1.040/1.401 project management spring 2007 course introduction

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





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





DESIGN

CLOSEOUTDEVELOP-MENT DIVESTMENT

OPERATIONS

Construction Phases Construction Phases & Class Topics & Class Topics

FEASIBILITY

ANALYSIS

PROJECT MANAGEMEN

T

DESIGN


OPERATIONS

FEASIBILITY

ANALYSIS

PROJECT MANAGEMEN

T


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


OPERATIONS

FEASIBILITY

ANALYSIS

PROJECT MANAGEMEN

T


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





DESIGN


OPERATIONS

FEASIBILITY

ANALYSIS

PROJECT MANAGEMEN

T


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

Simulation


Changes and Claims



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.)



Resource Scheduling

Simulation


Changes and Claims



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



Resource Scheduling

Simulation

Project Monitoring and Control

Changes and Claims



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



Resource Scheduling

Simulation


Changes and Claims



Changes and Claims

-What are the causes of time delays, cost overruns, change orders?

- How can such problems be prevented or mitigated

- Conflict resolution



Resource Scheduling

Simulation


Changes and Claims




-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.



Resource Scheduling

Simulation


Changes and Claims




-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)



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

1.040/1.401 project management spring 2007 course introduction

Documents

schedulingterm project

project detailstp

project managementspring

spring breaklecture

spring breakinstructorsdr

samuel labivisiting

individual assignmentas

mitassistant professor