Electronic Design Project Project Management Lecture 1

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Electronic Design ProjectProject
ManagementLecture 1
ELE 12EDP
George Alexander G.Alexander_at_latrobe.edu.au http/
/www.latrobe.edu.au/eemanage/
1 August, 2005
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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
www.ee.latrobe.edu.au Availability Mon, Wed,
Fri
PLEASE NOTE when e-mailing type ELE12EDP in the
subject field
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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 in a leading edge
  telecommunications company.
• Relating this to the EDP project

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ERICSSON

• Headquarters in Stockholm, Sweden
• Currently employs 60,000 people in 140 countries
• Largest global supplier of mobile systems
• Est. 2003 sales A25bn
• In Australia
• Main customers Telstra, Vodafone, Hutchison
• Regional support for Asia Pacific region
• Until recently, 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 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.

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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

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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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Electronic Design ProjectProject
ManagementLecture 2
ELE 12EDP
George Alexander G.Alexander_at_latrobe.edu.au http/
/www.latrobe.edu.au/eemanage/
1 August, 2005
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Project Parameters(Project Specification)
Project Parameters
Quality
Cost
Time
Schedule
Specifications
Budget
Source Haynes, M.E. Project Management from Idea
to Implementation Kogan Page, 1990
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Project Issues

• What is the purpose of the project?
• What are the objectives?
• What are the desired outcomes?
• How will success be measured?

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Before getting startedTeam formation

• Forming
• Storming
• Norming
• Performing

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Seven Things Teams Need

• Teams require clear agreed boundaries,
• Teams must plan, do and review their work,
• Teams need agreed goals,
• Teams need to determine ground rules by which
  they manage their behaviour,
• Teams need to measure and know how they are
  going,
• Teams need to have agreed on their co-ordination
  and leadership, and
• Teams need to meet regularly.

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Getting Started

• Haynes stresses the importance of a common
  understanding between the team members of the
  projects definition, scope and basic
  implementation strategy. Then
• 1. Study, discuss, analyse.
• 2. Write a preliminary project definition.
• 3. Set an end-results objective.
• 4. List imperatives and desirables.
• 5. Generate alternative strategies.
• 6. Evaluate alternatives.
• 7. Choose a course of action.

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Refer Fire Alarm Specifications
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Fire Alarm End-result Objectives, Imperatives
and Desirables

• List as many end-result objectives as you can
  think of.
• Classify each one as an imperative or a desirable

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Brainstorming

• Brainstorming is a free-form process that taps
  into the creative potential of a group through
  association of ideas.
• Association works as a two-way current when a
  group member voices an idea, this stimulates
  ideas from others, which in turn leads to more
  ideas from the one who initiated the idea.

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Brainstorming Procedures

• List all ideas offered by group members.
• Do not evaluate or judge ideas at this stage
• Do not discuss ideas at this time except to
  clarify understanding.
• Welcome blue-sky ideas. Its easier to
  eliminate ideas later.
• Repetition is OK. Dont waste time sorting out
  duplication.

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Brainstorming Procedures (contd.)

• Encourage quantity. The more ideas you generate,
  the greater your chance of finding a useful one.
• Dont be too anxious to close the process. When a
  plateau is reached, let things rest and then
  start again.

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Generating Alternative Strategies

• For the purpose of example, we will only look at
  the different possible methods of manufacture.
• How shall we build the fire alarm prototype?
• List as many different methods as you can think
  of.

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Evaluate Alternative Strategies

• Carefully evaluate the alternative strategies.
• Which construction method do you think meets the
  quality, cost and time objectives of the project?

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Evaluate Alternative Strategies
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Planning the Project

• Detailed and comprehensive planning is a vital
  factor in a successful project.
• The quality of the outcomes is usually directly
  related to the quality of the plan.
• A project plan should list in detail what is
  required to successfully complete the project,
  along with criteria by which performance can be
  measured, both during the life of the project and
  at its completion.

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Recommended Planning Steps (Haynes)

• Establish the project objective
• Choose a basic strategy for achieving the
  objective.
• Break the project down into subunits or steps.
• Determine the performance standards for each
  subunit.
• Determine how much time is required to complete
  each subunit.
• Determine the proper sequence for completing the
  subunits and aggregate the information into a
  schedule for the total project.

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Recommended Planning Steps (Haynes)

• Determine the cost of each subunit and aggregate
  costs into the project budget.
• Determine the necessary staff organisation,
  including the number and kind of positions, and
  the duties and responsibilities of each
• Determine what training, if any is required for
  the project team members.
• Develop the necessary policies and procedures.

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Thanks for your attention