Mechanical Engineering Department

Senior Design Project

Effective Project Teams
and
Project Management Tools and Techniques
Terry Russell
OU ME Advisory
Board Chairman
Page 5
Ten Common Group Problems
1. Floundering
2. Overbearing participants
3. Dominating participants
4. Reluctant participants
5. Unquestioned acceptance of opinions as facts
6. Rush to accomplishment
7. Attribution
8. Discounts and plops
9. Wanderlust: digression and tangents
10. Feuding members
Page 6
Nine Ingredients for a Successful Team
1. Clarity in team goals
2. Use of the scientific approach
3. Clearly defined roles
4. Clear communication
5. Beneficial team behaviors
6. Well-defined decision procedures
7. Balanced participation
8. Established group rules
9. Awareness of the group process
Page 15
Each person is worthy of being treated with respect.
Conflict can be managed to support win/win solutions.
Disagreement is normal and a natural part of communication between any two people.
Feelings should be dealt with as facts for the purpose of understanding the other
person.
Feedback should be given when requested or solicited (especially if critical).
Members receiving feedback should feel free to ask any question they have concerning
the feedback they receive.
You can reject what the person says without rejecting the person.
Dumping may feel good, but it rarely leads to improved communication between people
and should be avoided.
Rigid value positions and critical character judgments prevent good communication.
A willingness to consider new information, input and an openness to be persuaded
to another way of thinking, acting, etc., is necessary if high level consensus
decisions are to be reached.
Values & Beliefs That Support Good
Communication in Work Teams
Page 16
A
DECISION
NEEDS
TO BE
MADE
AUTOCRATIC
AUTOCRATIC
WITH INPUT
COOPERATIVE
WITH MEETING
CONSENSUS
Decision-maker gets
Information(not suggestions)
from Individuals then makes
the decision. One on one.
Problem is shared with whole
group; collective suggestions
are asked for; the
decision-maker makes the
decision. Must explain the
decision back to people.
COOPERATIVE
The problem is shared with
Individuals not as a group;
suggestions are asked for,
then the decision-maker
makes the decision. No
meeting
Problem is shared with the
whole group; the decision is
based on consensus.
Decision is made alone by
the decision-maker
Decision Tree
Page 17
Decision Tree (cont.)
Questions to consider in the choice
of a method for making decisions
1. Is one decision more likely to produce results than another, or will any
do, as long as something is decided?
2. Does the leader have enough information to decide alone? (If no,
autocratic mode is unwise.)
3. Does the success of the decision depend upon acceptance by the
group? (If yes, drive for consensus)
4. Are members of the group likely to be in conflict? (If yes, consensus
could be difficult.)
5. Can the members be depended upon to put the interests of the
team ahead of self interests? (If no, consensus could
be difficult).
Agree on Decision-making methods as a team ground rule
Agree on Decision-making methods as a team ground rule
Page 20
Team operating procedures form the backbone of team norms and
expectations for new team members who will work together. These
procedures require a significant amount of discussion, often raising
points of ambiguity and conflicting assumptions among team members,
and between team members and management. Before developing the
operating principles, it should be decided by the chartering person or
team which of the procedures have room for negotiation and which are
fixed. For example, if it is expected that meetings will occur each week,
then the team will not be deciding frequency of meetings. In this vein, try
to facilitate the team to decide for themselves on the most effective
principles (that confidentiality of discussions is a good idea, for example),
and dictate no more than absolutely necessary. Remember, the
process of developing the operating procedures is as important
as the operating principles themselves are.
Team Operating Procedures
Page 21
Team Operating Procedures To Specify
Agenda:
Attendance:
Meetings:
Decision Process:
Minutes and
Reports:
Leader Role:
Behavioral Norms:
Confidentiality:
Guests:
Meeting Audits:
Facilitator:
Conflict:
Recommendations,
Suggestions:
Commitments Outside
Meetings:
Who sets? When published? Input invited, etc.
