Project Planning
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- Pages: 28
Project Planning and Execution Syllabus Coverage
Course Contents
Understanding Project Management : Nature of Projects,Project Characteristics,Integration of organisation strategy to projects
Project Management functions : Methodology,Project Management as a blue print for change,Product Management and Project Management
The Project Manager : Characteristics and Conflicts,Critical Issues,Selecting a Project Manager,Managing v/s Leading
Risk Management – Understanding,Assessment,Identiication,Control and response
Project Organisation and it’s types
Project Selection : Payback,IRR,NPV and case discussions
07/13/2006 Page 2
Course Contents
WBS,Planning resources and project schedule,project charter
Project Planning and Scheduling : Activity times – estimation,Gantt chart,Networks,PERT,CPM,AOA,Events,Activities,Critical path,Slack,Float,Numericals
Resource levelling,Estimating Costs,Costs of Change
Project Budgeting – Methods and Techniques
Project Execution and Control – Communicating and Reporting
Project Commissioning and Evaluation : Stabilization
07/13/2006 Page 3
Understanding Project Management Project Planning and Execution
Definition
A project is a specific,finite set of tasks to be accomplished.Whether large or small,long-run or shortrun is not relevant.
What is relevant is that the project be seen as a unit
Project Management,initiated by the military provides managers with powerful planning and control tools
07/13/2006 Page 5
Definition of a Project Project Attributes
Life Cycle
Purpose One time activity
Slow Start
Well defined set Desired end-result
Build-up
Project/Programme.
subtasks
Peak or Maturity
Co-ordination Cost,Quality Performance
Decline
Unique Technology
Processes
Products
07/13/2006 Page 6
Programme Management
Project
Tasks Work Packages
Aims
Challenges
Programme
Work Units Interdependencie s Short-run/Long run 07/13/2006 Page 7
Success of the Programme
Why Project Management
The basic purpose for initiating a project is to accomplish specific goals.The reason for organizing the task as a project is to focus the responsibility and authority for the attainment of the goals of an individual or a small group.
In spite of the fact that the PM often lacks authority at a level consisten with his/her responsibility,the manager is expected to co-ordinate and integrate all activities needed to reach the project’s goals.
07/13/2006 Page 8
Why Project Management
In particular,the project form of an organisation allows the manager to be responsive to : − The client and the environment − Identify and correct the problems at an early date − Make timely decisions about trade-offs between conflicting project goals − Ensure that managers of separate tasks that comprise the project do not optimize the performance of their individual tasks at the expense of the total project
07/13/2006 Page 9
Parameters affecting Project Management
Three main aspects which require strategic action to be taken.
Cost
Performance/Quality
Importance during life cycle stages Trade-off
Interdependencies Quest for better performance leads to Delays Higher Costs
Time/Schedule
Time is Money Performance dependence Quality v/s schedule
07/13/2006 Page 10
Overview of Project Management
Project Management is now being recognized as a valuable “career path” in many organisations,as well as a way to gain valuable experience within the organisation.
PMI was founded in 1969 to foster the growth and professionalism of project management.
Project Management,though not problem free is the best way to accomplish certain goals.
Projects often start slowly,build up speed while using considerable resources and then slow down as completion nears.
07/13/2006 Page 11
The Value Roadmap
Ensure Strategies are Successful
Strategize
Strategy
Initiatives
Operations
Capabilities
Product Development strategies that enhance business value.
Actions taken to create value through changes in people, process or technology.
Processes throughout the digital product value chain where initiatives are implemented.
A product development system that must be in place for an initiative to be successful.
