ESD.36 L1 Introduction - Massachusetts Institute of...
Transcript of ESD.36 L1 Introduction - Massachusetts Institute of...
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ESD.36J System & Project Management
Lecture 1
Course Introduction
Instructor(s)
Prof. Olivier de Weck
Dr. James Lyneis
Mr. Patrick Hale
4-Sept 03
Today’s Agenda+
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� Welcome � Topic Introduction � Course Schedule � Project Introduction � SloanSpace
� Around the Room � Questions?
4-Sept 03 - ESD.36J SPM 2
Introductions+
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� Olivier de Weck � S.M. Industrial Engineering – ETH Zurich ’93 � S.M. ’99 Ph.D. ’01 Aerospace Systems – MIT � Assistant Professor – dual appointment AA and ESD � 1993-1997 Engineering Program Manager Swiss F/A-
18 Project, McDonnell Douglas, STL � Research: Multidisciplinary Design Optimization (MDO)
4-Sept 03 - ESD.36J SPM 3
Introductions+
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� James Lyneis � S.B.s MIT – EE and System Dynamics (’71) � PhD – Univ. of Michigan (Mgt. Science; ’74) � Sloan Faculty ’74-’78; Senior Lecturer ’98� Consultant with Pugh-Roberts Associates, ’78-’02,
working on many project models
Undiscovered Rework
Known Rework
Work Really Done
Work To Be Done
Progress
Rework Discovery
People Productivity Quality
4-Sept 03 - ESD.36J SPM 4
Introductions+
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� Pat Hale � S.M. Naval Architecture, O.E. (Ocean Engineer)- MIT ’84 � 21 years U.S. Navy, Engineering Duty Officer
(submarine design & construction)� Director, Systems Engineering, Draper Laboratory � Director, Systems Engineering, Otis Elevator Company � Board of Directors, Executive Committee, INCOSE
’98-Present
4-Sept 03 - ESD.36J SPM 5
Course Title+
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System and Project Management ESD.36J
official course title
Managing the Product/System Development Process ESD.36J
Alternate, unofficial course title
4-Sept 03 - ESD.36J SPM 6
Project Definition+
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� A Project is a series of tasks that� Have a specific objective to be completed
within certain specifications � Have defined start and end dates � Have funding limits � Consume resources
Source: Kerzner
4-Sept 03 - ESD.36J SPM 7
System Definition+
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� A System is a set of physical or virtual objects whose interrelationships enable a (set of) desired function(s). � more than the sum of its parts � Undesired (emergent) functions often exist � System complexity scales with the number of
objects as well as the type and number of interconnections between them
� Instantaneous functions, versus “lifecycle” properties (scalability, flexibility, robustness …)
� A Product is a “System” sold for profit
4-Sept 03 - ESD.36J SPM 8
Project Management+
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� Project Management comprises a body of methods and tools that facilitate the achievement of project objectives � Within time � Within cost � At the desired performance/specification level � While effectively and efficiently utilizing the
assigned resources
4-Sept 03 - ESD.36J SPM 9
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-Research and Development
Research, Technology
DRDevelopment
� Unstructured methods � Difficult to plan � Unpredictable
Product/SystemDevelopment
� Structured methods � Generally planned � Predictable
Our focus is on
development. downstream
4-Sept 03 - ESD.36J SPM 10
Why is (S)PM hard?+
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� Main obstacles to easy project success:� Poorly defined project objectives or shifting
system specifications � Mismatch between project objectives and
appropriated funding � ….. What do you think? …
4-Sept 03 - ESD.36J SPM 11
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Relationship with other SDM core courses (simple view)
� System Architecture (ESD.34) is about the “DNA” of the ARTIFACTS themselves – atomic unit: object � Concept, form, function, decomposition …
� Systems Engineering (ESD.33) is about the PROCESSESto understand and design systems – atomic unit: process � QFD, Requirements Analysis and Verification, …
� Integrating the Lean Enterprise (ESD.61J) is about thePEOPLE and ORGANIZATIONS – atomic unit: person � Principles of lean manufacturing, organizational models
� System Project Management (ESD.36) is about how tobest utilize resources to implement a set of objectives –atomic unit: task � CPM, DSM, System Dynamics
4-Sept 03 - ESD.36J SPM 12
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Relationship with other SDM core courses (complex view) Source: Lagace
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SPM selection
DSM
pl
ling
PERT/CPM and
ing
the PDP
Org Processes
Risk and si
Definitions i
i lly
Ops Manage
thei
