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1.040/1.4011.040/1.401
Project ManagementProject ManagementSpring 2007Spring 2007
Course IntroductionCourse Introduction
Dr. Fred MoavenzadehDr. SangHyun Lee
Dr. Samuel Labi
Department of Civil and Environmental Department of Civil and Environmental EngineeringEngineering
Massachusetts Institute of Technology Massachusetts Institute of Technology
OutlineOutline
IntroductionIntroduction
Course InformationCourse Information
Lecture Outline – Before Spring Lecture Outline – Before Spring BreakBreak
Lecture Outline – After Spring Lecture Outline – After Spring BreakBreak
InstructorsInstructors Dr. SangHyun LeeDr. SangHyun Lee
Visiting Lecturer at MITVisiting Lecturer at MIT Consultant at CRA InternationalConsultant at CRA International
Dr. Samuel LabiDr. Samuel Labi Visiting Professor at MITVisiting Professor at MIT Assistant Professor at Purdue UniversityAssistant Professor at Purdue University
Dr. Fred MoavenzadehDr. Fred Moavenzadeh James Mason Crafts Professor at MITJames Mason Crafts Professor at MIT Director, Center for Technology, Policy, & Industrial Director, Center for Technology, Policy, & Industrial
DevelopmentDevelopment Director, Technology and Development ProgramDirector, Technology and Development Program
T.A.T.A.
To Be AnnouncedTo Be Announced
StudentsStudents
Your Background, Interest, and Your Background, Interest, and
ExpectationExpectation
Project ManagementProject Management
What is it?What is it?
Focus of Class – Construction Focus of Class – Construction
ProjectsProjects
OutlineOutline
IntroductionIntroduction
Course InformationCourse Information
Lecture Outline – Before Spring Lecture Outline – Before Spring BreakBreak
Lecture Outline – After Spring Lecture Outline – After Spring BreakBreak
Class ScheduleClass Schedule Lectures: Monday & Friday 1– 2:30 PMLectures: Monday & Friday 1– 2:30 PM
Participation encouraged!Participation encouraged! Recitation : 4 - 5 PMRecitation : 4 - 5 PM
Discussion/readingsDiscussion/readings Videos / case-studiesVideos / case-studies Guest lecturesGuest lectures ToursTours
Lectures and recitations both in 1-371Lectures and recitations both in 1-371 Office Hours:Office Hours:
MF 3-4pm (Rm 1-180)MF 3-4pm (Rm 1-180) by appointment (by appointment ([email protected]@mit.edu, , [email protected]@mit.edu, ,
[email protected]@mit.edu))
LectureLecture Before Spring Break - Dr. SangHyun LeeBefore Spring Break - Dr. SangHyun Lee
Project Financing & EvaluationProject Financing & Evaluation Project OrganizationProject Organization EstimationEstimation Project PlanningProject Planning Project DynamicsProject Dynamics
After Spring Break - Dr. Samuel LabiAfter Spring Break - Dr. Samuel Labi Resource PlanningResource Planning Project ControlProject Control Risk ManagementRisk Management Project Close-outProject Close-out
Last Class - Dr. Fred MoavenzadehLast Class - Dr. Fred Moavenzadeh
RecitationRecitation
Case-studies and videos (preliminary):Case-studies and videos (preliminary): Hong-Kong/Shanghai BankHong-Kong/Shanghai Bank Worldwide PlazaWorldwide Plaza Empire State BuildingEmpire State Building Torino 2006 Winter Olympics VenuesTorino 2006 Winter Olympics Venues Milan New Exhibition SystemMilan New Exhibition System Etc.Etc.
Guest lectures:Guest lectures: MIT Facility ManagementMIT Facility Management Large Program DevelopmentLarge Program Development Public Private PartnershipPublic Private Partnership Guided toursGuided tours Other to be definedOther to be defined
Regular lectures (Project Dynamics I & II)Regular lectures (Project Dynamics I & II)
Course Website: Course Website: STELLARSTELLAR
Course communication through Stellar: Course communication through Stellar:
http://stellar.mit.edu/S/course/1/sp07/1.040/http://stellar.mit.edu/S/course/1/sp07/1.040/
Lecture slides posted after lecturesLecture slides posted after lectures
Readings distributed Readings distributed
Homeworks distributed and Homeworks distributed and submittedsubmitted through through
StellarStellar
All files in MS Office or text format for commentsAll files in MS Office or text format for comments
Now in STELLARNow in STELLAR
Syllabus (posted on Stellar)Syllabus (posted on Stellar) Course DescriptionCourse Description
Course OrganizationCourse Organization
Academic HonestyAcademic Honesty
Preliminary schedulePreliminary schedule
Survey (AS 1)Survey (AS 1)
Term Project Part I (TP 1)Term Project Part I (TP 1)
Textbooks & ReferencesTextbooks & References
Required ReadingsRequired Readings ““Project Management for Construction” by Project Management for Construction” by
HendricksonHendrickson http://www.ce.cmu.edu/pmbook/http://www.ce.cmu.edu/pmbook/
Recommended ReadingRecommended Reading ““Construction Nightmares” by O’Leary and Acret.Construction Nightmares” by O’Leary and Acret.