Excused absences, handling latecomers
Times, frequency, place
Consensus? Collaborative? Majority?
Select a recorder, how? How are minutes approved?
Where posted? Who types them? How are they distributed?
How is it defined? How is leader selected? Expectations of the
leader.
Listening, interruptions, giving and receiving feedback, empathy.
What goes outside the group?
How are they invited? How excused?
How frequent? Who is responsible?
How selected? Expectations?
Expected? How managed?
How initiated? How routed? Who is informed?
Expectations for follow-through on commitments for
studies, information, data analysis, word processing, etc.
Page 22
Example: Meeting Procedures and Ground Rules
Team leader will monitor and control meeting to assure members have
ability to participate without interruption. Minimal cross talk will be
permitted and domination by any group of members is prohibited. Team
recorder can interrupt for clarity.
Team members are expected to:
Be honest, open and caring.
Come prepared to fully participate.
Be prompt.
Honor confidentiality.
Notify team leader of impending
absences
No substitutes permitted.
Meeting Logistics
Meeting will be scheduled in advance as to date,
time, and location, and be scheduled to allow
sufficient time for member preparation.
Meeting will start on time.
No smoking permitted in meeting room.
Refreshments to be provided and accessible
during meeting.
Maximum meeting length to be announced.
Agenda and Minutes Preparation
Planning worksheet will be used to establish agenda.
Agenda of next meeting will be established at end of current meeting.
Minutes and next meeting agenda to be issued in a timely manner.
Page 23
Example: Meeting Procedures and Ground Rules
(cont.)
Conduct of Meeting
70% of member attendance is required for a quorum.
Agenda to be review at start of meeting.
Role of team leader, facilitator, recorder, timer are to be recognized and
respected.
Breaks to occur at a minimum of every 90 minutes with desired intervals of
60 minutes.
Evaluate meeting at end for improvement ideas.
Respect all input from members.
Sense of humor is OK and fun is desired.
OK to disagree
Team consensus to be used to resolve issues.
Action items. to be clearly defined with identified responsibilities.
Feedback is at the option of the member.
Process checks will be conducted at a frequency determined by team leader
and members.
Seven-step model is desired approach to problem solving and process
improvement.
Social Interaction is Desired
Page 24
A Meeting is a Process
that Can be Improved
MEETING PROCESS
MEETING MANAGEMENT
TOOLS
CONDUCTING
EVALUATING
PLANNING
ENSURING
FOLLOW-UP
MEETING PLANNING SHEET
AND AGENDA
AGENDA
ACTION REGISTER
PROCESS CHECK
Page 26
Example Meeting Agenda
Team: EDCP Implementation
Date: September 10, 2007
Time: 11:00 a.m.-12:00 p.m.
Location: Evendale: ESD&I Conference Room Lynn: Paula Wrights Office
Roles: Leader: Mike Smith
Facilitator: Tim J ones
AGENDA ITEM DESIRED OUTCOME
TIME
ALLOTTED
WHO
RESPONSIBLE
1. Agenda Review Consensus on agenda 11:00-11:05 Tim
2. Action Items Status on 04/25 action items/PCB operation discussion 11:05-11:15 Tim/J eff/Team
3. Communication QMI Ideas and suggestions for Communications Team/EDCP 11:15-11:25 George/Paula/Team
article publication schedule
4. Training QMI Update on Training Team activities 11:25-11:35 Moses/Team
5. EDCP Implementation Metrics Continued discussion of proposed metrics and action 11:35-11:55 Team
plan for implementation
6. Wrap-up Summary of action items/agenda for 05-09 meeting 11:55-12:00 Tim/Team
7. Adjourn 12:00
Put Team Meeting Agendas in this Format
Put Team Meeting Agendas in this Format
Page 28
Example Action Register
Team: EDCP Implementation
Date: September 10, 2007
Team Leader: Mike Smith
Action
Item
Is Going To Do What? When Completed
1. J . Martin Discuss PCB Operation 05/02
2. J . Stow Check with Al Heyson for the existence of 0502
Readiness Review documents
3. M. Moore Set up training team review of GCRB Team 05/02
building concerns with G. Villena and D. Newcomb
4. B. Bessom Support formation of Best Practices and Lessons 05/23 Herzner meeting 04/25
Learned Database Team
5. Resource Meet with all other sub-teams to ensure that the 05/23 Sub-team meetings in
Sub-Team identified EDC resource barriers are addressed preparation
6. T. Russell Terry to get Tollgate Review and Target Costing 05/23 Delayed pending
modules scheduled for all VPs completion of Tollgate
Review module
7. T. Kinne Integrate Lynn LM1600 Quality System Review with 05/23
P. Wright activities of Roger Pfalzgraf Team
8. T. Russell Work with Al Parker to integrate ISO9000 06/30
requirements into EDCP checklists
9. Team Submit difficulties with using WAIS to Bob Bessom On-going Closed temporarily
Status Who
Page 30
Circle the number of each dimension which reflects your rating of the group process.
