Electronic Design Project Project Management Lecture 1

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Electronic Design ProjectProject
ManagementLecture 1
ELE 1EDP
George Alexander G.Alexander_at_latrobe.edu.au http/
/www.latrobe.edu.au/eemanage/
6 August, 2007
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Contact Details
Lecturer George Alexander Department Electroni
c Engineering Office Physical Sciences 2 PS2
129B E-mail G.Alexander_at_latrobe.edu.au Website
http//www.latrobe.edu.au/eemanage/ Availability
Mon, Wed, Fri
PLEASE NOTE when e-mailing type ELE1EDP in the
subject field
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So far -

• Electronic Systems Design within the business
  process tenders, contracts etc.
• A closer look at Electronic Systems Design,
  including the systems approach.

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This week and the next few weeks

• Invariably, the Electronic Systems Design is
  applied in a project environment.
• Now, we look at whats involved in managing such
  projects.

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Reading

• 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

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Approach to the topic

• Presentation of the principles of project
  management as contained in Haynes text.
• Some practical insights into how these principles
  have applied in practice at Ericsson
• Relating this to the EDP project

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ERICSSON

• Headquarters in Stockholm, Sweden
• Currently employs 64,000 people in 140 countries
  16,000 in RD (Telstra 50,000)
• Largest global supplier of mobile systems
• 40 of total traffic through Ericsson systems
• 2006 sales A30bn (Telstra A23bn)
• In partnership with Sony to produce mobile
  handsets
• In Australia
• Main customers Telstra, Vodafone, Hutchison
• Regional support for Asia Pacific region
• Until 2003, major design centre

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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

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WHAT IS A PROJECT?

• A project is an undertaking which has a clear
  beginning and end.
• Established to achieve defined task with specific
  cost and quality objectives.
• Optimises the use of available resources
  skills, tools, systems.
• Team-based
• Driven by customer/market demand

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In what way is Project Management different?

• Projects have finite life spans. Other
  organisation units exist indefinitely.
• Projects often require resources on a part-time
  basis. Permanent organisations try to use
  resources full-time.
• Sharing of resources frequently leads to conflict
  over priorities.

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Project vs line organisation

• Engineers permanently belong to a line
  organisation e.g. a design department, which is
  responsible for their training, salary levels
  etc.
• Engineers are assigned to projects for a given
  period usually full-time.
• The line organisation is responsible for the
  future planning/provision of the required numbers
  and skills to accommodate the overall project
  needs resource planning.

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MANAGING BUSINESS AND ENGINEERING
PROJECTSConcepts and Implementationby John M
Nicholas 1990 Prentice Hall
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Types of Projects

• Research
• Development
• Problem Solving
• Construction
• Manufacturing Technical Projects
• Business

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Types of project

• Projects vary in terms of
• Size
• Duration
• Urgency
• Dedicated/shared resources
• Capital intensive
• Labour intensive
• Local or global focus

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Examples of Projects

• New robotic line
• New manufacturing plant
• Quality improvement projects (AQA)
• New computer system (Y2K)
• Design of rural telephone exchange
• Design of new exchange processor
• Roll-out of 3G mobile network - Hutchison
• Roll-out of Telstras NEXT G
• Relocation of test plants

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The Project Life Cycle

• According to Haynes there are four phases
• Conceiving and defining the project
• Planning the project
• Implementing the plan
• Completing and evaluating the project
• Activity levels vary during each phase

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Reasons for Design

• New technology generation
• New component technology
• New production technology
• Need for product enhancements
• Priority determined by urgency
• Highest priority redesign now, retrofit
• Non-urgent redesign for next product release

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Project Evolution

• Client (internal/external) demand
• Prestudy
• Feasibility study including business case,
  organisation, defining competences and
  availability, time plan
• Project execution team building, continuous
  monitoring, reporting, risk analysis
• Project wash-up, including final report

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The importance of the early phases

• Clearly defining client needs
• Getting input from the experts
• Exchange of information client and experts
• Absolutely clear definition of the project
  specification common understanding

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Next week -

• We take a closer look at these early but very
  important - phases of the project.

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Thanks for your attention