Chapter 2 Overview of Project Management PDF

Chapter 2 Overview of Project Management Effective Date : 19 Oct 2020 Chap 2 Page 1 of 75 SEG/SCSC Topics 2.1 Purpose of Project Management 2.2 Four phases of Project Management 2.3 Aerospace System development process...

Chapter 2 Overview of Project Management Effective Date : 19 Oct 2020 Chap 2 Page 1 of 75 SEG/SCSC Topics 2.1 Purpose of Project Management 2.2 Four phases of Project Management 2.3 Aerospace System development process Effective Date : 19 Oct 2020 Chap 2 Page 2 of 75 SEG/SCSC  Chapter 2.1 Purpose of Project Management Effective Date : 19 Oct 2020 Chap 2 Page 3 of 75 SEG/SCSC 2.1 Purpose of Project Management 2.1.1 Project vs Process 2.1.2 Time, Cost and Scope Interactions Effective Date : 19 Oct 2020 Chap 2 Page 4 of 75 SEG/SCSC 2.1 Purpose of Project Management A project is defined as a unique effort with a defined beginning, defined end, specific deliverables and defined resources. The full cycle of a project involves the following phases: ▪ Project initiation and organising ▪ Project planning ▪ Project execution ▪ Project control and monitoring ▪ Project closure Project management enables the project manager to complete the project on time, finish within budget and making sure that customers’ satisfactions are achieved. Project management tools can be used to ensure that the proper knowledge and resources are available when and where needed and above all to ensure that the expected outcome is produced in a timely and cost effective manner. Effective Date : 19 Oct 2020 Chap 2 Page 5 of 75 SEG/SCSC 2.1.1 Project vs Process Unlike building a standard house, which is a business process, a project is analogous to building a custom house. The following table shows the differences between a project and a process: Project vs Business Process Project Business Process Has a beginning and an end The same process is repeated over and over again Produces a different output or Produces the same output each deliverable time the process is run Has no regular work assignments Has regular work assignment Effective Date : 19 Oct 2020 Chap 2 Page 6 of 75 SEG/SCSC 2.1.2 Time, Cost and Scope Interaction An equilibrium has to be maintained among the following 3 constraints when managing changes in a project: ▪ Time (e.g develop a new inventory tracking system by the start of next year) ▪ Cost (e.g you will receive $80,000.00 for the inventory tracking system) ▪ Scope (e.g the new system should be developed using MS.NET technology and integrated with an existing SAP system for enterprise resource planning) The quality of the deliverables may be affected if these constraints are not handled properly. Effective Date : 19 Oct 2020 Chap 2 Page 7 of 75 SEG/SCSC 2.1.2 Time, Cost and Scope Interaction Time Quiz Cost 1. What happen when the duration of the project is decreased? Quality of Deliverables Solution: increase the cost and/or decrease the scope. 2. What happen if the budget (cost) of the project is decreased? Solution: increase the project duration (reduce the Scope manpower) and/or decrease the scope. 3. What happen if project scope is increased? Constraints in project management Solution: increase project cost and/or increase project duration. Effective Date : 19 Oct 2020 Chap 2 Page 8 of 75 SEG/SCSC  Chapter 2.2 4 Phases of Project Management Effective Date : 19 Oct 2020 Chap 2 Page 9 of 75 SEG/SCSC 2.2 Four Phases of Project Management 2.2.1 Project Initiation and Organisation Organise a project team Define parameters Establish framework 2.2.2 Project Planning Develop Work breakdown Structure (WBS) Approximate duration of Tasks Generate Gantt Chart 2.2.3 Project Execution, Monitoring & Control Collect and update status of project Plan and take adaptive action Report project status 2.2.4 Project Closure Conduct Review Close the project file Effective Date : 19 Oct 2020 Chap 2 Page 10 of 75 SEG/SCSC  2.2 Four Phases of Project Management 1. Project Initiation Project Management & Organisation 2. Project Planning Project Initiation Project Planning Project Execution Project Closure 3. Project Execution & Organisation Monitoring & Control Monitoring & Control 4. Project Closure 2.1 Develop 3.1 Collect Data 4.1 Conduct 1.1 Organize WBS Updates Status Review Project Team 2.2 Approx 3.2 Adaptive 4.2 Close 1.2 Define Duration Action Project File Parameters 2.3 Generate 3.3 Report 1.3 Establish Gantt Chart Project Status Framework Effective Date : 19 Oct 2020 Chap 2 Page 11 of 75 SEG/SCSC 2.2.1 Project Initiation & Organisation Organise a project team Project Management Project Initiation Project Planning Project Execution Project Closure & Organisation Monitoring & Control 2.1 Develop 3.1 Collect Data 4.1 Conduct 1.1 Organize WBS Updates Status Review Project Team 2.2 Approx 3.2 Adaptive 4.2 Close 1.2 Define Duration Action Project File Parameters 2.3 Generate 3.3 Report 1.3 Establish Gantt Chart Project Status Framework Effective Date : 19 Oct 2020 Chap 2 Page 12 of 75 SEG/SCSC 2.2.1 Project Initiation & Organisation Organise a project team The benefits