1 / 25

Phase 3 Kickoff

Phase 3 Kickoff. A short list of things to think about now…. Agenda. Generalized Systems Feedback Next 3 weeks. Presentation Observations. Positives All presentations were better Solid understanding of technical processes Benchmarking, Pugh & Morph, FD Some use of analyses

cvictor
Télécharger la présentation

Phase 3 Kickoff

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Phase 3 Kickoff A short list of things to think about now…

  2. Agenda • Generalized Systems Feedback • Next 3 weeks

  3. Presentation Observations Positives • All presentations were better • Solid understanding of technical processes • Benchmarking, Pugh & Morph, FD • Some use of analyses • Seeking outside SME/Guide advise • Engagement of team members Areas of Opportunity • Some mistakes • Spelling, calculations, formatting…. • Soft System concepts • Architectural, but lacking definition • Missing or unmeasureable ER’s • Cost (project & system) • Definitive risk mitigation plans & actions • Well defined path forward • Key analyses/testing/prototyping • critical path with assigned dates & acct. • Expertise required

  4. Week 9 Subsystems grading Rubics… Contribution • Quantity & quality of results • Adherence to team norms & values • Peer reviews • Use of feedback • Effective communication • Project planning & tracking • Logbook • Other documentation Deliverables • Proof of concept: analysis, simulation, prototyping • Requirements flow-down to subsystems • Next level decomp • Detailed Test plans • Design review Process • Use of available tools • Appropriate customer engagement (& guide & SME) • Requirements flowdown: cust->sys->subsys-> components-> tests • Problem solving & risk assessment • Project planning & tracking • Use of feedback • Team functioning • Documentation Expectations are increasing

  5. Why Proof?Because in week twelve you have to have the following: • Subsystems and systems detailed test plans with results • Mechanical drawing package – complete • Drawings‘ • Simulations • LabView algorithms • Electrical documentation – complete • Final schematics & parts list • Detailed SPICE & MatLab simulations • State Diagrams, • AD/DA mapping for controllers • IE documentation package – complete • Factory layout • Process flow diagrams • workflow maps • Supply chain maps • Ergonomic maps • Lean implementation plan • BOM – complete • Long lead vendors identified • Make-buy decisions • Proof of budget compliance Technical Management and Project Leadership are critical

  6. Critical Skill Mix Mgt Skills ? Leadership Skills Technical contributor Technical lead Project leader

  7. LEADERSHIP MANAGEMENT Planning and Organizing Establishing detailed steps and timetables for achieving needed results, and then allocating the resources necessary to make that happen. Establishing Direction Developing a vision of the future, often the distant future, and strategies for producing the changes needed to achieve that vision. Organizing and Staffing Establishing some structure for accomplishing plan requirements, staffing that structure with individuals, delegating responsibility and authority for carrying out the plan, providing policies and procedures to help guide people, and creating methods or systems to monitor implementation. Aligning People Communicating the direction by words and deeds to all those whose co-operation may be needed so as to influence the creation of teams and coalitions that understand the vision and strategies, and accept their validity. Controlling and Problem Solving Monitoring results versus plan in some detail, identifying deviations, and then planning and organizing to solve these problems. Motivating and Inspiring Energizing people to overcome major political, bureaucratic, and resource barriers to change by satisfying very basic, but often unfulfilled, human needs. Produces change, often to a dramatic degree, and has the potential of producing extremely useful change (eg, new approaches to labor relations that help make a firm more competitive). Produces a degree of predictability and order, and has the potential of consistently producing key results expected by various stakeholders (eg, for customers, always being on time: for stockholders, being on budget). Comparing Management and Leadership

  8. Personal Competencies • Communicating (eg: active listening, tailors to audiance) • Leading (eg: builds & maintains HP work teams) • Managing (eg: planning & control through systems) • Cognitive Ability (eg: holistic view, problem resolution, improvement) • Effectiveness (eg: change management, assertiveness) • Professionalism (eg: integrity & diversity)

