Marquette University Principles of Design

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Marquette UniversityPrinciples of Design

• Project Startup
• Kurt Braun
• KB Leadership Institute

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Project Startup Objectives

• Types
• Importance
• Process
• The real world

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Product DevelopmentProject Types

• New Product
• New Product Line
• Product Modification
• Expansion
• Feature
• Cost Reduction

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Project Management Importance Triple Constraint

• Purpose (scope)
• Time (schedule)
• Cost (budget)

5
Project Management Process

• Initiation
• Planning
• Execution
• Closure

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The Project Management Process
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Project Initiation

• Project program title number
• Major stakeholders (Sponsors, customers) Major
  Stakeholders have direct authority to change the
  elements of the Triple Constraint
• Project charter
• Written from the business perspective - answers
  WHY are we doing this project?
• Obtain Approval

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Project Planning

• Project scope
• Product scope (Specification)
• Strategy/approach
• Constraints/ Assumptions
• Work breakdown structure (WBS)
• Risk log
• Roles responsibilities
• Milestone schedule
• Functional specs
• Work authorization

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Project Management Planning Process
Duration Estimates
Scope Statements Strategy
WBS, Deliverables, Tasks
Network Definition
Schedule

• A Process makes projects
• Predictable
• Repeatable
• Improvable

Resource Loading
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Project Planning

• Consists of defining, planning and agreeing to
• What we are doing?
• Who, when, and how are we doing it?
• Write down every assumption, risk, issue,
  constraint, and action item on flip charts and
  place them on the walls.

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Reasons for Project Planning

• Obtain a better understanding of the objectives
• Gain team buy-in
• (Ownership Commitment)
• Eliminates or reduces uncertainty
• Team building
• Starting the project off correctly increases the
  chances of success.

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EATON (PSW - Concurrent Planning) Steps

• Step 0 Pre planning - Generate the draft project
  objective (scope)
• Step 1 Finalize project scope
• Step 2 Develop project strategy
• Step 3 Develop the Work Breakdown Structure
  (WBS)
• Step 4 Validate the WBS
• Step 5 Team members complete and review Roles
  and Responsibilities forms
• Step 6 Complete task tags required for each
  deliverable
• Step 7 Deliverable owners review task tags for
  completion and sanity check
• Step 8 Network tasks by their precedence
  relationship
• Step 9 Network diagram by placing tasks on a
  wall timeline chart to resolve missing or invalid
  task links
• Step 10 Disposition all items recorded on the
  flip charts
• Risk and action item logs
• Step 11 Perform initial project risk review
• ID major risks and develop initial mitigation
  plans
• Step 12 Input tasks into MS Project to generate
  schedule and review completed schedule as a team

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Scope statement Checklist

• When reviewing your scope statement, does it
• Describe in general what the project is about,
  such that someone that has never been involved in
  your project would have an idea of what is being
  done?
• Identify what span of the product development
  continuum is included (Specification, design,
  build, test, integrate, etc.)?
• Clearly define what the deliverables are by
  referencing a specification and/or feature list?
• Identify activities, features and/or functions
  which are not included?
• Identify a specific date for targeted completion?
• Identify a desired development and/or product
  cost?
• Identify the key measures of project success
  i.e. clearly identify when the project is done?

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Finalize objective collect issues

• Hold project start-up kickoff meeting and ensure
  the following are present
• Key deliverable owners
• Marketing/Customer representative
• Core project team (responsibility)
• Key team members (resources)
• Review the scope and strategy statements
• Ensure agreement from each team member
• Collect all constraints, assumptions, risks,
  issues and action items

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Roles and Responsibilities

• Team members complete and review Roles and
  Responsibilities form
• Review the form with the team to ensure
• Project objective has resource coverage
• No role misunderstandings
• Resources are correctly connected to the project
• Everyone understands his/her role in completion
  of the project

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Roles Responsibilities Form
Name ________________
Function ________________
What I need from the team
What I provide the team
What team expects from me
What team provides me
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The Work Breakdown Structure

• The Work Breakdown Structure (WBS) represents the
  deliverables which must be satisfied to complete
  the project objective. It is the decomposition of
  deliverables into smaller parts such that it
• Describes the major elements of the project
• Is a deliverable-oriented grouping of project
  elements
• Defines the total project scope

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High Level WBS
Level 1
Complete Project
Project Management
Project Deliverable
Product Deliverable
Product Deliverable
Service Deliverable
Level 2
Sub-Deliverable
Sub-Deliverable
Level 3

• Deliverables are
• Nouns (Specification, black box, widget, test
  plan, software module, etc.)
• Services (Project Management, integration,
  testing, QC, etc.)

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WBS Development

• Validate the WBS by
• Reviewing the project objective
• Reviewing similar project WBS
• Asking If we do everything listed, will the
  project be complete?
• Complete the High Level WBS by
• Assigning one individual responsibility for each
  deliverable
• Writing a scope statement for each major
  deliverable

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Complete High Level WBS
Level 1
Complete Project
Name
Name
Name
Name
Name
Project Management
Project Deliverable
Product Deliverable
Product Deliverable
Service Deliverable
Level 2
Scope
Scope
Scope
Scope
Name
Name
Sub-Deliverable
Sub-Deliverable
Level 3
Scope
Scope
Write a Scope Statement for each Deliverable
that Describes what is included.
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WBS Content

• Deliverables are
• Nouns (Specification, black box, widget, test
  plan, software module, etc.)
• Services (PM, integration, Test, QC, etc.)
• Tasks are actions
• Verbs (Write spec, code module, test part,
  review, etc.)
• Milestones are major events to track progress
• Verbs in past tense (completed design, order
  issued, Module delivered, etc.)

