Project Planning and Execution

Syllabus Coverage

Course Contents

Understanding Project Management : Nature of Projects,Project Characteristics,Integration of organisation strategy to projects Project Management functions : Methodology,Project Management as a blue print for change,Product Management and Project Management The Project Manager : Characteristics and Conflicts,Critical Issues,Selecting a Project Manager,Managing v/s Leading Risk Management – Understanding,Assessment,Identiication,Control and response Project Organisation and it’s types Project Selection : Payback,IRR,NPV and case discussions

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Course Contents

WBS,Planning resources and project schedule,project charter Project Planning and Scheduling : Activity times – estimation,Gantt chart,Networks,PERT,CPM,AOA,Events,Activities,Critical path,Slack,Float,Numericals Resource levelling,Estimating Costs,Costs of Change Project Budgeting – Methods and Techniques Project Execution and Control – Communicating and Reporting Project Commissioning and Evaluation : Stabilization

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Understanding Project Management
Project Planning and Execution

Definition

A project is a specific,finite set of tasks to be accomplished.Whether large or small,long-run or shortrun is not relevant. What is relevant is that the project be seen as a unit Project Management,initiated by the military provides managers with powerful planning and control tools

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Definition of a Project Project Attributes

Purpose
One time activity Well defined set Desired end-result subtasks Co-ordination Cost,Quality Performance Technology

Life Cycle
Slow Start Build-up

Project/Programme.

Peak or Maturity

Unique
Processes Products

Decline

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Programme Management

Project Programme Tasks Work Packages Work Units Interdependencie s Short-run/Long run
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Challenges

Success of the Programme

Aims

Why Project Management

The basic purpose for initiating a project is to accomplish specific goals.The reason for organizing the task as a project is to focus the responsibility and authority for the attainment of the goals of an individual or a small group. In spite of the fact that the PM often lacks authority at a level consisten with his/her responsibility,the manager is expected to co-ordinate and integrate all activities needed to reach the project’s goals.

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Why Project Management

In particular,the project form of an organisation allows the manager to be responsive to : − The client and the environment − Identify and correct the problems at an early date − Make timely decisions about trade-offs between conflicting project goals − Ensure that managers of separate tasks that comprise the project do not optimize the performance of their individual tasks at the expense of the total project

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Parameters affecting Project Management

Three main aspects which require strategic action to be taken.

Cost

Performance/Quality

Time/Schedule


Importance during life cycle stages Trade-off

Interdependencies Quest for better performance leads to  Delays  Higher Costs

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Time is Money Performance dependence Quality v/s schedule

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Overview of Project Management

Project Management is now being recognized as a valuable “career path” in many organisations,as well as a way to gain valuable experience within the organisation. PMI was founded in 1969 to foster the growth and professionalism of project management. Project Management,though not problem free is the best way to accomplish certain goals. Projects often start slowly,build up speed while using considerable resources and then slow down as completion nears.

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The Value Roadmap

Strategize

Ensure Strategies are Successful

Strategy

Initiatives

Operations

Capabilities

Product Development strategies that enhance business value.

Actions taken to create value through changes in people, process or technology.

Processes throughout the digital product value chain where initiatives are implemented.

A product development system that must be in place for an initiative to be successful.

Value Opportunities

Executing Strategies

Business Initiatives

Processes

Capabilities

Align
Tie Processes and Initiatives to Corporate Objectives
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Product First™ Value Opportunities
Score

1 2 Growth 3 4 VALUE 5 6 7 Profitability 8 9

... grow share with customer-focused products …protect product position ... improve ability to fulfill demand ... design for ongoing revenue streams ... develop/define new markets ... design to realize a price premium ... lower product cost ... lower development and lifecycle cost ... improve asset utilization

6.0 2.0 9.5 3.0 5.0

Voice of the Customer

Barriers to Entry

Improve Delivery Cycle
Follow-on Revenue Innovation

Price Premium

4.0 9.0 8.0

Total Cost Out/Margin Improvement
Lifecycle Cost Management Optimized Operations
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Typical Product Development “System” Today