of initiating and organising are as follow: A solid organisation in place An understanding of top-down goals A frame for team interaction and project processes Project Initiation involves getting the project authorised. A project is authorised as a result of one of the following: Technology advances (e.g a car company authorises a project to create an efficient car in response to gasoline shortages) Social needs (e.g a utility company authorises a project to build a new substation for serving a new industrial park) Market demands (e.g an electronic firm authorises a project to a video game player) Business needs (e.g a paint manufacturer authorises a project to establish guidelines for handling toxic materials) Customer’s requests (e.g a NGO authorises a project to provide portable water and sanitation education to cholera affected communities in remote areas) Effective Date : 19 Oct 2020 Chap 2 Page 13 of 75 SEG/SCSC Organise a project team Identifying and Selecting Projects Feasibility is a term used to describe how achievable various project options are. Feasibility is normally established by means of feasibility studies whose aim is to decide which proposal to choose from a list of options identified. The following list illustrates some of the feasibility studies that may be used: Technology feasibility Social feasibility Ecological feasibility Business goal fit Financial feasibility Effective Date : 19 Oct 2020 Chap 2 Page 14 of 75 SEG/SCSC Organise a project team Identifying and Selecting Projects Technology feasibility The following provide a check list for evaluation: Development (ensure that the technology is thoroughly tested) Applicability (technology must satisfy objective and project effectively) Ease of use of technology Degree of disruption during the construction and installation phase Feature analysis (gather information on different products to aid comparison and evaluation) Social feasibility Social impacts on the affected group(s) have to be evaluated in order to maximise the success rate of the project. Social issues, like redundancy caused by computerisation, have to be addressed and the effects caused to the affected people have to be carefully evaluated. Effective Date : 19 Oct 2020 Chap 2 Page 15 of 75 SEG/SCSC Organise a project team Identifying and Selecting Projects Ecological feasibility A customer may prefer to purchase alternative products or services as they are more ecological sound and less harmful to the environment. Business goal fit Project proposal with high potential financial gain may divert the company from its primary goals. Financial feasibility When evaluating a project, the followings may be considered: Whether it is capital or revenue Value of the project (in monetary terms of in terms of benefits) When it occurs Whether it is one-off or recurring Effective Date : 19 Oct 2020 Chap 2 Page 16 of 75 SEG/SCSC Organise a project team Identifying and Selecting Projects To identify a suitable project from a list of projects, SWOT analytical tool can be used. SWOT stands for Strengths, Weaknesses, Opportunities and Threats. The list of projects can be evaluated based on their strengths, weaknesses, opportunities created and threats that may be posed to the organisation or company. The followings provide some examples of the components of SWOT: Strengths Competitive advantage for the organisation Skills and competency needed Effect on staff moral Weaknesses Skills lacking IT system not producing the expected information Effective Date : 19 Oct 2020 Chap 2 Page 17 of 75 SEG/SCSC Organise a project team Identifying and Selecting Projects Opportunities Events or changes outside organisation that can be exploited to the advantage to the organisation Threats Events or changes outside the organisation that must be defended against or loss of market share to its competitors Effective Date : 19 Oct 2020 Chap 2 Page 18 of 75 SEG/SCSC Organise a project team Form a Project Team The following list the 3 steps for organising a project team: Identify a sponsor Appoint a project manager Resources Identify core team Schedules Sponsor Scope Project Manager(PM) & Team Organise a project team Effective Date : 19 Oct 2020 Chap 2 Page 19 of 75 SEG/SCSC Organise a project team Form a Project Team Identify the sponsor The sponsor is probably a role that is hardest to find (e.g the managing director). The responsibilities are as follow: Appoint a project manager (PM) Set strategic direction: issue directions as appropriate Approve the plan Approve the budget Support for team members Approve the project changes and review progress Set priorities and resolve conflicts Effective Date : 19 Oct 2020 Chap 2 Page 20 of 75 SEG/SCSC Organise a project team Form a Project Team Appoint a project manager (PM) Once appointed, the project manager has to establish and lead a team to achieve the project objectives by working within the boundaries set by the project schedule, resources and scope. Role of a Project Manager Effective Date : 19 Oct 2020 Chap 2 Page 21 of 75 SEG/SCSC Organise a