general project management 2003

Project Management - General

朱明茂 (James Chu)

Oct. 2003

Oct.2003

? Project

• I have a goal,

• I want to achieve the target byLimited Time & Budget by available Means through good Path

MdtdbBTMax

PMBTff

formulaSuccess

Tt

t

BB

bPp

s

0 0

,,,

:

T: limited time (begin to end)

B: limited budget (money)

M: available means (method)

P: clear path & milestone (Roadmap and objectives)

Oct.2003

What it takes for success ?

• Good plan (make sure everything plan ahead)• Good action control <project handling>

– stick to the plan

– act on the exception

• Good wrap up and hand over– Learn the lesson

– deliver the success

– honor the team member

Brief of Project Management

What a Project Manager have to do

6 Tasks for a project management

6 Steps for a project layout

Oct.2003

Project Manager’s Job

Raise the target & objectives- Scope

- comply to organization goal and constrain

Oct.2003

Project Manager’s Job

Prepare Project Plan

Oct.2003

Project Manager’s Job

Get the resource from stake holder

Oct.2003

Project Manager’s Job

Form a strong project team, define role, target for team member

and motivate them

Oct.2003

Project Manager’s Job

Follow the and control the progress, set control point and benchmark

Oct.2003

Project Manager’s Job

Progress report to the project sponsor, ensure the information flow through

all project level

Oct.2003

Project Manager’s Job

Periodical Review and learning

Oct.2003

Project Manager’s Job

•Deliver the success to Organization

•Honor the team members for achievement

Oct.2003

6 Tasks for project management

Task No.1 •Identify Projects

•Setting Priorities

•Understanding roles

•Self Assessment

Oct.2003

6 Tasks for project management

Task No.1 •Identify Projects

•Setting Priorities

•Understanding roles

•Self Assessment

Task No.2 •Analyze cost and benefit

•Define Objectives

•Initiate Action

•Identify Stake holder’s view

Oct.2003

6 Tasks for project management

Task No.1 •Identify Projects

•Setting Priorities

•Understanding roles

•Self Assessment

Task No.2 •Analyze cost and benefit

•Define Objectives

•Initiate Action

•Identify Stake holder’s view

Task No.3 •Identify Tasks

•Estimate Timescales

•Allocate Responsibility

•Assess Risks

Oct.2003

6 Tasks for project management

Task No.1 •Identify Projects

•Setting Priorities

•Understanding roles

•Self Assessment

Task No.2 •Analyze cost and benefit

•Define Objectives

•Initiate Action

•Identify Stake holder’s view

Task No.3 •Identify Tasks

•Estimate Timescales

•Allocate Responsibility

•Assess Risks

Task No.4 •Manage your team

•Delegate wherever possible

•Review progress frequently

•Make it happen

Oct.2003

6 Tasks for project management

Task No.1 •Identify Projects

•Setting Priorities

•Understanding roles

•Self Assessment

Task No.2 •Analyze cost and benefit

•Define Objectives

•Initiate Action

•Identify Stake holder’s view

Task No.3 •Identify Tasks

•Estimate Timescales

•Allocate Responsibility

•Assess Risks

Task No.4 •Manage your team

•Delegate wherever possible

•Review progress frequently

•Make it happen

Task No.5 •Engage Stakeholder early

•Clarify expectation

•Brief end users

•Celebrate success

Oct.2003

6 Tasks for project management

Task No.1 •Identify Projects

•Setting Priorities

•Understanding roles

•Self Assessment

Task No.2 •Analyze cost and benefit

•Define Objectives

•Initiate Action

•Identify Stake holder’s view

Task No.3 •Identify Tasks

•Estimate Timescales

•Allocate Responsibility

•Assess Risks

Task No.4 •Manage your team

•Delegate wherever possible

•Review progress frequently

•Make it happen

Task No.5 •Engage Stakeholder early

•Clarify expectation

•Brief end users

•Celebrate success

Task No.6 •Set up Learning System

•Praise Good Work

•Learn from Mistake

•Publicize findings

Oct.2003

• ,

Sounds logical,

but…….

I have different

opinion on the items

Oct.2003

Or, try to answer these ……..

Planning Phase Execution Phase Handover Review Phase

•How can I make things go according to plan?

•How much time can I spend on this?

•Who has a stake in my project?

•How can I make this idea happen?

•Who needs to be involved

•What will the benefit be?

•What is the project suppose to deliver?

•What is the logical sequence of tasks?

•Who will do what and when?

Oct.2003

Or, try to answer these ……..

Execution Phase Hand over / Review PhasePlanning Phase

•How can I keep everybody happy?•Can somebody else do this?•Who needs to know about changes?

Oct.2003

Or, try to answer these ……..

