1. Monday 9/11
Syllabus
Info Sessions
Project Management – Mr. Dan Matyas

3. September 11, 2001

4. A World Leader in the Design, Manufacture,
and Service of Aircraft Engines
Wednesday, September 20, 2017
6:00 – 9:00 PM
Next Generation Hall
University of Connecticut
Represented Groups:
Hot Section, Materials & Processes Engineering, Mechanical Systems, Externals, Fan, and Compression Systems, Controls Diagnostic Systems, Quality and Process Engineering
Please join us for pizza and learn about exciting jobs and internship opportunities at Pratt & Whitney!
This page contains no technical data subject to the EAR or the ITAR

6. Syllabus Rev B 3 M 9/11 W 9/13 Prj Schedule Resume
Prj Schedule
Resume
Project Management –Mr. Dan Matyas,
Project Management –Mr. Dan Matyas 4
M9/18 W 9/20
T21/F22
Resumes, Communication and Listening (BW)
Oral Presentations, Design Reviews (BW/VM)
Ansys Training 5
M 9/25 W 9/27
Moonshine
Reading People, Personality Types, Jackie Gallo
No class meeting, Whitcraft Moonshine event prework 6
M 10/2 W 10/4
F 10/6
Proj St’ment
Hardware Ordering, Pugh Charts, Unit Problems Oral Presentations 1 Problem, Design Review
Optional Closeout event at Whitcraft

7. Project Management “Project Management Instruction and Effect in
Mechanical Engineering Senior Design Course”
Victoria Kallsen
Honors Thesis
May 2015

8. Survey to Gauge Familiarity/Understanding
Project Management Techniques (tools)
Scheduling
Task delegation
Risk assessment
Students
Faculty Advisors
Industry Sponsors

9. Student Results Prior Experience Application
~60% had experience and used in SD
Application
>70% understand how to apply
Sponsors, Faculty Advisers disagreed

10. Student Results Evaluation of Project ~ 60% felt prepared to plan
~70% overwhelmed at times
~50% felt they could have done more
~50% learned a lot about project
management

11. Sr. Fellow, Project Engineering Pratt & Whitney
Project Management
For UConn Engineering 11 September 2017
Sr. Fellow, Project Engineering
Pratt & Whitney

12. Uconn Project Management
My Background
25+ yrs at P&W as Project, Design, Structures, Logistics BSME – Clarkson University (upstate NY) Hometown – Buffalo, NY via W. Palm Beach, FL
My Job
- Set the standards for project execution
- Drive teams to meet/exceed standards
- Investigate when things don’t go according to plan
- Recruit/train/mentor less experienced people
Biggest surprise –

13. Uconn Project Management
Expectations for this Class Are Different
May be uncertain over how to proceed Must learn new skills - independently May have exposure to Project management techniques Must work in a small team May be unclear about the deliverables Will feel pressure on work/life balance Will experience working for a customer

14. Uconn Project Management
Introduction
Q: What is a Project?
A: A temporary endeavor undertaken to create a unique product, service, or result (1)
Other typical elements
Constraints – Time, $$, resources
Outcome is uncertain
Requires multiple skill sets – Team
Q: What is Project Management?
A: The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements (1)
(1) A Guide to the Project Management Body of Knowledge, by Project Management Institute, Fifth Ed, 2013

15. Uconn Project Management
Agenda – Follow the 5 Steps
#1 INITIATE
Leadership
Charter
#2 PLAN
Work & Responsibilities
Schedule
Risk
#3 EXECUTE
(Design, Build &) Test
#4 STATUS
Status & Communicate
#5 CLOSE
Close-Out

16. Uconn project management
INITIATE - Leadership
In Industry
Leader is named right away
Clear accountability (decisions)
Teams are large
Recruits other team members
Project scope may be unclear
Roles/Responsibilities clear
At UConn
Leader is unclear
Accountable to each other
Teams are small/defined
Leadership may shift
Project is defined
Roles/Responsibilities must be worked out
Talk about each person’s background and skills
Figure out who will be the lead for various roles – rotate if needed
No matter what, work out escalation process (conflict resolution)

17. Uconn project management
INITIATE – Create a Project Statement
A Project Statement documents what the team will do (and not do)
Strategic objective
Level 1 schedule
Requirements vs. Goals
Deliverables
Why have a Project Statement?
Sets expectations – for you and the customer
Prevents “scope creep” – endless customer requests
Ask sponsor if there is a Project Statement format available
If not, create one using MS Office; search for templates online
Fill it out, and get signatures (team, sponsor, other stakeholders)

18. Uconn project management
PLAN – Break Down the Work
Segment the project using a Work Breakdown Structure (WBS)
Typically, there are 2 types of WBS – system-oriented and phase-oriented
Car
Car
1.0 Engine
2.0 Chassis
3.0 Interior
1.0 Design
2.0 Make
3.0 Test
1.1 Block
2.1
1.1 Engine
2.1
1.2 Induction
2.2
1.2 Chassis
2.2
1.3 Cooling
1.3 Interior
1.4 Exhaust
1.4 Controls
Use the Level 1 milestones to help define the WBS
Recommend using a phase-oriented approach