Distributed Mfg Supplier Supplier
FTP

Supplier
Preferred Parts Approved Vendors

Distributed Mfg
Feasibility Feedback Tooling Designs Work Instructions NC Programs

Distributed Mfg

Requirements Design Feedback

Procurement

Manufacturing

Custom Configurations Field Notices

Part Designs BoMs Changes Models Drawings Simulations

Engineering

SneakerNet

Service
Customer Concerns Failure Reports User, Service Manuals Training guides Parts catalogs Email

Marketing
Courier

Sales

Local Design Partner Offshore Design Partner

Customers Customers Regulatory Authorities

Captive ODC

Concepts Requirements Market Requirements Brochures, Data Sheets

Proposals Customer Requirements

Regulatory Requirements/ 07/13/2006 Submissions Page 14

A Product Development System Optimizes the Digital Product Value Chain

Supplier Supplier

Supplier
Preferred Parts Approved Vendors

Feasibility Feedback Tooling Designs Work Instructions NC Programs

Distributed Mfg Distributed Mfg Distributed Mfg

Requirements Design Feedback

Procurement

Manufacturing

Custom Configurations Field Notices

Part Designs BoMs Changes

Service Engineering
Customer Concerns Failure Reports User, Service Manuals Training guides Parts catalogs

Models Drawings Simulations

Local Design Partner

Marketing
Concepts Requirements Market Requirements Brochures, Data Sheets

Sales Customers
Proposals Customer Requirements

Offshore Design Partner

Captive ODC

Customers Regulatory Authorities

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Product Management and Project Management
Project Planning and Execution

Product Management Objectives and Strategies vis-à-vis Project Management
Characterstics Growth
Sales Rapidly rising sales Maturity Peak Sales Decline Declining Sales

Costs Profits

Average Cost per customer Rising Profits

Low Cost per customer High Profits

Low Cost per customer Declining Profits

Customers

Early adopters

Middle Majority

Laggards

Competitors

Growing Number

Stable number beginning Declining number to decline

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Product Management Objectives and Strategies vis-à-vis Project Management
Strategies
Product Growth Maturity Decline Phase out weak items Offer product Diversify brand and extensions,service,w models arranty Price to penetrate market Build intensive distribution Build awareness and interest in the mass market Price to penetrate market Build intensive distribution Build awareness and interest in the mass market

Price Distribution

Cut prices Phase out unprofitable outlets Reduce to level needed to retain hard core loyals

Advertising

Sales promotion Reduce to take Reduce to take advantage of heavy advantage of heavy customer demand customer demand

Reduce to minimal level

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PDS can be Implemented Incrementally

Change Management

Release to Manufacturing

Configuration Management Digital Product Definition Digital Product Content Management

Dynamic Publishing

Product Development Collaboration Project Management & Execution

Timeline
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Product First™ Value Opportunities (from questionnaire)
Score

1 2 Growth 3 4 VALUE 5 6 7 Profitability 8 9

... grow share with customer-focused products …protect product position ... improve ability to fulfill demand ... design for ongoing revenue streams ... develop/define new markets ... design to realize a price premium ... lower product cost ... lower development and lifecycle cost ... improve asset utilization

6.0 2.0 9.5 3.0 5.0

Voice of the Customer

Barriers to Entry

Improve Delivery Cycle
Follow-on Revenue Innovation

Price Premium

4.0 9.0 8.0

Total Cost Out/Margin Improvement
Lifecycle Cost Management Optimized Operations
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Project Evaluation and Selection
Project Planning and Execution

Project Evaluation factors Production factors
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Time until ready to install Length of disruption during installation Learning Curve Effects on wastes and rejects Energy requirement Facility and other requirements Safety of proecss Availability of raw materials Required development time and cost Impact on current suppliers Change in quality of output
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Project Evaluation factors Marketing factors
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Size of potential market for output Probable market share of output Time until market share is acquired Impact on current product line Consumer acceptance Impact on consumer safety Estimated life of output Spin-off project possibilities

