CIE 415 Project Management Quiz

Project

Temporary endevor undertaken to create unique product/service/result

Product Project (built) life cycle phases

• scope definition

• design

• procurement/construction

• operation and management

• rehabilitation/restoration

• replacement

• decommissioning and demolition

Service/result project (non-built) life cycle phases

• scope definition

• creation

• final report

Scoping/Design

• Define needs and objectives

• Identify reasonable alternatives

• Obtain stakeholder input

• Analyze alternatives

• Client review/approval

• Prepare contract/construction documents

Project Design aspects

• Data gathering

• Analysis and assessment

• Darft Product

• Review/Finalize

Procurement/Construction

• Contractor Bidding/Proposing

• Review Bids/Proposals

• Award/Contract Selection

• Construction

• Inspection

• Project Acceptance

Procurement/Construction Requirements/Issues

• All work is to be completed in accordance with drawings and specifications

• Changes may need to be made

• All proposed Changes must be evaluated to ensure design integrity is not compromised

Operations and Maintenance

• Operation Personnel should be involved during design and construction

• successful operation is proof of good desgin

• deferred and inadequate maintenance of civil infrastructure is a major problem throughout the world

• Maintenance costs must be included in project life cycle costs when comparing alternatives

• Need for adequate maintenance must be considered during design so proper access can be provided

Rehabilitation/Restoration and Replacement challenge

Can we design new systems which will make eventual replacement easier

Rehabilitation/Restoration and replacement concern

System is in use and providing a service that must continue, even with increased cost for renewal

Decommissioning and Demolition

• Not traditionally considered during design, but presents considerable engineering challange in cases (decommissioning nuclear power plant)

• May have significant economic and environmental considerations and impacts

• Costs must be considered in life cycle analysis

Project Planning

• Process of identifying all activities and milestones necessary to complete the project

• Key to effective project management and project success

• First step in scheduling process

• “Time Well Spent” “Failing to plan is planning to fail”

Getting started to plan the project

• Identify Project Objectives

• Identify Project Requirements

• Identify Project Attributes

Scoping the Project

What you.your team will do and not do (Tasks and Deliverables)

Ex. Scoping the project Tasks (New-Multi-Use Trail on abandoned railroad)

• Site Visit

• Documentation Review

• Survey/UAV video

• Determine Deisgn Parameters

• Develop stakeholder engagement plan

• develop alternatives

• client meetings

Ex. Scoping the project Deliverables (New-Multi-Use Trail on abandoned railroad)

• Conceptual Plans

• Preliminary Design Reoprt

• Environmental Analyses

• Approval Plans

• Cost Estimates

• Final Plans

• Permits

Scope Control

Actively manage the scope of the project and work

Scope Creep

• Uncontrolled expansion to product or project scope without adjustments to time, cost, and resources (PMBOK, 2013)

• May be caused by engineer or client

• May happen slowly, and not be detected in a timely manner

• Change is inevitable

Risks of lack of scope control

• Schedule slippage

• cost overruns

• Decline in team morale

• Loss of client trust and satisfaction

How to manage project scope

• Avoid doing more than what was agreed upon, expected, or necessary

• resist the desire for perfection

• determine if new requirement are within agreed upon scope

• identify new items of work, scope changes in a timely manner

Resist the Desire for perfection

Quality Definition

• Crosby (1979) Quality is Free - The first erroneous assumption is that quality means goodness, or luxury, or shininess, or weight

• Snyder (1993) - Quality in engineering is a measure of how well engineering services meet the client’s needs and conform to governing criteria and current practice standards

• Quality in a sevrice or product is not what you put into it, it it what the customer/client gets out of it

3 legs of quality

1. Client/owner/customer wants/needs

2. Governing Criteria

3. Standard of Care

Delivering Quality

Achieving balance in 3 legs of quality

When is it ok to exceed expectations

• You have met all requirements

• You can afford to exceed expectations; provide extras are within budget and schedule constraints