project team Form a Project Team A project manager’s responsibilities are as follow: Define project management process Prepare and obtain management approval of project plan Ensure that all team members understand and accept their responsibilities Expend project resources according to approved project plan Analyse actual performance against plan Establish priorities among project activities Provide periodic status report and information Coordinate management and technical decisions Resolve conflicts and interface problems within project Effective Date : 19 Oct 2020 Chap 2 Page 22 of 75 SEG/SCSC Organise a project team Form a Project Team Identify core team The steps for identifying the core team: Get commitment and buy-in from manager(s) of team members Ensure they have time required for the project Get members’ commitment to the project Ensure that they can make decision and commitments for their organisation Core team should have at most 7 members Core member make major decision and recommendation regarding the project Extended members serve as a resource to the core team, usually providing specific expertise to the team There is no limit to number of extended members Critical skills which are missing will cause serious problems at some point of project Effective Date : 19 Oct 2020 Chap 2 Page 23 of 75 SEG/SCSC Organise a project team Form a Project Team Project Organisation Structure President/CEO Sales Finance Human Engineering Quality Production Resource Control Project1 Project Mgr Human Design Engr QC inspector Prodn Engr Executive Project Mgr Project2 Human Test Engr QC inspector Prodn Engr Executive Project structure within functional organisation Effective Date : 19 Oct 2020 Chap 2 Page 24 of 75 SEG/SCSC Organise a project team Form a Project Team Project Organisation Structure President/CEO Sales Finance Human Engineering Quality Production Resource Control Project 1 Project 2 Project 3 Matrix organisation Effective Date : 19 Oct 2020 Chap 2 Page 25 of 75 SEG/SCSC 2.2.1 Project Initiation & Organisation Define Project Parameters Project Management Project Initiation Project Planning Project Execution Project Closure & Organisation Monitoring & Control 2.1 Develop 3.1 Collect Data 4.1 Conduct 1.1 Organize WBS Updates Status Review Project Team 2.2 Approx 3.2 Adaptive 4.2 Close 1.2 Define Duration Action Project File Parameters 2.3 Generate 3.3 Report 1.3 Establish Gantt Chart Project Status Framework Effective Date : 19 Oct 2020 Chap 2 Page 26 of 75 SEG/SCSC Define Project Parameters The purpose of defining project parameter is to ensure common understanding of the project and objectives among all team members. Attempts should be made to document sufficient information about the project to support planning. Documents that define the project are as follow: Project objective statement Flexible matrix List of major deliverables Project charter Effective Date : 19 Oct 2020 Chap 2 Page 27 of 75 SEG/SCSC Define Project Parameters Project objective statement In the project objective statement, you have to state what you are going to do (scope), by when (schedule) and with how many (resources/costs). This statement provides clarity and focus for the project team members. As a guide, the statement should have at most 25 words with only 1 target and written in a clear and precise language. Project objective statement Effective Date : 19 Oct 2020 Chap 2 Page 28 of 75 SEG/SCSC Define Project Parameters Flexibility matrix The flexibility matrix helps the team to determine the trade-off among scope, schedule and resources. The definitions of the matrices are defined below: Least flexible (cannot be exceeded) Moderately flexible (can be either maximised or minimised within project objective) Most flexible (management is willing to exceed the original goal if necessary but this is not a license to go over the budget or ignore the schedule) The flexible matrix is concluded after discussion and clarification with management. It may still change over time and warrants a conscious business decision. Effective Date : 19 Oct 2020 Chap 2 Page 29 of 75 SEG/SCSC Define Project Parameters List of major deliverables (MD) These define what the project is expected to produce. Common understanding of major deliverables provides scope and boundaries for project team and serves to reduce rework cycle. Effective Date : 19 Oct 2020 Chap 2 Page 30 of 75 SEG/SCSC Define Project Parameters Project charter Project charter is a document that formally authorizes a project. It provides the project manager with the authority to apply organisational resources to project activities. A project charter contains the following categories: Project title and description Project manager assigned and authority level Project objective statement Business case (why is the project done?) Product Description/Deliverables Effective Date : 19 Oct 2020 Chap 2 Page 31 of 75 SEG/SCSC Define Project Parameters In summary in defining the project parameters, the following validation and concurrence must be achieved: Define project parameters