The Absolute Basics of Project Management - Michael Clingan 970-215-2981
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The Absolute Basics of
Project Management
Michael Clingan
970-215-2981
michael.clingan@theclaymoregroup.com
Over 50 projects in the consumer
electronics industry
Created an engineering group specializing in
rapid ramp-ups
Took prototype lead times from 4-6 weeks
Why me? to 2 days
Developed Rapid for IT projects, an
Enterprise predecessor to Agile
Figured out projects are for leaders
Only 2.5% of companies successfully
complete 100% of their projects (PwC)
In 2013, less than one third of all projects
were completed successfully (Standish)
What’s up
with projects? One in six IT projects has a 200% cost
overrun & schedule overrun of 70%. (HBR)
17% of large IT projects fail so badly they
pose a threat to the company (McKinsey)
To-Do
Task
To-Do + Name + Duration + Due Date = Task
A Another Task Task
Task + Task + …. = Simple Project
A Another Task Task
Tasks + Dependencies = Common Project
Common Projects + Shared Resources = Complex Project
A Another
Task Task
4 days ± 1 day 2 days ± 2 daysDependence Variation
A B C D E 5 5 5 5 5
An average
A B C D E of 3.19 work
units/day
5±1 5±1 5±1 5±1 5±1Anything with dependent
What qualifies tasks and a higher degree
as a project? of variation from what
you normally do.Planning
Doing
The 4 phases
of project
management Delivering
LearningAccording to PwC’s Project Management Global Survey 32% of project failures are due to poor estimation during the planning phase
Written statement of the scope,
deliverables, budget, and time
Work Breakdown Schedule with
Planning – task info, milestones, and buffer(s)
4 things to
include Tracking and communications
tools and plan
Identification of risk factorsOrcon Aerospace New Market Offer Plan
Team/Champion 4-Aug 11-Aug 18-Aug 25-Aug 1-Sep 8-Sep 15-Sep 22-Sep 29-Sep ### ### 20-Oct 27-Oct 3-Nov 10-Nov 17-Nov
Define and Idea/By-in Idea/By- Idea/By-in
Preferred Sort top by in by Int'l Aero
Jim, Chris Customer customer Domestic Int'l Mexico?
Program opportunitie Partners? Qantas?
s
Start Partner Base Data Re-tailor
with 3 A/C fully presentation
Key informatio defined by /Value
Custome n - model, Orcon & package
Cost/Benefit r Targets type, #'s, Customer
Jim, Chris, Analysis - etc. (Identify
David Data Weight,
Collection Corrosion,
Install
Savings)
By airline Standardiz Pricing Cost Close
and defined e kits establish: benefit Deal
kits (sales/ (custom- Up and analysis
Mechanic's engineering ization) cross sell - custome
Choice and Orcon & tape, r
Jim, Chris, Present A/MRO strip, finalized
David Kitting mechanic clips,
(drawings & dryliner,
GRT's) etc. for
installatio
n
Know Revision PMA Inv. Area
choice kits control rules, (supermarke
Bobbie, Roberto, DAR,813 t) min/max
Kanban
Vicki
0-3
Issues
72 hr base Maintenance Supplier
kit turn and schedule managed
Bobbie, Roberto, 2 week turn inventory
Vicki on any
Maintenance
bilge kit
Train Communi-
Right parts
staff, cation
at the Right Custom Flow with
Dennis & Team
time = er U/C & MX
GUARANTEE
service
Engineerin Defined
g work card
Support final relationshi terminolog
Engineering &
installation p based on y
Sales
at customer full "trust"
Notes:Project Owne
r ###### ###### ###### ##### ##### 16-Jun-08 ##### ##### #### ##### ##### ##### ##### ##### 18-Aug-08 ###### ##### ##### ###### ###### ###### ##### ##### ###### ##### ##### ###### ###### ###### ##### ##### ##### ##### #####
Have a PEEK Alex Orcon Avery must develop pressure sensitive adhesives that meet product requirements - High Level Kickoff meeting Product from Avery Orcon has a product developed that meets Tape Orcon tape added to QPL at Boeing
tape on the provides is tested at Orcon Boeing Specifications - Boeing test tape passes mfg
Boeing QPL film and and passes test at
properties Mexmil
needed to
Avery
Responsibility Hamang Hamang Hamang Chris Chris Chris
Cost $15k
Have a qualified Alex Define Co-developer Co-developers short list Co-developer interviews and final choice Agreements with co-developers signed, joint Product configuration and adhesive/coating package finalized Lamination process using chosen adhesives defined and finalized
film meeting all target screening criteria developed made - 2-4 weeks NDA and joint development contracts
requirements of physical finalized finalized
Boeing BMS8- properties
380 and cost
(product
definition)
Responsibility Hamang, Hemang, Alex Jim Alex. Executive Team, Alex, Executive Team, Hemang Alex, Gerald Hemang Hemang, Jim Carroll
Alex Carrol, Vicki, Hemang
Cost $50- 75k Bobbie, Gerald $4k $20- 50k
Have the ability David Buy from Qualification testing (no 1,000 Include Run Manufacture Orcotek blankets in Union City Add PEEK Strip
to sell blankets Lamart or hour test) performed at Orcon, Lamart flammabilit and blankets in Ensenada - 1-4 weeks to Orcotek blankets
