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Project Management

Project Management. Dr. Ron Lembke Operations Management. What’s a Project?. Changing something from the way it is to the desired state Never done one exactly like this Many related activities Focus on the outcome Regular teamwork focuses on the work process. Examples of Projects.

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Project Management

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  1. Project Management Dr. Ron Lembke Operations Management

  2. What’s a Project? • Changing something from the way it is to the desired state • Never done one exactly like this • Many related activities • Focus on the outcome • Regular teamwork focuses on the work process

  3. Examples of Projects • Building construction • New product introduction • Software implementation • Training seminar • Research project

  4. Why are projects hard? • Resources: • People, materials • Planning • What needs to be done? • How long will it take? • What sequence? • Keeping track of who is supposedly doing what, and getting them to do it

  5. IT Projects • Half finish late and over budget • Nearly a third are abandoned before completion • The Standish Group, in Infoworld • Get & keep users involved & informed • Watch for scope creep / feature creep

  6. Pinion Pine Power Plant • DOE Clean Coal • Air-blown Integrated Gasification Combined Cycle • Kellogg/Rust/Westinghouse gasifier • GE Frame 6FA combustion turbine • $335.9m, half DOE, half SPP

  7. Coal Gasification • Coal Gasification (new) • Coal into Low Heat Value (LHV) gas 130 btus / standard foot • Crushed coal and limestone absorbs sulfur • Hot gas desulfirized • Particulate removal • Gas Fed into turbine • Tested fine on nat gas

  8. Technology Development • Ash created in gasification, collected • Hot-gas cleanup (new technology) • SO2 in collected in calcium sulfate • Hot-gas filter, then to combustion turbine • Fines combustor burns particles bottom of filter • Main problem was filter-fines removal • Never operated more than 24 hrs. • Tried 24 times to start it. Eventually mothballed

  9. Project Scheduling • Establishing objectives • Determining available resources • Sequencing activities • Identifying precedence relationships • Determining activity times & costs • Estimating material & worker requirements • Determining critical activities

  10. Project Personnel Structure • Pure project “Skunk Works” • Functional Project • Matrix Project

  11. Work Breakdown Structure • Hierarchy of what needs to be done, in what order (exhibits 7.2, 7.3) • For me, the hardest part • I’ve never done this before. How do I know what I’ll do when and how long it’ll take? • I think in phases • The farther ahead in time, the less detailed • Figure tricky issues, the rest is details • A lot will happen between now and then • It works not badly with no deadline General Idea ? ?

  12. Mudroom

  13. W D Mudroom Remodel D • Big-picture sequence easy: • Demolition • Framing • Plumbing • Electrical • Drywall, tape & texture • Slate flooring • Cabinets, lights, paint • Hard: can a sink fit? W

  14. Project Scheduling Techniques • Gantt chart • Critical Path Method (CPM) • Program Evaluation & Review Technique (PERT)

  15. Gantt Chart

  16. Summary • Project management is hard • Who is doing what? • Critical activities • Determine completion date • Have to stay on top of them • Gantt charts show what should be happening • Can show the critical activities • Hard to use them to figure out what is critical

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