Engineering Project Management Dr. Hassan Darwish A Frame Work For Project Management 1. Introduction and Key Concepts 2. Project Life Cycle Models 3. Initiating Projects 4. Planning Projects 5. Executing Projects 6. Controlling Projects 7. Closing Projects 8. Organizational Impacts 9. Overview of Knowledge Areas 10. Role of the Project Manager Session Objectives • An awareness of the importance of applying good practice Project Management in projects of any size. • An understanding of essential elements, including the Leadership Role of the Project Manager, Project Planning, Risk Management and Stakeholder Engagement. Tasks Sheduling INTRODUCTION Project location Tasks Sheduling Project location Engineering Project Management Dr. Hassan Darwish Project Portfolio Management 2 1 3 IDENTIF Y Define the project and set up expectations. EXECUTE 2 What is Project Portfolio Management_.mp4 MONITO R Make sure the execution is in line with the project plan. 4 4 The project process can often go back and forth between the planning, executing and monitoring phases. Start implementing the project plan PLAN Create a plan with schedules, tasks, resources and budget. 3 5 CLOSE Reach the project goal and compile all the documents and reports. 5 Steps of Project Portfolio Management.mp4 Scope Management Every project has three competing demands: ❑ Quality: Satisfaction of the project’s requirements ❑ Time: Amount of time needed to produce the project’s deliverables ❑ Cost: Quality = Time + Cost Number/ amount of money, people, and other resources needed Competing Demands / Project Constraints Sc sk i R op e io t a c i un m C om n Re so ur ce s Scope Creep Expanding demands that go beyond the original aims. Stakeholders put pressure on Project Manager to do more than the plan originally call for. Scope Creep Exercise Your Team is to upgrade your department’s IT infrastructure. There are 50 employees. The following are proposed objectives from your team members. Would this objective be in scope? We should upgrade our anti-virus and firewall software to their latest versions. In Scope Let’s establish a more consistent schedule for server backups and maintenance. Out of Scope Why don’t we hold a 15 minutes refresher course for the office on where to save files We need to replace the current server with something more cutting edge. Let’s ask around to see which older project files can be archived. In Scope Out of Scope In Scope Work Breakdown Structure (WBS) ❑ A Work Breakdown Structure (WBS) is a hierarchical (from general to specific) tree structure of deliverables and tasks that need to be performed to complete a project.” ❑ The WBS Defines: The project’s work in terms of activities that create deliverables. The project’s life-cycle process, in terms of process steps appropriate to that project and organization. The assigned responsibility for accomplishing and coordinating the work Good WBS Design Principles • Upper Levels are Planned outcomes (deliverables), not planned actions • Ends of WBS include the activities needed to create the project deliverables • Mutually-exclusive elements, work should only appear in one place in the WBS • WBS must be consistent with the way the project will be performed and controlled • Must be easy to update Project Management Process •Identifying & Organizing the Project •Objective, VoC, Scope, Brainstorm, High Level Estimate •Planning the Project •Team, Charter, Budget, Schedule •Executing the Project •Communication & Control •Monitoring the Project • Monitoring project performance •Close down the Project • Evaluate , Lessons Learnt, Celebrate Project Management Organizational Structure 2 1 3 IDENTIF Y Define the project and set up expectations. EXECUTE 2 Project Management Organizational Structures.mp4 MONITO R Make sure the execution is in line with the project plan. 4 4 The project process can often go back and forth between the planning, executing and monitoring phases. Start implementing the project plan PLAN Create a plan with schedules, tasks, resources and budget. 