ME1105 - 1 - Staff Personal Pagesra600/ME2105/Lectures/ME2104-03.pdf · Managing Design (Academic...

Ahmed Kovacevic, City University London1

Project management

Prof Ahmed Kovacevic

Lecture 3

Department of Mechanical Engineering and AeronauticsRoom CG25, Phone: 8780, E-Mail: [email protected]

www.staff.city.ac.uk/~ra600/intro.htm

Mechanical Analysis and Design ME 2104


Plan for this lecture

Project management overview Project management tools

» Work breakdown structures» Team calendars» Gantt charts» Budgets


Managing Design (Academic Project Management)

Design is an activity that can consume significant time and resources

This lecture outlines various techniques that allow a team to manage and control a design project

The 3Ss of project management:» Scope

– To know the goals and to accomplish them» Spending

– To complete the project within the specified budget» Scheduling

– To finish the project “on time”


Project Management Approach Managing the design process consists of four functions:

» Planning– Define scope, schedule and spending (the 3Ss)

» Organizing– Determine who is responsible for each project task

» Leading - Motivate team by showing that 1) tasks are fair2) division of work is fair and 3) level of work produces satisfactory progress toward goals

» Controlling– Relies on a sound plan to measure progress and take

corrective actionsTools that can be applied in these phases are explained


Project Management Tools

Work breakdown structures (planning, organizing)» Determines scope of activities» Hierarchical representation (like a family tree) of all tasks» Work is “broken down” into pieces small enough to estimate

resources (£, number of persons) and time required Team calendar (planning)

» Shows time available to the team» Highlights deadlines

Gantt chart (planning, organizing)» Horizontal bar graph mapping design activities (and their

duration) against a timeline» Shows parties responsible for activities


Work Breakdown Structures (WBS) WBS is considered the most important management

tool for design projects. It decomposes overall task into smaller, more

manageable subtasks.As a simple example, consider a spacecraft design:

PM Tools: What must be done to FINISH the job

Extraterrestrial Rover

Propulsion Guidance Power generationScience

toolsCommuni-

cations Control

Robotic arm Abrasion tool

MicroscopicimagerSpectrometer

Mars Exploration Rover (MER)


Work Breakdown Structures (1)

Observation 1: Each item that you take to a lower level should be alwaysbroken into two or more subtasks


DESIGN

TASK



Observation 2: Break down an activity until you can determine > how long it will take and > who will do it


DESIGN

TASK



Observation 3: WBS should be complete in the sense that any activity that consumes resources or time is included

Observation 4: Any part of the hierarchy of tasks should add up


DESIGN

TASK


PM Tools: Keeping track of TIME

A mapping of deadlines (given to you) onto a traditional calendar

Also include team -generated deadlines for tasks in the WBS» Becomes an extension of

the team working agreement

» Include recurring or routine activities such as team meetings

Team Calendars


Points to keep in mind:» Team calendar should be

reviewed at each meeting» Times on calendar should

be consistent with WBS

Team Calendars



Gantt Charts The Gantt chart is named after a well known industrial

engineer, Henry Laurence Gantt During World War I (1910s), he studied manufacturing

processes and labor utilization to improve the productivity of munitions factories

A Gantt chart is an easy-to-use, valuable Project Management tool

It shows, in one table:» Tasks to be completed» Persons responsible» Start, duration, and end times/dates» Activity precedence (what has to be done first, in what order)



Gantt Chart Example

For scheduling, it is critical to understand the precedence relationships between tasks» Sequential tasks - Task 1 must be finished before Task 3

can begin» Parallel tasks - Tasks 3 and 4 can be undertaken

simultaneously (or in parallel)


A c t i v i t ie s R e s p o n s ib le p a r t yA S O N D J F M A M y J J y A S O N D J F M A M y J J y A S O N DP r o je c t s t a r t d a y < 1 >

L i t . R e v ie w - P r o d u c t p l a t f o r m & I n f o . m o d e l i n gT e a m

1 . R e v ie w p r o d u c t c a s e s M a r y , J o h n

2 .a C h a r a c t e r i z e i n f o r m a t i o n t y p e sJ a n e2 .b I d e n t i f y p r o d u c t c o m m o n a l i t i e sB i l l2 . c E s t a b l i s h p l a t f o r m c a t e g o r ie s M a r y

3 . D e v e lo p g e n e r a l i z e d f l o w m o d e l T e a m

4 . A p p ly f lo w m o d e l t o c a s e s t u d ie sB i l l , J o h n

5 . D e v e lo p c a p t u r e / s t o r a g e / r e t r ie v a l a g e n t sM a r y , J a n e

6 . D e v e lo p p r o d u c t f a m i l y / p l a t f o r m a g e n t sJ o h n , M a r y

7 . I m p le m e n t p r o t o t y p ic a l s y s t e m B i l l

F a c e - t o - f a c e m e e t in g s T e a m < D E T C > < N S F > < > < D E T C > < N S F > < > < D E T C >

R e s e a r c h t r a n s f e r < > < > < > < > < > < > < >

2 0 0 42 0 0 3 2 0 0 5

Sheet1

200320042005

ActivitiesResponsible partyASONDJFMAMyJJyASONDJFMAMyJJyASOND

Project start day

Lit. Review-Product platform & Info. modelingTeam

1. Review product casesMary, John

2.a Characterize information typesJane

2.b Identify product commonalitiesBill

2.c Establish platform categoriesMary

3. Develop generalized flow modelTeam

4. Apply flow model to case studiesBill, John

5. Develop capture/storage/retrieval agentsMary, Jane

6. Develop product family/platform agentsJohn, Mary

7. Implement prototypical systemBill

Face-to-face meetingsTeam

Research transfer

Sheet2

Sheet3


Budget: Show Me the Money Design project budgets consist of:

» Research expenses» Materials for prototypes» Materials for your “final” product (really, it is still a prototype)» Value of design team time

For the upcoming project, you will be allowed only £30» This £30 covers the first three categories of the budget» For this project, you will be judged (to a certain degree) on the

cost of your “final” product - not to exceed £30» The total cost of the project will exceed that amount if you

include the value of your time


Value of Design Team Time

A simple algorithm to estimate value of design team time» Costteam = Moverhead * Costdirect» Moverhead is a multiplier that covers fringe benefits, supervision,

profit and facilities costs to the organization» Costdirect is the money/pay that you, the designer, would see in a

paycheck» Typical values: Moverhead = 2 – 4

Costdirect = £15 – 50 /hr

Even at a minimal wage (£5/hr) for a design team of five for ten hours a week for ten weeks, the cost is £5000-10,000

PM Tools: Show me the MONEY


Conclusion on Budgets Make initial estimates of your

budget for» Research expenses» Materials for prototypes» Materials for your “final” product

For value of team time, keep records of hours spent on the project throughout the semester» The bottom line on the value of design

team time:

Time is Money!

PM Tools: Show me the MONEY

Project managementPlan for this lectureManaging Design �(Academic Project Management)Project Management ApproachProject Management ToolsWork Breakdown Structures (WBS)Work Breakdown Structures (1)Work Breakdown Structures (2)Work Breakdown Structures (3)Team CalendarsTeam CalendarsGantt ChartsGantt Chart ExampleBudget: Show Me the MoneyValue of Design Team TimeConclusion on Budgets

ME1105 - 1 - Staff Personal Pagesra600/ME2105/Lectures/ME2104-03.pdf · Managing Design (Academic...

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