Value Opportunities
Executing Strategies
Business Initiatives
Processes
Capabilities
Align Tie Processes and Initiatives to Corporate Objectives 07/13/2006 Page 12
Product First™ Value Opportunities Score
1
6.0
Voice of the Customer
2
…protect product position
2.0
Barriers to Entry
3
... improve ability to fulfill demand
9.5
Improve Delivery Cycle
4
... design for ongoing revenue streams
5
... develop/define new markets
Growth
VALUE
... grow share with customer-focused products
6
... design to realize a price premium
7
... lower product cost
8
... lower development and lifecycle cost
9
... improve asset utilization
Profitability
3.0
Follow-on Revenue Innovation
5.0 Price Premium
4.0 9.0 8.0
Total Cost Out/Margin Improvement Lifecycle Cost Management Optimized Operations 07/13/2006 Page 13
Typical Product Development “System” Today
Distributed Mfg Distributed Mfg
Supplier
Supplier
Preferred Parts Approved Vendors
Supplier
Requirements Design Feedback
Part Designs BoMs Changes
Local Design Partner
FTP
Procurement
Engineering
Models Drawings Simulations
Feasibility Feedback Tooling Designs Work Instructions NC Programs
Manufacturing
Distributed Mfg
Custom Configurations Field Notices
Service
SneakerNet
Marketing
Customer Concerns Failure Reports User, Service Manuals Training guides Parts catalogs
Sales
Courier
Customers
Email
Offshore Design Partner Captive ODC
Concepts Requirements Market Requirements Brochures, Data Sheets
Proposals Customer Requirements
Customers Regulatory Authorities Regulatory Requirements/ 07/13/2006 Submissions Page 14
A Product Development System Optimizes the Digital Product Value Chain
Supplier Supplier
Supplier
Requirements Design Feedback
Preferred Parts Approved Vendors
Procurement
Distributed Mfg Distributed Mfg Distributed Mfg
Feasibility Feedback Tooling Designs Work Instructions NC Programs
Custom Configurations
Manufacturing
Field Notices Part Designs BoMs Changes
Service Customer Concerns Failure Reports User, Service Manuals Training guides Parts catalogs
Engineering Models Drawings Simulations
Local Design Partner
Offshore Design Partner
Captive ODC
Marketing
Sales Customers
Concepts Requirements
Proposals Customer Requirements
Market Requirements Brochures, Data Sheets 07/13/2006 Page 15
Customers Regulatory Authorities
Product Management and Project Management Project Planning and Execution
Product Management Objectives and Strategies vis-à-vis Project Management Characterstics Growth Sales
Costs
Rapidly rising sales
Average Cost per customer
Maturity
Decline
Peak Sales
Declining Sales
Low Cost per customer
Low Cost per customer
Profits
Rising Profits
High Profits
Declining Profits
Customers
Early adopters
Middle Majority
Laggards
Competitors
Growing Number
Stable number beginning Declining number to decline
07/13/2006 Page 17
Product Management Objectives and Strategies vis-à-vis Project Management Strategies Product
Price Distribution
Advertising
Growth
Maturity
Decline
Offer product Diversify brand and extensions,service,w models arranty
Phase out weak items
Price to penetrate market
Cut prices
Build intensive distribution Build awareness and interest in the mass market
Price to penetrate market Build intensive distribution
Phase out unprofitable outlets
Build awareness and interest in the mass market
Sales promotion Reduce to take Reduce to take advantage of heavy advantage of heavy customer demand customer demand
Reduce to level needed to retain hard core loyals
Reduce to minimal level
07/13/2006 Page 18
PDS can be Implemented Incrementally
Digital Product Definition
Digital Product Content Management
Change Management
Release to Manufacturing
Configuration Management
Dynamic Publishing
Product Development Collaboration Project Management & Execution
Timeline 07/13/2006 Page 19
Product First™ Value Opportunities (from questionnaire) Score
1
6.0
Voice of the Customer
2
…protect product position
2.0
Barriers to Entry
3
... improve ability to fulfill demand
9.5
Improve Delivery Cycle
4
... design for ongoing revenue streams
5
... develop/define new markets
Growth
VALUE
... grow share with customer-focused products
6
... design to realize a price premium
7
... lower product cost
8
... lower development and lifecycle cost
9
... improve asset utilization
Profitability
3.0
Follow-on Revenue Innovation
5.0 Price Premium
4.0 9.0 8.0
Total Cost Out/Margin Improvement Lifecycle Cost Management Optimized Operations 07/13/2006 Page 20
Project Evaluation and Selection Project Planning and Execution
Project Evaluation factors Production factors
Time until ready to install
Length of disruption during installation
Learning Curve
Effects on wastes and rejects
Energy requirement
Facility and other requirements
Safety of proecss
Availability of raw materials
Required development time and cost
Impact on current suppliers
Change in quality of output 07/13/2006 Page 22
Project Evaluation factors Marketing factors
Size of potential market for output
Probable market share of output
Time until market share is acquired
Impact on current product line
Consumer acceptance
Impact on consumer safety
Estimated life of output
Spin-off project possibilities
07/13/2006 Page 23
Project Evaluation factors Financial Factors
Profitability,Net Present Value of Investment
