Project Management For Engineers

Description

Project Management for Engineers, as the title suggests, is a direct attempt at addressing the ever-increasing and specific needs for better project management of engineering students, practicing engineers and managers in the industry. It aims not only to present the principles and techniques of Project Management, but also to discuss project management standards, processes and requirements, such as PMBOK, IEEE and PRINCE.Each chapter begins with the basics of the theme being developed at a level understandable to an undergraduate, before more complex topics are introduced at the end of each section that are suitable for graduate students. For the practicing professionals or managers in the industry, the book also provides many real illustrations of practical application of the principles of Project Management.Through a realistic blend of theory and practical examples, as well as an integration of the engineering technical issues with business issues, this book seeks to remove the veil of mystery that has shrouded the profession from its very beginning. Title page Copyright Endorsement Preface Acknowledgements About the Authors Contents Acronyms 1. The Need for Project Management in Engineering 1.1 Introduction and Motivation 1.2 In the Beginning 1.3 Project Management in Software Engineering 1.4 Some Very Expensive Engineering Failures 1.5 Some Very Deadly Projects 1.6 Some Successful Projects 1.7 The Need for Project Management in Engineering 1.8 Exercises References 2. The Engineering Project Management Context 2.1 Formal Definition of Project Management 2.2 The Goal of Project Management 2.3 The Standardization of Best Practices of Project Management 2.4 Project Life Cycle and its Phases 2.4.1. SPENTFUEL (spent nuclear radiation fuel) 2.4.2. Project gates 2.4.3. Characteristics of phases and life cycles 2.4.4. Typical life cycles and their measurement 2.5 Project Stakeholders 2.5.1. SPENTFUEL stakeholders 2.6 Organizational Influences 2.6.1. Functional organization 2.6.2. Matrix organization 2.6.3. Projectized organization 2.6.4. Final words on organization structure 2.7 Professional Ethics 2.8 Multiple Choice Questions References 3. Key Project Management Artifacts 3.1 Project Charter 3.1.1. The charter of SPENTFUEL 3.2 Project Management Plan (PMP) 3.3 Integrated Change Control Plan (ICCP) 3.3.1. The ICCP for SPENTFUEL 3.3.2. Change control process 3.3.3. ICCP summary 3.4 Quality Assurance Plan (QAP) 3.5 Chapter Summary 3.6 Multiple Choice Questions 3.7 Exercises References 4. Engineering Economics and Project Management 4.1 Introduction to Engineering Economics 4.2 Time Value of Money and the MARR 4.2.1. Simple interest 4.2.2. Project timeline, cost, and benefit 4.2.3. The MARR 4.3. Capturing the Time Value of Money 4.3.1. Simple interest 4.3.2. Compound interest 4.3.3. Nominal and effective interest rates 4.3.4. Inflation 4.3.5. Equivalence of the time value of money 4.4 Choosing Amongst Projects Using Equal Worth 4.5 Other Methods 4.5.1. Benefit-cost ratio 4.5.2. Internal rate of return 4.5.3. Payback 4.6 Scoring Models 4.7 Chapter Summary 4.8 Discussion Issues 4.9 Multiple Choice Questions 4.10 Exercises References 5. Requirements and Scope Management 5.1 The Relationship between Requirements and Scope 5.2 Requirements Management 5.2.1. Introduction to the problem 5.2.2. Requirements life cycle 5.2.3. Types of requirements 5.2.4. Characteristics of good requirements 5.2.5. Expressing requirements 5.2.6. IEEE 8301–998 (Software) requirements specifications standard 5.2.7. Requirements segue into scope 5.3 Define Scope 5.4 Create Work Breakdown Structure 5.5 Validate Scope 5.6 Control Scope 5.7 WBS Exercise 5.8 Multiple Choice Questions References 6. Time Management 6.1 The Purpose of Time Management 6.2 Time Planning 6.2.1. Work packages and activities 6.2.2. Activity-on-arrow diagram 6.2.3. Activity-on-node diagram 6.2.4. Rules for diagramming methods 6.2.5. Types of dependencies 6.2.6. Milestones 6.2.7. Resource assignment and duration estimation 6.2.8. Project and resource calendars 6.3 Time Executing 6.3.1. Forward path calculation 6.3.2. Backward path calculation 6.3.3. Float (Slack) 6.3.4. Critical path 6.3.5. Lag and lead 6.4 Time Monitoring and Controlling 6.4.1. 