Effective Date : 19 Oct 2020 Chap 2 Page 32 of 75 SEG/SCSC 2.2.1 Project Initiation & Organisation Establish a Project Framework Project Management Project Initiation Project Planning Project Execution Project Closure & Organisation Monitoring & Control 2.1 Develop 3.1 Collect Data 4.1 Conduct 1.1 Organize WBS Updates Status Review Project Team 2.2 Approx 3.2 Adaptive 4.2 Close 1.2 Define Duration Action Project File Parameters 2.3 Generate 3.3 Report 1.3 Establish Gantt Chart Project Status Framework Effective Date : 19 Oct 2020 Chap 2 Page 33 of 75 SEG/SCSC Establish a Project Framework A framework defines agreements made by project team as to how the team will operate. In addition to clarifying expectations of project participants, a project framework also ensures that important decisions are made early and documented. A project framework should encompass these 4 areas: Planning, Tracking, Practices, Relationships. The project framework should try to address the following 4 questions: What is it? Who does it? Why do it? (help us to control) How is it done? Effective Date : 19 Oct 2020 Chap 2 Page 34 of 75 SEG/SCSC Establish a Project Framework The project manager, along with several team members, should review the project framework checklist to establish clear operating principles for the project. These framework decisions should be reviewed and agreed by the entire project team and properly documented. It should be noted that a project framework checklist is only a guide. Prepare draft answers where appropriate (ensure that critical information is included), write down the reason for each decision and all assumptions made. Effective Date : 19 Oct 2020 Chap 2 Page 35 of 75 SEG/SCSC Establish a Project Framework Planning Decisions checklist What does the plan include? ▪ Does it meet customer’s/management’s needs? ▪ What product or service life cycle does it follow? ▪ What are the outputs from the planning process? ▪ What project management tools are going to be used? ✓ Eg PERT= Project Evaluation and Review Technique ✓ CPM = Critical Path Method ✓ Gantt Chart Who is responsible for developing the project plan? ▪ If more than one person, who should be involved? ▪ What are the specific roles and responsibilities of each participant? Effective Date : 19 Oct 2020 Chap 2 Page 36 of 75 SEG/SCSC Establish a Project Framework Planning Decisions checklist Who needs to be informed of decisions made? ▪ How will they be kept informed? ▪ Will a list of terms be distributed for better comprehension? Is there a plan to continuously improve the management of the project? ▪ Is there past experience on similar projects? ▪ How can we use them? Effective Date : 19 Oct 2020 Chap 2 Page 37 of 75 SEG/SCSC Establish a Project Framework Tracking Decisions checklist What types of meetings will we hold? (e.g general, top level, activity specific, etc) ▪ Where will they be held? ▪ How often will they be held? Who will define the strategy and methods for managing meetings effectively? ▪ Who will run these meetings? ▪ Who will produce an agenda to be distributed before each meeting? How will we get data from the project team members and others about the progress of each activity? How will we assess progress? ▪ Through Progress Review Meetings. Effective Date : 19 Oct 2020 Chap 2 Page 38 of 75 SEG/SCSC Establish a Project Framework Tracking Decisions checklist What reports will be generated? ▪ Who will generate, analyse and distribute them? ▪ To whom should they be distributed? Effective Date : 19 Oct 2020 Chap 2 Page 39 of 75 SEG/SCSC Establish a Project Framework Practices Decisions checklist What should the project file contain? ▪ How will the project information be kept? ▪ Who will create the project file? ▪ Who will update and maintain it? Will changes to the file be allowed? When will the plan baseline be frozen? ▪ Who will decide to freeze the plan? ▪ What will the decision to freeze the plan be based on? Who will have change approval authority? ▪ What documents will be presented for change approval? ▪ How will we document approved plan changes? ▪ What information should be kept to provide a historical basis for continuous improvement? Effective Date : 19 Oct 2020 Chap 2 Page 40 of 75 SEG/SCSC Establish a Project Framework Practices Decisions checklist Will a project assessment (continuous improvement) meeting be held? ▪ Who will attend? ▪ What subjects will be addressed? ▪ How often during the project life will an assessment be done? How will we document the project assessment so that others can learn from our experience? ▪ What information should be kept to provide a historical basis for continuous improvement? What is the release plan process for this project? ▪ Is the product release part of this project? ▪ Who owns the release plan? ▪ By when should the plan be fully defined? ▪ Who has the authority to approve it? Effective Date : 19 Oct 2020 Chap 2 Page 41 of 75 SEG/SCSC  Establish a Project Framework Relationship Decisions checklist What departments or organisations will we need to interact with during the life