project planning and management
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Project Planning and Management
Steve Traugott, TerraLuna LLC
http://t7a.org
30AUG06Adapted from:
B. Furman 31AUG05
S. Hanssen 01SEP04
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About TerraLunat7a.org
• Family-owned international incubator, offices in Santa Clara and China, members include:
– BoJo, Inc. • Mechanical and manufacturing engineering
– CD International Technology Inc.• Aerospace and petroleum infrastructure
– Masten Space Systems• Commercial space transportation systems
– Infrastructures.Org, Wallis International, Netdemons
• Data center architecture consulting and hosting
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TerraLuna/BoJo 2006 SJSU Project Offerings
• Pad Printer Completion
• SME Robot Kit
• SME Robot Arm
• Linux/AVR Robotics Controller
• Cable Assembly Bot
• See t7a.org for details
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Overview• Conventional project management
– Gantt charts and master schedules– Requirements and deliverables
• Unconventional project management– Iteration and rapid prototyping– Discovering requirements– Discovering solutions
• Melding the two– Satisfying your customers
• Project management futures
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Conventional project management
• Requirements and deliverables– Define the problem– Define the customers– Define the expectations
• Gantt charts– Show tasks on a timeline– Show the resources needed to complete them– Show dependencies between tasks– Show the single critical path
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Begin by delineating your requirements and deliverables
• What problem are you trying to solve?
– What’s your goal?• Make sure your requirements and deliverables are crisp
and clear• Deliverables are what evaluators will use to measure your
work.
– They need to be measurable.• The complete set of requirements is the project specification.
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Example Project(SME Robot Kit)
“Industrial Mindstorms”• R/C servos
• Linux/AVR controller
• Laser-cut parts– Greatly reduce
machining time
• See t7a.org for details of this and other projects we're offering this year
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Requirements Example(SME Robot Kit)
• Develop a kit of inexpensive robot parts, adding COTS servos, controllers, and sensors, for use in small and medium enterprise light manufacturing automation projects.
• Develop and demonstrate sample applications for the kit.
• Establish an open-source community for future growth of the project.
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(Example Requirement)The 10th Floor Test
1) Grab a random machine (don't back it up, ever).
2) Throw it out a 10th-floor window.
3) Recover all sysadmin work within 10 minutes: can you?
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Deliverables Example(SME Robot Kit)
• Solid models of all parts, servos, and other mechanical elements. (Jim 04/23)
• Source code of any software developed for the project. (Sally 05/01)
• Demonstrate two commercially useful applications of the kit. Show financials. (Zhong 04/15)
• Two complete and identical kits, in carrying case, with documentation, as if for sale. (Larry 05/05)
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Requirements and DeliverablesRestated
• Requirement– What the customer wants– Often needs refinement as customer learns
• Industry RFQs usually have this problem
• Deliverables– What the customer gets– Often needs rework as engineer learns
• Technology availability• Changing requirements• Team skillset and equipment
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Conventional project management
• Requirements and deliverables– Define the problem– Define the customers– Define the expectations
• Gantt charts– Show tasks on a timeline– Show the resources needed to complete them– Show dependencies between tasks– Show the single critical path
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Company X Case: With Automation (actual)
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Company X Case: Without Automation (“what if”)
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Project Schedule, Simple Template
2004NOVSEP OCT DEC JAN FEB MAR
Proto
AUG
Phase 2 Phase 3
10/9
11/30, trail parts "tooling out"
evaluation and debug, 1wk
5-10 daysDesign Turn/Risk:
- gasket modification - tweak for assembly tooling
Hard Tool GO!
+2 months
7-8 wks
current date
9/1
Stage Tooling
(6 station)12/16
Required Phases
And Check points
Cover Tool Build
(Hanssen)
design closed
Key activities and datesowner
Charting project due dates allows you compare where you are relative to meeting your deadline
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Project Schedule, Simple Template
Jul
ManojOrder & receive components for functional drives (machined base plate)
HanssenDesign carriages for phase 1
StacerFlutter and (TMR)
HanssenOrder & receive carriages for phase 1
Apr May
HanssenTest Complete
Drive delivery
StacerOrder & receive carriages for phase 2
HanssenDesign carriages for phase 2
TFA tests (LDV)
Key Activity
Kerner
ownerJun Mar Feb
Design Phase 1
Design Phase 2
20Feb
20May
20May
30Jun
25May
15Jun
15Jul
28Mar
Key activities ranked
Note duration and dates for every activity
Owners identified for each deliverable
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Owner Tasks1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2
BackgroundCD & HL Contact Daniel@BojoCD Contact Packaging prog dirHL Contact Idustrial Tech. ChairCD Research packaging companiesHL Research Related IndustriesCD Research Plastic companiesHL Research Materials and propertiesCD & HL Formulate Blister Pack process
Solid ModelingCD & HL Learn SolidworksHL Create 3D Model (SolidWorks)
Tool PrototypeCD Machine Tooling
ExperimentationCD & HL Devise Experiment for blister packsCD Run TestsHL Evaluate resultsCD & HL Finalize process
ModificationCD & HL Design control schemeCD & HL implement controls
TestingCD & HL Run tests on MachineCD & HL Prepare for presentation
September October November December MayJanuary February March April
Project Schedule - Example
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Gantt Charts, Restated
• Show tasks on a timeline
• Show the resources needed to complete them
– People, equipment
• Show dependencies between tasks
• Show the critical path
– The single subset of tasks which must all be done in order, can't be overlapped, and will take longest to complete.
– There is always exactly one critical path in any project.
