependent on others
  • some happening in parallel, some consecutive
  • The critical path is the longest sequence of
    activities in the project.
  • It follows that any delay in a critical path
    activity will delay the project completion.

12
Example Project Control Chart(Adapted from
Haynes)
13
Example Milestone Chart(Adapted from Haynes)
14
Example Budget Control Chart(Adapted from Haynes)
Solid line Budget Dotted line - Actual
15
Risk Management
  • Identify what could go wrong.
  • Can be a group meeting or, for a large project,
    an intensive 2-3 day workshop with prescribed
    methodology.
  • Categorise/rate each item in terms of
  • Likelihood of happening (H/M/L)
  • Consequences/adverse impact (H/M/L)
  • For items with high likelihood and high impact
  • Take action to reduce likelihood/impact
  • Draw up a contingency plan in the event that it
    does happen.
  • If there is no viable contingency plan, then the
    issue must be highlighted as a risk (to the
    client and other stakeholders).

16
Risk Management - assessment
17
Action Responsibility Matrix - Example
18
Providing Feedback
  • Feedback negative and positive - should be
    provided on a regular basis to those involved in
    the project.
  • This helps maintain good performance and correct
    poor performance.

Intentions
Actions
Results
Feedback
Source Haynes, M.E. Project Management from Idea
to Implementation Kogan Page, 1990
19
Progress and time reporting
  • All project team members must regularly and
    accurately report progress for their specific
    responsibility areas.
  • This is critical if the project managers are to
    be aware of true project progress and
    difficulties.
  • Time expended on the various activities must be
    reported accurately and on time.
  • Delays in time reporting can result in delays in
    invoicing the client and in wrong project cost
    reporting.

20
Negotiating and resolving differences
  • A significant proportion of the project managers
    time is spent negotiating and resolving
    differences.
  • This is often caused by scarce resources -
    materials and people and differing views of the
    priorities that apply.
  • Negotiation and conflict resolution are key
    skills, learned with experience, complemented by
    formal training.

21
Completing and evaluating the project
  • Successful conclusion requires client acceptance
    of the project outcomes.
  • This means agreement that the quality time and
    cost parameters have been met, including any
    agreed changes made during the life of the
    project.
  • It is vital that any changes made to the original
    project plan are agreed with the client and fully
    documented.

22
Change Control within a project
  • It is vital that changes are scrupulously managed
    during the course of a project.
  • Changes to the original specification must be
    agreed in writing with the client including
    their impact on quality, time, and cost.
  • Changes may be necessary due to unforeseen
    technical difficulties, or simply a change of
    mind on the part of the client.
  • Unforeseen problems can be minimised through
    thorough initial planning.

23
The Completion Process
  • Delivery
  • Wrap up and close down
  • Celebration
  • Evaluation and reflection
  • LEARN FROM THE EXPERIENCE

24
Project Final Report
  • Summarise project outcomes actual compared to
    planned
  • Learnings
  • What was good what was bad
  • Highlight any need for process changes.
  • Information source for future projects

25
Other facets of Project Management
  • Negotiation and conflict resolution
  • Assertiveness
  • Team Building
  • Performance management
  • Budget control
  • Ability to handle pressure
  • Project Management Systems

26
Project Management Systems
  • Quite sophisticated software packages are
    available for managing projects particularly
    complex projects.
  • They assist in tracking time-reporting, and other
    costs, and assist in monitoring the project
    schedule.
  • Some examples are
  • MS Project
  • ARTEMIS
  • Primavera

27
Management Today AIM 09/2006Why projects fail
to fly
  • Problem projects
  • Multiplex and Wembley Stadium
  • London 2012 Olympics (2.45bn already!)
  • Euro Disney (Budget 3bn, Actual 5.3bn)
  • Victoria fast train project
  • The problem seems to be that the next project
    starts with a clean sheet and a renewed optimism
    that this time things will be different.

28
Management Today AIM 09/2006Top 10 reasons per
http//www.gantthead.com/
  • Inadequately trained and/or experienced project
    managers
  • Failure to set and manage expectations
  • Poor leadership at any and all levels
  • Failure to adequately identify, document and
    track requirements
  • Poor plans and planning processes

29
Management Today AIM 09/2006Top 10 reasons per
http//www.gantthead.com/
  • Poor effort estimation
  • Cultural and ethical misalignment
  • Misalignment between the project team and the
    business or other organisation it serves
  • Inadequate or misused methods
  • Inadequate communication, including progress
    tracking and reporting

30
Management Today AIM 09/2006Losing the
skills AIPM CEO Peter Shears
  • Serious project management skills shortage
    anticipated in the next decade
  • Organisations need to plan for this now.
  • Three solutions
  • New approach to mentoring by senior project
    managers
  • New approaches to skills development to attract
    and retain talent
  • The addition of project management skills to the
    core capabilities of all professionals

31
Project Management as a Career
  • Good project managers are very highly regarded
    and well rewarded.
  • Skills required include
  • People management skills
  • Appreciation of the technical issues involved
  • Negotiation skills
  • Sound business knowledge
  • Formal qualifications at various levels are
    becoming the norm.
  • Good project managers make things happen on
    time, on budget, with quality outcomes. They are
    good for business.
  • Institutes PMI, AIPM

32
Readings
  • Course is based on -
  • Project Management From Idea to Implementation
  • Haynes, M.E. Kogan Page, 1990
  • Further reading (more detail) -
  • The Fast-forward MBA in Project Management
  • Verzuh, E. John Wiley Sons Inc. 1999

33
Thanks and good luck in managing your
electronic design project!
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