Welcome W 4.2 Introduction to Engineering Design II (IE 202) A Project Based Course Chapter 10: Management of the Design Process 1 1

Today’s Learning Outcomes By the completion of today's meeting, students should be able to: Prescribe the management tasks. Use design management tools based on the 3-S model 2 2

Project Management Steps for organizing the design process: Project definition – understanding the scope of the project Project framing – developing a plan to do the project Project scheduling – organizing that plan in terms of time and resources Project tracking – keeping the project on track 3 3

Managing the Process 4 4

The 3-S Model 5 5

Elements of the 3-S Model Scope - Clearly understanding what must be done for the project to succeed Schedule - Determining when each activity must be completed for the entire project to be completed on time Spending - Managing all the resources that can be spent on a project. (dollars and time) 6 6

Design Management Tools Scope tools: team charter, work breakdown structure and linear responsibility chart Schedule tools: team calendar, activity network, or Gantt chart Spending tool: budget 7 7

Team Charter Excellent means for teams, clients, and the parent organization to clarify the goals and roles of the participants in a project. Only a page or two long, organized to state the goals of each organizational participant, the deliverables for the project, and the resources available to the team. 8 8

Work Breakdown Structure A hierarchical decomposition of the tasks to be completed for a project to be done. The work breakdown structure “WBS” always breaks tasks into 2 or more subtasks. WBS should decompose tasks to manageable levels based on time, responsibility, or recourses. 9 9

An example of the WBS 10 10

Linear Responsibility Chart The linear responsibility chart “LRC” shows the responsibilities of each team member (and others associated with the project) in terms of the tasks and subtasks to be completed. LRC should account for at least every major task area in the WBS, and those subtasks that have different responsibility areas. The team can use a number of entries in the table, including: Primary responsibility, Support or work on task, Must be consulted, or Must approve the work. 11 11

An example of the LRC 12 12

Time Management Tools Team calendars are simply schedules used to highlight and agree upon significant deadlines and due dates. They can be easily maintained, and are inexpensive. 13 13

Monitoring and Controlling The Percent Complete Matrix “PCM” is used for monitoring and controlling. It Determines the percentage of the total project that each task makes up. Determines what percent of each task has been performed. 14 14

An example of the PCM 15 15

Project Start-up Have your project kick-off meeting & prepare your meeting agenda. Prepare your Project Team Charter. Prepare the first draft of the Work Breakdown Structure. Prepare the first draft of the Linear Responsibility Chart. Prepare a first draft of the Percent Complete Matrix. 16 16

In-Class # 2 This is an assignment to be solved individually. The answer should be submitted electronically. The file name for your work should be: In-Class # 2 – your ID # e.g. In-Class # 2 - 1234567 17 17