TEAM. Planning & Next Steps

Transcription

1 TEAM Planning & Next Steps

2 One Hundred Rules for NASA Project Managers The seeds of problems are laid down early. The review of most failed projects or project problems indicate the disasters were well planned to happen from the start. -NASA

3 Why Is TEAM So Successful?

4 Funny TEAM Fails The TEAM that said nothing.. The TEAM member that flipped a coin The TEAM that couldn t work together The other person will do the work TEAM The TEAM of racehorses, all going in different directions. The last minute TEAM The advisor with Who s my TEAM? The project plan is for other people TEAM

5 eering.webex.com WEBEX Login - Client Tell clients to click there

6 Login ngineering.webe x.com Username: e.queensu.ca Pwd: Team10 Case sensitive

7 Fall Deliverables Sept 28 th Fall Project Plan Before Oct 7 th 1 st Client meeting minutes Advisor meeting minutes Nov 13 th Technical Background Document (see TEAM manual) Project Plan Nov 14 onward Book meeting w Instructor to Review PP Before Dec 10 th Progress Report Submission of Statement of Work to Client for Signature

8 Today - Project Plan Why Create A Plan? What is a Project Plan? How do you Make One?

9 Project Plans Past, Present, Future Have you ever divided up a the work between members, assigned responsibilities, met to review progress, and submitted an assignment on time you: Planned Monitored Delivered a Project

10 What Is A Project Plan? Communication Document between the project team, the client, and observers Explanation of Why the Project is being done A list of deliverables and expectations for quality A list of who should be involved and how An explanation of the steps, and their order, that will be taken, their duration.

11 What Is A Project Figuring Out What To Do (Planning) Communicating Tasks To Others Doing Knowing When Complete Project Management Knowing & Communicating Status Knowing If Things Are Going Wrong Early Enough to Fix or Abandon (Risk Management)

12 TOC Fall Project Plan Justification, Cost / Benefit Analysis / Value Add Statement Objectives / Deliverables Constraints Assumptions Technical Requirements/Specifications Report Table of Contents Evaluation Matrix and/or Financial Model Framework Key Contacts Audience List Work Break Down Structure Activity List Network Diagram (Ordered Activity List) Gantt Chart Can be Combined Risk Analysis Communication Plan

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14 Planning Objectives and Deliverables are important. You must: Understand Document But Project Justification is probably more important. Better Decision making during the project Better Prioritization of Deliverables Focusing on what really needs to happen

15 Brookfield Project Climate Change: Impacts on Renewable Energy Industry Climate change introduces increasing challenges for the renewable energy industry with evolving weather patterns, changing natural landscapes, and declining water availability. These will undoubtedly affect operational practices, laws and regulations as well as the various energy markets as they stand today. Justification: Why Is This Important to Brookfield?

16 5 Why s Method Why Why Why Why Why Why The Project? Climate Change Is Important To Brookfield? Why Climate Change? What Challenges? Why is Policy Important???? Why Are Projects Evaluated with Policy Considerations???? Shallow Understanding Deep Understanding

17 Justification Part II Cost Benefit Analysis Follow The Money! Identify the factors!! Your Project (Report) Your Implemented Ideas Value Add Analysis: Determine How YOU are Adding Value to the Organization What is it that we can do better than our clients?

18 Take Away In Your Path to Creating List of Things to do: Find out why the client wants the project Five why s Cost Benefit Value Add Analysis

19 Fall Project Plan Objective: Write a project plan for Winter Why: So we don t screw up and miss important items in the winter. We know a key activity is to identify important items and to do so we should try to justify why they are important Fall Activity: Develop a process to identify items, prioritize them, and a format to document them in. Process will be Prioritization will be done by Documentation will be done in a word table.