50-50 Rule 6.4.2. Gantt chart 6.4.3. Milestone chart 6.4.4. Schedule control techniques 6.5 Time Closing 6.6 Scheduling Exercise 6.7 Multiple Choice Questions References 7. Cost Management 7.1 The Purpose of Cost Management 7.2 Cost Planning 7.2.1. Cost estimating 7.2.2. Cost estimating methods 7.2.3. Cost budgeting 7.3 Cost Executing 7.4. Cost Monitoring and Controlling 7.5 Cost Closing 7.6 Multiple Choice Questions References 8. Quality Management 8.1 Introduction to Quality 8.2 Quality Planning 8.2.1. Quality metrics 8.2.2. Quality planning tools and techniques 8.2.3. Quality planning output 8.3 Quality Executing 8.3.1. The quality audit 8.4 Quality Monitoring and Controlling 8.4.1. Reviews, inspections and walk-throughs 8.4.2. Anatomy of an inspection 8.5 Quality Closing 8.6 Cause and Effect Diagram Exercise 8.7 Quality Tools and Techniques Exercises 8.8 Multiple Choice Questions References 9. Human Resource Management 9.1 Human Resource Initiating 9.2 Human Resource Planning 9.3 Human Resource Executing 9.3.1. Acquire project team 9.3.2. Develop project team 9.3.3. Motivation theories 9.4 Human Resource Monitoring and Controlling 9.4.1. Management style and power 9.4.2. Conflict management 9.5 Human Resource Closing 9.6 Behavioural Analysis 9.6.1. Blanchard’s situational leadership 9.6.2. Fundamental interpersonal relationship orientation behaviour (FIRO-B) 9.6.3. Myers–Briggs Type Indicator (MBTI) 9.6.4. Parker’s team player survey 9.6.5. Porter 9.7 Right-Sizing and Downsizing 9.8 Behavioural Analysis Exercise 9.9 Multiple Choice Questions References 10. Communications Management 10.1 Introduction to Communications 10.2 Communications Planning 10.3 Communications Executing 10.3.1. Kick-off meeting 10.3.2. Tools and techniques in communications executing 10.3.3. Manage communications 10.4 Communications Monitoring and Controlling 10.5 Communications Closing 10.6 Exercises 10.7 Multiple Choice Questions References 11. Risk Management 11.1 Risk Introduction 11.2 Risk Planning 11.2.1. Risk identification 11.2.2. Risk qualitative analysis 11.2.3. Risk quantitative analysis 11.2.4. Risk response planning 11.3 Risk Executing 11.4 Risk Monitoring and Controlling 11.5 Risk Closing 11.6. PERT Exercise 11.7 Multiple Choice Questions References 12. Procurement Management 12.1 Procurement Planning 12.2 Procurement Executing 12.3 Procurement Monitoring and Controlling 12.4 Procurement Closing 12.5 Outsourcing and Offshoring 12.5.1. Outsourcing, insourcing, offshoring, and near-shoring 12.5.2. Outsourcing and offshoring initiating 12.5.3. Outsourcing and offshoring planning 12.5.4. Outsourcing and offshoring executing 12.5.5. Outsourcing and offshoring monitoring and controlling 12.5.6. Outsourcing and offshoring closing 12.5.7. Outsourcing and offshoring lessons learned 12.6 Contract Law and the Project Manager 12.6.1. Five key elements for a contract 12.6.2. Fundamental definitions with contracts 12.6.3. Contract interpretation and management 12.6.4. Mistakes in writing contracts and case study 12.6.5. Contract termination and case study 12.7 Multiple Choice Questions References 13. Stakeholder Management 13.1 Stakeholder Management Initiating 13.2 Stakeholder Management Planning 13.3 Stakeholder Management Executing 13.4 Stakeholder Management Monitoring and Controlling References 14. Ethics and Engineering Professionalism 14.1 Topics for this Chapter 14.2 Code of Ethics and Professional Conduct of a Project Management Professional 14.2.1. Responsibilities to the profession 14.2.2. Responsibilities to the public and customers 14.2.3. Administration of the code of ethics and professional conduct 14.3 Code of Ethics of a Professional Engineer 14.4 Preventing Sexual Harassment in the Workplace 14.5 The Management Triples 14.6 Basic Human Fundamentals 14.7 Chapter Summary 14.8 Case Studies References Appendix A Waterfall Model for Software Development References Appendix B IEEE PMP Sample B.1. Overview B.1.1. Project summary B.1.2. Evolution of the plan B.1.3. Charter B.2. References B.3. Definitions B.4. Project Organization B.4.1. External interfaces B.4.2. Internal structure B.4.3. Roles and responsibilities B.5. Managerial Process Plans B.5.1. Start-up plan B.5.2. Work plan B.5.3. Control plan B.5.4. Risk management plan B.5.5. Closeout plan B.6. Technical Process Plans B.6.1. Process model B.6.2. Methods, tools and techniques B.6.3. Infrastructure plan B.6.4. Product acceptance plan B.7. Supporting Process Plans B.7.1. Configuration management plan B.7.2. Verification and validation plan B.7.3. Documentation plan B.7.4. Quality assurance plan B.7.5. Reviews and audits B.7.6. Problem resolution plan B.7.7. Subcontractor management plan B.7.8. Process improvement plan B.8. Additional Plans B.8.1. Safety B.8.2. Privacy B.8.3. Security B.8.4. Installation/rollout B.8.5. Maintenance B.8.6. Additional subplans Exercise Appendix C 10% Table Appendix D SEI-CMM Ladder References Appendix E Survey Questions Appendix F Offshoring Benefit-Cost Analysis F.1. Introduction F.2. Intra-Firm Offshoring F.3. Third Party Offshoring F.4. Discussion References Appendix G Project Management Professional Certification G.1. Educational and Experience Requirements G.2. Eligibility for PMP Certification Examination G.3. Certificate Examination G.4. Hints and Tips for the PMP Examination G.5. Professional Development Requirements G.6. Other PMI Examinations References Appendix H PRINCE, APM, MSP Roadmaps H.1. PRINCE Roadmap H.2. APM Roadmap H.3. MSP Roadmap Index Words of Wisdom for Engineering Project Managers