ESD.

36J System & Project Management

System Project Management

+
and

- Product Development Processes

Instructor(s)

Prof. Olivier de Weck

Lecture 11

10/9/2003
 +

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Introduction
„ Project Preparation and Planning
„ Importance of Upfront Preparation
„ Contents of Program Management Plan
„ Product Development Processes (PDP)
„ Waterfall Model
„ Spiral Model
Acknowledgments: Prof. Ed Crawley
Prof. Steve Eppinger
Dr. Joyce Warmkessel
Dr. Darian Unger
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ESD.36 Framework

Project Project Project

Preparation Planning Execution

Doing the right job

Project
Adaptation

Doing the job right

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Preparation versus Planning

„ “Preparation” address the who, what and why

issues
„ Who are the major stakeholders?
„ Why we are doing the project?
„ What do the stakeholders expect in exchange for
their participation (“value”)?
„ Time frame for “Preparation” is prior to
project initiation
„ “Planning” is the “how” the project will be
conducted

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+

De
St
Id ake
Sta vel
op en ho

t
em Pr tif lde

en oj
ec
t t
rs

Mi
ssi

10/9/2003 - ESD.36J SPM

D
e o
n Ne
St ed
&
te
r
m
at s

Ti e E

mi i
ne P nd
n
g
ro
-U
jec

se
Sc
r
o
p

I de e pr
Id oce
Int n
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erf ti f s
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oj

s
yp
ec
t
ro
ra g
m
A
d
Re
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sou

Ma ress en
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ke/ t
i
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Bu
y
y U

ni
qu
Ide S
t e

Co ntif
y
Preparation Actions

nst
Or ruc

r
ai D
e gan
ture
nt
s t
er iz

m atio
in
L
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Re e up
sou
rce
s
Planning

6
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Planning Actions

Po De
Dete
pu ve Ap r m
De Stru lat
l o pP pr in
ctu e O oa e R
Re velo St ro gr ch isk
qu p P re rg
a r u a
ire ro niz ct u m M
me du at re S ch an
nt ct io n

W ed ag
s al
BS ule em
en
t Executable
Program
Plan

r
ies
n
d a
l

a r n
t
n P fo
e
ce &
ou ies ti on m m n
a ic s t
en h
m b lit ca
ste
age m r m
ea
ibi n i s y an o r et s s ac
T n s u e
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r M e
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D dr e C t i a t
i
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e
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Four Basic Tensions (Trade-offs) in
- Product/System Development

Performance

Schedule Risk

Cost
Ref: Maier/Rechtin
One of the main jobs of the program manager (and architect)
is to identify the principle tensions and resolve them
- ESD.36J SPM
10
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Telecommunications Development:
The Planned Process
- Concept Approval
CONCEPT
„Four-Phase Development
PLANNING AND
Business
Req’ts SPECIFICATIONS Process
System „150 Documents in DSM
Req’ts
Network Model
Plan
Specification Approval
Eng’g
Specs
DETAILED DESIGN
Eng’g AND BUILD

Implem.
& Billing

Ops.

Cust.
Service

OPERATE
Launch Approval

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Telecommunications Development:
- The Actual Process
Concept Approval Critical Problem:
CONCEPT Ongoing Iterations after Specifications Phase

Business PLANNING AND

Req’ts SPECIFICATIONS
System
Req’ts
Network
Plan
Eng’g
Specs
DETAILED DESIGN
Eng’g AND BUILD
Implem.
& Billing
Ops.

Cust.
Service

OPERATE
Launch Approval

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Telecommunications Development:
- An Improved Process

CONCEPT
Concept Approval
Solution:
„ Planned Iterations in Specs Phase
Business PLANNING AND
SPECIFICATIONS
„ X-Functional Resources in Specs
Req’ts
„ Formal Spec Approval Gate
System
Req’ts „ Enables Parallel Design Efforts
Network
Plan Specification
Eng’g Approval
Specs
! DETAILED DESIGN
Eng’g AND BUILD
Implem.
& Billing
Specification Approval Ops.
Gate is Critical: Cust.
„
Frozen product requirements Service
„
Frozen technical specifications
OPERATE
„
Project plan for detailed design Launch Approval
„ Financial analysis

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- Spiral PD Process (Simplified)

Detailed
Design

Integration
& Test

Reviews

System-Level Cost
Design (Cumulative Effort)
Release

Planning
Concept
Design

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Spiral PD Process

Cumulative cost
Determine Identify
objectives, alternatives, and
and constraints resolve risks
Risk
Analysis
Risk
Evaluate
Analysis
Risk alternatives
Commit to an approach Operational
Analysis prototype
for the Risk
next iteration Analysis Prototype 3
Prototype 2
START Prototype 1
Review
Partition Requirements Simulations,
Concept of models,
plan, lifecycle
operation Software benchmarks
plan
require-
Detailed
ments
Development Requirements Software design
plan validation product
design Code
Plan the next Integration and Design validation and Unit
test plan verification test
iteration
Integration
and test
Adapted from: Acceptance Develop the deliverables for the
test iteration and verify that
Release they are correct
Steve McConnell, Rapid
Development, 1996, pp. 136-39.
Barry Boehm, A Spiral Model of
Software Development and
Enhancement, 1988.