20 Audience List Client Government General Public You Operators Client s Customers Construction

21 Work Break Down Logical Decomposition of the Final Product Deliverables Not necessarily organized in a timing way

22 Class Exercise Decompose A House into Logical Deliverables But Breakdown Is Done by:

23 Breakdown of Deliverables Deliverables Final Report WBS Capital Costs Economic Analysis Operating Costs Risk Analysis Technical Analysis Sustainability Analysis Deliverables can be estimated and confirmed complete Equipment List Material Balance Safety Analysis Activity List Size Equipment Work Packages can be broken into Activities which are put on the Schedule Note: Verb

24 Activities High Level - Activities / Deliverables Use a verb & describe this well Simulation Duration: (2 wk) Responsible: Pat Calc Operating Cost Duration: (1 day) Responsible: Dave Predecessor: Material Flow Rates, Simulation Cost Info Durations - need experience, use wiki Many people contributing, one person s reputation What do you need before you can start, or Before you can finish. This will spawn earlier activities Predecessor: Kinetics, Property Package, Component Selection Colour Code by Person, Job Function,

25 Simmering Those Pots

26 Network Diagram - Brown Paper Exercise Sept Oct Nov Business Objectives Received Sized Equipment 2 weeks Operating Cost (1 day) Capital Cost 1 day Economics (2 days) Report Safety Analysis 1 week Present

27 Critical Path Task Duration Earliest Start Earliest Finish Latest Start Latest Finish A task is critical if the earliest & latest finish times are equal Any delay in a critical task will force a delay in the project If a task is not critical, it has slack time Slack is the difference between the latest finish and the earliest finish Presentation to CHEE

28 MS Project Available for free from Queen s Don t Need the FINISH column Right click, Choose Insert column Scroll to Predecessors

29 Monitoring and Controlling The first sign of trouble comes from the schedule or the cost curve. Engineers are the last to know they are in trouble. Engineers are born optimists - NASA

30 Secrets to Success Understand your Client Leverage Your Advisor Under Promise, Over Deliver Get ahead of the Curve

31 Everything you say and Everything you do is a Reflection on You, TEAM, APPLIED SCIENCE, and QUEEN s

32 Clients & Advisors Are Busy!

33 Requests From Our Advisors Be Clear! Let your advisor know what exactly you want them to review Grammar & Spelling Schedule/duration or depth of WBS Technical aspects Recommendations Exec Summary Don t waste their time! Do a first pass of editing before you send it, or communicate you will do this later. Make sure you have enough time to incorporate their comments

34 Advisors & Clients Need to Prepare Send Agenda & Review Documents the Day or Day(s) before

35 Allow for Preparation ~2 Days Before Day of Meeting Send earlier if big document

36 Agenda Project Needs Travel Arrangement Process Dept

37 Proper Agenda Briefing! Timing Resp Discuss Project Needs Is $1500 enough budget? - See attached breakdown Project Vision: To Provide a Prioritized Review of Technologies and their Development State That Relate to Green house Gas Travel Arrangements Will we travel by train or car? Who s booking car? When does it need to be booked by? Process Department Summary of GHG Emission calc will be presented no discussion necessary 10 min P.B 15 min J.B. 1 min D.M 1 min 2 min 30 min F.D N.B. If someone sends you information prior to a meeting you need to have read it and be ready to discuss it!

38 APSC 400 website useful documents Meeting Minutes WHO, Where, When WHAT Was Discussed WHAT Was Agreed, Actions, dates and responsibilities as result Next Meeting Date / Time

39 Meetings Bloody Meetings

40 Next Steps

41 First Client Meeting Client will talk in company speak you must stop them and ask them to clarify. Come prepared with Questions & Templates of PP. Review Project Management for Dummies! Show up with a template for the SOW/PP and review it with the client Audience list! Get it started at the meeting. Discuss/determine project objectives Ask how success will be measured smart objectives Cost /Benefit analysis - Ask about the benefits of the project to the company Ask for good references to begin you background research

42 Final Report Table of Contents

43 First Client Meeting TEAM projects usually involve some evaluation of different ideas Create the evaluation matrix and/or Financial Evaluation Models now. Discuss the criteria of your options and importance or the relative weights Scope s are negotiable, so talk to your client

44 Admin Forms: Field trip, fill in and return to Oxana Phone code form - sign Submit files: By paper, and electronically using Owncloud

45 Final Words