19. Uconn project management
PLAN – Identify Activities within the WBS
Use the WBS as the outline for your level 2 schedule
Plan
Learn
Design
Report
Build/Test
Continue to break the work down into activities
An activity is a segment of work that can be accomplished – resource & time
List all activities to be completed within each phase, in sequential order
Work includes communication, status, and presentations
Determine the right level of activity breakdown
Estimate the time needed to complete each one
This is input to building a good schedule

20. Uconn project management
PLAN – Define Responsibilities
Owner assigned to each activity
Owner also estimates time / other resources
Ownership can rotate over time
Assign responsibility for activity completion (RACI chart)
Create a RACI chart
Owner defines time estimates
This is input to building a good schedule

21. Uconn project management
PLAN – Build a Schedule
Use MS Project to make a detailed schedule by phase
Enter all activities with time/resource estimates
Include no-work time (Holiday/Spring break, finals, family events, etc.)
Add deliverables/required completion dates and adjust
Include “buffer time” for unexpected delays
Build the plan into the scheduling software
Iterate until the schedule is achievable – this will likely take multiple meetings to successfully complete

22. Uconn project management
PLAN – Identify and Mitigate All High Risks
Technical
Budget (Resources)
Time
Risks can be categorized into 3 areas
Identify risks by answering these questions:
What are the technical obstacles to be overcome?
Are there sufficient resources available?
Are there time constraints that can interfere?
Complete a risk assessment
Assign each risk a likelihood and severity rating
Keep this simple – relative ratings are sufficient
For all “Red” rated risks, develop plans to mitigate
Examples:
Long lead time material
Hold a dedicated team meeting to ID and mitigate high risks
Ensure Sponsor is aligned with Red risks
Review and update Project risks regularly

23. Uconn project management
EXECUTE – (Design, Build) & Test
Testing time is usually compressed
Best practices to be efficient:
Create a Bill-of-Material (parts list). Include Source, Quantity, and Spares
Reserve access to test site, equipment, personnel, etc. well ahead of time. Plan for lots of iterations
Understand / control measurement error. Ensure results repeatability.
Is rapid prototyping an option?
Order long-lead material early
Additive manufacturing is an new technology that can quickly make nearly anything – take advantage of all options
Make a detailed parts list (BoM)
During design/analysis, find ways to run confirmation tests
Make a detailed test schedule if there’s any constraints on availability

24. Uconn project management
STATUS – Internal Communication
Regular team meetings are a must
Pick a time/location/frequency convenient to all
Leverages skills from full team
Prevents issues from festering
Allows for discussion before escalation
Create/maintain a standing agenda
Re-allocate responsibilities as required
Consider rotating team leadership
Who will drive/enforce accountability?
Team Guidelines
Goal alignment
Open communication
No secrets
Dedicated, active participation
Set up frequent, recurring team meetings (weekly)
Decide who will publish agenda, minutes
Review the schedule, risks, and near term plan at every meeting

25. Uconn project management
STATUS – External Communication
Sponsor meetings are a must
Pick a time/location/frequency convenient to all
Start by saying “What we’re thinking is…”
Ensure alignment – find out early if off-track
Allows for discussion of re-plan
Without a meeting, sponsor will assume:
Either everything is on-plan, or
Nothing is being accomplished
Sponsor Meetings
Clear, crisp, concise agenda
Written material, w/recommendations
In-person, then Video, then Phone
Be positive!
The sponsor’s time is valuable – don’t consume more of it than necessary
Make sure presentation is spell-checked, outlined, and contains clear recommendations – don’t let the sponsor do your thinking!
Don’t fall prey to as a communication method – build a relationship with the sponsor
Have confidence in your work – If you don’t, how will the sponsor?
Set up regular sponsor meetings, in person if possible, at least monthly
Work to build a rapport, while being sensitive of their valuable time
Have a consistent format showing plan, progress, near term actions

26. Uconn project management
CLOSE – Project Report-Out & Documentation
A solid closing report is critical
Schedule time to do this well – do not procrastinate
Document results – even if negative
Write just enough detail so results could be duplicated
Include suggestions for follow-on investigation
Do NOT document the journey – no one cares
Preparing for Presentations
Have a clear message
Outline crisply and concisely
Practice, practice, practice
Outline and begin writing report well in advance of due date
Preparation and rehearsal are key to delivering effective presentations

27. Uconn Project Management
Project Management Tools Used
Take advantage of the tools discussed:
Project Statement
Work Breakdown Structure (WBS)
RACI chart
Scheduling software (MS Project)
Risk cube
Design notebook
Bill of Material
Closing report
They will greatly improve your success rate!!

28. Uconn Project Management
Wrap-up – Follow the 5 Steps
#1 INITIATE
Leadership
Charter
#2 PLAN
Work & Responsibilities
Schedule
Risk
#3 EXECUTE
(Design, Build &) Test
#4 STATUS
Status & Communicate
#5 CLOSE
Close-Out

29. Questions?

30. For Design Reviews/Oral 1 Starting 10/4
Define Task Breakdown (WBS)
RACI chart to define roles
Construct a Level 2 schedule
Start with level 1 schedule
Detailed for Fall semester
Individual task, owner and time estimates.
Less detailed for Spring