Real stories (along with legal analyses)Real stories (along with legal analyses) Can be purchased through the MIT CoopCan be purchased through the MIT Coop
Meredith, J. and Mantel, S., (2000) Project Meredith, J. and Mantel, S., (2000) Project Management: A managerial Approach, J. Wiley & Management: A managerial Approach, J. Wiley & Sons New YorkSons New York
Dewey Library (put on reserve)Dewey Library (put on reserve) Can be purchased through the MIT Coop also.Can be purchased through the MIT Coop also.
Syllabus contains othersSyllabus contains others
ParticipationParticipation
Attending both lectures and recitations is Attending both lectures and recitations is
requiredrequired
Students are strongly encouraged to participate Students are strongly encouraged to participate
in discussionsin discussions
Please interrupt presentations/videos at any point Please interrupt presentations/videos at any point
for interactive discussionsfor interactive discussions
Read assigned material before lecture!Read assigned material before lecture!
GradingGrading
Individual Participation Individual Participation 15%15% In lecture, recitation, office hoursIn lecture, recitation, office hours
Assignments / Individual GradingAssignments / Individual Grading 45%45%
Term Project / Individual Grading Term Project / Individual Grading 40%40%
Individual AssignmentIndividual Assignment
AS 1: Student Background AS 1: Student Background
AS 2: 10 minute PresentationAS 2: 10 minute Presentation
AS 3: Business CaseAS 3: Business Case
AS 4: Decision Making under UncertaintyAS 4: Decision Making under Uncertainty
AS 5: SchedulingAS 5: Scheduling
Term Project (1.040)Term Project (1.040)
TP 1: Preliminary Project TP 1: Preliminary Project Proposals Proposals
TP 2: Project DetailsTP 2: Project Details
TP 3: DeliverablesTP 3: Deliverables Report Report Presentation Presentation
Term Project (1.401)Term Project (1.401)
TP 1: Preliminary Project TP 1: Preliminary Project Proposals Proposals
TP 2: Project DetailsTP 2: Project Details
TP 3: DeliverablesTP 3: Deliverables Report Report Presentation Presentation
AS 6: EssayAS 6: Essay
Grading DetailsGrading Details
Extra credit assignments: More work Extra credit assignments: More work more creditmore credit
Late Assignments: Reduced 10%/day Late Assignments: Reduced 10%/day (compounded) up to 7 Days(compounded) up to 7 Days
Group Term project grade (adjusted Group Term project grade (adjusted individually)individually)
For Individual Assignments: Share with For Individual Assignments: Share with others ONLY concepts and problemsothers ONLY concepts and problems
Academic Honesty StatementAcademic Honesty Statement
Academic HonestyAcademic Honesty
Individual Work Only Allows for Group Individual Work Only Allows for Group Discussion of Concepts and ProblemsDiscussion of Concepts and Problems
Do Not Copy Previous Year WorkDo Not Copy Previous Year Work
Reference Any Source Reference Any Source
When Confused Ask InstructorWhen Confused Ask Instructor
OutlineOutline
IntroductionIntroduction
Course InformationCourse Information
Lecture Outline – Before Spring Lecture Outline – Before Spring BreakBreak
Lecture Outline – After Spring Lecture Outline – After Spring BreakBreak
DESIGN
CLOSEOUTDEVELOP-MENT DIVESTMENT
OPERATIONS
Construction Phases Construction Phases & Class Topics & Class Topics
FEASIBILITY
ANALYSIS
PROJECT MANAGEMEN
T
DESIGN
CLOSEOUTDEVELOP-MENT DIVESTMENT
OPERATIONS
FEASIBILITY
ANALYSIS
PROJECT MANAGEMEN
T
Construction Phases Construction Phases & Class Topics & Class Topics
Feasibility Studies and Feasibility Studies and PreliminariesPreliminaries
Understanding project finance and Understanding project finance and evaluationevaluation Helps understand economic challenges Helps understand economic challenges
faced by owner and contractorfaced by owner and contractor Risk managementRisk management Deciding on fundamentals of contractDeciding on fundamentals of contract
Delivery systems (organizational method)Delivery systems (organizational method) Contract type (how pay?)Contract type (how pay?) Award method (how decide who hired?)Award method (how decide who hired?)