1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10
ON-TRACK
PARTICIPATION
LISTENING
LEADERSHIP
DECISION QUALITY
FUN
No agenda or did
not follow the agenda
A few key members
dominating and some
members not participating
More than one person
talks at a time; repetitions,
interruptions, and side
conversations
No attempts to bring the
team back on track and
encourage equal
participation
Team decisions were
inferior to individual
assessments
Followed the agenda -
no digressions
Everyone contributes and
is involved in team
decisions
One person talks at a time;
clarifying and building of
ideas
Team leader and team
intervene to keep the team
on track and actively
manage equal participation
Team expertise and
decisions were superior to
individual judgments
Team Process Check
Project Management
Tools and Techniques
Scorecards
Project Plan
Risk Rating Criteria
Risk Management Process
Scorecards
Display of Project Quantifiable Measurements in
Visual Form
Initiated at Beginning of Project
Used to Track Project Progress to Defined
Goals over Time
Provide Project Reviewers Quick and Efficient
Tracking Ability
Used During Reviews Throughout Project
Duration
A Good Set of Scorecards Displays Key
Project Challenges, Requirements,
Schedule and Cost Goals; and the Teams
Progress to the Goals
A Good Set of Scorecards Displays Key
Project Challenges, Requirements,
Schedule and Cost Goals; and the Teams
Progress to the Goals
Critical To Quality Characteristics (CTQs)
Project Cycle Time
Error Free Processes
Cost and/ or Cost Reduction
Program Risks
Others....
Scorecards Should Be Related to:
3880
3900
3920
3940
3960
3980
4000
4020
4040
A
u
g
-
0
7
O
c
t
-
0
7
D
e
c
-
0
7
F
e
b
-
0
8 A
p
r
-
0
8
J
u
n
-
0
8
A
u
g
-
0
8
O
c
t
-
0
8
TIME
E
N
G
I
N
E

W
E
I
G
H
T

I
N

L
B
S
WEIGHT RISK ABATEMENT
- 129 AVG.
LCBF ROTOR
CI P EXHAUST
NOZZLE
REDUCED DRAG
NOZZLE
TECH REQUI REMENTS
REVI SED TECH REQUI REMENTS
FRONT FRAME
( BLADE OUT)
T25 SENSOR
RADI AL AUGMENTOR
FUEL DELI VERY SYS. DP REVI SI ON
FOR BLADE OUT
COMPOSI TE FAN DUCT
- $5K
CHEM MI LL
+ $8K
EJ ECTOR NOZZLE
Engine Weight Scorecard
NPI PROJECT TITLE NPI PROJECT TITLE
Design
Develop Validate
Produce &
Support
Key Elements Key Elements
10 9 8 7 6 4 3 2 1
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
5
NPI Team Mission
NPI Team Mission
+ NeedidentifiedforNPI
Process.
+ EstablishSenior
LeadershipTeam.
+ IdentifyLeadership
Team.
