managing projects.pdf

Fall2005- ENGR 3200U 1

Managing Projects


PlanningPlanning

Product Development Process

ConceptDevelopment

ConceptDevelopment

System-LevelDesign

System-LevelDesign

DetailDesignDetail

DesignTesting andRefinement

Testing andRefinement

ProductionRamp-Up

ProductionRamp-Up

Project management is necessary throughout the development process.


Two Phases of Project Management

Project Management

Project Planning Project Control


Three Fundamental Activity Relationships

Design BetaCartridges

Test BetaCartridges

(a) Sequential

(b) Parallel

(c) Coupled

Receive andAcceptSpecification

ConceptGeneration/Selection

Design BetaCartridges

Produce BetaCartridges

DevelopTestingProgram

Test BetaCartridges

SelectAssemblyEquipment

DesignProductionCartridge

DesignMold

DesignAssemblyTooling

Example: Kodak Cheetah Microfilm Cartridge

Sequential tasks are dependent on the output of other tasks

Parallel tasks are independent but dependent on the same task

Coupled tasks are mutually dependent (simultaneous or iterative process)


The Design Structure Matrix: An Information Exchange Model

Donald V. Steward, Aug. 1981IEEE Trans. on Eng'g Mgmt.

Interpretation: Task D requires information from tasks E, F, and L. Task B transfers information to tasks C, F, G, J, and K.Note: Information flows are easier to capture than work flows. Inputs are easier to capture than outputs.

CD

AB

GH

EF

KL

IJ

C DA B G HE F K LI J


The Design Structure Matrix (Partitioned, or Sequenced)

TaskSequence

Note:Coupled tasks can be identified uniquely. The display of the matrix can be manipulated to emphasize certain features of the process flow.

C

D

A

B

GH

E

F

KL

I

J

C DAB GHEFK L IJ

Sequential

Parallel

Coupled


FIAT Auto Digital Layout ProcessResponsible Activity a b c d e f g h i j k l m n o p q r s t u v w x y z aa bb cc dd ee ff gg hh ii jj kk ll mm nn oo pp qq rr ss tt uu vv ww xx

Top Management Approve product architecture/configuration a a aLayout Team Leader Define extended layout team b b z z bSystems Determine project quality objectives c z c cLayout Team Leader Establish the need for prototypes d z d dSystems Establish prototype specifications e z e eLayout Team Leader Establish DMU, PMU and prototypes to be developed f z z f fLayout Team Leader Prepare activity/resource plan g z g z z z z gSystems Approve layout team leader's activity/resource plan h z h hPlanning Verify the feasibility of the LO team's plan with other plans i z i ISystems Approve no. of DMU, PMU and prototypes to be developed j z j jLayout Team Leader Verify that planning phase is complete k z z z k kPlatform Director Authorize go ahead to next phase l z l lConcurrent Engineering Provide CAD models in PDM m z m z mStyling Center Provide style models n z n z nCore Layout Team Extract CAD models from PDM o z o z oConcurrent Engineering Convert non-standard CAD models p z p pCore Layout Team Construct DMUs from CAD models q z z z z z z z q qCore Layout Team Verify DMU completeness r z z r rLayout Team Leader Review issues document from past project s z s sCore Layout Team Define volumes for new components t z z z t tCore Layout Team Construct DMU for the verification process u z z z z z z z u z z z z uLayout Team Leader Request missing CAD models v z v vConcurrent Engineering Provide missing CAD models in PDM w z z w wCore Layout Team Verify DMU using checklist # 80195 x z z x xCore Layout Team Verify style compatibility y z z y yCore Layout Team Prepare alternate solutions z z z z z z zCore Layout Team Analyze issues with appropriate members of the layout team aa z z z z z aa aaExtended Layout Team Verify overall DMU with all stakeholders bb z z z z z bb z z z bbCore Layout Team Update issues document cc z z z z z cc z ccConcurrent Engineering Modify CAD models dd z z z z z z z z z dd z ddStyling Center Modify styling ee z z z ee eeCore Layout Team Modify component positioning in DMU ff z z z z ff z ffTop Management Select two models of style gg gg ggCore Layout Team Freeze DMU (STEP1) hh z z z z z z hh hhLayout TL/Production TechDefine information required for assembly process ii z z ii iiCore Layout Team Specify component connectivity constraints jj z z z z z z z z z jj jjConcurrent Engineering Perform detail design for component connectivity kk z kk kkProduction Technology Verify assembly feasibility ll z z ll z llSafety Center Verify safety objectives mm z z mm z mmVehicle Maintenance Verify vehicle maintenance feasibility nn z z nn z nnLayout Team Leader Establish/communicate modifications to be done oo z z z z oo z z z ooTop Management Select one model of style pp pp ppCore Layout Team Freeze DMU (STEP 2) qq z z z z z z z qq qqCore Layout Team Verify that all critical CAD models are present rr z z z z z z z z z z rr z rrCore Layout Team Prepare reference list of CAD drawings for prototyping ss z z z z z z z z z z z ss ssTesting Build prototypes for design validation (DV1) tt z z z z z z tt ttRoad Testing Run experiments on prototypes uu z uu uuCore Layout Team Verify project quality objectives vv z z z vv vvPlatform Director Authorize go ahead to next phase ww z z ww wwCore Layout Team Freeze DMU (STEP 3) xx z z z z z z xx xx

