Project Planning
Adapted from an Article by Gerald M. Blair www.see.ed.ac.uk/~gerard/Management/art8.html For use in our NSF-funded Research Experiences in Micro/Nano Engineering Program
By Steven A. Jones
Steps in Planning
Specification Global Structure Project Breakdown Task Delegation Time Estimation Identification of needed resources Integration of Time/Personnel Setting Controls/Gates
Specification
A statement of the problem, not the solution. Normally contains errors, ambiguities, & misunderstandings Need a written definition of requirements and deadlines Should be clear, complete and rigorous to eliminate misunderstandings, contradictions, oversight of technical difficulties
Sources of Problems
The work duplicates or negates work already done The deliverable is not appropriate The time frame is unrealistic The work depends on work of others The resources are not available The cost is prohibitive
Structure
Tasks that must be accomplished Relationship of each task to the specifications Who will do what? When will it be done?
Project Breakdown
Break project down into a series of task Break each task down into subtasks Continue until all items are doable and understandable
Project Breakdown
Skills/processes that must be learned Equipment/supplies that must be ordered Preliminary tests Sample collection Sample preparation Measurements
? Experimental setup ? Protocol
Data analysis Statistical Analysis
Project Breakdown
Sample Collection
? Contact supplier (at Tech Farm) ? Prepare collection materials
? Sample container ? Preservative (e.g. Sodium Citrate)
? ? ? ?
Collect sample Perform preliminary quality control Transport sample Store sample
Task Allocation
Assign tasks to specific people (or teams) Order tasks so that they occur in a logical sequence Match tasks to abilities of the team Allow for flexibilities – the team can do sub-planning Match task with personalities and goals
? Person 1 needs more responsibility ? Person 2 needs more detail ? Person 3 needs to learn how to use the fluorescent microscope
One person (or team) may do multiple tasks (e.g. to reduce boredom). Do not overspecify
Time Guesstimation
Start at the bottom of the tree. I.e. sum the time for individual subtasks to estimate total task time. Times are based on previous experience They are always wrong – plan accordingly Example: How long should it take you to climb the statue of Liberty?
? Estimate the number of steps ? Estimate the time per step ? Can do a preliminary study on a flight of stairs
Add extra buffer where tasks depend on one another Weigh speed against quality
Project Controls
Include
? milestones (clear, unambiguous targets of what, by when) ? established means of communication
Provide job satisfaction Indicate progress to your supervisors Allow for quality control checkponts Provide points of communication You should distinguish milestones from mill-stones
Planning Strategy
Formulate an initial plan Check with team members for
? Input on timing ? Review of tasks and feasibility
Revise the plan Check with your supervisor Revise the plan Get consensus of team members Get supervisor approval
Quality Controls
Establish gates for transition to the next phase (gate/stage processes) Must examine critical parameters Should not be overly burdensome
? With respect to time requirements ? With respect to cost ? With respect to what is measured
Leave specifics toward the end
Planning for Unknowns
Identify risky tasks
? Have not been done before ? Rely on new equipment ? Depend on training of personnel
Allow extra margins for risky tasks Rehearse risky (and expensive) tasks prior to the real thing
? E.g. run the experiment with an inexpensive peptide before using that $2,000/mg designer peptide.
doc_622146661.ppt
Adapted from an Article by Gerald M. Blair www.see.ed.ac.uk/~gerard/Management/art8.html For use in our NSF-funded Research Experiences in Micro/Nano Engineering Program
By Steven A. Jones
Steps in Planning
Specification Global Structure Project Breakdown Task Delegation Time Estimation Identification of needed resources Integration of Time/Personnel Setting Controls/Gates
Specification
A statement of the problem, not the solution. Normally contains errors, ambiguities, & misunderstandings Need a written definition of requirements and deadlines Should be clear, complete and rigorous to eliminate misunderstandings, contradictions, oversight of technical difficulties
Sources of Problems
The work duplicates or negates work already done The deliverable is not appropriate The time frame is unrealistic The work depends on work of others The resources are not available The cost is prohibitive
Structure
Tasks that must be accomplished Relationship of each task to the specifications Who will do what? When will it be done?
Project Breakdown
Break project down into a series of task Break each task down into subtasks Continue until all items are doable and understandable
Project Breakdown
Skills/processes that must be learned Equipment/supplies that must be ordered Preliminary tests Sample collection Sample preparation Measurements
? Experimental setup ? Protocol
Data analysis Statistical Analysis
Project Breakdown
Sample Collection
? Contact supplier (at Tech Farm) ? Prepare collection materials
? Sample container ? Preservative (e.g. Sodium Citrate)
? ? ? ?
Collect sample Perform preliminary quality control Transport sample Store sample
Task Allocation
Assign tasks to specific people (or teams) Order tasks so that they occur in a logical sequence Match tasks to abilities of the team Allow for flexibilities – the team can do sub-planning Match task with personalities and goals
? Person 1 needs more responsibility ? Person 2 needs more detail ? Person 3 needs to learn how to use the fluorescent microscope
One person (or team) may do multiple tasks (e.g. to reduce boredom). Do not overspecify
Time Guesstimation
Start at the bottom of the tree. I.e. sum the time for individual subtasks to estimate total task time. Times are based on previous experience They are always wrong – plan accordingly Example: How long should it take you to climb the statue of Liberty?
? Estimate the number of steps ? Estimate the time per step ? Can do a preliminary study on a flight of stairs
Add extra buffer where tasks depend on one another Weigh speed against quality
Project Controls
Include
? milestones (clear, unambiguous targets of what, by when) ? established means of communication
Provide job satisfaction Indicate progress to your supervisors Allow for quality control checkponts Provide points of communication You should distinguish milestones from mill-stones
Planning Strategy
Formulate an initial plan Check with team members for
? Input on timing ? Review of tasks and feasibility
Revise the plan Check with your supervisor Revise the plan Get consensus of team members Get supervisor approval
Quality Controls
Establish gates for transition to the next phase (gate/stage processes) Must examine critical parameters Should not be overly burdensome
? With respect to time requirements ? With respect to cost ? With respect to what is measured
Leave specifics toward the end
Planning for Unknowns
Identify risky tasks
? Have not been done before ? Rely on new equipment ? Depend on training of personnel
Allow extra margins for risky tasks Rehearse risky (and expensive) tasks prior to the real thing
? E.g. run the experiment with an inexpensive peptide before using that $2,000/mg designer peptide.
doc_622146661.ppt