Execution Phase Hand over / Review PhasePlanning Phase

•Who is the hand over for?•When does hand over take place?•How do I plan for it?•What happen and why?•How can I learn from this?•What recommendation can I make ?

Oct.2003

Balancing the control factors

QualityCost

Time

Product Generating

Phases

Activities

•Time to market

•Performance Spec.•Resources

Oct.2003

Creating a planning in 6 steps

2. Define Milestones in time

3. List activities and relations

4. Determine Critical Path

5. Define buffers

6. Allocate resources

inte

rac

tio

n

After the project goal / objectives / scope defined

1. Work Break Down Structure leads planning

Project Plan Layout – 6 steps

Oct.2003

Step 1. WBS leads planning

SPS /65SDS /65

Resolution

SDS /65Throughput

SDS /65Reliability

EDS e-beam source

EDS Leveling

EDS Optics

EDS Alignment

Scan Control

EDSElec. Layout

EDS Mech. Layout

PlatformEDS

C&T Control

Material HandlingEDS

Wafer Handler

EDS Wafer Stage

EDS HW Drivers

Software Control

EDS Pattern Library

EDS Algorithm

EDS User Interface

Oct.2003

Step 2. Define Milestones in time

Define critical milestones – where several activities come together– are important for client delivery I.e. start integration,

shipping, first run

Perform backward planning of activities from milestones

Oct.2003

Step 3. List activities and relations

List activities (including the required documents)

Determine time required to finish activities (hours or days of work)

Sequential relationships between activities/ other projects

Claim resources

ID Task Name Exp Dur1 Write functional spec 4

2 Prepare Projectplan 4

3 Plan 2

4 Get Resources 2

5 Hold Kick-off 1

6 Design Hardware 10

7 Design Software 7

8 Integrate 5

9 Produce 10

10 Purchase 5

11 Assemble 2

12 Install 2

13 Service 1 day

Gantt Chart

Oct.2003

Step 4. Determine Critical Path

The critical path is the longest chain or path of activities from start up to finish

It is critical because the completion of activities on this path determine whether or not due dates are met

ID Task Name Exp Dur1 Write functional spec 4

2 Prepare Projectplan 4

3 Plan 2

4 Get Resources 2

5 Hold Kick-off 1

6 Design Hardware 10

7 Design Software 7

8 Integrate 5

9 Produce 10

10 Purchase 5

11 Assemble 2

12 Install 2

13 Service 1

Red pathis critical

Oct.2003

Step 5. Determine buffers

Determine of all activities an optimistic, pessimistic and expected time to finish that specific activity

Calculate the variance of:– The critical path between starts and

finishes– The string of activities feeding the

critical path Calculate the buffers

– Feeding buffer just before feeding lineenters critical path (Feeding Buffer is in time)

Fine-tuning of the critical path with resources from non-critical activities or from outside the project (Capacity Buffer)

FB

Time

Finish

Red = critical path

Mean time

Earliest start next critical path activity

CB

Oct.2003

Step 6. Allocate Resources

• The most controversial part ……….I have 6 tips ….

Oct.2003

Step 6. Allocate Resources -1

Here is where we are

going …..

Vision

Oct.2003

Step 6. Allocate Resources -2

You will be benefited

too !

Value

Oct.2003

Step 6. Allocate Resources -3

Support

I consider this is a

good plan, Ha.Ha...

Boss

Oct.2003

Step 6. Allocate Resources -4

You are one of the

link for Success ..

Team Spirit

Oct.2003

Step 6. Allocate Resources -5

Cooperation

Oct.2003

Step 6. Allocate Resources -6

Consensus

Oct.2003

Step 6. Allocate ResourcesTasks \ Functions

Product Meeting

PD

M

PR

M – M

anufacturing

Integral Proto &

Pilot

Planner

PL C

ustomer S

upport

Product M

anager

PD

M S

ustaining

Sales R

epresentative

B: Start phase 1 activities A C C C CInputsPlan Phase 1 R R R R RC: Start phase 2 activities A C C C CInputsResults of Review phase 1 R R R R RPlan phase 2 R R R R RD: Start phase 3 activities A C C C CInputsResults of Review phase 2 R R R R RPlan phase 3 R R R R RD1: Release Sales plan & start protoactivities

A C C C C C

InputsRelease proposals (*) R R RE: Start phase 4 activities A C C C C CInputsResults of Review phase 3 R R R R R RPlan phase 4 R R R R R RE1: Start pilot production activities A C C C C CInputsPilot release proposal R R

RequiredTasks

ResourcesOwner

Responsibility

Oct.2003

Project Action Control

Deming CyclePlanObjectivesMethod

DoTrain

Execute

ActRemedies

Future action

CheckAgainst Objectives/method