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Project Evaluation factors Financial Factors
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Profitability,Net Present Value of Investment Impact on cash flows Payout period Cash requirements Time until breakeven Size of investment required Impact on seasonal and cyclic fluctuations

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Our Global Network: 6,000 Employees with Many Years' Experience in the Automotive Industry. We know the country-specific requirements.
Added-Value Regional Approach Offer

USA

UK

Germany Czech Republic

Spain, Portugal Austria France Mexico Asia Pacific

India

Brazil South Africa Argentina

More than 2,000 experts > More than 300 experts > More than 100 experts >

Less than 100 experts

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Benefit From Our Comprehensive Industry Expertise. Focused solutions for all requirements.
Added-Value Regional Approach Offer

Automotive

Telco, Manufacturing Service Media & Utilities

Finance

Public

Vertical Solutions

Product Lifecycle Management (PLM)

Supply Chain Management

Engineering & Manufacturing Sales, Distribution & Services Embedded Systems; Electronic Support Systems

Horizontal Solutions

BPO

Managed Document Services (MDocS)
Dynamic Services for SAP® Solutions SOA Services

Accounts Receivables Management
Managed Desktop Services Dynamic Mainframe Services

HR BPO
Dynamic Infrastructure Services Customer Relationship Management Solutions

Finance & Accounting
Dynamic Web Application Services Managed Security Services

IT

IP-VPN (MPLS)

Business Internet Access

Managed VoIP Networks

TC Services

TC

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Business Orientation, Industry Expertise, Process Expertise. We provide ICT services which span the length of the Added-Value Regional Approach Offer automotive value-added chain.
Industr y Process SubProcess

Automotive Solutions
Engineering
Product Definition & Development
Product Definition Mgmt. Digital Product Creation

Manufacturing

Marketing, Sales & Service
Service Distributi on Logistics Retail
Retail Consultin g Market Services DMS & Platform Services

Productio n Preparati on & Support
Digital Factory

Order & Productio Purchasin Marketing n g Capacity & & & Mgmt. Sales Control Logistics
Manufacturing Process Consulting Supplier Integration & Management

Corporate Management

InCar Produ cts
Embedded Control (InCar Software) Embedded Check (Diagnostic s)
Embedded Complete (Test & Integration; HiL, TestC)

SCM/ Supplier Marketing Diagnostic Integratio s n
Documenta tion

Finance

Procurem ent IT Service Managem ent

Solution s & Services

Purchasin Productio Engineerin Collaborati Manufactu Capacity ve ring g g Process Managem Sales Consulting Engineerin Engineerin ent Solutions n Planning g g Engineerin Shop InCar g Demand / Floor Logistics Inventory Solutions Ordering Integratio Engineerin Control g Planning n Solution Solutions Solutions ECU – Technical Vehicle JIT / JIS Solutions Quality Document Managem Control Managem ent Sol. ent Digital Factory in Production Electronic Data Interchange Financial Services

Technical

Inventory Managem ent Order Fullfilment

Controllin g Human Resource

Warranty & Goodwill Quality Control Mobile Services

Warehous Data e Managem Managem ent ent & RFID

Embedded Life (E/E Process & Data Mgmt.) Embedded Telematics (Embedded Functions)

Automotive Supplier Solutions (gEXPRESS, ZEDA) Enterprise Content Management Engineering Workplace Management Enterprise Business Integration Security Management Test Factory Business Intelligence

Cross Services

Application Lifecycle Management Services

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Our Integrated View Point and Way of Working. Profit from an “Innovative Transformation.”
Added-Value Regional Approach Offer

Technological Benefit
Identify and implement existing potential  Evaluate the economic benefit of investment in processes and technologies  Make the contribution to the success of the company measurable

Integrated Thinking
Analyze company processes  Examine the solutions’ ability to be integrated
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Human Aspect
Create higher quality and transparency through change management  Reduce consequential costs through the involvement of all those involved  Achieve faster project realization with training courses

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