a b c d e f g h j i k l m n o p q r s t u v w x y z aa bb cc dd ee ff gg hh ii jj kk ll mm nn oo pp qq rr ss tt uu vv ww xx

DMU Verification

CAD Data Collection

Extended Verifications

Project Planning

DMU Preparation


Project Management Example: Kodak Cheetah Microfilm Cartridge


Example of a Design Process

Fall2005- ENGR 3200U 10

Gantt Chart Traditional way to show timing

Fall2005- ENGR 3200U 11

PERT Charts PERT (Program Evaluation and Review Technique) Charts represent both

dependencies and timing Doesnt show loops and iterations and coupled tasks should be grouped Critical path is the longest chain

Fall2005- ENGR 3200U 12

Project Baseline is Established Based on:

The contract book Project task list Team staffing and organization Project schedule Project budget Project risk plan

Fall2005- ENGR 3200U 13

PERT Charts4 2

Start 3

6

Finish

8

5

4

days

activity precedence

critical path

activity and duration Simple network diagrams are easy to

understand. We cannot represent the

coupled/iterative task relationships.

Fall2005- ENGR 3200U 14

Techniques for Accelerating Projects

Start the project earlier Manage the project scope Facilitate the exchange of information Complete individual tasks on the critical paths more quickly Eliminate waiting delays for the critical path resources Overlap selected critical tasks Pipeline large tasks- breaking up a single large task into small tasks whose results can

be passed along as soon as they are completed Perform the iterations more quickly Decouple tasks to avoid iterations Aggregate safety time- remove safety times and add a single project buffer

Fall2005- ENGR 3200U 15

Critical Chain Method

Ref: E.M. Goldratt, Critical Chain, North River Press, 1997.

Fall2005- ENGR 3200U 16

Tasks for Cooking DinnerWash and cut salad vegetables (15 minutes)Toss the salad (2 minutes)Set the table (8 minutes)Start the rice cooking (2 minutes)Cook rice (25 minutes)Place the rice in a serving dish (1 minute)Mix casserole ingredients (10 minutes)Bake the casserole (25 minutes)Bring the food to the table (2 minutes)Call the family for dinner (1 minute)

Slide Number 1Product Development ProcessTwo Phases of Project ManagementThree Fundamental Activity RelationshipsThe Design Structure Matrix:An Information Exchange ModelThe Design Structure Matrix (Partitioned, or Sequenced)FIAT Auto Digital Layout ProcessProject Management Example:Kodak Cheetah Microfilm CartridgeExample of a Design ProcessGantt ChartPERT ChartsProject Baseline is Established Based on:PERT ChartsTechniques for Accelerating ProjectsCritical Chain MethodTasks for Cooking Dinner

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