CPETECET 470 Technology Project Management

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CPET/ECET 470Technology Project Management

• Class 1 - Planning Scope Definition

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Instructor Introduction

• Name Bryan Bonahoom
• Background
• Computer/Electrical Engineering Degree - Purdue
  1987
• Design/Development/System Engineering - 8 Years
• Program/Product Line Manager - 12 Years
• Work experience is all government/military
• Native of Fort Wayne

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Introductions

• Name
• What you want to do when you graduate
• One thing you want to know more about that you
  thought you would learn in this course

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Course Topics

• Focus
• Understanding project planning and control
• Specific Topics
• Planning
• Definition of Work
• Scheduling
• Budgets
• Measuring Progress/Controlling Cost
• Easy to do
• Your role in the process
• Risk Management
• Risk Evaluation
• Risk Mitigation

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Definitions

• (Air Force) A program is the integrated,
  time-phased tasks necessary to accomplish a
  particular purpose
• (Air Force/NASA) A project is within a program as
  an undertaking that has a scheduled beginning and
  end, and that normally involves some primary
  purpose
• (Instructor) A project is a job that is done once
• Project Management
• Planning, scheduling and controlling project
  activities to meet project objectives
• Objectives include cost, performance and time
  goals
• Resources are the equipment, manpower, money,
  facilities, materials, and information/technology
  required to execute a project or program

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Project Life Cycle

• There are many models
• Many types of projects dont fit the standard
  project life-cycle
• Five phases of a project
• Conceptual
• Planning
• Definition Design
• Implementation
• Conversion
• Each phase requires a different level of
  resources to be successful

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Project Life Cycle Graph
Concept
Planning
Def Design
Implementation
Conversion
Resources
Time
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Picture of a Successful Company
Resources
Time
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Stages of Planning
Define Ultimate Goal
Construct Statement of Work
Define Work Breakdown Structure
Create Summary Level Schedule
Create Detailed Schedule
Define Budgets
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Project Example

• You own land with a very scenic view and want to
  live on that land comfortably
• Ultimate Goal
• Create a custom home on an undeveloped
  mountainside overlooking a river valley
• The nearest developed land is ½ a mile away from
  the chosen home site at the road

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What is Planning?

• Planning is answering questions
• What must be done?
• Who will do it?
• How will they do it?
• How long will it take?
• How much will it cost?
• What facilities are required?
• What are the risks?
• Etc.

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Planning is a 3 Step Process

• Define the work and organize the teams
• Schedule the Work
• Allocate Budgets

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Starting Point of Planning

• Define the scope of work
• Define the major elements
• Identify external requirements, influences
  constraints

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Importance of Scope Definition

• Constrains the effort
• Defines completion points
• Minimizes exposure
• Enables you to plan

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Elements of Scope

• Required work
• Work output
• Such as - 50 widgets
• Or, a document with a specific format
• Limitations on workforce
• Safety requirements
• Quality control
• Reporting requirements

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Documenting the Project Scope

• Overall project
• Statement of Work (SOW)
• Includes
• All the elements of scope
• References to other documents that can dictate
  significant scope

Define Ultimate Goal
Specific Program Requirements
Government Standards
Shipping Requirements
Industry Standards
Training Support Requirements
Environmental Requirements
Construct Statement of Work
Documentation Requirements
Safety System Requirements
Reporting Requirements
Quality System Requirements
Meeting Requirements
Manufacturing Process Requirements
Review Requirements
Risk Management Requirements
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Breaking Down the Scope

• Next level of detail
• Work Breakdown Structure (WBS)
• Provides a structured view of the work to be
  performed
• Common trap that leads to failure
• Structured does NOT mean sequenced
• Sequencing of work is provided by the schedule
• Forgotten/neglected/overlooked elements of effort
• The devil is in the details

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Developing the WBS - Definition

• A Work Breakdown Structure (WBS) is a
  hierarchical representation of the work (tasks)
  within a project.
• The WBS defines the total work scope for a
  program,
• Subdivides total effort into discrete subelements
• Each element is a summation of all work in its
  subelements
• For most government work the top three levels of
  the WBS are typically specified by the customer
  and constitute summary levels for reporting
  purposes
• The contractor expands the WBS to a level
  necessary to effectively manage the program.
  This is referred to as the Contractor WBS (CWBS)
• It is the responsibility of the Program Manager
  to establish the CWBS

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Developing the WBS - Definition

• WBS is used for TECHNICAL PLANNING and STATUS
  ACHIEVEMENT
• A WBS is NOT an organization chart
• A WBS is NOT a detailed accounting system
• A WBS is NOT a list of tasks to be performed
• A WBS does NOT imply the sequence of work
• WBS serves as the framework for
• Planning / Scheduling
• Responsibility Assignment
• Budget Allocation
• Performance Tracking and Reporting
• Cost estimating
• Cost collection for use in forecasting and
  proposal efforts

