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?