Impact on cash flows
Payout period
Cash requirements
Time until breakeven
Size of investment required
Impact on seasonal and cyclic fluctuations
07/13/2006 Page 24
Our Global Network: 6,000 Employees with Many Years' Experience in the Automotive Industry. We know the country-specific requirements. Added-Value
USA
UK
Regional Approach
Offer
Germany Czech Republic
Spain, Portugal Austria
Asia Pacific
France Mexico
India
Brazil South Africa Argentina
More than 2,000 experts > More than 300 experts > More than 100 experts >
07/13/2006 Page 25
Less than 100 experts
Benefit From Our Comprehensive Industry Expertise. Focused solutions for all requirements. Added-Value Regional Approach
Telco, Manufacturing Service Media & Utilities
Vertical Solutions
Automotive Product Lifecycle Management (PLM)
Finance
Offer
Public
Supply Chain Management
Engineering & Manufacturing Sales, Distribution & Services
BPO
Managed Document Services (MDocS) Dynamic Services for SAP® Solutions
IT
SOA Services
IP-VPN (MPLS)
Accounts Receivables Management Managed Desktop Services Dynamic Mainframe Services
Business Internet Access
Finance & Accounting
HR BPO Dynamic Infrastructure Services Customer Relationship Management Solutions
Dynamic Web Application Services Managed Security Services
Managed VoIP Networks
TC
Horizontal Solutions
Embedded Systems; Electronic Support Systems
07/13/2006 Page 26
TC Services
Business Orientation, Industry Expertise, Process Expertise. We provide ICT services which span the length of the Added-Value Regional Approach Offer automotive value-added chain. Automotive Solutions
Industr y Process SubProcess
Engineering Product Definition & Development Product Definition Mgmt.
Solution s & Services
Digital Product Creation
Productio n Preparati on & Support Digital Factory
Manufacturing
Marketing, Sales & Service
Purchasin Marketing Order & Productio n g Capacity & & & Mgmt. Sales Control Logistics Manufacturing Process Consulting Supplier Integration & Management
Electronic Data Interchange
Distributi on Logistics
SCM/ Supplier Marketing Diagnostic Integratio s n
Manufactu Capacity Purchasin Productio Engineerin Collaborati ve ring g g Process Engineerin Managem Sales Engineerin Consulting ent Solutions n Planning g g Engineerin Shop InCar g Demand / Floor Logistics Inventory Ordering Integratio Engineerin Control Solutions g Planning n Solution Solutions Solutions ECU – Technical Vehicle JIT / JIS Solutions Quality Document Managem Control Managem ent Sol. ent Digital Factory in Production
Service
Financial Services
Retail
Corporate Management
Finance
Procurem ent
Embedded Control (InCar Software)
IT Service Managem ent
Embedded Check (Diagnostic s)
Inventory Managem ent
Market Services
Controllin g
Warranty & Goodwill
Order Fullfilment
DMS & Platform Services
Human Resource
Quality Control
Produ cts
Retail Consultin g
Technical
Documenta tion
InCar
Warehous Data e Managem Managem ent ent & RFID
Mobile Services
Embedded Complete (Test & Integration; HiL, TestC)
Embedded Life (E/E Process & Data Mgmt.) Embedded Telematics (Embedded Functions)
Automotive Supplier Solutions (gEXPRESS, ZEDA)
Cross Services
Enterprise Content Management Engineering Workplace Management
Enterprise Business Integration
Security Management
Test Factory
Application Lifecycle Management Services
07/13/2006 Page 27
Business Intelligence
Our Integrated View Point and Way of Working. Profit from an “Innovative Transformation.” Added-Value
Technological Benefit Identify and implement existing potential Evaluate the economic benefit of investment in processes and technologies Make the contribution to the success of the company measurable
Regional Approach
Integrated Thinking Analyze company processes Examine the solutions’ ability to be integrated
Offer
Human Aspect Create higher quality and transparency through change management Reduce consequential costs through the involvement of all those involved Achieve faster project realization with training courses
07/13/2006 Page 28
Course Contents
Understanding Project Management : Nature of Projects,Project Characteristics,Integration of organisation strategy to projects
Project Management functions : Methodology,Project Management as a blue print for change,Product Management and Project Management
The Project Manager : Characteristics and Conflicts,Critical Issues,Selecting a Project Manager,Managing v/s Leading
Risk Management – Understanding,Assessment,Identiication,Control and response
Project Organisation and it’s types
Project Selection : Payback,IRR,NPV and case discussions
07/13/2006 Page 2
Course Contents
WBS,Planning resources and project schedule,project charter
Project Planning and Scheduling : Activity times – estimation,Gantt chart,Networks,PERT,CPM,AOA,Events,Activities,Critical path,Slack,Float,Numericals
Resource levelling,Estimating Costs,Costs of Change
Project Budgeting – Methods and Techniques
Project Execution and Control – Communicating and Reporting
Project Commissioning and Evaluation : Stabilization
07/13/2006 Page 3
Understanding Project Management Project Planning and Execution
Definition
A project is a specific,finite set of tasks to be accomplished.Whether large or small,long-run or shortrun is not relevant.
