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NC FIRST FRC Team Workshops: Project Management. December 8, 2012 Chris Wetli , PMP®, SCPM® Merrilee Tomlinson. What is a Project?. A project has a definite beginning and ending All projects have the same phases Initiating, Planning , Executing, Monitor and Controlling, Closing
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NC FIRST FRC Team Workshops:Project Management December 8, 2012 Chris Wetli, PMP®, SCPM® Merrilee Tomlinson
What is a Project? • A project has a definite beginning and ending • All projects have the same phases • Initiating, Planning, Executing, Monitor and Controlling, Closing • All projects have the following issues and concerns • Scope, Time, Cost, Quality and Risk
What defines a success project? • Happy customers • Happy stakeholders • On time deliverables • On budget • Team cohesion • Innovation • Team talent pool intensifies • Diversify • Create a community infrastructure like FLL teams or academic mentorship
Project Manager • Primary duties • Identify Requirements • Build a team • Organize existing resources • Maintain/analyze data • Identifies and resolves gaps • Schedule resources • Organize capital • Manages budget • Morale
Phases of a Project Initiating Planning Monitoring & Controlling Executing Closing
Initiating • The very start of the project • Kick off the project • Contains clear project goals and parameters • Often involves the customer and stakeholders • Start controlling Scope
Importance of Planning • Time spent up front to understand the requirements, analyze and correctly design a solution saves big in the end • Unexpected problems late in the development are project killers
Define Solution / System Document all of the following: • Brainstorm Solutions • Make Sketches / Prototypes • Identify Likely Solutions • Use Decision Making Tool • Select a Final Solution • Complete Independent Reviews • Create Work Breakdown Structure
Decision Making Tool • List all areas of Solution/System • Rate each option on it’s own (don’t compare at this point) • Score each option • Best = 1 • Medium = 3 • Worst = 5 • Total Scores • Compare top 2 per scoring (weigh pros & cons)
Team Structure: Defined Work Work Organization Budget Program Management Basics Purdue FIRST Programs
Team Structure: Organization Work Organization Budget Program Management Basics Purdue FIRST Programs
Team Structure: Budget Work Organization Budget Program Management Basics Purdue FIRST Programs
Create a Schedule • Identify Key Deliverables • Identify Critical Dates (FIRST, School, and so on) • Estimate Task Durations • Identify Task Dependencies • Create Draft Schedule • Review, Revise Until Issues Resolved • Gain Acceptance From Stakeholders
Executing • Do what you have planned • Do only what you have planned • Feedback and repeat from the top… It’s important to document all activities during the execution phase
Time to Execute • Design & Analysis • Manufacture Components • Make & Test Subsystems • Integrate Subsystems and Test • Audits and Reviews • Document Change Request • Manage Change / Monitor Progress • Manage Risk • Complete & Deliver Product
Monitoring and Controlling • Gather feedback from all area leaders • Sort feedback • Manage and monitor resources • People • Supplies • Tools • Manage schedule changes
Closing • A project is closed upon successful implementation • This is a formal process to make sure you have met and completed all areas of the plan • Ensure your customer has their needs met • Ensure your stakeholders have their needs met
Step 1: Team Structure • Match people with their strengths and skills • Develop a skills matrix • Really helpful for rookie teams • Identifies what training is needed, where you need to get outside help (mentors) • Develop an organizational chart • This must match the team structure and show every role’s responsibilities • Everyone knows their role and responsibility
Step 2: Plan the work • Create a Work Breakdown Structure • Simply put it is a list of everything that you need to do to complete the process • Determine the form and function of every part and what they need to do for you • Fundraising, major events, support equipment, travel and so on • This ultimately becomes your project plan and needs to be as detailed as you choose it to be so you can finish the plan and schedule • Needs to match your Team Structure
Step 2: Plan the work (cont.) • Estimate each item or system using a Resource Loading Diagram along with a Network Diagram • How much time (work hours) will each task take? • How many people are available and how many hours are they available? • How many days/hours do you have to complete the project? • Where are you short handed? How can you adjust the schedule or tasks to make up for shortages? • Make sure you are not double booking people
Step 3: Develop a Project Schedule • Make a simple project schedule which shows who’s doing what and when • Make it easy to read and update • Stick to your plan • Monitor progress and update the schedule to show completed items • Meet with the various team leads to obtain updates and learn any issues that arise • Be flexible, you may have to alter the plan but this adds risk and could have negative effect on project • Project Manager has a very important role • Keep everyone productive, keep everyone positive, keep everyone on the same page, keep everyone motivated, keep everyone…you get the picture • Ensure you add some elements of fun into the project • Show appreciation for team members • Celebrate completion of major items • Acknowledge those going above and beyond COMMUNICATE, COMMUNICATE, COMMUNICATE
Step 4: Design Review • Plan and schedule design reviews • Every day? Every other day? This needs to be held until the design is completed • Document! Be specific and detailed • How subsystems will work together and connect as they are designed, built and integrated • Check your interfaces in the reviews • If there are changes, it must be fully investigated, documented in the plan, is understood and agreed upon • Understand how the change will affect all tasks down the line • Change Request Form
Step 5: Risk Management • “What If” • Leave a little time for disasters and unforeseen issues • Testing is essential to reduce risk – ensure you have test cycles in your plan • Set goals for features and functions and categorize as “must have”, “Nice to have”, “wish list” • If a time crunch occurs then having these prioritized will help you trim off which features and functions without stopping everything to discuss and determine what can fall off the plan.
Step 5: Risk Management (cont.) • Failure Modes and Effective Analysis • Consider systems components • Identify symptoms of failure • Identify root cause • Predict consequences to other subsystems • Rank failure modes by severity (sev 1 hot, sev 2 medium, sev 3 low) • Rank failures by probability (sev 1 likely, sev 2 possible, sev 3 unlikely)
Step 7: Monitor & Control • Meet regularly with all area leaders • Share and document all problems • Manage and monitor resources • People • Supplies • Tools • Manage schedule changes • Adjust as needed
Step 8: Close the Project • Post season hold a Roses & Onions session • From what went well to what disasters occurred • Document so planning for next year can take them into account • Make sure you have met and completed all areas of the plan, including documentation • Throw a party for the team and celebrate your accomplishments!
Resources • USFIRST.org • Team Organization & Management • Project Management Institute • Project Management Book of Knowledge (PMBOK)