ENGINEERING PROJECT

MANAGEMENT
Lecture 4:

Black berries for police .

Scope of the work

Equipping 41,000 British Police Officers with

Blackberry devices; intended to cut down
on paperwork, improve efficiency and allow
officers to spend more time in the field.

Benefits sought..

Increase in Efficiency and

effectiveness Visibility Information management Accuracy and time saving Identification of the culprits

What is the Cost ??

o
o
o

The Assumptions

Assumed that by delivering the mobile devices

they would improve the way of working, rather
than considering how they could be used to
improve ways of working.
Assumed the forces mobile technology
requirements, but only limited analysis of their
capability and capacity to introduce it.
Assumed that the staff would have the
necessary skills
Assumed data would be put in correctly
Assumed everything would work in the field

The actual outcome

Savings from the plan were projected to

be 125M per year, but in the end benefits
of just 600,000 were realized.
Some police spent more time in the
station
some of the forces surveyed and only 1%
of officers had devices; 19 forces had
devices for less then half their officers,
while three forces had more devices than
officers

The PM (post mortem)

Delivering the mobile devices, without

considering how they could be used to improve
ways of working.
High-level assessment of forces' mobile
technology requirements, but only limited
analysis of their capability and capacity to
introduce it.
no assessment of the number of devices that
each force would need under the programme
significant gaps in accountability for value for
money
Failure to perform an effective cost benefit
analysis.

Project Charter/ PID

A Project Charter is an official

document which defines and
authorizes a project or phase of a
project
It describes at minimum:
Business Need the Project Addresses
Project Objectives and Goals
The Preliminary Project Scope or the SOW
The Stakeholders
The Core Project Team
Project Deliverables and Milestones
Project Constraints, Dependencies and
Assumptions

Project Charter

The main purpose is to authorize the project

manager to collect resources for the project
Authorization can also be achieved through
a signed contract and PMI recognizes it as a
Project Charter
Project Charter is also known as Project
Initiation Document (PID) and Project
Mandate

Project Management Plan

A Project Management Plan is a document which defines, details
and coordinates all the subsidiary plans of a project
On

a Broader level, A project Management Plan has

Time Schedule
Cost Schedule
Resource Management Plan
HR Management Plan
Technical Equipment Management Plan
Specifications of the deliverables
Quality Control/Management Plan
Risk Management Plan

Additional Plans may include Logistics plan, Communication

Plan, Stakeholder Management Plan etc

Project planning

Probably the most time-consuming

project management activity.

Continuous activity from initial concept

through to system delivery. Plans must be
regularly revised as new information
becomes available.

Le
LePlanning
Hierarchy ofve
ve
ll 11
Co
Co
rp
rp
or
Level
or 22
Level
at
at
Strategic
Strategic
ee
Level
Level 33
Tactical
Tactical
Level
Level 44
Operational
Operational Plans
Plans
Level
Level 55
Phase
Phase Plans
Plans

Project Planning
PMBoK definition
The identification of the project objectives
and the ordered activity necessary to
complete the project including the
identification of resource types and
quantities required to carry out each
activity or task

Why
What
How
When
Who
How
Much
Where

These are the questions

that the project plan has
to address.

Why
What
How
When
Who
How
Much
Where

Why are we doing this

project?
Why now?

Why
What
How
When
Who
How
Much
Where

What is the best solution

to meet the client needs?
What are the tasks
required to achieve the
desired outcome?

Why
What
How
When
Who
How
Much
Where

How to achieve the

objectives?
How do we evaluate
them?
How do we know weve
been successful

Why
What
How
When
Who
How
Much
Where

When does the work

happen?
What do we need to do
first?
Whats last?
What are the milestones?
What are the project
phases?

Why
What
How
When
Who
How
Much
Where

Who will be responsible

for this project?
What are the roles and
responsibilities?
Who has the decision
making power?

Why
What
How
When
Who
How
Much
Where

What will it cost?

What are the budgets
Whats the cash flow and
expenditure?
When will there be
income?

Why
What
How
When
Who
How
Much
Where

Where the work will take

place?
Any geographical impacts
or personnel factors?
Location of the teams

Project planning must be systematic,

flexible enough to handle unique
activities, disciplined through review and
controls, and capable of accepting multifunctional inputs. (Kernzer, 2009)

It is far better to have key project

information contained in one
document the project plan and to
have it be regarded as a formal
project deliverable very early in the
project

http://pmtips.net/components-project-plan/

Ownership

The project manager owns the project

plan
Can be developed with input from the
team
Must be shared with stakeholders
Remove ambiguity
Sets expectations
Acts as a baseline

What goes into the Project Management Plan

Business case
Sufficient info so that any time the PM
will know what is still to be done.
Charter is often an abridged version of
the project plan.
Not all of this is required for small
projects.