+ EstablishNPI Team.
+ Evaluatebusiness
impact.
+ Defineinitial program
requirements.
+ ConductTollgate1
review.
+ Definekey
technical
requirements.
+ Brainstorm issue.
+ Develop risk
assessment
criteria.
+ Finalizealternative
approaches
(strategy).
+ Identify
manufacturing
approaches.
+ Perform risk
assessment
+ Prepareprelim.
programplan
+ ConductTollgate2
review.
+ Expandteam
membership.
+ Beginrisk abatement
plans.
+ Generatepreliminary
approach.
+ Obtain stakeholder
feedbackandreview
approach as required.
+ ReviewTollgate3
checklist.
+ ConductTollgate3
review.
+ Establishprogram
strategy.
+ Communicate
status of program
direction.
+ Definedetailed
customer
requirements.
+ InitiateQFDto
identifytop-level
CTQs.
+ Preparedetailed
proposal/ program
plans.
+ Obtaincustomer
buy-in.
+ ConductTollgate4
review.
+ Finalizetechnical
requirements
+ Updatebusiness
andtechnical plans.
+ IdentifyNPI metrics.
+ Establishlaunch
requirements.
+ Confirm funding,
participants, and
facilities available.
+ ConductTollgate5
review.
Launch
Percent Overall
NPI Program
Complete
Percent Tollgate
Checklist Items
Complete
(Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr)
The basic chart shown here and the activities
included under each tollgate are to be adapted by
each NPI Team to suit the mission and
deliverables of the team.
Idea
Strategize
Get Consensus
Feedback
Prepare Launch Prepare detailed plan
PROJ ECT TITLE PROJ ECT TITLE
Develop Validate
Key Elements Key Elements
10 9 8 7 6 4 3 1 5
Team Mission
Team Mission
+ Launchprogram.
+ Refinecritical path
elements/ schedule.
+ IdentifyCTQs.
+ Initiateconcurrent
detail design&
manufacturing
process planning.
+ Holddetaileddesign
reviews.
+ Finalizedetail
design/testdefinition.
+ ReviewTollgate7
checklist.
+ ConductTollgate7
review.
+ Procure/manufacture
hardware.
+ Validateprocess
capability.
+ Finalizedetailedcert/
qual testplans.
+ Preparetest
hardware.
+ ReviewTollgate8
checklist.
+ ConductTollgate8
review.
+ Completecomponent
tests, engine, and
flighttestingas
required.
+ Confirmall program
requirements aremet,
andcomplete
documentation.
+ Obtaincustomer/
agencyapproval.
+ ReviewTollgate9
checklist.
+ ConductTollgate9
review.
Percent Overall
NPI Program
Complete
Percent Tollgate
Checklist Items
Complete
+ Reviewproducibility
data.
+ Reviewfielddata.
+ Identifyongoing
improvements.
+ Holdperiodic Tollgate
10reviews.
(Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr) (Month/Yr)
Tollgate Completion Status
Scorecard
Propose -
+ Issuelaunch
documents.
+ Identifycritical path
elements.
+ Finalizebest
options.
+ Finalize
manufacturing
processes.
+ Identifydesign
reviewschedule.
+ ReviewTollgate6
checklist.
+ ConductTollgate6
review.
Tollgate Completion Schedule
20% 40%
70% 95% 100%
1% 2% 5% 10% 8%
Project Plan
Documents Activities Required for the Execution
and Control of a Project
Provides Precise Details on What Needs to be Done,
When it needs to be Complete, What it will Cost,
and Who is Responsible to Keep Project
Participants Informed
Project Plan Advances a Product from
Generation of Product Idea Through
Transition into Continuous Operations
Project Plan Advances a Product from
Generation of Product Idea Through
Transition into Continuous Operations
Value of the Project Plan
Provides Project Completion Date Based
on Logical Flow of Work and Duration of
Work Tasks
Provides Early Warning for Quick
Intervention of Problems
Allows Teams to Assess the Impact of
Problems and Make Necessary
Adjustments to the Project Plan
Allows for the Recording and Tracking of
Risk Abatements
Provides the Project Team with a Vehicle
for Consistently Communicating Project
Status with Business and Customer
THE CRITICAL PATH - A sequence of activities in the network having the
longest total duration of the project. Activities along the Critical Path have
zero or negative slack/float. The Critical Path can be shown on any type of
network and/or Gantt Chart.