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WBS - The Estimate

• Estimating involves breaking down the work into
  manageable size parts
• Generate a deliverable-based WBS
• Determine steps to complete each deliverable -
  the what we need to do
• Determine work effort to complete each step - the
  amount of time required if one person worked full
  time on the task.
• Use experienced engineers
• Refer to like projects

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Task Effort Estimating

• Resource Assignment
• Determine the number of people working on each
  task
• Determine resource availability - Is resource
  available per schedule?
• Determine cost - Does cost match the budget
  provided?
• Estimate material and travel costs - assign to a
  task tag for budgeting purposes

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Develop Task tags

• Complete tags that, as a minimum, follow a
  functional development methodology
• Specification
• Design
• Implementation
• Test
• Integration
• Include a white tag when outside input is
  required
• Identify Milestones

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Task tag description

• Complete tasks tags with the following
• Tag description - Uniquely describes the task
• Assumption numbers - Included as a link back for
  tracking purposes
• Task owner - Name of major deliverable owner
• Resources - Individual(s) that will complete the
  work
• Effort - Amount of time required to complete the
  work (same as if a single resource worked full
  time on task)
• Duration - Used to determine project schedule
• Material - Purchases planned to complete the work
• Travel - Planned travel needed to complete the
  work

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Task tag - Initial Information
Task _____ WBS _______
3
12
Assumption ___, ___, ___, ___, ___
Task Description
Task Owner ____________________
Uniquely describes the task in words the team
will know.
Resource(s)
Work Effort (days/weeks)
Use only if Schedule Driven (days/weeks)
Tom
1w
Sue
2w
500
Material
1500
Travel
Task
(F/S)
Task
(F/S)
Task
(F/S)
______
______
______
______
______
______
______
______
______
______
______
______

• Task WBS are - Will be filled-in later
• The bottom of the tag is used for precedence
  relationship

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Project Breakdown Structure (WBS)
Level 1
Complete Project
Name
Name
Name
Name
Name
Project Management
Project Deliverable
Product Deliverable
Service Deliverable
Product Deliverable
Level 2
Scope
Task
Scope
Name
Name
Task
Input
Task
Sub-Deliverable
Sub-Deliverable
Task
Level 3
Task
Input
Task
Input
Task
Scope
Scope
Task
Task
Task
Task
Task
Input
Task
Task
Input
Level 4 Tasks
Task
MS
MS
Task
Task
MS
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Task tag review

• Deliverable leaders review task tags
• Completed tags are on the wall under appropriate
  deliverable
• Content - Verify completeness value added
• Duration - Sanity check on resource, cost and
  length of time estimates
• Add new tags as appropriate
• Add the assumptions that support the task tags

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Networking task

• Precedence relationships includes
• Finish-to-Start (FS) - Task B cannot start until
  another Task A finishes
• Example Get Glass must finish before Pour
  Water starts.
• Start-to-Start (SS) - Task B cannot start until
  another Task A starts
• Example Water On must start before Water
  Lawn starts.
• Finish-to-Finish (FF) - Task B cannot finish
  until another Task A finishes
• Example Prepare Table must finish before
  Table Set finishes.
• Start-to-Finish (SF) - Task B cannot finish until
  another Task A starts
• Example New Payroll system must start before
  Old Payroll System finishes.

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Task tag - Completed
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3.1.1
18
Tom
1w
Sue
2w
500
1500

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F/S
17
FF-1w
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Schedule development

• The results of project schedule development
  include
• Project schedule
• Critical path identification
• Supporting detail
• Resource allocation
• Dependencies
• Slack time
• Status vs plan

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Schedule development

• The critical path
• The critical path is a subset of tasks or
  activities
• Slippage of any task on the critical path will
  cause a corresponding slippage in the end-date.
• The events on this path are usually most
  important
• Slack time
• Free Slack time for Task A is the time difference
  between the latest completion date of Task A and
  the earliest beginning date for Task B.
• Total Slack time is the difference in path length
  between the Critical Path and any other path.
  The CP0 total slack.

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Schedule Validation

• Manually place the tags on a timeline chart
  located on the wall
• Beginning with tags that will most likely drive
  the critical path
• Place tags on the timeline at the finish or start
  of its effort (either way, just be consistent)
• Avoid cluttering the timeline with support and
  LOE tags

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Schedule Validation

• Reducing expected project time by
• Transferring resources from slack paths to more
  critical paths (with consent)
• Eliminate parts of the project (with approval)
• Add more resources (with approval)
• Substitute less time-consuming components or
  activities
• Execute parallel activities (which may add risk)

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Measuring and feedback Do not expect what you
dont inspect....

• Project Status Reviews include
• What was planned?
• What was accomplished (not activity)?
• Reason for the difference (variance)?
• What is planned next Resource, Schedule, Cost
  Technology?
• Status of known Risks?
• Identification of new risks mitigation?
• Contingency plans
• VISIBILITY to team, resources stakeholders

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Successful projects are managed as completion
efforts, not LOE....

• You know you are managing completion if
• Results are measurable
• There is a tangible deliverable
• Function which is value-add to the customer
• Resources are bounded
• Do Not Accept Level of Effort (LOE) Status
• Key Results, not activity