il
iquesii
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i
i
anal
ision model
lperfect info
Utility
distributions
i
analTi
-A
ii
Fl
and securi
and reliability
SE
l
Conflictingi
l
Linear programming
IP modeling
linear
Optimization,
debt Leases
& A/R
securities Financial
cash flow
concepts
liabilities
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i
ition l
issues
form
ing,
ESD.36J SPM
PDP process Change
management
Project anning
Project preparation
Critical chain schedu
product launch
Product and process match
Project management as competitive tool
All other topics
management
System dynamics System modeling
mulation
SysArch
Principles of SysArch Architecture concepts
Processes around architecture Analyz ng architectures
Requirements development
Frameworks for think ng holistica
Types of processes
JIT Manufacturing Cellular Manufacturing
Queuing systems and r management
Service Operations Process flow d agram
Continuous f ow processes
Forecasting techn
Inventory,EOQ modeling
Customer response Coord nating supply
chain compan es
Logistics systems des gn
Enterpr se resource planning
Management of constraints
Quality management and Taguch methods
Quality
Quality tools and philosophies
Marketing
ERBA
Decision ysis
Multistage dec
Va ue of
Risk Aversion
Multiattribute utility theory
Probability theory
Probability
Availability
Data and epistem c uncertainty
Probabilistic risk assessment
Cost benefit ysis Benefits me value of
money
Comparison of alternatives
Evaluat ng public activit es
owdown of requirements
Verification and validation
Safety
ty
Robustness
Techno ogy development strategy
Experimental Design
System lifecycle costs
SysOpt
object ves Robust
optimization
System optimization
Portfolio optimization
Production p anning Workforce scheduling
Location modeling
Revenue optimization
Integer programming
Nonprogramming
Heuristics
heuristics and uncertainty
Fin Accounting Long term
Cash
Long term assets
Marketable
Annual reports
statements Statement of
Product Costing Revenue recognition
Basic cost
Long term investments
Current
Time value of money
Activity based costing
Inventory Management
Trade stud es
Architecture of specific systems
Hierarchyand decompos
Creativity
Ambiguity Comp exity
Synthesis Corporate
strategy
Liability & IP Role
of regulation
Function
Role of manufactursupply chains
Legacy & Platform systems
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System Project Management ESD.36 Framework
Project Preparation Project
Planning
Project Adaptation
Project Monitoring
Enterprise has chosen what product or system to develop
Ref: Warmkessel 4-Sept 03 - ESD.36J SPM 14
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- Course Objectives� Introduce advanced methods and tools of Project
Management in a development context � Probabilistic CPM/PERT � Design Structure Matrix � System Dynamics � Risk Management � Earned Value Tracking
� Understand how methods work (strengths, limitations) � Industry Examples � Case Studies
� Learn from each other � Class Discussions � Project Assignments
� Æ Improve development projects at your workplace 4-Sept 03 - ESD.36J SPM 15
Conceptual Schedule+
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� Module 1 (9/4-10/2) � Project Management Methods and Tools
� Module 2 (10/7-10/23) � Strategic Issues and Industrial Applications
� Module 3 (10/28-11/20) � Project Monitoring and Adaptation
� Module 4 (11/25-12/9) � Project Presentations and Summary
4-Sept 03 - ESD.36J SPM 16
Class
(refer to syllabus)
Trip
Topic
3-hour classes
in
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No Class Note two
December
Schedule
12/4 Presentations 212/2 Presentations 1
11/27 Thanksgiving11/25 No Class
11/20 Success Factors11/18 Project Metrics
11/13 Concurrency11/11 Veterans Day
10/30 Risk Management
10/23 Case 3: H/W&S/W10/21 Case 2: H/W
10/16 Case 1: S/W10/14 ICE Methods
10/9 PDPs10/7 Strategic Issues
10/2 Managing Dynamics
9/23 System Dynamics 1
9/16 Iterations DSM
9/11 Task-based DSM9/9 Network Techniques
Business
Change 11/6 Project Adaptation 11/4 Project Tracking
10/28 Critical Path
9/30 Project Simulation
9/25 Feedback & Rework
9/18 Project Organization
4-Sept 03 - ESD.36J SPM 17
Readings+
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� Required Readings � Contained in Class Reader Packet ($27) � Read ahead of lecture ~ 1 paper/lecture � Next: “The ABC’s of CPM” for Tue 9/9 � Typically 10-12 page papers
� Optional Readings
� Supplemental Background � Mainly Textbooks
4-Sept 03 - ESD.36J SPM 18
Case Studies+
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� Case 1: Software (X, Microsoft Office 2000) Christos Sermpetis
� Case 2: Civil Engineering (Boston “Big Dig”) - Fred Salvucci
� Case 3: Complex Vehicle Development (Submarine case) - Pat Hale � 1st SSN 688i (improved) construction &
integration- under ice capability, AN/BSY-1 integrated digital combat/weapons system