3 5 CLOSE Reach the project goal and compile all the documents and reports. Overlapping Tasks & Activities Even though Project Management has distinct activities, major tasks of the Identify phases often overlap… Plan ute c e x E Revisiting your activities doesn’t mean you are moving backward… You are incorporating new knowledge! SIPOC Tool • A tool that helps defines the scope of the project & ensure it focuses in line with top level customer requirements. SIPOC stands for: ❖Suppliers ❖Inputs ❖Process ❖Outputs ❖Customers Introduction Sales Volume Product Life-Cycle Curve Growth Maturity Time Decline Project Life Cycle Figure Assignment 3: ﻛﻞ ﺳﻨﮫ واﻧﺘﻢ طﯿﺒﯿﻦ ❑ Explain the Chat GPT” ❖ Definition ❖ Features ❖ Service ❖ Concerns & Implications - How can we use it in Engineering project management. - 3 pages – Font = Arial 12 - Due date = 3:00 pm – Thursday 23rd March. - Tasks Sheduling Project location Competing Demands / Project Constraints Sc sk i R op e io t a c i un m C om n Re so ur ce s Project Time Management Time Management ❑ Project Planning: ▪ Adequate planning leads to the correct completion of work While ▪ Inadequate planning leads to frustration towards the end of the project & poor project performance Time Management.mp4 Time Management Process Time management steps are: • Plan schedule management • Define Activities • Sequence Activities • Estimate Activity Resources • Estimate Activity Durations • Develop Schedule • Control Schedule Time Management Tips.mp4 Importance Of Time Management • Schedule once finalized is set as baseline • Progress of work are tracked against the baseline • Analysis and forecasting are done in the progress reports • Current progress is arrived from various (Engineering, procurement, operations, etc.) trackers Effective Time Management.mp4 Time Scheduling ❑ Scheduling forces : ▪ Quantification of discrete effort ▪ Placement of tasks in proper relationship ❑ Common scheduling methodologies : ▪ Bar Charts (aka Gantt Charts) ▪ Critical Path Method (CPM) using Precedence Diagramming Method (PDM) Duration Estimation ❑ Activities durations are determined through: ▪ Previous experience ▪ Experts advice and experience ▪ PERT method PERT Estimate “weighted average”= (Pessimistic+(4*Likely)+Optimistic)/6 Example: Pessimistic time to get to work=30 min Likely time to get to work= 15 min Optimistic time to get to work= 10 min PERT Estimate= (30+(4*15)+10)/6= 17 min Gantt Chart ❑ Analyze and specify the basic approach in execution ❑ Segment into reasonable number of activities ❑ Estimate the time required to perform each activity ❑ Manually place activities in time order ▪ Sequential performance ▪ Parallel performance ❑ Adjust to specified completion time Gantt Chart Gantt Chart ❑ Advantages of Bar/Gantt Chart : ▪ Easy to construct ▪ Easily understood by all parties ▪ Good communication tool ❑ Disadvantages of Bar/Gantt Chart : ▪ Do not show interrelationships between activities ▪ Managing projects becomes difficult without relationships between activities ▪ It is difficult to judge the impact of an expected event on the rest of construction process Critical Path Method (CPM) ❑ The critical path method is an approach to project scheduling that breaks the project into several work tasks, display them in a flow chart, and then calculates the project duration based on the activities dependencies and activities estimated duration. Critical Path Method (CPM) ❑ PDM network rules: ▪ Activities and their duration are represented by boxes or nodes that are assigned properties of the activity they represent ▪ Precedence is shown by arrow which determines its direction ▪ Precedence consists of two parts: A relationship &a lag value or constraint Finish – to – Start FS Finish – to – Finish FF FS Start – to – Start SS Start – to – Finish Activity Name SF Durati on Activity Name Lag 5 Durati on Critical Path Method (CPM) ❑ Finish to Start (FS) – Activity A must Finish before Activity B may Start. ❑ The lag is usually zero. ❑ FS is the most common type. Activity A Activity B ❑ Start to Finish (SF) – Activity A must start before Activity B may Finish. ❑ The lag is usually greater than either activity duration. ❑ SF is the least common type. Activity A Activity B Critical Path Method (CPM) ❑ Finish to Finish (FF) – Activity A must Finish before Activity B may Finish. ❑ The lag value is usually greater than zero. ❑ FF is a less common type. Activity A Activity B ❑ Start to Start (SS) – Activity A must Start before Activity B may Start. ❑ The lag value is usually greater than zero. ❑ SS is a less common type. Activity A Activity B Critical Path Method (CPM) ❑ Advantages of using CPM : ▪ Show precedence well . ▪ Reveal independencies not shown in other techniques . ▪ Ability to calculate critical path . ▪ Ability to perform “What If” exercise . ❑ Disadvantages of using CPM : ▪ Default models assume unlimited resources . ▪ Difficult to follow on large projects . Network Building Process Identify Project Objectives List main phases “WBS” Build Initial Project Schedule Add lower details as required Allocate resources and constraints Sequence and Estimate durations Optimize Schedule Revise NO Plan Ok? Baseline Yes Time Management Tools Tasks Sheduling Project location Competing Demands / Project Constraints Sc sk i R op e io t a c i un m C om n Re so ur ce s Project Scheduling Principles Project Portfolio Management 2 1 3 IDENTIF Y Define the project and set up expectations. EXECUTE 2 What is Project Portfolio Management_.mp4 MONITO R Make sure the execution is in line with the project plan. 4 4 The project process can often go back and forth between the planning, executing and monitoring phases. Start implementing the project plan PLAN Create a plan with schedules, tasks, resources and budget. 3 5 CLOSE Reach the project goal and compile all the documents and reports. 5 Steps of Project Portfolio Management.mp4 Network Building Process Identify Project Objectives List main phases “WBS” Build Initial Project Schedule Add lower details as required Allocate resources and constraints Sequence and Estimate durations Optimize Schedule Revise NO Plan Ok? Baseline Yes Time Scheduling ❑ Scheduling forces : ▪ Quantification of discrete effort ▪ Placement of tasks in proper relationship ❑ Common scheduling methodologies : ▪ Bar Charts (aka Gantt Charts) ▪ Critical Path Method (CPM) using Precedence Diagramming Method (PDM) Duration Estimation ❑ Activities durations are determined through: ▪ Previous experience ▪ Experts advice and experience ▪ PERT method PERT Estimate “weighted average”= (Pessimistic+(4*Likely)+Optimistic)/6 Example: Pessimistic time to get to work=30 min Likely time to get to work= 15 min Optimistic time to get to work= 10 min PERT Estimate= (30+(4*15)+10)/6= 17 min Gantt Chart ❑ Analyze and specify the basic approach in execution ❑ Segment into reasonable number of activities ❑ Estimate the time required to perform each activity ❑ Manually place activities in time order ▪ Sequential performance ▪ Parallel performance ❑ Adjust to specified completion time Gantt Chart Gantt Chart ❑ Advantages of Bar/Gantt Chart : ▪ Easy to construct ▪ Easily understood by all parties ▪ Good communication tool ❑ Disadvantages of Bar/Gantt Chart : ▪ Do not show interrelationships between activities ▪ Managing projects becomes difficult without relationships between activities ▪ It is difficult to judge the impact of an expected event on the rest of construction process Critical Path Method (CPM) ❑ The critical path method is an approach to project scheduling that breaks the project into several work tasks, display them in a flow chart, and then calculates the project duration based on the activities dependencies and activities estimated duration. Critical Path Method (CPM) ❑ PDM network rules: ▪ Activities and their duration are represented by boxes or nodes that are assigned properties of the activity they represent ▪ Precedence is shown by arrow which determines its direction ▪ Precedence consists of two parts: A relationship &a lag value or constraint Finish – to – Start FS Finish – to – Finish FF FS Start – to – Start SS Start – to – Finish Activity Name SF Durati on Activity Name Lag 5 Durati on Critical Path Method (CPM) ❑ Finish to Start (FS) – Activity A must Finish before Activity B may Start. ❑ The lag is usually zero. ❑ FS is the most common type. Activity A Activity B ❑ Start to Finish (SF) – Activity A must start before Activity B may Finish. ❑ The lag is usually greater than either activity duration. ❑ SF is the least common type. Activity A Activity B Critical Path Method (CPM) ❑ Finish to Finish (FF) – Activity A must Finish before Activity B may Finish. ❑ The lag value is usually greater than zero. ❑ FF is a less common type. Activity A Activity B ❑ Start to Start (SS) – Activity A must Start before Activity B may Start. ❑ The lag value is usually greater than zero. ❑ SS is a less common type. Activity A Activity B Critical Path Method (CPM) ❑ Advantages of using CPM : ▪ Show precedence well . ▪ Reveal independencies not shown in other techniques . ▪ Ability to calculate critical path . ▪ Ability to perform “What If” exercise . ❑ Disadvantages of using CPM : ▪ Default models assume unlimited resources . ▪ Difficult to follow on large projects . Time Management Tools Network Diagram Analysis Network Diagram Analysis Network Diagram Analysis Precedence Diagramming Method (PDM) Network Diagram Analysis Network Diagram Analysis Total Float = The positive difference between LS-ES = The