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Developing the WBS - Guidelines

• A WBS should be developed before tasks are
  scheduled and resources allocated. The objective
  is to identify all work to be done first
• WBS should be developed by individuals
  knowledgeable about the work
• The WBS should be product oriented
• Product, Data, Service, or combination

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Developing the WBS - Guidelines

• The WBS should be broken down only to the level
  at which work can be managed
• WBS elements at the lowest level range from 0.5 -
  2.5 percent of total program budget
• A manageable task is one in which the expected
  results can be easily identified success,
  failure, or completion of the task can be easily
  ascertained the time to complete the task can be
  easily estimated ant the resource requirements
  of the task can be easily determined
• Review WBS to ensure that all contractual
  requirements are accounted for

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Developing the WBS - Guidelines

• Items which are not products should not be
  included
• Program phases are inappropriate as elements in a
  work breakdown structure
• Rework, retesting and refurbishing are not
  separate elements in a work breakdown structure.
  They should be treated as part of the appropriate
  work breakdown structure element affected
• Non-recurring and recurring classifications are
  not work breakdown structure elements
• Cost saving efforts such as total quality
  management initiatives, could cost, and warranty
  are not part of the work breakdown structure
• Do not treat costs for meetings, travel, computer
  support, etc. as separate work breakdown
  structure elements. They are to be included with
  the work breakdown structure elements with which
  they are associated
• Use actual system names and nomenclature. Generic
  terms are inappropriate in a work breakdown
  structure
• Treat tooling as a functional cost, not a work
  breakdown structure element. Tooling should be
  included in the cost of the equipment being
  produced or included in the cost of integration,
  assembly, test, and checkout
• Include software costs in the cost of the
  equipment

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Developing the WBS Dos Donts

• Do NOT Assume the proposed WBS must be maintained
  once the contract is awarded
• All legs on the WBS do NOT have to go down to the
  same level
• DO use a proper level of detail when creating the
  WBS
• A high level of detail is likely to result in
  micro-management
• On the other extreme, the tasks may become too
  large to manage effectively
• Defining tasks so that their duration is between
  several days and a few months works well for most
  projects

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Disseminating Tasks

• Internal Sub-projects
• Work Authorization Document (WAD)
• Internal contract between you and the Program
  Manager
• Includes
• Specific item of work to perform
• Defines required output
• Does not replace unspoken elements of the SOW
• External Sub-projects (or subcontracts)
• Requires flow down of all applicable requirements
  from contract
• SOW is limited to specific items required for the
  specified effort
• Example If the subcontract is for a study, then
  dont flow down manufacturing system requirements
• A subcontract is its own project

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Traceability Flowdown

• Cross-reference SOW WBS
• WBS should address a single SOW paragraph
• Multiple WBS elements may address the same
  paragraph
• WBS flow should match SOW order if possible
• When creating subcontract SOWs, always match the
  paragraph structure of the program level SOW
• Some paragraphs may be marked as reserved
• Some paragraphs contain direct wording from the
  program SOW
• Some paragraphs contain modified wording from the
  program SOW - but not conflicting requirements

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Review - Breaking Down the Scope

• Create a custom home on an undeveloped
  mountainside is a pretty broad statement
• A SOW translates the ultimate goal into a set of
  specific elements of work
• WBS breaks down the SOW elements into individual
  items that can be more easily grasped and
  executed
• WADs subcontracts are smaller SOWs that are
  more specific to a task

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Dealing with Changing Scope

• Recognizing scope changes
• Role play
• How scope creeps
• Role play
• Being customer company friendly at the same
  time
• Everyone WANTS to make everyone else happy
• Consistency in handling scope change requests
• Indicate if there is cost/schedule impact at the
  same time you indicate feasibility of a request

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Controlling the Scope

• First step in controlling the scope of an effort
  is UNDERSTANDING the scope
• Dont accept changes in scope without an
  opportunity to analyze the impact of the change
• Impact includes
• Schedule of present effort
• Schedule of successor efforts
• Budget of present effort
• Scope of successor efforts

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Variation In Planning

• Depth of the plan is relative to complexity of
  the objective
• A plan to get milk from the grocery - simple
• A plan to get a man to the moon - complex

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Flexibility

• Always remember
• A plan is a tool, not a straightjacket
• Dont just deviateyou must document

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Class 1 Assignment

• Read
• Chapter 2
• Chapter 11, paragraphs 1 through 15
• Answer questions 2-12, 11-1, 11-2, 11-4, 11-5,
  11-9
• Include reasoning for your answers to yes/no
  questions
• Due Monday