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Engineers Edge, LLC
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Copyright, All Rights Reserved Engineers Edge, LLC
Project Management Basics
Project Management Basics is the sole property of Sound Mind Management Co. No
part of this document may be reproduced in any fashion without prior written
consent of Sound Mind Management Co. Copyright by Sound Mind Management Co.
All Rights Reserved.
For this product support: Email me at jameson@projectmanagementbasics.com
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Introduction
Welcome and Congratulations! You are about to learn in about 30
minutes how to launch your career past the competition with Project
Management Basics based on my 30 years experience.
Book Format:
• The writing will be concise and to the point: That is the
engineer in me.
• The process will be in cook book format. This means the book
will be easy and logical to follow so you can easily apply.
• The writing will be from a new product manufacturing
organization perspective though the principles apply to any
business.
• The content will cover the basics. This book is not intended to
be a Master’s Degree course.
Book Content ­ This book is divided into two major parts
• Part I – Technical Project Management ­ I will show you
elements of a Project and how you must manage in order to be
a success. If you refer to the next page, the Road Map to
Success, the technical elements are shown above the Meeting
Management box.
• Part II – Meeting Management for the Project – I will show you
how you can manage others to get work done faster, more
accurate and with better results that can make you successful.
Good luck­ Success is just 30 minutes away!!
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Road Map to Success
Cost
Start Here:
Introduction to
Project
Deliverables
Delivery
Quality:
1. Defining your
Product
2. Building Your
Charter
Quality
Relationships of
Quality, Cost and
Delivery
Cost:
1. Finding Your Costs
2. Contingency Cost
Estimating.
3. Forecasting Risk &
Opportunity.
4. Balancing Investment
& Product Cost
Delivery:
1. Locating your Milestones
2. Creating your Work Breakdown Structure
3. Developing your Project Schedule
Meeting Management
T h e
Plan
F o u n d a t i o n
t o
D e l i v e r i n g
Conduct
Purpose­ Focusing on the
goal.
Summarize
Minutes­Writing
the outcome
Minutes to create
action.
Charts
Agree to
Process­ Delivering on the
those actions
Purpose
Evaluate
Personal­ Dealing with the
Communicating
results to others
meeting
needs of others.
Sound Mind Management 3/10/2005
Follow Up
next actions
work.
a b o v e
Close
Review the
People­ Engaging others to
t h e
Thank team
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The Project Manager
Project Management encompasses all of these aspects of the Project
that you must manage and deliver. The business depends on you.
Frankly, your career depends on you. If you cannot deliver the right
product with the right features, with the right cost on time,
eventually you will go out of business. Fortunately, you may be an
expert in one of the functions you have to manage. Unfortunately,
you are not likely to be expert in all the functions required to execute
the Project.
As a Project Manager you are expected to organize and direct a
diversely skilled team. In today’s matrix managed world, the
following team members will likely report to you for the specific
Project at hand while these members still report to a their functional
organization. A typical team likely includes the members or
managers from the following functional areas:
• Project Management
• Engineering
• Manufacturing
• Purchasing
• Finance/Accounting
• Information Systems
• Marketing
• Sales
• Warranty
Each functional team member will have their own part of the Project
to deliver. Project Manager’s manage all the deliverables.
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Part I – Technical Project Management
Introduction to Understanding Project Deliverables
Project Managers organize, lead and manage the team to achieve the
three Project deliverables. These deliverables are:
• Quality (Q)
• Cost (C)
• Delivery (D)
Relationship of Quality ­ Cost ­ Delivery
Delivery
Cost
Quality
Quality, Cost and Delivery (QCD) are shown here as three sides of a
triangle because each is interdependent on the others. By this I
mean if you move one, the other is impacted. Let’s understand by a
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simple example of building a house. Pretend you have contract Klutz
Construction to build your dream home. You have chosen the
blueprinted plan, Klutz has quoted you a price of $250,000 and
estimated 26 weeks to build and be ready for you to take possession.
The Quality, Cost and Delivery of this project are:
• The blueprints, specifications and site plan for the dream home.
In other words the quality (Q) characteristics of the home.
• The quoted price of $250,000, the cost (C).
• The closing date of 26 weeks, the delivery or time (D).
The house proceeds as planned until you and your wife walk through
the partially framed home and you realize the kitchen is way too
small and the adjoining dining room is generous in size such that you
decide to move the wall over and to expand one room for the other.
Klutz has dealt with many customers and is not surprised upon your
physical inspection that you want to make a change. However, they
also alert you that some rework will be required. After some study,
Klutz calculates the cost of additional lumber. They also estimate the
time to tear down the old wall and put up the new. This results in
additional labor costs and requires the framing crew to stay longer on
the job. The plumber is delayed from coming as scheduled. Klutz
summarizes, asks you to sign a change request that states you will
need to pay an additional $1000 to move the wall and that you agree
to accept the one week delay of your closing date.
Here is what happened in the QCD triangle on this project:
• CHANGED: The original blueprint plan is the (Q) quality
characteristics of the product but at your request has changed.
• IMPACTED: The original quoted cost of $250,000(C) is the
price you would have paid but now it will be $251,000.
• IMPACTED: The closing date was 26 weeks now becomes 27
weeks.
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