What is relevant is that the project be seen as a unit
Project Management,initiated by the military provides managers with powerful planning and control tools
07/13/2006 Page 5
Definition of a Project Project Attributes
Life Cycle
Purpose One time activity
Slow Start
Well defined set Desired end-result
Build-up
Project/Programme.
subtasks
Peak or Maturity
Co-ordination Cost,Quality Performance
Decline
Unique Technology
Processes
Products
07/13/2006 Page 6
Programme Management
Project
Tasks Work Packages
Aims
Challenges
Programme
Work Units Interdependencie s Short-run/Long run 07/13/2006 Page 7
Success of the Programme
Why Project Management
The basic purpose for initiating a project is to accomplish specific goals.The reason for organizing the task as a project is to focus the responsibility and authority for the attainment of the goals of an individual or a small group.
In spite of the fact that the PM often lacks authority at a level consisten with his/her responsibility,the manager is expected to co-ordinate and integrate all activities needed to reach the project’s goals.
07/13/2006 Page 8
Why Project Management
In particular,the project form of an organisation allows the manager to be responsive to : − The client and the environment − Identify and correct the problems at an early date − Make timely decisions about trade-offs between conflicting project goals − Ensure that managers of separate tasks that comprise the project do not optimize the performance of their individual tasks at the expense of the total project
07/13/2006 Page 9
Parameters affecting Project Management
Three main aspects which require strategic action to be taken.
Cost
Performance/Quality
Importance during life cycle stages Trade-off
Interdependencies Quest for better performance leads to Delays Higher Costs
Time/Schedule
Time is Money Performance dependence Quality v/s schedule
07/13/2006 Page 10
Overview of Project Management
Project Management is now being recognized as a valuable “career path” in many organisations,as well as a way to gain valuable experience within the organisation.
PMI was founded in 1969 to foster the growth and professionalism of project management.
Project Management,though not problem free is the best way to accomplish certain goals.
Projects often start slowly,build up speed while using considerable resources and then slow down as completion nears.
07/13/2006 Page 11
The Value Roadmap
Ensure Strategies are Successful
Strategize
Strategy
Initiatives
Operations
Capabilities
Product Development strategies that enhance business value.
Actions taken to create value through changes in people, process or technology.
Processes throughout the digital product value chain where initiatives are implemented.
A product development system that must be in place for an initiative to be successful.