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Spiral PD Process

Reviews

Planning

Concept
Design

System-
Level Design

Detailed
Design

Integration &
Test

Release

Time

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 ESD.36J System & Project Management

+
Dynamics of Project Performance

System Dynamics and Project Management

Lecture #20, SD Class Eight (11/13/00)

Copyright © 2003
James M. Lyneis
 +

- The Rework Cycle

Key to Project Dynamics

Peop le Productivity Quality

WORK WORK
WORK
TO BE REALLY
DONE BEING DONE
DONE

KNOWN UNDISCOVERED
REWORK REWORK

Rework Discovery

Copyright © 2003
9/23/03 - ESD.36J SPM James M. Lyneis 18
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Project Dynamics
Time
- Remaining

Skill &
Experience
Staff
Morale Organizational Turnover Hiring
Size
Changes
Overtime
Schedule Staffing
Scheduled Pressure Equivalent Requested
Completion Productivity Quality Staff on
Time Project
Out-of-Sequence
Work
Hours
Progress Expended
Expected Work To Work to Date Expected
Completion Availability Be Done Really Done Hours at
Time of Prerequisites Added Completion
Work Obsoleted
Work Quality Known Undiscovered Work
Rework Rework
to Date Rework
Discovery

Perceived
Progress
Copyright © 2003
9/23/03 - ESD.36J SPM James M. Lyneis 19
 ESD.36J System & Project Management

- Project Success Factors

Instructor(s)

Prof. Olivier de Weck

Lecture 22

11/20/2003

-
Project Success
„ What is project success? (Traditional view)
„ Completion of set of activities within the
constraints of time, cost, and performance?
(Kerzner, 2001)
Need metrics
„ Completion (Expanded View)
„ within allocated time period and budgeted cost
„ at proper performance or specification level
„ with acceptance by the customer/user
„ when you can use customer’s name as reference
„ with minimal and mutually agreed scope changes
„ without disrupting lives, organizations and cultures

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Project Management “Best Practices” (I)
„ Adequate project preparation & planning
„ Match right people to the right jobs
„ Work Breakdown Structure (proper size packages)
„ Adequate planning of milestones, task, schedule
„ Understand uncertainty - treat schedule, cost etc.
probabilistically, set metrics (few !)
„ Identify “critical” items: critical path, scarce
resources, … DRAG, critical chain
„ Place planned ITERATIONS at strategic locations in
the project
„ Identify RISKS: market, performance, cost, schedule

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Project Management “Best Practices” (II)
„ Adequate project tracking & adaptation
„ Use “metrics” but distinguish
„ Real progress from Perceived Progress
„ Communication flow between team, parent, client
„ Do projections and anticipate problems
„ Replanning and Adaptation (use System Dynamics?)
„ Add Resources
„ Descope
„ Overlapping and Concurrency, Replan task sequences
„ Prepare Project End

„ Delivery and Acceptance testing

„ Closing work orders, capture “lessons learned”,...

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Frequent Reasons for Project Failure
„ Selected the wrong product (system) concept
„ Wrong person as project manager
„ Upper management is non-supportive
„ Inadequately defined tasks, goals … (ambiguity is
never removed)
„ “Impossible” mission
„ Over-scoped, under-funded, not enough time
„ Starts project dynamics
„ Wrong corrective measures
„ kicks off vicious circles (SD)… burnout, fatigue…
„ Project “end game” is not planned
„ Reward and Incentive systems not aligned
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 ESD.36J System & Project Management

+ Project Management

- - The Human Aspect -

Instructor(s)

Prof. Olivier de Weck

Lecture 21

11/18/2003

-
Project Manager -personal skills
„ Communications (verbal & written)
„ Delegating
„ Interpersonal skills, motivator
„ Focus
„ Consideration of alternatives
„ Technical and Planning skills
„ main focus of this class so far
„ Patience & sense of humor

Ref: ASME - DETC conference, PM workshop

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Barriers to Verbal Communications
„ Not listening to other points of view
„ German proverb: “Reden ist Silber - Schweigen ist Gold”
„ Suspicion or dislike of other person, “chemistry”
„ Preoccupation - outside emotion or worry
„ Poor timing
„ Insufficient explanation, hidden assumptions
„ Status differential
„ The “good news” complex
„ “Knowing the kinds of questions to ask is a major
managerial skill”

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Written Communications
„ Short - Simple - Soon (S3)
„ The Fog Index
„ 1. Count 100 words in body of text (2 or 3 places)
„ 2. Count # of sentences in the 100 words. Add to
the count the number of colons and semicolons.
„ 3. Count the number of 3 or more syllable words
in 100 words (nouns excluded)
„ 4. Add numbers 2 and 3.
„ 5. Multiply by 0.4
„ 6. Judge

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The Fog Index (cont.)

„ Basis for comparison

„ The Bible = 5 to 6
„ Typical Newspaper = 6 to 7
„ Time & Newsweek = 8
„ Atlantic Monthly = 13+

„ Try not to exceed 8 or 9.

„ “The one thing that most of us do better than
anyone else is read our own writing”

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Delegating
„ Why people don’t delegate
„ Takes more time to explain than to do the job
„ Mistakes are or can be too costly
„ It can be done quicker!
„ Some actions cannot be delegated (PM responsibility)
„ Employees are specialists without systems knowledge
„ People are already too busy

„ Guidelines for delegating

„ Assign responsibility & authority
„ Follow up
„ Don’t delegate just unpleasant tasks
„ Have trust

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