8/26/2014 1

Engineering Planning
and Project Management
CEE 9510
Lecturer: Kevin McGuire P. Eng.,
M. Eng., PMP

Your instructor
UNB 1991
UWO 2006
PMP 2005
Construction in T.O. 2 years
Siemens in London 14 years (automotive)
Honeywell in London 5 years (construction)
V.O.N. 4 years
Fanshawe College connection
UWO Continuing Studies connection
The Course Outline
Lets take a few minutes and review the course outline so we all have
the same understanding regarding this course.
What are your expectations?
How proficient is the group with Owl Sakai
Finalizing the course dates
You have a knack for engineering,
but do you have a knack for PM
work?
At this point in your
academic careers,
you have established
that you are
intelligent.
But do you have a
feel for everything it
takes to be
successful in the
workplace?
The Knack
Here is what it really takes to
be a Project Manager.





Cat Herding & the Running of the Squirrels
The best PM candidates in our class
will solve this riddle the quickest.
Who calls out the color of their hat? I can tell you that the man in this group
of 4 who does shout it out is the best PM candidate. Why do I say that?
The Convoy Concept
This concept is finally taking hold in many of the more steadfast
industries. We will discuss it briefly.
In particular doctors and engineers are seeing the benefit in
professional project management in their activities. That can at times
mean managing parts of the scientific research that have traditionally
been looked at in only the most ad hoc manners.
What is a Project?
The best definition of this I have seen is:
A project is not a process. A project is a
collection of tasks organized to have
defined start and finish with the purpose
of creating a product or service. It is an
undertaking that is unique, temporary,
and which will be progressively
elaborated as it proceeds but which has
a pre-defined set of objectives.


What are the objectives of
Project Management work?
The first challenge of project management is to
make sure that a project is delivered within
defined constraints. (timing, resources, money)

The second, more ambitious challenge is the
optimized allocation and integration of inputs
needed to meet pre-defined objectives.
The Triple Constraint
The time constraint refers to the amount
of time available to complete a project.
The cost constraint refers to the
budgeted amount available for the
project. The scope constraint refers to
what must be done to produce the
project's end result (and not done).

These three constraints are often
competing constraints: increased scope
typically means increased time and
increased cost, a tight time constraint
could mean increased costs and
reduced scope, and a tight budget could
mean increased time and reduced
scope.
Enterprise Environmental
Factors
Enterprise environmental factors refer to both internal and external
environmental factors that surround or influence a projects success.
They can arise from any of the enterprises involved in the project and
are generally an input to most planning processes.
Typical enterprise environmental factors include:
Organizational culture, structure, and process
Infrastructure
Company work authorization systems
Marketplace conditions
Stakeholder risk tolerances
Political climate
Organizations established communication channels
Existing Human resources and personnel administration
The Role of the Project Manager
The project manager is the person assigned by the performing
organization to achieve the project objectives.
He or she is different from the functional manager or operations
manager for an area. Those individuals are focused on management
oversight for an administrative area or are responsible for a facet of
the core business.
In addition to authority by virtue of position, the project manager needs
to possess the following characteristics:
Knowledge what the PM knows about project management
Performance what the PM can get done while applying their knowledge
Personal attitude, character, and leadership
Why are projects important?
1. The product life cycle shortens with improved efficiencies.
Constant innovation is therefore required. Ad hoc efforts fail in
the face of organized competition (e.g. electronics, automotive)

2. Product launch windows are narrow. (The concept of selling
product A while developing product B)

3. Increasingly complex and technical products. (Consumer
demand)

Why are projects important?
4. Emergence of global markets (Canada these days is more and more
a medium tech country often fulfilling the role of integrating the high
technology of Germany, Japan and the USA with cost effective labor
markets)

5. We are in a sustained economic period of low inflation. (Low inflation
limits corporations from raising prices to increase profits. The only
other option is managing costs)

Big Time Project Management
Portfolio Management
A portfolio refers to a collection of projects or programs that are
grouped together to facilitate effective management of that work to
meet strategic business objectives.
Example is infrastructure firm that groups its similar infrastructure
projects together to facilitate managing for a best return on
investment Example all wind projects grouped together in a program,
all solar grouped together in another program, all roads grouped
together in a third. The manager of all these programs is the portfolio
manager.
Portfolio management refers to the central alignment of one or more
portfolios. It focuses on ensuring alignment of projects with
organizational strategies.
Project Management A Chronology
As a discipline, project management developed from different fields of
application including construction, engineering, and defense.

In the United States, the forefather of project management is Henry Gantt
. He is best remembered for the development of the Gantt chart and
contributing to the early development of work breakdown structure tools.
His most important contributions occurred between 1910 and 1920.