Value Opportunities
Executing Strategies
Business Initiatives
Processes
Capabilities
Align Tie Processes and Initiatives to Corporate Objectives 07/13/2006 Page 12
Product First™ Value Opportunities Score
1
6.0
Voice of the Customer
2
…protect product position
2.0
Barriers to Entry
3
... improve ability to fulfill demand
9.5
Improve Delivery Cycle
4
... design for ongoing revenue streams
5
... develop/define new markets
Growth
VALUE
... grow share with customer-focused products
6
... design to realize a price premium
7
... lower product cost
8
... lower development and lifecycle cost
9
... improve asset utilization
Profitability
3.0
Follow-on Revenue Innovation
5.0 Price Premium
4.0 9.0 8.0
Total Cost Out/Margin Improvement Lifecycle Cost Management Optimized Operations 07/13/2006 Page 13
Typical Product Development “System” Today
Distributed Mfg Distributed Mfg
Supplier
Supplier
Preferred Parts Approved Vendors
Supplier
Requirements Design Feedback
Part Designs BoMs Changes
Local Design Partner
FTP
Procurement
Engineering
Models Drawings Simulations
Feasibility Feedback Tooling Designs Work Instructions NC Programs
Manufacturing
Distributed Mfg
Custom Configurations Field Notices
Service
SneakerNet
Marketing
Customer Concerns Failure Reports User, Service Manuals Training guides Parts catalogs
Sales
Courier
Customers
Offshore Design Partner Captive ODC
Concepts Requirements Market Requirements Brochures, Data Sheets
Proposals Customer Requirements
Customers Regulatory Authorities Regulatory Requirements/ 07/13/2006 Submissions Page 14
A Product Development System Optimizes the Digital Product Value Chain
Supplier Supplier
Supplier
Requirements Design Feedback
Preferred Parts Approved Vendors
Procurement
Distributed Mfg Distributed Mfg Distributed Mfg
Feasibility Feedback Tooling Designs Work Instructions NC Programs
Custom Configurations
Manufacturing
Field Notices Part Designs BoMs Changes
Service Customer Concerns Failure Reports User, Service Manuals Training guides Parts catalogs
Engineering Models Drawings Simulations
Local Design Partner
Offshore Design Partner
Captive ODC
Marketing
Sales Customers
Concepts Requirements
Proposals Customer Requirements
Market Requirements Brochures, Data Sheets 07/13/2006 Page 15
Customers Regulatory Authorities
Product Management and Project Management Project Planning and Execution
Product Management Objectives and Strategies vis-à-vis Project Management Characterstics Growth Sales
Costs
Rapidly rising sales
Average Cost per customer
Maturity
Decline
Peak Sales
Declining Sales
Low Cost per customer
Low Cost per customer
Profits
Rising Profits
High Profits
Declining Profits
Customers
Early adopters
Middle Majority
Laggards
Competitors
Growing Number
Stable number beginning Declining number to decline
07/13/2006 Page 17
Product Management Objectives and Strategies vis-à-vis Project Management Strategies Product
Price Distribution
Advertising
Growth
Maturity
Decline
Offer product Diversify brand and extensions,service,w models arranty
Phase out weak items
Price to penetrate market
Cut prices
Build intensive distribution Build awareness and interest in the mass market
Price to penetrate market Build intensive distribution
Phase out unprofitable outlets
Build awareness and interest in the mass market
Sales promotion Reduce to take Reduce to take advantage of heavy advantage of heavy customer demand customer demand
Reduce to level needed to retain hard core loyals
Reduce to minimal level
07/13/2006 Page 18
PDS can be Implemented Incrementally
Digital Product Definition
Digital Product Content Management
Change Management
Release to Manufacturing
Configuration Management
Dynamic Publishing
Product Development Collaboration Project Management & Execution
Timeline 07/13/2006 Page 19
Product First™ Value Opportunities (from questionnaire) Score
1
6.0
Voice of the Customer
2
…protect product position
2.0
Barriers to Entry
3
... improve ability to fulfill demand
9.5
Improve Delivery Cycle
4
... design for ongoing revenue streams
5
... develop/define new markets
Growth
VALUE
... grow share with customer-focused products
6
... design to realize a price premium
7
... lower product cost
8
... lower development and lifecycle cost
9
... improve asset utilization
Profitability
3.0
Follow-on Revenue Innovation
5.0 Price Premium
4.0 9.0 8.0
Total Cost Out/Margin Improvement Lifecycle Cost Management Optimized Operations 07/13/2006 Page 20
Project Evaluation and Selection Project Planning and Execution
Project Evaluation factors Production factors
Time until ready to install
Length of disruption during installation
Learning Curve
Effects on wastes and rejects