  9. Feedback from the PMI Congress • “Good” is the enemy of “great” • Your mind can not be both negative and positive at the same time • “Most mgt will direct you to skip the WBS and go right to the project plan thus dooming the project” • eg: Titanic skipped the sea trials because the Olympia had been out to sea a long time • The project plan is not just a schedule, but the combination of SOW, WBS, Risk, Resource, Quality, Communication and Financial planning • Don’t confuse Huge IT tools (like MSPM) with good project mgt – its like “strapping afterburners on mules” • Everybody has a bias – know yours and don’t populate the team with the same bias’

  10. PMI Experience continued….. • What do you do with “idaknow”? – prototype & estimate • 50% of the way through is NOT 1/2 way through a project task – ask any marathon runner • binary is better than % complete • % complete = (lie/fantasy)! • WBS and decomposition are two critical project success elements • Most projects fail from requirements & scope issues – either not being fully defined or changing – • Lean project management: • value added (5-10% customer willing to pay for it), • enabler (10-45% must do but not value), or • waste (45-50% neither 1 or 2); • map flow, identify waste and eliminate it

  11. Some final thoughts for today….

  12. BE REAL • Many projects that fail could never had succeeded because the scope or resources were never possible. • Manage the 3 variables: • Scope • Resources • Time Insure the resources are in place to succeed

  13. FOCUS • Keep the plan focused on the project objectives • Insure tasks are measurable; use SMART goals • Manage! • Scope • Resources • Time No battle plan survives the first bullet

  14. BALANCE • Balance the detail - don’t waste time with detailed planning for low risk or far in the future tasks • Schedule high risk tasks as early as possible Pay attention to the details – but not too much

  15. BE READY FOR ISSUES Stuff happens… …Know your risks in advance and be ready to address the significant ones Manage Risk

  16. COMMUNICATE • Meet as a team • Meet regularly and as often as needed, but not more often • Test your understanding • Don’t assume Have a Communication plan and follow it!

  17. LEAD Being a project manager is about timely decisions; a non-decision cannot be corrected and yet cannot succeed Program Managers set the pace

  18. DISCIPLINE • Hold team members accountable • Eliminate the non-value activity (waste)…. • Que time (especially waiting for direction or approvals) • Re-inventing repeatable practices (parts, processes & procedures) • Long unfocused meetings (a project review can be < 10 minutes) • Unproductive design reviews or procedures • Surprises Plans drive performance, performance should not drive plans

  19. PLAN AHEAD Work the potential project issues before they become problems (The majority of “unanticipated changes” could have been both anticipated & accommodated). Maintain situation awareness

  20. IMPROVE Learn from past experience and try not to repeat mistakes! Debrief closed projects:

  21. COMMENTS?

  22. How do you assess grades?

  23. An Example* Q: What are the “must haves” to pass this (Detailed Design) review? A: (from students): • Design Details • Envelop Drawing and/or layout • BOM • Schematic diagrams • Drawings (except for existing p/n or mil std parts) • 3 views • Name, part number, revision control • Dimensions & tolerances • Material specs • Test specs • Parts list • Who drew it • notes • Proof that the design meets all the requirements (Engr & business {eg: cost}) • Testing so far • Testing to be done • Analysis for anything feature not tested or testable • All data, documentation, and presentation material in EDGE Congratulations, you just got a “C” * MSD I, 11/13 Gary Werth

  24. An Example* continuedRound 2… Q:What else is expected as a Senior Design Team ? A: (from students): • Action list & closure plan • Risk (design & project) & abatement status • SME’s approval of all analyses & test plans • Certification test plan (complete) traceable back to engineering requirements • Project plan • Complete • Critical path • Includes risks/risk abatement • Budget • Minimal design corrections • Action items from this review Good, you are thinking more professionally You are up to a “B” * MSD I, 11/13 Gary Werth

  25. An Example* continuedRound 3… Q: What else is required to make it Outstanding? A: (from students): • Professional presence • Design & POC are bullet proof • What has been learned • Senior Design Process • What has worked really well • What could be improved with suggestions • Mock ups • PO’s ready to issue • Suggested follow on projects and/or alternative design considerations This reflects professional standards “A” * MSD I, 11/13 Gary Werth

More Related