Project Management Plan (PMP)

o
o
o
o

o
o
o

Introduction.
Project organisation.
Risk analysis.
Resource
requirements.
Work breakdown.
Project schedule.
Monitoring and
reporting
mechanisms.

o
o

Risk Management
Strategy
Stakeholder
Management
Procurement
Strategy
Change Control
Configuration
Management
Budget

Identifies
If the targets are achievable
The resources you need and the timeframe
Yardstick to measure progress
The problems and risks
The activities
Communication

There is a ton of research that concludes

that careful planning is strongly associate
with project success and to the best of
our knowledge there is no research the
supports the opposite position. (Mantel
et al, 2011)

Heres why

Breaking The Rules

To summarize, there was no
plan, only an aspiration. The
original submission to the
opera house design contest,
which became the Opera
House did not meet the
competition rules. The judges
put in place a stage gate
process to evaluate entries,
but then were disappointed
that the beautiful sail design
didnt make it through, and
basically chose it anyway,
throwing process aside.
http://strategicppm.wordpress.com/tag/sydney-opera-house/

Heres why
An Aspiration Rather Than
A Plan
When construction started
there was no clear concept of
how the roof might be
constructed. Its not that the
estimates were wrong, its
that there was nothing to
base the estimates on in the
first place. The solution was
only discovered after a lot of
time and effort.
http://strategicppm.wordpress.com/tag/sydney-opera-house/

Heres why
Do Masterpieces Require
Budget Overruns?
The other lesson is that
correct choice of metrics is
key. The Opera House failed
on cost and duration
estimates. But its one of a
handful of real architectural
masterpieces from the last
century, and that metric was
not on the project plan.
.

http://strategicppm.wordpress.com/tag/sydney-opera-house/
http://www.arch.ethz.ch/pmeyer/Infos/Pollalis/case_Guggenheim.pdf

Planning is a time consuming

exercise

Benefits of not planning?

The primary benefit of not planning is

that failure will then come as a complete
surprise rather than being preceded by
periods of worry and depression (Kerner,
2009)

Failure to plan
Project Initiation without defined requirements

Wild enthusiasm

Disillusionment

Chaos

Search for the guilty

Punishment of the innocent

Promotion of the non participants.

(Kerzner, 2009)

e: Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition,

Single Phase Project

Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition,

Multi Phase Project

Let the functional managers do their own

plans set them goals.
Stay flexible
Encourage top management participation
Test assumptions behind your forecasts
Dont focus on the day to day
Dont shoot the messenger

Breakdown Structures
Or sorting the project out into some kind
of order.
Organisatio
nal
OBS

Product
PBS

Resource
Assignme
nt Matrix
RAM

Work
WBS

Cost
BS

Breakdown Structures

Single most important element in

planning
Describes the total project
Costs and budgets
Time and cost performance can be tracked
Objectives linked to resources
Schedules and controls established
Networks constructed
Responsibilities identified

WBS Building a house

Make a list of the main activities
These are the level 1 activities
Project

Build a
house

Dig
Design
Foundati
House Level 1
on

Build

Internal
finishing

Appoint
Appoint
contracto
Architect Level 2
r

Frame
erected

Plumbing

Walls
built

Plasterin
g

Roof

Electrics

Review
Draft
Plans
Approve
Plans

Ground
dug
Level 3
Cement
Poured

WBS Building a house

Continue to break the tasks down

Project

Build a
house

Dig
Design
Foundati
House Level 1
on

Build

Internal
finishing

Appoint
Appoint
contracto
Architect Level 2
r

Frame
erected

Plumbing

Walls
built

Plasterin
g

Roof

Electrics

Review
Draft
Plans
Approve
Plans

Ground
dug
Level 3
Cement
Poured

WBS Building a house

Continue to break the tasks down until they are at a
level where the tasks are suitably understood and there
is no reason to go on
Project

Build a
house

Dig
Design
Foundati
House Level 1
on

Build

Internal
finishing

Appoint
Appoint
contracto
Architect Level 2
r

Frame
erected

Plumbing

Walls
built

Plasterin
g

Roof

Electrics

Review
Draft
Plans
Approve
Plans

Ground
dug
Level 3
Cement
Poured

Decomposing

Not always possible to entirely

decompose a project
Might mean 100s of cost accounts
Cant always cost at lowest level
May make networks and schedules very
complicated