of the project? What are the roles and responsibilities of each dept (reviewer, approver, creator, etc)? How do we communicate? ▪ Among ourselves (project team) and with others outside the team? ▪ How frequently do we need to communicate? What is the process we will use to resolve disagreement? ▪ What is the conflict resolution process? ▪ What is the standard decision making process? What is the escalation process we will use for making decisions? ▪ Who has final decision making authority? ▪ Who decide when to escalate a problem? Effective Date : 19 Oct 2020 Chap 2 Page 42 of 75 SEG/SCSC 2.2.2 Project Planning 2.2.1 Project Initiation and Organisation Organise a project team Define parameters Establish framework 2.2.2 Project Planning Develop Work breakdown Structure (WBS) Approximate duration of Tasks Generate Gantt Chart 2.2.3 Project Execution, Monitoring & Control Collect and update status of project Plan and take adaptive action Report project status 2.2.4 Project Closure Conduct Review Close the project file Effective Date : 19 Oct 2020 Chap 2 Page 43 of 75 SEG/SCSC 2.2.2 Project Planning Develop Work Breakdown Structure Project Management Project Initiation Project Planning Project Execution Project Closure & Organisation Monitoring & Control 2.1 Develop 3.1 Collect Data 4.1 Conduct 1.1 Organize WBS Updates Status Review Project Team 2.2 Approx 3.2 Adaptive 4.2 Close 1.2 Define Duration Action Project File Parameters 2.3 Generate 3.3 Report 1.3 Establish Gantt Chart Project Status Framework Effective Date : 19 Oct 2020 Chap 2 Page 44 of 75 SEG/SCSC Develop Work Breakdown Structure Work breakdown structure (WBS) is a tool for identifying and presenting project work in a hierarchical and logically structured manner. The purpose of WBS is to ensure that all of the work required to meet the objectives is properly identified, defined and assigned. The key elements of WBS are listed below: Sequence is not important Completeness is important Verb/noun symbolises task & activity Each breakdown needs a minimum of 2 tasks Develop work breakdown structure Effective Date : 19 Oct 2020 Chap 2 Page 45 of 75 SEG/SCSC Develop Work Breakdown Structure WBS Development Process Work breakdown structure is best developed using a top-down approach to identify 4 to 7 major components of work. These major components can be grouped by: Product deliverables (Major deliverable 1, MD2, MD3) Life cycle phases (develop spec, coding, program testing) Functional responsibilities (IT, marketing, finance) Geographical location (Singapore, India, Hong Kong) It should be noted that WBS development process is a team process and should not be done by the project manager alone. Effective Date : 19 Oct 2020 Chap 2 Page 46 of 75 SEG/SCSC Develop Work Breakdown Structure WBS Development Process The work breakdown structure is validated by using a bottom-up approach or another organisation of top level. Work Breakdown Structure Effective Date : 19 Oct 2020 Chap 2 Page 47 of 75 SEG/SCSC Develop Work Breakdown Structure WBS Format and Coding Coding allows for easy reference when working with the work breakdown structure. In addition, coding also reduces confusion during discussions on the tasks. The typical coding structure is numeric (1.2.3). WBS format and coding Effective Date : 19 Oct 2020 Chap 2 Page 48 of 75 SEG/SCSC 2.2.2 Project Planning Approximate Duration of Tasks Project Management Project Initiation Project Planning Project Execution Project Closure & Organisation Monitoring & Control 2.1 Develop 3.1 Collect Data 4.1 Conduct 1.1 Organize WBS Updates Status Review Project Team 2.2 Approx 3.2 Adaptive 4.2 Close 1.2 Define Duration Action Project File Parameters 2.3 Generate 3.3 Report 1.3 Establish Gantt Chart Project Status Framework Effective Date : 19 Oct 2020 Chap 2 Page 49 of 75 SEG/SCSC Approximate Duration of Tasks The approximation of duration of the tasks relies largely on previous experience and documented history to determine the effort required. Durations are assigned by owners of the tasks where padding should be avoided (use the most likely duration). All assumptions should be documented for review at a later date. The number of persons working on each task and the training(s) requirements should also be documented. The relationships among effort, duration and calendar time. Effective Date : 19 Oct 2020 Chap 2 Page 50 of 75 SEG/SCSC 2.2.2 Project Planning Generate Gantt Chart Project Management Project Initiation Project Planning Project Execution Project Closure & Organisation Monitoring & Control 2.1 Develop 3.1 Collect Data 4.1 Conduct 1.1 Organize WBS Updates Status Review Project Team 2.2 Approx 3.2 Adaptive 4.2 Close 1.2 Define Duration Action Project File Parameters 2.3 Generate 3.3 Report 1.3 Establish Gantt Chart Project Status Framework Effective Date : 19 Oct 2020 Chap 2 Page 51 of 75 SEG/SCSC Generate Gantt Chart Effective Date : 19 Oct 2020 Chap 2 Page 52 of 75 SEG/SCSC  Generate Gantt Chart A Gantt Chart is a simple representation of a project from the view of time taken and resources