4-Sept 03 - ESD.36J SPM 19
Homework Assignments+
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� HW1: Network Planning Techniques – out 9/9 � HW2: Task based DSM � HW3: Design a Project Organization � HW4: SD – simulate rework cycle � HW5: Case study comparison � HW6: SD – project adapation
� Ensure uniform learning across class � Front loaded (modules 1 & 2), focused on methods � Can be solved in pairs of two � Require ca. 6-9 hours per person
4-Sept 03 - ESD.36J SPM 20
Project Assignment+
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� Apply Design Structure Matrix (DSM) method, generally at your sponsor company site
� System Dynamics Project (incl. simulation) � Survey of Methods & Tools in company � Analyze Success or Failure of a significant Past
Product/System Development Project � Can work in teams of up to three � 2 page project proposals due on 9/11 � Project Update on 10/16 (email) � Presentation in class in December
4-Sept 03 - ESD.36J SPM 21
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- Previous Project Examples1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60
Set customer target Estimate sales volumes Establish pricing directionSchedule project timelineDevelopment methods
DSM Macro targets/constraintsFinancial analysisDevelop program mapCreate initial QFD matrixSet technical requirementsWrite customer specificationHigh-level modelingWrite target specificationDevelop test planDevelop validation planBuild base prototypeFunctional modelingDevelop product modules Lay out integrationIntegration modelingRandom testingDevelop test parametersMap Finalize schematicsValidation simulation Reliability modelingComplete product layout
Project
Semi-Continuity verification
Conductor Design rule check Design packageGenerate masksVerify masks in fabRun wafersSort wafersCreate test programsDebug productsDevelopment Package products Functionality testingSend samples to customersFeedback from customersVerify sample functionalityApprove packaged productsEnvironmental validation Complete product validationDevelop tech. publicationsDevelop service coursesDetermine marketing nameLicensing strategyCreate demonstrationConfirm quality goalsLife testingInfant mortality testingMfg. process stabilizationDevelop field support planThermal testingConfirm process standardsConfirm package standardsFinal certificationVolume productionPrepare distribution networkDeliver product to customers
4-Sept 03 - ESD.36J SPM 22
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x = Information Flows = Planned Iterations O = Unplanned Iterations • = Generational Learning
Concurrent Activity Blocks
Potential Iterations
Generational Learning
Sequential Activities
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System Dynamics Example+
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150
100
50
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What caused the difference in performance between these two programs at the same company?
1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003
4-Sept 03 - ESD.36J SPM 23
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External factors; management responses; side effects
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-Understanding the sources of change -
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ApparentProgress
Customer Changes Schedule
Acceleration
Work, Worksite Congestion,Coordination Problems,
Employee Skill
Fatigue,Burnout
Overtime
Hiring
ScopeGrowth
Undiscovered Rework
Known Rework
Work Really Done
Work To Be Done
Progress
Rework Discovery
People Productiv Quality
Out-of-Sequence
Morale Problems
Average
and Quality
Analyze in-depth a past project+
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� E.g. Space-Transportation-System (STS) Development Project 19701981 � Background, Setting of Project
Objectives� Vehicle Architecture, Contractor
Structure, Project Plan� Schedule delays: 3 years (incl. 1 year
for Thermal Protection System)� Columbia Accident Investigation Board
(CAIB) report released last week� Bearing on future development of
Shuttle replacement Shuttle Processing
4-Sept 03 - ESD.36J SPM 25
Grading+
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� Homeworks 40% � Project Assignment 40% � In-Class Participation 20%
� Total 100%
4-Sept 03 - ESD.36J SPM 26
Around the Room+
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� Please introduce yourself � Name � Company and Job � Project management experience � What you hope to learn in this class
4-Sept 03 - ESD.36J SPM 27
Remember+
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� Read the syllabus! � Answers many of your questions
� Purchase the reading packet. � Reading for next class “The ABC’s of CPM”
� Sign up on server. � Non-SDM students need permission of
instructor to enroll. � Use your name cards every class.
4-Sept 03 - ESD.36J SPM 28