Project Scheduling
Project scheduling is concerned with the techniques that can be
employed to manage the activities that need to be undertaken during
the development of a project.
Scheduling is carried out in advance of the project commencing and
involves:
identifying the tasks that need to be carried out;
estimating how long they will take;
allocating resources (mainly personnel);
scheduling when the tasks will occur.
Most common tools for scheduling in practice are Milestone Charts
(GANTT Charts) & Network Diagrams

Scheduling

When it comes to scheduling

Can any activities overlap?
Can activities be carrier out in parallel?
Do you need a gap in any activities?

Milestones

Identify any review meetings

Outputs like prototypes
Testing schedules
Procurement needs

Start High Level

Break it down.

And again
WBS Level 1

1
2
3
4
5

HQ Build
Office Infrastructure
IT/Comms Infrastructure
HR WorkStream
Project Management

Total

WBS Level 2

70
10
8
7
5

100

WBS Level 3

HQ Build

70

1.1
1.2
1.3
1.4

Identify Location
Secure Land
Design
Build

2
5
8
55

2
3
4
5

Office Infrastructure
IT/Comms Infrastructure
HR WorkStream
Project Management

10
8
7
5

Total

100

HQ Build

1.1

Identify Location

1.1.1
1.1.2
1.1.3
1.1.4

Country Analysis
Identify Potential Sites
Analyse Potential Sites
Overall Recommendation

1.2

Secure Land

1.2.1
1.2.2
1.2.3
1.2.4

Agreed Terms of Purchase

Secure Deeds
Secure Planning Permission
Environmental Impact Assessment

1.3

Design

1.3.1
1.3.2
1.3.3
1.3.4

Establish Requirements
Procure Architect
Design HQ
Readiness to Build' Agreement

1.4

Build

1.4.1
1.4.2
1.4.3
1.4.4
1.4.5
1.4.6

External Works
Main Structure
Internal Works
Building Services
Finishing Works
Inspection/Sign-Off

100%
20%
30%
40%
10%
100%
10%
30%
45%
15%
100%
10%
30%
50%
10%
100%
15%
20%
25%
10%
20%
10%

Then you can schedule

GANTT Charts
AGantt chartis a horizontal barchart developed as a
production control tool in 1917 by Henry L.Gantt, an American
engineer and social scientist.

Create a WBS for writing a dissertation

OBS

RACI Matrix
R Responsible (who does the work)
A Accountable (who has the final decision)
C Consult (who needs consulted before a
decision)
I Inform (needs to know action has been
taken)

Network Activity Diagrams

Aproject networkis agraph(flow chart) depicting the sequence in
which a project'sterminal elementsare to be completed by showing
terminal elements and their dependencies.
It is always drawn from left to right to reflect project chronology.
Have two popular variants
Activity on Node
Activity on Arrow

Activity on Node

Also known as the Precedence Diagramming Method (PDM)

t is the most popular tool available and in use for Network Diagramming Method

ach box represents each activity

Rolling Wave Planning Technique

Mostly used in Research & Development

Projects
On larger project it is unreasonable to
develop detailed schedules for the entire
life cycle. The later stages will be subject
to change.
Use of rolling wave planning when the
early stages are planned in more detail

Develop
Design
Create
Test
Integrate
Validate
Client
Test
Client
Acceptan

Develop the concept,

describe what you want
to develop and decide if
its worthwhile

Develop
Design
Create
Test
Integrate
Validate
Client
Test
Client
Acceptan

Identify the capabilities

that the deliverables must
have (size, shape,
function)

Develop
Design
Create
Test
Integrate
Validate
Client
Test
Client
Acceptan

Create the product or

service

Develop
Design
Create
Test
Integrate
Validate
Client
Test
Client
Acceptan

Test to see if it does have

the required capabilities

Develop
Design
Create
Test
Integrate
Validate
Client
Test
Client
Acceptan

Put the product or service

into the environment it
was intended for

Develop
Design
Create
Test
Integrate
Validate
Client
Test
Client
Acceptan

Ensure it still works

properly!

Develop
Design
Create
Test
Integrate
Validate
Client
Test
Client
Acceptan

Let the client test it!

Develop
Design
Create
Test
Integrate
Validate
Client
Test
Client
Acceptan

Hand it over to the

client.
Make sure they know how