delay that can be tolerated without delaying the project time Free Float = Early Start of successor – Early Finish of current Free Float :The amount of time an activity can delay without delaying the early start of the successors, When consumed does not affect the float of the subsequent activity Network Diagram Example Network Diagram Analysis Network Diagram Analysis Critical Path Method (Forward Pass) Network Diagram Analysis Critical Path Method (Backward Pass) Network Calculations Exercise You are the project manager for project with the following network diagram ❑ Draw the network diagram ? ❑ Calculate all of the paths in this network diagram? ❑ What is the duration of the critical path of this network diagram? ❑ What is the float of task 3? ❑ What is the float of task 5? ❑ What is the float of task 1? ❑ What is the slack of task 7? Exercise Tasks Sheduling Project location Questions Change Management (Theory & Practice) Objective • To eliminate problems occurring as a result of poorly managed changes. What is Management of Change (MOC) • A PLANNING tool • A systematic approach to assessing the impacts of a change BEFORE they occur Why is MOC Important? Failure to properly plan for change often leads to accidents! What is Change Management.mp4 When We Don’t Manage Change Properly? • Accidents • Environmental Damage • Property Loss • Regulatory Violations • Control Issues • Business Performance • Adverse Public Reaction IN FACT ... In our projects, poorly managed changes may kill! Like For Like Changes ❑ An "In Kind" or “like for like” change is a replacement which is essentially identical to the original and satisfies all relevant specifications, standards, and quality requirements. ❑ There are NO additions or modifications. • Operational • Facility • Personnel What Kinds of Change May Affect Us? Duration of Change Types of Change • Permanent • Operations/Procedures • Temporary • Facility/Equipment • Emergency • Personnel Logistics Examples of Change • Changes to Operations / Procedures / Products • Products and materials handled and associated waste streams. • Product assignments to storage tanks, piping and associated facilities. • Consumables (e.g. fuels, chemicals, maintenance solvents etc.) • Operating parameter set points such as filling a tank above normal maximum fill height (high level alarm set point). • Changes to Equipment / Facilities • Alarm and interlock set points, such as the interlock between an automatic shut-off valve and a tank high, high level alarm. • Piping and associated hardware, equipment, structures, and other components. • Instrumentation, monitoring and control system hardware. Logistics Examples of Change • Temporary Changes • Deactivation of critical systems/equipment either due to breakdown (so that special procedures can be introduced for continued operation) or for maintenance • Operating /Maintenance procedure change requiring prompt implementation ahead of a full review and revision of the procedure • Facility modification to manage a short-term/duration operating problem. • Personnel assigned a stand-in role due to vacation, sickness or as an interim measure pending a permanent assignment. • Consumables (e.g. fuels, chemicals, maintenance solvents etc.) • Operating parameter set points such as filling a tank above normal maximum fill height (high level alarm set point). Once a Temporary Facility Change has been in place for 6 months, it should either be removed, or made permanent by raising a Permanent Change Request to re-evaluate the design criteria and document the approvals. Logistics Examples of Change • Emergency Changes • Sudden, unplanned outage of Critical Equipment or System (e.g. Fire main, site radio system - appropriate management approval may be required for continued operation of the equipment/facility /site) • Unplanned stand-in required for operator / supervisory role (e.g. incumbent taken ill, and replacement required until end of shift) • Valve failure - replacement is "not-like-for-like" (e.g. gate instead of ball valve) • Storm conditions overwhelms oil-water separator - options include by-passing the separator and pumping water to a near-by river (the scenario was not identified in the site's Emergency Response Plan) • Minor equipment failure requires modified operating procedure to maintain high-priority operations (e.g. loading of a truck to prevent customer run-out and subsequent shut-down) Logistics Examples of Change • Emergency Changes • Every effort should be made to contact the appropriate