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WRRF Project Management Workshop Managing Your FIRST Project through Good Organization, Planning and Teamwork. Peter P. Yim peter_yim@cim3.com Oct. 19, 2002 & Nov.9, 2002 San Jose State University v 1.30. Project Management Workshop Outline:. Introduction
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WRRF Project Management WorkshopManaging Your FIRST Project through Good Organization, Planning and Teamwork Peter P. Yimpeter_yim@cim3.com Oct. 19, 2002 & Nov.9, 2002 San Jose State University v 1.30
Project Management Workshop Outline: • Introduction • Project Management (“PM”) Basics • FIRST specific PM considerations • Sharing experience & best practices • Conclusion • Q & A
Introduction: • The workshop organizer • The speaker / workshop leader • The team panelists • What is a project?
Team Panelists from some of the most successful teams in the Bay Area • Patrick Wang - Team #115 – Monta Vista Robotics Team • Caroline Conley - Team #192 – Gunn Robotics Team • Katsutoshi “Chris” Ishisoko & E. J. Sabathia - Team #254 – Bellamine College Preparatory Robotics Team • Chris Shay&Damon Jansen- Team #376 – Newark Memorial Robotics Team • Arnold Yim & Chris Leibs - Team #840 – Aragon Robotics Team
What is a Project? • A planned undertaking [according to the webster dictionary] • A one-time endeavor, delineated by a start and a completion • A typical project will have: • A charter (or mission) • Requirements/Specifications • Deliverable(s) • Resources (people, money, materials, time, knowledge) • Constraints • Risks • Deadline(s) • The project manager is the facilitator for the project • Project Management is a “role” someone must play • Project Management deals with the art and science of making projects happen!
Project Management Basics: • Why do we need project management? • What do good project managers do? • How do they do it? • Some PM tools and jargon
Why need Project Management? • Project Complexity • Division of responsibilities - specialization • Knowledge & Expertise – breadth vs.depth • A typical tri-partite project leadership model: • Business Lead – owner of the purpose (know why) • Technical Lead – subject matter expert (know how) • Project Manager – make happen (know when; know who) • All Three – work as a team (all must know what)
What do good project managers do? • They Manage the entire Project Life Cycle and make sure it aligns with the vision & mission (strategy & charter) • They Make Things Happen • They Manage Resources : • Time • Money • People • Intellectual Capital • To Drive : • Efficiency • Productivity • Effectiveness, & • Optimal Deployment of Resources
How do they do it? • They Organize the Team • They Plan & schedule • They Manage the • Deliverables • Resources – time, money, people, knowledge • Priorities • Expectations • Risks • Project Life Cycle • They Communicate • They Monitor and Measure (set up metrics) • They Document • They Review, and make sure lessons are learned
Some PM tools & jargon • Organization, organizational behavior • Life Cycle, “waterfall”,“iterative” & “rapid development” process • Tasks, work breakdown structures • Milestones, deadlines, on-time • Dependencies, start, finish, critical path, slack • Network diagrams, PERT, CPM, Gantt Charts, Project plans • Requirements. Specifications, project scope & scope creep • Justification, budget, variance • Resources, constraints, Utility function, optimization • Status, reporting, communications • Responsibilities, ownership, respect, trust • Collaboration, teamwork, community • Intellectual capital management, knowledge re-use • Post mortem • Quality, excellence
What do Project Managers need to know and manage? Source : PMBOK http://www.pmi.org/
Typical Project Tasks & Flow Source : http://www.gantthead.com/
FIRST specific Project Management considerations: • The project life cycle • When does your project/year start and end? • What do you have to start the year with? • What do you want to end the year with? • Ask yourselves – what is the team’s mission? • Longer term vs. short term • Making the program sustainable? • Advancing technical skills of those who are really talented? • Give the maximum number of people a chance to learn under a highly complex technical project setting?
A Sample Project Life Cycle (from Team #840) Autumn 02 January 03 Spring 03 Summer 03 Construct Competition Robot Construct Practice Robot Construct Competition Robot US FIRST Competition Construct Competition Robot CalRobot G Cal Robot Fundraising Fundraising Teambuilding Fine-tune skills Training Recruiting
FIRST specific Project Management considerations: • Variabilities between teams: • Rookie or veteran? • More upper-classmen or frosh-soph? • Well funded? • Do you have a partnering outside machine shop? • Do you have an in-house machine shop? • Is participation accredited? • How much support from the school? School district? • How involved are the adults? What roles? • What is the prevailing culture of the school? Community? • No two teams are the same, and therefore each team will need to be organized and managed differently.
FIRST specific Project Management considerations: • The Six-weeks Time Constraint • This is a hard deadline for construction work • All training and learning is brought to bear (not the last few months’, but your entire life time’s) • Managing the scope • Managing the schedule • Manage risks – no surprises, please! • You’ll see the light-side and dark-side of your teammates during these few weeks • You need teamwork -- only your maturity, generosity and tolerance will pull you through this one • Treasure these few weeks and the friends that stood by your side during this time
FIRST specific Project Management considerations: • Leveling & optimizing resources • How come 20% of the members are doing 80% of the work? • Solving this through good organization, good planning and proper training • Institutionalizing the process – get the school involved • Think sustainability!
Sharing Experience & Best Practices • Organizational Structure • Planning & Scheduling • Fostering teamwork and managing human resources
Team #840 Org. Team #840 – Organization Chart
Team #376 Org. Team #376 – Organization Chart Team #376 Newark Memorial RoboticsOrganizational Chart
Team #115 Org. Team #115 MVRT Officer (All Students) Organization Chart Team #115 – Organization Chart Adults: Are Consultants for all respective divisions.
On Organizations • Team #254 shares their insight
On Planning & Scheduling • Team #376 will share with us something about prioritization
On Planning & Scheduling • Team #192 will share with us their experience
On Teamwork & Human Resources • Team #840 shares their experience as a rookie team
On Teamwork & Human Resources • Team #115 shares their experience from the perspective of a veteran team
Conclusion: Critical Success Factors • Organize according to the resources available to you – each team is different • Plan ahead – there is little that can be done when the 6-week time crunch is here • Cultivate a teamwork culture within your team. • Build a “shared commitment” and a “shared understanding”, and augment it with a “shared display” and a good facilitator • Keep the adults involved, they are an invaluable asset • Institutionalize the process – involve the school and the “system” • [#115] Be mindful of your new members, they are the team’s future • [#192] Go slow, to get things done faster – do it well and do it once; take time to sync everyone up before starting work • [#254] Have the veteran members mentor the rookie members • [#376] Setup a “to-do” list, and prioritize it; reiterate again, … • [#840] Don’t worry about making mistakes. Just make sure you can learn from every single one of them
Q & A: ? http://wrrf.cim3.org/files/workshops/wrrf_project_managament_021019.htm