INDE 6332 ENGINEERING PROJECT MANAGEMENT CHAPTER 3 Part 2 University of Houston Dept. of Industrial Engineering Houston, TX 77204-4812 (713) 743-4195
INDE 6332ENGINEERING PROJECT MANAGEMENT
CHAPTER 3Part 2
University of HoustonDept. of Industrial Engineering
Houston, TX 77204-4812(713) 743-4195
AGENDA
Homework/Project Critical Chain Continue with chapter 3 Sections 3.4, 5, 6
INDE 7397 International Project Management
HOMEWORK/PROJECT
European Union (EU) Recreational Craft Directive A, B, C, D… Stability, buoyancy, handling http://www.imci.org/downloads/CCpaperEN.pdf
Classification systems Construction assurance Insurance purposes Special plaque Lloyds and ABS…
EU CATEGORIES
Category A – Ocean Extended voyages, winds over force 8 (34-40 knots), wave heights
of 4 m and above, largely self sufficient Category B – Offshore
Offshore voyages, up to winds of force 8, waves up to 4 m Category C – Inshore
Coastal waters, large bays, etc., winds up to force 6 (22-27 knots), waves up to 2 m.
Category D – Sheltered Winds up to force 4, waves up to 0.5 m.
CLASSIFICATION SYSTEMS
Lloyds Lloyd's Register of Shipping Oldest classification system, 18th century +100A1 classification
ABS American Bureau of Shipping 1862 +A1 classification
What is examined…
WHAT IS EXAMINED FORLLOYDS +A100 AND ABS +A1
A full set of plans be submitted for review and approval A surveyor is present during most of the construction process as
well as for the sea trials. All material used in the boat is tested In the case of aluminum or steel yachts, each plate must have a
society approval stamp and each welder must pass rigorous tests, samples of random welds will be X-rayed and corrected if necessary
For fiberglass yachts, the surveyor takes careful note of material storage methods, lay-up procedures, curing times, and then performs hardness tests on sample sections.
CRITICAL CHAIN
Chapter 4 Main characters Plot line
PROJECT MANAGER
Functional versus project managers Project manager responsibilities Special demands on project managers… Selecting the project manager…
SPECIAL DEMANDS ON PROJECT MANAGERS
Acquiring adequate resources… Acquiring and motivating personnel… Dealing with obstacles… Making project goal trade-offs… Failure and the risk and fear of failure… Breadth of communications… Negotiation…
ACQUIRING ADEQUATE RESOURCES
Project have initial budgets and schedules Initial budgets and schedules are almost always optimistic Many details cannot be determined in advance May need special resources outside of organization
PM must do what is reasonably necessary to keep on track Mentorship Politics
Anecdotes Reader $10 cable
ACQUIRING AND MOTIVATING PERSONNEL
Unless the entire organization is project based, the PM must “borrow” personnel
May need to negotiate with: Functional manager Individual themselves
Can be difficult to obtain correct people Functional manager may control evaluation, salary, and
promotion Project team member characteristics…
PROJECT TEAM MEMBER CHARACTERISTICS
High quality technical skills Can solve problems Can adapt solutions
Political sensitivity Can support delicate project / functional balance
Strong problem orientation Problem orientation versus discipline orientation
Strong goal orientation Results versus activity No clock watchers
High self-esteem Can acknowledge errors Can share both credit and blame
DEALING WITH OBSTACLES
Projects can become a series of crises PM learns by experience Wise PMs learn from the experience of others Major obstacles near the end of the project
Last minute schedule and technical changes Reassignment of team members
MAKING PROJECT GOAL TRADE-OFFS
Tradeoffs between cost, schedule, and performance Specific parameters may become more important at
different life cycle stage on Table 3-1. Managing multiple projects simultaneously involves
different types of tradeoffs
FAILURE AND THE RISK AND FEAR OF FAILURE
Every project is likely to have some setback Murphy’s law Must be able to maintain a balanced positive outlook
despite setbacks
BREADTH OF COMMUNICATIONS
PM must deal with a variety of stakeholders Must be able to communicate
Why the project exists Have support of top management Be able to build and maintain an information system
NEGOTIATION
Weak authoritative position of PM requires skill in negotiation throughout PM process Acquiring and maintaining resources Project trade-offs Handling failure
PROJECT MANAGER
Functional versus project managers Project manager responsibilities Special demands on project managers Selecting the project manager…
SELECTING THE PROJECT MANAGER
Credibility… Sensitivity… Leadership and management style… Ability to handle stress…
CREDIBILITY
Technical credibility Sufficient technical knowledge to direct the project Need not know more or as much as technical experts Can translate problems to upper management
Administrative credibility Clients & Upper management – Time and Cost Project team - Resources
SENSITIVITY
Sense politically situations Sense interpersonal conflict Sense technical problems
LEADERSHIP AND MANAGEMENT STYLE
Strong sense of ethics PMI Code of Ethics, p. 143.
ABILITY TO HANDLE STRESS
Four causes of stress associated with PM Poorly developed set of PM procedures and techniques Attempting to do to much Constantly frustrated need for high achievement Parent organization undergoing major change
Therapy What do you do?