persons, having authority to approve the Change, by phone / e-mail / fax to discuss the situation and proposed solution, and to receive their approval to proceed. If contact cannot be made, then careful consideration should be given whether to continue with the Emergency Change. • As soon as possible, as a minimum the next working day, the Emergency Change must be converted to a Temporary or a Permanent Change, using the appropriate Change Form, and the Emergency Change form promptly closed out. What Are My MOC Responsibilities? • Identify planned changes that may affect safety, health, environment, controls or regulatory compliance • Communicate situation to appropriate persons or supervisor • Follow-up to ensure change has been reviewed MOC Key Steps 8 Implement Change 7 Obtain Approval 6 List Key Completion Steps 5 Complete Risk Assessments 4 Review Documentation 3 Identify Impacts & Controls 2 Consider Impacts Identify the Change 1 MOC Key Steps 1- Identify the Change & its Benefits • Define the change • List the benefits of the change • Fix time limitations • Decide who ‘owns’ the change MOC Key Steps 2- Consider the Impact of the Change • As per the Change Checklist, consider as a minimum all people, product quality, system & equipment impacts that the change may have MOC Key Steps 3- Identify how the Impacts of the Change on Others will be Controlled • Define how the change will impact others • Consider employees, contractors, visitors, customers, neighbours etc. • Define how these impacts will be minimised MOC Key Steps 4- Submit Change Documentation for Review • Business Impact and Technical Fitness reviews may be required • Technical reviews may involve an Engineer reviewing facility changes (for example) • Business Impact reviews should be carried out by suitable management representatives MOC Key Steps 5- Complete Risk Assessments • Risk Assessments should be prompted by either the Change Owner or Change Reviewers • May include , Scenario Based Assessments, or JSA (Job Safety Analysis) MOC Key Steps 6- List the Key Completion Steps • Key Completion Steps should include the controls identified earlier • List the steps in completion order • Assign responsibility for completing each step MOC Key Steps 7- Obtain Approval to Initiate the Change • Seek appropriate line management approval that the proposal may proceed MOC Key Steps 8- Implement the Change as per Plan • Complete each of the Key Completion Steps • Sign & date the form as each step is completed • File the completed form for later reference MOC Form MOC Key Steps PURPOSE Identify Changes Apply the MOC System R I S K Who needs to initiate, review, endorse and approve MOC • The person recommending the change and his/her supervisor are primarily responsible to identify appropriate persons. Any reviewer, endorser or approver in the process can identify additional persons that need to be involved. • The final approver should be the person that has the knowledge and responsibility to judge results of risk/hazard assessments performed on the proposed change and would have the authority to direct that the change be made. Exercise !! Building a depot X receives product through tank trucks Current Situation The current pipework requires the driver to climb over pipes and around pumps to enable valves to be turned & the pumps to be activated. Mission To modify pipework to eliminate the hazards associated with the driver climbing or standing on the pipework Management of Change - Key Steps ❑ Base business should remain under control during change ❑ Ensure ownership and accountability for change are agreed ❑ Evaluate risks ❑ Document change in the process ahead of execution ❑ Obtain approvals of all stakeholders ahead of execution ❑ Obtain endorsement of the MoC ahead of execution ❑ Communicate the change and its expected implications ❑ Test effects of the change prior to implementation ❑ Train staff in time ❑ Take Go-No-Go decision ❑ Monitor implementation of change Plan – Evaluate – Document – Agree Management of Change - Benefits Benefits of a well documented MoC Keep Business on Track Avoid Material and/or Financial Damage Maintain Integrity of Control Ensure smooth implementation/transition Consequences of No Change Management Loss of Focus Increased Risk for Damage Loss of Accountability and Control Financial Loss Plan – Evaluate – Document – Agree Changes are inevitable, but their consequences are within our control ! Every incident is preventable Engineering Project Management Dr. Hassan Darwish