DESIGN
CLOSEOUTDEVELOP-MENT DIVESTMENT
OPERATIONS
FEASIBILITY
ANALYSIS
PROJECT MANAGEMEN
T
Construction Phases Construction Phases & Class Topics & Class Topics
Design PhaseDesign Phase
EstimationEstimation Successive estimates producedSuccessive estimates produced
Planning & SchedulingPlanning & Scheduling WBSWBS Deterministic & probabilistic Deterministic & probabilistic
schedulingscheduling Resource planningResource planning SimulationSimulation
Project DynamicsProject Dynamics
As-planned vs. as-built (e.g., errors and As-planned vs. as-built (e.g., errors and
changes)changes)
Significant of feedbacks - Counter-intuitive Significant of feedbacks - Counter-intuitive
effects of policies (e.g., overtime)effects of policies (e.g., overtime)
OutlineOutline
IntroductionIntroduction
Course InformationCourse Information
Lecture Outline – Before Spring Lecture Outline – Before Spring BreakBreak
Lecture Outline – After Spring Lecture Outline – After Spring BreakBreak
DESIGN
CLOSEOUTDEVELOP-MENT DIVESTMENT
OPERATIONS
FEASIBILITY
ANALYSIS
PROJECT MANAGEMEN
T
Construction Phases Construction Phases & Class Topics & Class Topics
22ndnd Half of Project Management Half of Project Management CourseCourse
1. The phases of1. The phases of- Development- Development- Close Out- Close Out
22ndnd Half of Project Management Half of Project Management CourseCourse
1. The phases of1. The phases of- Development- Development- Close Out- Close Out
Resource Scheduling
Simulation
Basics of Project Monitoring and Control
Changes and Claims
Earned Value Analysis
Quality Reviews and Audits
22ndnd Half of Project Management Half of Project Management CourseCourse
1. The phases of1. The phases of- Development- Development- Close Out- Close Out
Resource Scheduling
Simulation
Basics of Project Monitoring and Control
Changes and Claims
Earned Value Analysis
Quality Reviews and Audits
Resource Scheduling
- How to allocate resources ($, time, etc.) to execute a given task efficiently
-Trade offs between conflicting/competing resources
Tools: graphical analyses, programming (linear, integer, heuristic, etc.)
22ndnd Half of Project Management Half of Project Management CourseCourse
1. The phases of1. The phases of- Development- Development- Close Out- Close Out
Resource Scheduling
Simulation
Basics of Project Monitoring and Control
Changes and Claims
Earned Value Analysis
Quality Reviews and Audits
Simulation
- Involves mathematical description/representation of the management process
- Helps identify optimal schedules and decisions
- Helps to quickly determine impact of alternative schedules
-Tools: algorithms implemented on computers
22ndnd Half of Project Management Half of Project Management CourseCourse
1. The phases of1. The phases of- Development- Development- Close Out- Close Out
Resource Scheduling
Simulation
Project Monitoring and Control
Changes and Claims
Earned Value Analysis
Quality Reviews and Audits
Project Monitoring and Control
-How to track your project costs, schedule (time), and other resources
- Helps ascertain whether targets are being met
- Needed so that due changes can be made to schedule as and when necessary
22ndnd Half of Project Management Half of Project Management CourseCourse
1. The phases of1. The phases of- Development- Development- Close Out- Close Out
Resource Scheduling
Simulation
Basics of Project Monitoring and Control
Changes and Claims
Earned Value Analysis
Quality Reviews and Audits
Changes and Claims
-What are the causes of time delays, cost overruns, change orders?
- How can such problems be prevented or mitigated
- Conflict resolution
22ndnd Half of Project Management Half of Project Management CourseCourse
1. The phases of1. The phases of- Development- Development- Close Out- Close Out
Resource Scheduling
Simulation
Basics of Project Monitoring and Control
Changes and Claims
Earned Value Analysis
Quality Reviews and Audits
Earned Value Analysis
-is a snapshot in time (as the project is in progress)
- compares work plan vs. actual work progress
- is a standard method of (a) measuring project progress at any given point in time, (b) updating forecasts of completion date and final cost,
- Is an early warning system to detect deficient or endangered progress.
22ndnd Half of Project Management Half of Project Management CourseCourse
1. The phases of1. The phases of- Development- Development- Close Out- Close Out
Resource Scheduling
Simulation
Basics of Project Monitoring and Control
Changes and Claims
Earned Value Analysis
Quality Reviews and Audits
Quality Reviews and Audits
-Quality Control (typically done by owner’s inspectors at the end of major production phases.
- Quality Assurance (typically done by contractor throughout the production, incl. raw materials
- Audits and QA/QC Reviews (retrospective in nature)
22ndnd Half of Project Management Half of Project Management CourseCourse
1. The phases of1. The phases of- Development- Development- Close Out- Close Out
2. Related Topics2. Related Topics- Risk and Uncertainty, - Risk and Uncertainty,
etc.etc.
Posted homeworkPosted homework
Assignment 1 – ReviewAssignment 1 – Review Due by February 12, midnightDue by February 12, midnight
Term Project Phase 1 - Term Project Phase 1 - Preliminary Project ProposalsPreliminary Project Proposals Due by February 16, midnightDue by February 16, midnight