Even more fundamental in the development of project management was
Frederick Winslow Taylor. In his paper The Principles of Scientific
Management in 1911 Taylor argued that decisions based upon tradition
and rules of thumb should be replaced by precise procedures developed
after careful study of an individual at work.

Scientific management is a method in management theory which
determines changes to improve labor productivity and its detailed
application in the workplace led to - for the first time - application of charts
to plan and track projects as workers efforts became standardized.

Project Management in the modern era
Prior to the 1950s, projects were managed on an ad hoc basis using mostly
Gantt Charts.

In the 1950's CPM (Critical Path Method) developed as a joint venture by
both DuPont Corporation and Remington Rand Corporation for managing
plant maintenance projects.

The PERT chart (Program Evaluation and Review Technique), an important
derivative of the Gantt chart was developed by Booz Allen Hamilton Inc. &
Lockheed Corp. in 1958 for the Polaris nuclear submarine program.

In 1969, the Project Management Institute (PMI) was formed to serve the
interest of the project management industry. The premise of PMI is that the
tools and techniques of project management are common even among the
widespread application of projects from the software industry to the
construction industry.

Taylor's Principles of Scientific
Management

Replace rule-of-thumb work methods with methods based on a scientific
study of the tasks.

Scientifically select, train, and develop each employee rather than passively
leaving them to train themselves.

Detailed instruction and supervision of each worker in the performance of that
worker's discrete task.

Divide work nearly equally between managers and workers, so that the
managers apply scientific management principles to planning the work and
the workers actually perform the tasks

These 4 principles proposed by Taylor standardized the way any employee's
work effort could be evaluated. They paved the way for planning time and
resource allocation tool development Gantt & PERT etc.
Scientific Management General
Approach
o Select workers with appropriate abilities for each job.
o Train each for a standard task.
o Plan work and eliminate work interruptions.
o Apply wage incentives for increase output

Scientific Management Basic
Elements

o Labor is defined and authority/responsibility is legitimized / official
o Positions placed in hierarchy and under authority of higher level
o Selection is based upon technical competence, training or experience
o Actions and decisions are recorded to allow continuity and memory
o Management is different from ownership of the organization
o Managers follow rules/procedures to enable reliable/predictable behavior


Players in the History of Project
Management
Henry Ford's mass production of large numbers of inexpensive
automobiles using the moving assembly line coupled with high
wages for his workers is known as Fordism. (Cars were available
in any color as long as it was black)

Frank and Lillian Gilbreths were scientists who sought to teach
managers that all aspects of the workplace should be constantly
questioned, and improvements constantly adopted. Their
emphasis on the "one best way" predates the development of
continuous quality improvement (CQI). The late 20th century
understanding that repeated motions can lead to workers
experiencing repetitive motion injuries is also attributed to their
pioneering work. (Frank Gilbreth was also the first to propose that
a surgical nurse should hand instruments to the surgeon as called
for saving arguably millions of lives by applying better motion
management to a problem). Motion studies therefore became
complemented to time studies ironically borrowed from the
construction industry.

Lillian Gilbreths 1878-1972
Henry Ford 1863-1947
Scientific Management A
Chronology
Scientific management was the first attempt to systematically treat management and process
improvement as a scientific problem.

Scientific management contributed to vastly better industrial process management.

With the advancement of statistical methods, the scientific management approach was
improved and became referred to as quality control in 1920s and 1930s.

During the 1940s and 1950s, the body of knowledge for doing scientific management evolved
into Operations Research and management cybernetics.

. In the 1980s we had total quality management then, in 2007 Six Sigma and Lean
manufacturing can be seen as new names for scientific management.

Shigeo Shingo, one of the creators of Lean Management who devoted his life to scientific
management, says that the Toyota Production System and Japanese management culture in
general should be seen as scientific management.
Selected Well Known Scientific
Management Concepts
cybernetics: Its focus is how anything (digital, mechanical or biological)
processes information, reacts to information, and changes or can be changed
to better accomplish the first two tasks

Six Sigma is a set of practices originally developed by Motorola to
systematically improve processes by eliminating defects. It asserts that:

1) Continuous efforts to reduce variation in process outputs is key to business success.
2) Manufacturing and business processes can be measured, analyzed, improved and
controlled.
3) Succeeding at achieving sustained quality improvement requires commitment from the
entire organization, particularly from top-level management

Lean Manufacturing: Derived from Toyota best practices it is dedicating to
reducing waste by now famous methods such as kanban, kaizen, poke-yoke,
usage of just in time automation etc.
Gantt Chart
PERT Chart
Work Breakdown Structure
A Work Breakdown Structure (WBS) is a fundamental project management
technique for defining and organizing the total scope of a project, using a
hierarchical tree structure.