• Client values the extras you are giving them

• BEWARE OF SCOPE CREEP

Standard of Care

• Hawkins (2005) - The level of competence practitioners in their field customarily expect given the circumstances

• ACEC - A professional Engineer are negligent if they fail to use the skill and care that a reasonably careful professional engineer would have used in similar circumstances

Quality costs=

Control costs+Failure Costs

Quality Costs

Used to track effectiveness of the TQM process to select quality improvement projects

Control Costs

Prevention costs+Appraisal Costs

Failure Costs

Internal Failure Costs_External Failure Costs

Prvenetion Costs

Costs resulting for quality activies to avoid deviations

Appraisal costs

costs resulting from quality activities employed to determine whether a product, process, or service conforms to established requirements

Internal Failure Costs

Costs incurred due to scrap, rework, reinspection, price reduction due to nonconformance

External Failure Costs

Costs incurred once project is in the hands of the client, increased maintneance, correction of errors, litigation costs, decreased reputation

Costs of conformance (to avoid failures)

• Training

• Document Process

• Equipment

• Time to do it Right

• Testing

• Destructive Testing Loss

• Inspections

Costs of Nonconformance (because of failures)

• Rework

• Scrap

• Liabilites

• Warranty Work

• Lost Business

Continuous Improvement

• What do we need to achieve

• How are we going to achieve it

• How are we doing

• What are we learning

• How do we improve

What do we need to achieve

• What are the priority results areas

• Customers, Stakeholders & Suppliers

• Employee

• Missions & Values

• Determine Where We are now

• Incentives

• Alignment

How are we going to achieve it

• Asses Possibilities and Risks

• Set Goals

• Make Performance Agreements

• Prioritize

• Develop Action Plan

• Allocate Resources

• Incentives

How are we Doing

• What & How to measure and track

• Information Needs

• Analyze Performance Data

• Assess Performance

• Assess & Validate Direction and Goals

• Share Results

• Incentives

What Are we Learning

• How Do we Communicate

• What are the outcomes

• How do we manage knowledge

• Assess expectations

• Where do we go from here

• employee engagement

• incentives

How do we improve

• Lead responsibly

• What actions are necessary

• Time

• Resoucres

• Outcomes

• Assess Possible Options

• Incentives

Metrics

• Determine Factors most important to the customer

• Colect Data

• Analyze

• identify

Benchmarking

How are we doing against toughest competitore/companies recognized as industry leaders. Seeks imporvement by measuring against other organizations

Camp (1989)

Benchmarking is the search for industry’s best practices that lead to superior performance

Peer Review

Practice of obtaining and independent unbiased evaluation of the adequacy and application of engineering principles, standards and judgement from an independent group of professionals having substantial experience in the same field of expertise

Peer review is in addition to

normal quality control and checking procedures required

ASCE Policy Statement 351 (July 9, 2016)

Promotes and supports the use of peer reviews for projects

Written guidelines

For tasks that are likely to be repeated

Written guidelines for

• Technical Tasks

• Managment tasks

• Inspections

• Maintenance tasks

Written Guidelines Benefits

• Increased efficiency and consistency

• Avoidance of “reinventing the wheel”

• Training new personnel

• Reduced negative impacts of staff turnover

• reduced liability

Pareto Analysis

Bar Graph plotting cause of defect vs % of defects. Finds the most influential causes

SWOT acronym

• Strengths

• Weaknesses

• Opportunities

• Threats

Strengths and Weaknessess typically

Internal characteristics

Opportunities and Threats typically

Extenral characteristics

SWOT Goals

• Maximize Strengths

• Minimize impact of weaknesses

• Capitalize on opportunies

• mitigate threats

Value =

(Function+Performance)/Cost

Value Engineering

Systematic process designed to focus and improve upon the major elements of complex or high-cost projects

Value Engineering employs

Multi-disciplined team of experts to develop recommendations aimed at improving value of a project during it design phases