Energy requirement
Facility and other requirements
Safety of proecss
Availability of raw materials
Required development time and cost
Impact on current suppliers
Change in quality of output 07/13/2006 Page 22
Project Evaluation factors Marketing factors
Size of potential market for output
Probable market share of output
Time until market share is acquired
Impact on current product line
Consumer acceptance
Impact on consumer safety
Estimated life of output
Spin-off project possibilities
07/13/2006 Page 23
Project Evaluation factors Financial Factors
Profitability,Net Present Value of Investment
Impact on cash flows
Payout period
Cash requirements
Time until breakeven
Size of investment required
Impact on seasonal and cyclic fluctuations
07/13/2006 Page 24
Our Global Network: 6,000 Employees with Many Years' Experience in the Automotive Industry. We know the country-specific requirements. Added-Value
USA
UK
Regional Approach
Offer
Germany Czech Republic
Spain, Portugal Austria
Asia Pacific
France Mexico
India
Brazil South Africa Argentina
More than 2,000 experts > More than 300 experts > More than 100 experts >
07/13/2006 Page 25
Less than 100 experts
Benefit From Our Comprehensive Industry Expertise. Focused solutions for all requirements. Added-Value Regional Approach
Telco, Manufacturing Service Media & Utilities
Vertical Solutions
Automotive Product Lifecycle Management (PLM)
Finance
Offer
Public
Supply Chain Management
Engineering & Manufacturing Sales, Distribution & Services
BPO
Managed Document Services (MDocS) Dynamic Services for SAP® Solutions
IT
SOA Services
IP-VPN (MPLS)
Accounts Receivables Management Managed Desktop Services Dynamic Mainframe Services
Business Internet Access
Finance & Accounting
HR BPO Dynamic Infrastructure Services Customer Relationship Management Solutions
Dynamic Web Application Services Managed Security Services
Managed VoIP Networks
TC
Horizontal Solutions
Embedded Systems; Electronic Support Systems
07/13/2006 Page 26
TC Services
Business Orientation, Industry Expertise, Process Expertise. We provide ICT services which span the length of the Added-Value Regional Approach Offer automotive value-added chain. Automotive Solutions
Industr y Process SubProcess
Engineering Product Definition & Development Product Definition Mgmt.
Solution s & Services
Digital Product Creation
Productio n Preparati on & Support Digital Factory
Manufacturing
Marketing, Sales & Service
Purchasin Marketing Order & Productio n g Capacity & & & Mgmt. Sales Control Logistics Manufacturing Process Consulting Supplier Integration & Management
Electronic Data Interchange
Distributi on Logistics
SCM/ Supplier Marketing Diagnostic Integratio s n
Manufactu Capacity Purchasin Productio Engineerin Collaborati ve ring g g Process Engineerin Managem Sales Engineerin Consulting ent Solutions n Planning g g Engineerin Shop InCar g Demand / Floor Logistics Inventory Ordering Integratio Engineerin Control Solutions g Planning n Solution Solutions Solutions ECU – Technical Vehicle JIT / JIS Solutions Quality Document Managem Control Managem ent Sol. ent Digital Factory in Production
Service
Financial Services
Retail
Corporate Management
Finance
Procurem ent
Embedded Control (InCar Software)
IT Service Managem ent
Embedded Check (Diagnostic s)
Inventory Managem ent
Market Services
Controllin g
Warranty & Goodwill
Order Fullfilment
DMS & Platform Services
Human Resource
Quality Control
Produ cts
Retail Consultin g
Technical
Documenta tion
InCar
Warehous Data e Managem Managem ent ent & RFID
Mobile Services
Embedded Complete (Test & Integration; HiL, TestC)
Embedded Life (E/E Process & Data Mgmt.) Embedded Telematics (Embedded Functions)
Automotive Supplier Solutions (gEXPRESS, ZEDA)
Cross Services
Enterprise Content Management Engineering Workplace Management
Enterprise Business Integration
Security Management
Test Factory
Application Lifecycle Management Services
07/13/2006 Page 27
Business Intelligence
Our Integrated View Point and Way of Working. Profit from an “Innovative Transformation.” Added-Value
Technological Benefit Identify and implement existing potential Evaluate the economic benefit of investment in processes and technologies Make the contribution to the success of the company measurable
Regional Approach
Integrated Thinking Analyze company processes Examine the solutions’ ability to be integrated
Offer
Human Aspect Create higher quality and transparency through change management Reduce consequential costs through the involvement of all those involved Achieve faster project realization with training courses
07/13/2006 Page 28
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