required for each activity at any point in time. Resources refer to contractors, team members, etc. It is a useful communication tool which is easy to understand and provides an overview of the responsibility and progress on the project. Effective Date : 19 Oct 2020 Chap 2 Page 53 of 75 SEG/SCSC 2.2.3 Project Execution, Monitoring & Control 2.2.1 Project Initiation and Organisation Organise a project team Define parameters Establish framework 2.2.2 Project Planning Develop Work breakdown Structure (WBS) Approximate duration of Tasks Generate Gantt Chart 2.2.3 Project Execution, Monitoring & Control Collect and update status of project Plan and take adaptive action Report project status 2.2.4 Project Closure Conduct Review Close the project file Effective Date : 19 Oct 2020 Chap 2 Page 54 of 75 SEG/SCSC 2.2.3 Project Execution, Monitoring & Control Collect Data & Update Status Project Management Project Initiation Project Planning Project Execution Project Closure & Organisation Monitoring & Control 2.1 Develop 3.1 Collect Data 4.1 Conduct 1.1 Organize WBS Updates Status Review Project Team 2.2 Approx 3.2 Adaptive 4.2 Close 1.2 Define Duration Action Project File Parameters 2.3 Generate 3.3 Report 1.3 Establish Gantt Chart Project Status Framework Effective Date : 19 Oct 2020 Chap 2 Page 55 of 75 SEG/SCSC Collect Data & Update Status Project execution, control & monitoring consists of the following: Monitoring the environment (collect info & update status). Manage change (analyse variance). Track progress (taking adaptive action when necessary). Communicate progress (report project status). The benefits include: Provides a clear indication of progress. Keeps everybody informed. Encourage addressing all problem areas. Provides credible completion estimates. Collecting info and updating of status is important to the project’s success because it ensures that: Problems are tracked early. Progress is visibly demonstrated. Communication is on going. Effective Date : 19 Oct 2020 Chap 2 Page 56 of 75 SEG/SCSC 2.2.3 Project Execution, Monitoring & Control Plan and Take Adaptive Action Project Management Project Initiation Project Planning Project Execution Project Closure & Organisation Monitoring & Control 2.1 Develop 3.1 Collect Data 4.1 Conduct 1.1 Organize WBS Updates Status Review Project Team 2.2 Approx 3.2 Adaptive 4.2 Close 1.2 Define Duration Action Project File Parameters 2.3 Generate 3.3 Report 1.3 Establish Gantt Chart Project Status Framework Effective Date : 19 Oct 2020 Chap 2 Page 57 of 75 SEG/SCSC Plan and Take Adaptive Action Often, actual activities (pertaining to schedule, resource and scope) deviate from planned activities. This is known as variance. After identifying the reasons (causes) and the impact on the project, the project manager has to plan for adaptive action. One of the responsibilities of a project manager is to continuously and systematically respond to changes in the project and maintain a focus on achieving the project objectives. The following must be carried out when doing a plan for adaptive action: Involve the team members in the planning process. Review project change control process, project framework, risk management plan as the environments are dynamic. Re-visit all assumptions and consider schedule, resource and scope. Check status data for accuracy. Implement contingency plan. Hold key milestones while re-arranging task schedule. Re-plan/re-estimate schedule or resource plan while deleting original schedule. Effective Date : 19 Oct 2020 Chap 2 Page 58 of 75 SEG/SCSC Plan and Take Adaptive Action When taking adaptive action, the following are to be carried out: Implement new plan Communicate any changes to team members Get buy-in from project team Remember to document all changes Follow up is best carried out with the following in mind: Changes in one aspect of the project (scope, schedule and resource usage) will affect others Monitor any changes carefully Effective Date : 19 Oct 2020 Chap 2 Page 59 of 75 SEG/SCSC 2.2.3 Project Execution, Monitoring & Control Report Project Status Project Management Project Initiation Project Planning Project Execution Project Closure & Organisation Monitoring & Control 2.1 Develop 3.1 Collect Data 4.1 Conduct 1.1 Organize WBS Updates Status Review Project Team 2.2 Approx 3.2 Adaptive 4.2 Close 1.2 Define Duration Action Project File Parameters 2.3 Generate 3.3 Report 1.3 Establish Gantt Chart Project Status Framework Effective Date : 19 Oct 2020 Chap 2 Page 60 of 75 SEG/SCSC  Report Project Status The objective of reporting project status is to provide information about the status of the project. One should focus on information that is essential for successful project decision making. When communicating project status, we should take note of the following: To be done at least once a month as management and customer do not like surprises State overall % of completion (e.g 50% completed). Emphasize on status of milestones State major tasks completed during this period Provide project analysis and highlight any variance and