Project Management-Capstone Design-Lecture 03 Slides-Electrical and Computer Engineering, Slides for Capstone Design. University of Alabama (AL)
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cristelle2 March 2012

Project Management-Capstone Design-Lecture 03 Slides-Electrical and Computer Engineering, Slides for Capstone Design. University of Alabama (AL)

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Providing information: Project planning software needs to provide a lot of information to various people, to justify the time spent using it. D.J.Jacksoni, Capstone, Design, Engineering, Project Management, Effective Tea...
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Microsoft PowerPoint - LECT03 -- Engineering Management Tools and Teaming.PPT [Compatibility Mode]

Capstone Design

Engineering Project Management Tools d

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an Effective Teaming

Scope of Engineering Project Management Tools

• Basic purpose: – Assign and manage project resources – Simplify management of complex projects

• Example resources – People – Time – Money

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– Other resources (software, hardware, etc.)

Project management software

• Covers many types of software, including: – Scheduling – Cost control and budget management – Resource allocation – Collaboration software – Communication – Quality management

D t ti d i i t ti t

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– ocumen a on or a m n s ra on sys ems • Used to deal with the complexity of large projects

Tasks of project management software

Scheduling – One of the most common tasks is to schedule a series of events

The complexity of this task can vary considerably depending on how– the tool is used

– Some common challenges include: • Events which depend on one another in different ways or dependencies • Scheduling people to work on, and resources required by, the various

tasks commonly termed resource scheduling • Dealing with uncertainties in the estimates of the duration of each task • Arranging tasks to meet various deadlines

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• Juggling multiple projects simultaneously to meet a variety of

requirements

Tasks of project management software

Calculating critical path – In many complex schedules, there will be a critical path,

i f h d d h h d hor ser es o events t at epen on eac ot er, an w ose durations directly determine the length of the whole project

– Some software applications can highlight these tasks, which are often a good candidate for any optimization effort

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• What task(s) should I focus on to improve the overall process the most?

Tasks of project management software

Providing information – Project planning software needs to provide a lot of

i f i i l j if h in ormat on to var ous peop e, to ust y t e t me spent using it

– Typical requirements might include: • Tasks lists for people, and allocation schedules for resources • Overview information on how long tasks will take to complete • Early warning of any risks to the project

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• Information on workload • Historical information on how projects have progressed, and in

particular, how actual and planned performance are related

Approaches to project management software

Desktop – Most responsive and graphically-intense style of interface – May have the ability to collaborate with other users or store data in a central database – Can be shared between users if it's on a networked drive

Web-based – Can be accessed from any type of computer without installing software – Naturally multi-user – Only one software version and installation to maintain

Personal/Single user Collaborative

– Support multiple users modifying different sections of the plan at once • Integrated

– Combines project management or project planning, with other company needs

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– Projects can have bug tracking issues assigned to each project – List of project customers becomes a customer relationship management module – Each person has their own task lists, calendars, etc. associated with their projects

Applications of Project Management Software

• Project management – Overall project requirements, tasks, timelines, etc.

Collaborative software• – Useful when multiple people work (simultaneously) on a project – “Google Groups” used by some teams successfully in the past

• Issue tracking system – Locating/documenting problems in a design

• Version control software

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– Useful in tracking changes in project components (software especially) where a collaborative system is used for the project

Problems/Concerns with Project Management Software • Focuses on the planning phase

– Not enough functionality for project tracking, control and plan-adjustment • No clear distinction between the planning phase and post planning phase

– Leads to confusion when the software does not behave as expected • Offer complicated features to meet needs of management professionals

– Must be understood in order to effectively use the product – Learning curve

• May achieve better results using simpler technique – Pen and paper

• Not useful if only a single small project is involved I l ti h d th i th hil

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– ncurs a arger me-over ea an s wor w e • Possible excessive dependency on first paper print-out of a project plan

Requirements for projects in this course

• Implement some type of version control system for hardware/software developed – May be a simple as required documentation of changes

made to code at the beginning of a file (or a separate change log)

• Should include name and date/time and a brief summary of changes made/features added

– More elaborate schemes possible, but likely not d t th li it d f th j t

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necessary ue o e m e scope o e pro ec • Use of Microsoft Project to manage project tasks,

timelines, milestones, etc.

Teams

A structure for solving a problem by a group effort Useful when problems are too difficult

Too difficult for an individual Useful when problems are multi-perspective

Too many points of view for an individual

Teaming is a tool When used correctly good results

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-- When used incorrectly -- bad results

Team Roles -- One Version

Leader Guides the team through the problem solving process Prepares for each meeting Provides structure and guidance to allow maximum

participation Recorder

Writes down all the ideas and material generated during the meeting

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Maintains and distributes written material

Team Roles -- One Version – Cont.

Encourager Makes sure that everyone gets positive recognition

f ib ior contr ut ons Gatekeeper

Make sure that all members are participating Devil’s Advocate

Makes sure that opposing ideas are brought up and di d

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scusse Timer

Makes sure that team stays on time budget for various tasks

Team Roles – For 3 and 4 member teams

Coordinator Guides the team, prepares for meetings, provides

structure strives for consensus, Recorder

Writes down the ideas, maintain and distributes written material

Gatekeeper Keeps the team on the subject

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Timer Makes sure the team stays on schedule

With 3 members combine gatekeeper & timer

Stages Of Team Development

Forming Tentative interactions, concern over ambiguity, self-disclosure

Storming Criticism of ideas, poor attendance, hostility, polarization, coalition

forming

Norming Agreement on procedures, reduction in role ambiguity, increased “we-

feeling”

Performing

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Decision making, problem solving, mutual cooperation

Team Members Responsibilities

Invest appropriate time in project Commit to the project and stay fully involved Participate equally in

Defining problems Investigating problems Defining solutions Documenting solutions

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Strategies For Team Operation

Assign team roles Follow through on responsibilities Rotate roles

Be a good listener Be positive, supportive, & cooperative

Limit critical or negative comments Be brief and concise in discussions

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Avoid lengthy comments and stories Stay focused

Listening Skills • Stop talking

Engage in one conversion at a time Empathize with the person speaking

Ask questions Don’t interrupt

Show interest Concentrate on what’s being said

Don’t jump to conclusions

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Control anger Listen for what is not said -- ask questions

React to ideas and not to the speaker Share the responsibility for communication

Listening Techniques

Critical listening Separate fact from opinion

Sympathetic Listening Don’t talk -- Listen Don’t give advice -- Listen Don’t judge -- Listen

Creative listening

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Exercise an open mind Supplement your ideas with another person’s ideas

Communication Roadblocks

Directing Interrupting Judging Name calling Moralizing Persuading

Ridic ling

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u Warning

Code of Cooperation – One Version

Share responsibility for the team’s progress and success

Attend all sessions and be on time Be an active listener Show respect for the contribution of others Criticize ideas not persons Resolve conflicts constructively Pay attention -- avoid disruptive behavior

A id di ti id ti

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vo srup ve s e conversa ons Participate but do not dominate Be succinct -- avoid long anecdotes and examples

Guidelines For Productive Meetings

Use an agenda List items, presenters, time allotments, item types

Have a facilitator – coordinator Keeps meeting focused and moving along Pushes toward conclusion Makes sure that all participate Makes sure that no one dominates

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Take minutes Draft next agenda Evaluate meeting

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