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Conventional Project Management Pitfalls
• Front-loaded analysis
– “Analysis paralysis”
• Implementation pushed until late in timeline
– Schedule and cost overruns
• No room to change solution as requirements and deliverables become better understood, and as technology limits are discovered.
• No room to deal with upstream supply issues.
• Good project managers wind up adding a 2X, or even 4X, multiplier on timelines to try to compensate for these and other pitfalls.
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Unconventional project management
• Intended for high-risk projects with large uncertainties
– Anything you've never done before
– Any startup in SV area
– Managing systems integration in complex projects
• Iteration and rapid prototyping
– “Fail fast”
• Discovering requirements and deliverables by example
– Helping customers learn requirements, yourself learn solutions
• A growing discipline
– “Agile Project Managment”
– “Extreme Project Managment” (XPM)
– Ref. Wikipedia, Google
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Plan to throw the first one away.
Iteration and prototyping....
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● Most services and applications depend on others
● Machines and services need to be built in the right order to avoid later rework and expense.
Bootstrapping anInfrastructure
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The Design Process
Build a prototype
Evaluate (test)
Iterate
Investigate the background andstate-of-the-art
Formulate the problem statement• What is the problem?• Distill the problem into a concise goal statement
3 wks.
Develop functional specifications 1 wk.
Generate concepts for solutions• Brainstorming• Mock-ups and quick prototypes
Select the most promising concept• Analysis and selection criteria• Design review
3 wks.
Detail design 4-6 wks.Fall
Spring 4-6 wks.
Document 2 wks.
6 wks.
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The Design Process, Take 2
Test
Iterate
Investigate prior art
Formulate the problem statement
3 wks.
Develop functional spec 1 wk.
Detail design
Generate conceptsBrainstorming, Quick prototypes
Select the most promising concept
3 wks.
4-6 wks.Fall
Spring 4-6 wks.
Document
2 wks.
6 wks.
Prototype
ActualIdeal
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Rapid Prototyping Example(SME Robot Kit)
• Design kit for LEGO-like ease of use; minimal use of tools, rapid assembly and rework.
• Make extensive use of laser-cut parts – cheap, fast, easy to redo.
• Make extensive use of COTS components such as R/C servos.
• Use a general-purpose set of Linux-based software for data acquisition and control, with scripting in Python for easy application-specific changes.
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Rapid PrototypingReduces Rework Time
• Conventional machining always takes longer than students expect– Months, not days
– Converting a solid model to metal is a long toolchain: Solidworks, Mastercam, G-Code, Mill, Operator
– Lathes and CNC mills can't be pushed without damaging bits, parts, or both
• Rapid prototyping toolchains are short– Solidworks, dxf, laser cutter (it's a printer)
• Solid modeling reduces rework incidents, but rapid prototyping reduces rework time
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Human Factors
• More emphasis on collaboration with stakeholders, less on formal methods
• Listen to your customers
– Help them learn
• Listen to your team members
– Help yourself learn
• Debates happen
– Disagreements are hard work, but can be mined for new and better solutions.
– Avoid polarization; always look for third alternatives
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Unconventional project management, restated
• Intended for high-risk projects with large uncertainties
• Iteration and rapid prototyping
• Focus on people, team dynamics
• References
– “Agile Project Managment”
– “Extreme Project Managment” (XPM)
– See Wikipedia, Google
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Recap• Conventional project management
– Gantt charts and master schedules– Requirements and deliverables
• Unconventional project management– Iteration and rapid prototyping– Discovering requirements– Discovering solutions
• Melding the two– Satisfying your customers
• Project management futures
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Melding the Conventional and Unconventional
• “The customer is always right.”
• Customer might be project manager, VP, client, sponsor, boss, professor, or any combination.
• They will expect to see things done “the right way”, and may not agree with non-traditional techniques.– Their expectation is a deliverable
• It's up to you to reconcile the difference between their style and yours.
• Those who can do this tend to be the most successful in any organization.
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Melding the Conventional and Unconventional, cont'd
• Go ahead and make a traditional Gantt chart
– Allow room for iteration, early and often• Iteration can often be described as “prototyping”,
“risk mitigation”, or “proof of concept”, depending on local culture or project manager's style.
• Refer to the Gantt chart periodically, keep it up to date as needed.
• Changing the plan early is cheaper than changing the plan later – update the chart and use it to get stakeholders involved in the change.
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Recap• Conventional project management
– Gantt charts and master schedules– Requirements and deliverables
• Unconventional project management– Iteration and rapid prototyping– Discovering requirements– Discovering solutions
• Melding the two– Satisfying your customers
• Project management futures
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Project Management Futures:Decision and Prediction Markets
• Use financial instruments representing multiple choices– Allows team or crowd to quickly reach consensus
• on a decision, plan, date, or forecast
– Assigns accountability in the process
• subsumes much of the project management role
– Ties engineering and finance together more sanely
• subsumes much of the middle management role
• Already running @ Google, Microsoft, HP...
• t7a.org market coming online around 15 Sep 06– Incubator management, payroll and bonus pool
• Wikipedia “prediction markets” is a good start.
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Getting Started• Define the problem
• Discover the requirements
• Brainstorm solutions
– Design for ease of prototyping
– Think rapid cycle time, many iterations
• Create a Gantt chart
– Prototype or mockup done by Nov 1st. Really.
• Agree on deliverables
– Include who, what, when
• Design, prototype and test solutions
• Repeat
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Project Planning and Management
Steve Traugott, TerraLuna LLC
http://t7a.org
30AUG06Adapted from:
B. Furman 31AUG05
S. Hanssen 01SEP04