adaptive action taken State major tasks for next period (next 2 weeks to next month) Outstanding issues such as updated schedules, updated milestones and updated cost spreadsheet Effective Date : 19 Oct 2020 Chap 2 Page 61 of 75 SEG/SCSC 2.2.4 Project Closure 2.2.1 Project Initiation and Organisation Organise a project team Define parameters Establish framework 2.2.2 Project Planning Develop Work breakdown Structure (WBS) Approximate duration of Tasks Generate Gantt Chart 2.2.3 Project Execution, Monitoring & Control Collect and update status of project Plan and take adaptive action Report project status 2.2.4 Project Closure Conduct Review Close the project file Effective Date : 19 Oct 2020 Chap 2 Page 62 of 75 SEG/SCSC 2.2.4 Project Closure After the customer has accepted the final deliverables, it is still not the end of the project as the PM needs to go through the process of project closure. The following are some key considerations: Announce end of project Conduct final project review Debrief key learning Deliver acknowledgements and rewards Closing ritual (celebration) Complete paperwork Contract Payment Schedule update Document lessons learnt Close project file Effective Date : 19 Oct 2020 Chap 2 Page 63 of 75 SEG/SCSC 2.2.4 Project Closure Conduct Review Project Management Project Initiation Project Planning Project Execution Project Closure & Organisation Monitoring & Control 2.1 Develop 3.1 Collect Data 4.1 Conduct 1.1 Organize WBS Updates Status Review Project Team 2.2 Approx 3.2 Adaptive 4.2 Close 1.2 Define Duration Action Project File Parameters 2.3 Generate 3.3 Report 1.3 Establish Gantt Chart Project Status Framework Effective Date : 19 Oct 2020 Chap 2 Page 64 of 75 SEG/SCSC Conduct Review Conduct a review which highlights both what went right and what went wrong. Purpose of review is not to engage in finger pointing but to minimise problems in future. Take note of the following: Essential for continuous improvements. Identify elements contributing to success of project. Avoid problems in future and identify process that needs improvements and refinements. Capture key learning which are invaluable for future project planning. Effective Date : 19 Oct 2020 Chap 2 Page 65 of 75 SEG/SCSC 2.2.4 Project Closure Close the Project File Project Management Project Initiation Project Planning Project Execution Project Closure & Organisation Monitoring & Control 2.1 Develop 3.1 Collect Data 4.1 Conduct 1.1 Organize WBS Updates Status Review Project Team 2.2 Approx 3.2 Adaptive 4.2 Close 1.2 Define Duration Action Project File Parameters 2.3 Generate 3.3 Report 1.3 Establish Gantt Chart Project Status Framework Effective Date : 19 Oct 2020 Chap 2 Page 66 of 75 SEG/SCSC Close the Project File The process of closing the project file involves the following: Complete all final review documents. Bundle all status report and label them to ensure that individual papers are not lost. Send all project files for archiving. PM is responsible for ensuring that all project files are stored properly. Effective Date : 19 Oct 2020 Chap 2 Page 67 of 75 SEG/SCSC  Chapter 2.3 Aerospace System development process Effective Date : 19 Oct 2020 Chap 2 Page 68 of 75 SEG/SCSC 2.3 Aerospace System development process Major Milestones in the avionics development process ▪ The majority of aircraft systems has electronics (hardware) associated with the control function which is usually controlled or driven by software. The development process of such an aircraft system typically follows 5 major milestones. ▪ These are: System Requirement Review (SRR), System Design Review (SDR), Software Specification Review (SSR), Preliminary Design Review (PDR), Critical Design Review (CDR). System Design Prelim Design Review (PDR) Critical Design Hardware Devt Review (SDR) Review (CDR) System Reqt Review (SRR) Requirements Prelim Hardware Detailed Hardware Analysis Design Hardware Build Design Prelim Integration System & Test Design (PSD) Requirements Prelim Detailed software Analysis Software software Coding & test Design Design Software Devt Software specs Prelim Design Critical Design Review (SSR) Review (PDR) Review (CDR) Effective Date : 19 Oct 2020 Chap 2 Page 69 of 75 SEG/SCSC  2.3 Aerospace System development process System Requirements Review (SRR) System Design Prelim Design Review (PDR) Critical Design Hardware Devt Review (SDR) Review (CDR) System Reqt Review (SRR) Requirements Prelim Hardware Detailed Hardware Perceived Analysis Design Hardware Build System Design Reqt Prelim Integration System & Test Design (PSD) Requirements Prelim Detailed software Analysis Software software Coding & test Design Design Software Devt Software specs Prelim Design Critical Design Review (SSR) Review (PDR) Review (CDR) A top-level multidisciplinary review of the perceived system requirements; what the system is required to achieve. Successful completion of SRR leads to a preliminary system design (PSD). Define a conceptual system solution to address system requirements. Depending on product type, typical considerations include: ✓ Functions ✓ Software code size ✓ How many operating hours, MTBF ✓ Dimensions, size, weight ✓ Power requirements eg current, voltage (28VDC, 115VAC, 400Hz 3-ph) ✓ Environmental factors eg temperature, pressure, humidity, etc Effective Date : 19 Oct 2020 Chap 2 Page 70 of 75 SEG/SCSC 2.3 Aerospace System development process System Design Review (SDR) System Design Prelim Design Review (PDR) Critical Design Hardware Devt Review (SDR) Review (CDR) System Reqt Review (SRR) Requirements Prelim Hardware Detailed Hardware Analysis Design Hardware Build Design Prelim Integration System & Test Design (PSD) Requirements Prelim Detailed software Analysis Software software Coding & test Design Design Software Devt Software specs Prelim Design Critical Design Review (SSR) Review (PDR) Review (CDR) ▪ The hardware SDR follows immediately the preliminary design phase (PSD). ▪ A top-level review of system hardware characteristics such that the preliminary design may proceed with confidence. ▪ Key hardware characteristics are reviewed to ensure that there are no major mismatches between the system requirements and what the hardware is capable of supporting. Effective Date : 19 Oct 2020 Chap 2 Page 71 of 75 SEG/SCSC  2.3 Aerospace System development process Software Specification Review (SSR) System Design Prelim Design Review (PDR) Critical Design Hardware Devt Review (SDR) Review (CDR) System Reqt Review (SRR) Requirements Prelim Hardware Detailed Hardware Analysis Design Hardware Build Design Prelim Integration System & Test Design (PSD) Requirements Prelim Detailed software Analysis Software software Coding & test Design Design Software Devt Software specs Prelim Design Critical Design Review (SSR) Review (PDR) Review (CDR) The SSR is essentially a similar process to the hardware SDR, but doing the software requirements analysis. Understand any limitations such as throughput, timing or memory which the adopted hardware solution may impose. Both SDR and SSR allow the preliminary design to be developed up to the preliminary design review (PDR). Effective Date : 19 Oct 2020 Chap 2 Page 72 of 75 SEG/SCSC  2.3 Aerospace System development process Preliminary Design Review (PDR) System Design Prelim Design Review (PDR) Critical Design Hardware Devt Review (SDR) Review (CDR) System Reqt Review (SRR) Requirements Prelim Hardware Detailed Hardware Analysis Design Hardware Build Design Prelim Integration System & Test Design (PSD) Requirements Prelim Detailed software Analysis Software software Coding & test Design Design Software Devt Software specs Prelim Design Critical Design Review (SSR) Review (PDR) Review (CDR) First detailed review of the initial design (both hardware and software) versus the system requirements. Include preliminary tests and/or software simulation. Usually the last review before committing major design resources to the Detailed design process as well as committing major program resources and investment. Effective Date : 19 Oct 2020 Chap 2 Page 73 of 75 SEG/SCSC 2.3 Aerospace System development process Critical Design Review (CDR) System Design Prelim Design Review (PDR) Critical Design Hardware Devt Review (SDR) Review (CDR) System Reqt Review (SRR) Requirements Prelim Hardware Detailed Hardware Analysis Design Hardware Build Design Prelim Integration System & Test Design (PSD) Requirements Prelim Detailed software Analysis Software software Coding & test Design Design Software Devt Software specs Prelim Design Critical Design Review (SSR) Review (PDR) Review (CDR) By the time of the CDR, major effort, resources, investment will have been committed to the program. Identify final design flaws, or trade off risks of one path implementation verves another. Last opportunity to review and alter the direction of design before very large commitments and final design decisions are made. Major changes in system design after CDR will be very costly in terms of cost and schedule. Effective Date : 19 Oct 2020 Chap 2 Page 74 of 75 SEG/SCSC  2.3 Aerospace System development process Integration and Test phase System Design Prelim Design Review (PDR) Critical Design Hardware Devt Review (SDR) Review (CDR) System Reqt Review (SRR) Requirements Prelim Hardware Detailed Hardware Analysis Design Hardware Build Design Prelim Final Integration System Product & Test Design (PSD) Requirements Prelim Detailed software Analysis Software software Coding & test Design Design Software Devt Software specs Prelim Design Critical Design Review (SSR) Review (PDR) Review (CDR) Both hardware build and software coding are integrated and tested leading to final product realization. During the test phase (also known as qualification), the final product is subject to a rigorous test program to verify its fitness for purpose. This include analysis, modelling, and functional testing both on ground or flight trials. Even after system validation and certification or when product is in service, there could be product modifications for performance, reliability or maintainability reasons. Effective Date : 19 Oct 2020 Chap 2 Page 75 of 75 SEG/SCSC