The first two levels of the WBS (the root node and Level 2) define a set of
planned outcomes that collectively and exclusively represent 100% of the project
scope

A well-designed WBS describes planned outcomes instead of planned actions.

A well-designed WBS makes it easy to assign any project activity to one and only
one terminal element of the WBS.
Work Breakdown Structure
Network Diagrams
The work breakdown structure or the product breakdown structure
show the "part-whole" relations. In contrast, the project network shows
the "before-after" relations.
Mass Production Methods

Mass production is ideally suited to serve large, relatively homogeneous
populations of consumers, whose demand would satisfy the long production
runs required by this method of manufacturing.

Mass production is capital intensive, as it uses a high proportion of machinery
in relation to workers.

The machinery that is needed to set up a mass production line is so expensive
that there must be some assurance that the product is to be successful so the
company can get a return on its investment.

As a consequence mass production projects require clear understanding of the
consumer (marketing) as well as careful implementation planning (project
management).
Selected Mass Production
Benchmarks in History
During the renaissance the Venice arsenal would produce 1 ship per day. 16,000
people were employed.

In the 1400's Johannes Gutenberg published the Bible.

During the Industrial Revolution the Portsmouth Block Mills manufactured ships
pulleys for the British Navy

During the 1860's the Springfield Armory began mass producing guns using
interchangeable parts.

Mass production improved the day to day quality of consumer's lives and
generated a desire for more unique and complex products. Increasingly more
sophisticated derivatives of modern project management were used to deliver on
these desires.
Project Management Governing
Bodies
The Project Management Institute (PMI), incorporated in 1969, was founded
by five volunteers, with its headquarters in Newtown Square, outside
Philadelphia, Pennsylvania. It has published a number of standards related to
project management, and manages several levels of project management
certification.

The standard Project Management Body of Knowledge (PMBOK) guide,
currently in its third edition, is the only ANSI standard for project management.

There is presently no ISO project management standard, but the International
Project Management Association in co-ordination with PMI is in the process of
writing one.

As of 2006, PMI reported over 220,010 members and over 180,000 PMP
certificants in 175 countries.
Initiating, Planning, Executing,
Controlling, and Closing
Project Activities
Project Communication is Vital
Project Communication is Vital
Project Communication is Vital
Project Communication is Vital
Project Communication is Vital
The 2009 Polish Conference
Greatest benefits of formal PM practices
identified and summarized in report.
Intangible benefits are what customers
see, and they are very attracted to them.
Lets go through the curb and pavement
example
Future Trends in Project
Management
An increase in the scope of project management and system integration.
(Driven by the downsizing of middle management and its replacement by
project management).
a. strategic as opposed to tactical
b. increased PM responsibility via flat organizations
c. companies far more project oriented
Increasing discipline in the way projects are managed.
a. standardization via enterprise project management
b. standardization via external review techniques Project management
office.
More multicultural projects (The value of Spanish and Mandarin now as well
as French) .
Greater Risk management emphasis
More outsourcing of projects to expert project management companies.
Project Manager vs. Manager
PMs generally are entry level management positions.
Except in highly projectized organizations, PMs typically do not have
ownership of the employees they apply.
Again except in functional organizations PMs do not do salary
reviews, schedule vacation, or dole out discipline. This is the job of
the manager.
Project Managers are typically privy to significant amounts of
confidential information, both human resource and financial related.
This is similar to managers financially, but wrt personel, the access is
more tightly controlled.
The project manager does more than 90% of the day to day
management of the employee typically. This includes setting priorities
for the group and following up on them.

Project Stakeholders
All suppliers, customers, colleagues, sponsors, experts, interested
outside influences are project stakeholders and it is the PMs job to
manage all of them.
Without total stakeholder satisfaction, the project is measured as a
failure. This is an important distinction, and it explains why the Project
Management Institute generally quotes a figure of only 26% of projects
being classified as successes. Certainly in the great majority of cases
the good or service was delivered as expected, but due to stakeholder
dissatisfaction success cannot be claimed. Interestingly the figure
drops to only 10% for pharmaceutical trial projects.
Project Management in London
Many industries use professional project management practices in
London as evidenced by the 400+ members of the Project
Management Institute residing locally.
PMI SWOC or PMI Southwestern Ontario Chapter is an active group
that advocates for the market penetration of professional project
management practices here in London.
They along with other organizations such as Fanshawe College and
UWO provide education for the practitioners in our area.
Many companies and in fact many sectors do not appear to be as
highly evolved as others. This reflects a well know maturity gap in
project management methods at different firms. One of the purposes
of this course is to add to the commonality of practices locally.
Project Management in London
Project Management in London
All 3 of these sectors are significantly projectized, frequently deploying matrix business
organizations. The best way to organize Project Management is through a PM Office.