and Orcotek manufacture BMS/OMS PEEK film in y tests at drawing and STC
made with PEEK at Orcon Orcon's STC Orcon per blankets
films flammabilit approval available
y test plan for sale
Responsibility Vicki Kiran David Kiran, Vicki , Roberto David David
Hemang,
David
Buy material form Lamart & receive material - 4-6 weeks Findings submitted to FAA, 10 projects or 6 months
Responsibility Sue Toliver David
Develop DAR sample conformity
OMS spec &
internal
qualification
requirement
s
Responsibility Hemang, Larry
Scott
Cost $15k $10.5k
Acquire the skills Dennis Complete Create a job Orcon Go to Screen potential candidates - 3-6 months Individual hired
necessary to job description (criteria) approval executive
position Orcon justification to hire recruiters
as an adhesives and need
(scrim assessment
lamination) paperwork
innovator
Responsibility Dennis Dennis, Gerald, Dennis, HR, Gerald Dennis, Gerald, Alex, Bob, Joe, Bobbie, Kim HR
Alex, Bobbie Hollis
Select a recruiter $110k + benefits
Responsibility HR, Gerald, Alex
Cost $200k $40k
Establish & Grow Chris Establish contact list - Consultative Selling - Boeing product development status updates, issues with current suppliers and materials Establish on- On tape QPL
close business utilize Patti Lampman going
relationships and Boeing-Long Beach weekly
with Boeing contact
visits
Responsibility Jim, Chris Jim, Chris Jim, Chris Jim, Chris, Scott
IP issue resolved On manufacturing QPL
Responsibility Begin discussions - Jim and Dennis, full Executive Team available to assist Jim, Chris, Scott
New Product Technology to supply new generation materials planned Projects launched to supply film for QPL - 12 month project
Requiremen
ts
Responsibility Jim, Chris Alex, Hamang Alex, Hamang
Cost $0k
Maintain Project Dennis PEEK PEEK Project PEEK PEEK PEEK PEEK PEEK PEEK PEEK PEEK PEEK PEEK PEEK PEEK PEEK PEEK
Momentum Project Review Project Project Project Project Project Project Project Project Project Project Project Project Project Project
Review Meeting Review Review Review Review Review Review Review Review Review Review Review Review Review Review
Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting
Responsibility Dennis, Dennis, ET Dennis, Dennis, Dennis, Dennis, Dennis, ET Dennis, Dennis, ET Dennis, Dennis, ET Dennis, Dennis, ET Dennis, Dennis, Dennis,
ET ET ET ET ET ET ET ET ET ET ET
Maintain a Long- Dennis Add Project Portfolio and/or strategic marketing items to (MBO) objectives, permanently add both to ET meeting agenda, brainstorm other activities to accomplish this goal (regular retreats, etc.) - forever
term Strategic
Marketing focus
Responsibility Dennis, Executive Team
Value Priceles
sStep 1 – Build the WBS
Scope
Summary
Critical Critical Critical
Success Success Success
Factor Factor Factor
To-Do E To-Do C To-Do G
To-Do D To-Do B To-Do F
To-Do AStep 1 – Build the WBS
Open a sales
office in
Cheyenne by
1/2020
Office is WiFi
Staff is hired
leased and supports
and trained
equipped video
conferences
and large file
Train staff in transfers
Loveland
office
Hire staff via
LinkedInStep 1 – Build the WBS with Project Team
Scope
Summary
Critical Critical Critical
Success Success Success
Factor Factor Factor
To-Do E To-Do C To-Do G
To-Do D To-Do B To-Do F
To-Do AStep 2 – Rotate 90 ◦
Critical
To-Do D To-Do E Success
Factor
Critical
Scope
To-Do A To-Do B To-Do C Success
Factor Summary
Critical
To-Do F To-Do G Success
FactorStep 3 – Convert WBS to a Plan
Task D Task E Milestone
Task A Task B Task C Milestone Delivery
Task F Task G Milestone
Start FinishStep 4 – Identify Critical Path
Task D Task E Milestone
Task A Task B Task C Milestone Delivery
Task F Task G MilestoneStep 5 – Add a Project Buffer
Task D Task E Milestone
Task A Task B Task C Milestone Project Buffer Delivery
Task F Task G MilestoneEstimated Task Time Hands On Safety
Task 1 Estimate Task 2 Estimate Task 3 Estimate
Start Finish
Task 1 Task 2 Task 3
Hands On Hands On Hands On
Buffer
Start FinishStep 5 – Add a Project Buffer
Task D Task E Milestone
Task A Task B Task C Milestone Project Buffer Delivery
Task F Task G MilestoneScope Creep
Doing – Student Syndrome
4 things to
avoid Parkinson’s Law
MultitaskingTask
“Health” of project buffer
Doing – What’s my constraining
resource?
4 things a
project leader How is that resource shared
must know with other projects or tasks?
Are we running a marathon or a
relay race?Summary
01 02 03 04 05
Plan, Do, Engage the Don’t penalize Relay race work Lead when you
Deliver, Learn team early owners of late ethic can, manage
task, use the when you must
bufferAsana
SmartSheet
Free (at least Wrike
initially) PM
Software ClickUp
Teamweek
OpenProjectQuestions?
Success Stories?
Painful Experiences?
Michael Clingan
970-215-2981
michael.clingan@theclaymoregroup.comYou can also read
