Strategies for successful engineering management

• 1. Strategies for SuccessfulEngineering ManagementSWE 12 NATIONALCONFERENCEJill Almaguer, PE, MBA, PMPCarla Fair-Wright, PMP, CSQE

2. Agenda Learning Objectives Introductions Experiential Learning Q&A Evaluation 3. LEARNING OBJECTIVES To understand the importance of Project Management Provide tools and techniques to improve the overall management of a project Help participants manage projects more efficiently & effectively Share lessons learned and best practices 4. JILL ALMAGUER, PE, MBA, PMP Registered Professional Engineer in Texas for over 20 years (B.S. in Bioengineering from TAMU) Managed large projects at HP, Agilent Technologies, Texas Medical Center, Harris Health System, SWE Experience in healthcare, IT, telecom, semi- conductors, education, energy Adjunct Faculty, DeVry University Certified Project Management Professional, member PMI President, Society of Women Engineers Houston Area Section 5. CARLA FAIR-WRIGHT, PMP, CSQE President and CEO, Optimal Consulting LLC Certified Software Engineer over 20 years (B.S. in Computer Science) Managed projects for Shell, BP, Pitney Bowes, CNPC, USAF, Cameron, SWE Experience in IT, Reliability Maintenance, EAM, public safety, energy Certified Project Management Professional Past President, Society of Women Engineers Houston Area Section 6. Factors Constraining Project Success Slide 2009 SOUTH-W ESTERN, CENGAGE LEARNING 1-6 7. Challenges of Engineering Projects The complexity of large engineering projects has led to the abandonment of many expensive projects and led to highly impaired implementations in other cases. Yaneer Bar-Yam, New England Complex Systems InstituteConstraints andDependenciesPeople and TechnologyEvolutionary Process 8. What Is Project Success? R. Ryan Nelson, University of Virginia 9. Obstacles to Effective LeadershipPersonal agendaMicromanagingFailure to actFear and selfdoubt 10. Leadership Models 11. 4 Functions of Management vs. Project Management Leading and Directing: Stafftraining, supervising, delegating, motivating, counseling andcoordinating Planning: Deciding what needs to happen in the future (today, nextweek, next month, next year, over the next five years, etc.) andgenerating action plans Organizing and Staffing: making optimum use of resources requiredto successfully implement plans including structure and jobanalysis, recruitment, and hiring for appropriate jobs Controlling: Checking progress against plans 12. PlanningPlanning is an essential part of project management.The project plan is a roadmap with milestones.The first step is to define the project objective (destination or deliverable). The objective must be specific, measurable, attainable, realistic and timebound (SMART). The objective is usually defined in terms of scope, schedule and cost. The project objective should be clear and concise and agreed to by the teamandsponsor at the beginning of the project.Develop a baseline plan: Divide and subdivide the project Define the specific activities to be performed Graphically portray the activities in a network diagram Make a time estimate for how long it will take to complete each activity Make a cost estimate for each activity Calculate a project schedule and budget.Determine if project can be accomplished within time, funds, and availableresources. 13. ORGANIZING AND STAFFING: Project Life Cycle Effort Slide 2009 SOUTH-W ESTERN, CENGAGE LEARNING1-13 14. Controlling the ProjectMonitor progress : Measure actual progress; compare it to planned progress Track which activities have been started and/or completed & when How much money has been spent Compare on a timely and regular basis Take corrective action to get back on trackA regular reporting period should collect:Data on actual performanceInformation on any changes in scope, schedule, and budgetData should be collected and used to update the schedule and budgetCompare updated schedule and budget to the baseline and analyzeShorter the reporting period, better the chances of identifying problemsearly and taking effective corrective actions 15. Project Management Maturity Model The Project Management Maturity Model (PMMM) has five levels. Level 1: Common Language Level 2: Common Processes Level 3: Singular Methodology Level 4: Benchmarking Level 5: Continuous ImprovementSOURCE: HTTP://WWW.MY-PROJECT-MANAGEMENT-EXPERT.COM/PROJECT-MANAGEMENT-MATURITY-MODEL.HTML 16. Project vs. Matrix Teams (Leadership)Define roles and responsibilities clearlyAgreement between the functional andproject manager on roles andresponsibilitiesShared performance goals and metrics 17. Common Problems in Project Teams Lencionis Five Dysfunctions of a Team1. Absence of trust2. Fear of conflict3. Lack of commitment4. Avoidance of team accountability5. Inattention to team objectives 18. The Role of the Project ManagerFocus on collective OutcomesConfront Difficult IssuesForce clarity and closureMine for conflictGo First 19. Effective Global Teams / Virtual TeamsChallengesDifferences in WorkNorms and BehaviorsViolations of Respectand HierarchyFluency (accents andvocabulary) 20. RESPONSIBILITY MATRICES Responsibility Matrix (RM) Also called a linear responsibility chart. Summarizes the tasks to be accomplished and who is responsible for what onthe project. Lists project activities and participants. Clarifies critical interfaces between units and individuals that need coordination. Provide an means for all participants to view their responsibilities and agree on theirassignments. Clarifies the extent or type of authority that can be exercised by each participant.McGraw-C O P Y R I G H T 2 0 0 6 T H E MC G R A W - H I L LHill/IrwinC O MP A N I E S . A L L R I G H T S R E S E R V E D .420 21. RESPONSIBILITY MATRIX FOR THE CONVEYOR BELT PROJECT FIGURE 4.10McGraw-C O P Y R I G H T 2 0 0 6 T H E MC G R A W - H I L LHill/IrwinC O MP A N I E S . A L L R I G H T S R E S E R V E D .421 22. The Agile ProcessCoined in 2001 by the Agile ManifestoUsed primarily in software development projectsThe premise of the Agile method is that a team of cross-functional professionals works closely together todevelop, test, and implement the software in small steps callediterations. The iterations are short in time and may last only aday, a week, or a month. In the Agile process, the project teamis focusing on just getting a small component of the largerproject completed and then moving on to the next iteration.The management of the project is different from traditionalscheduling methods in that a project manager isnt schedulingout the entire project at the outset. Typically, activities havedependencies and dont start until one activity has ended.HTTP://WWW.WIZIQ.COM/TUTORIAL/16-INTRODUCTION-TO-SCRUM-AGILE-PROJECT-MANAGEMENT 23. Next Steps Please fill out online evaluation for session Thank you for coming and hope you enjoy WE 12 in Houston! FY13 SWE Houston Area Section Theme: A Year of ENRG -Encourage Networking Recognition and Growth Next SWE Houston Area activities: November - Professional Development meeting at BP December Ten Thousand Villages Holiday Networking Fundraiser 24. Jill Almaguer, PE, MBA, PMP, [email protected] Fair-Wright, PMP, CSQE, [email protected] Please visit us at SWEHouston.org or Stop by the Houston Area Section Table at the SWE Boutique