Critical Path Schedule Method
Facilitates all functions understanding how and when they interact
with one another
Allows teams to focus on the process and make improvements
from a common understanding of what the process is
Allows and facilitates early involvement of suppliers/manufacturers
in the design stages
Facilitates risk assessment/ abatement based on knowledge of the
process:
Helps eliminate missed, redundant, inconsistent analysis and/ or
effort
When teams meet, the critical path schedule provides a focal point
for agenda items
Helps teams manage their own processes and provides a
tool for reducing cycle and establishing best practice
templates
Links with Team Concept
Example Critical Path Schedule
(Microsoft Project)
ID Task Name
1 538185/6 (Aero/Mechanical Test)
2 583185/7 (Aero/Performance Test)
3 538185/7B (Radial Aug Demo test)
4 Qualification Program Definition
5 538185/8 (Aeromech. Checkout @ Even
6 538185/8 (Aeromech. Qual @AEDC-227
7 538185/9 (Perf/Oper Qual-100 Hrs)
8 538192/3 (Endurance Qual-4300 TAC)
9 LCBF Component Tests
10 Radial Augmentor Component Tests
11 Qualification Reports to USAF
12 USAF Agreement on Reports
13 Qualification Complete
14 Support Equipment Dev't
15 Repair Development
16 Tech Data Definition
17 Deliver 1st EFE Flt Test Eng & Spare
18 EFE Flight Test Program
19 EFE Production Engine Deliveries Start
11/6 2/29
6/22 10/8
11/22 1/10
5/2 9/24
2/1 3/1
3/2 6/30
2/10 4/12
3/10 8/25
12/2 9/16
1/1 6/30
8/26 10/27
10/28 12/8
12/9
9/1 4/1
1/1 12/31
7/1 11/3
6/30 7/31
8/1 5/31
5/30
Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
1995 1996 1997 1998 1999 2000 2001 2002
The probability of an undesirable event occurring and the
impact of that event to the project or program
What is Risk?
Risk Management Process
Technique Used to Manage Negative Events that
Could Occur in the Execution of a Project
Provides Valuable Information to the Business and
Customer for Reducing Risks Involved in Changing
a Project
Specifies Early in the Project What is Needed to
Reduce Risks to an Acceptable Level
Initial Identification, Quantification and Prioritization of
Risk Statements at Beginning of Poject
Risk Abatement Plans are Monitored Throughout the
Project
The Purpose of Performing the Risk Management Process
is to Identify all the Events that Could Prevent Project
Team Success
The Purpose of Performing the Risk Management Process
is to Identify all the Events that Could Prevent Project
Team Success
What is The Value of Using The Risk
Management Process?
Reduces overall program costs and schedule impact by
stimulating up-front team planning to reduce or eliminate
program risk
Allows business to formally share in the risk decisions
Some customers require it
It increases customer confidence in our ability to identify
and manage risks
Risk Rating Criteria
Start of Risk Management Process
Guidelines for J udging Risk Items so that Risks can
be Rated from High to Low
Removes Uncertainty from the Risk Impact
Evaluation and Ensures Teams are Rating the Risk
Items Consistent with Leadership Risk Tolerance
Developed by Faculty and Project Team
Establishing Definitions of High, Medium
and Low for Probability and Impact
Ratings is the Most Important Outcome of
Risk Rating Criteria Development
Establishing Definitions of High, Medium
and Low for Probability and Impact
Ratings is the Most Important Outcome of
Risk Rating Criteria Development
Risk Rating Criteria
Risk criteria to consider for High, Medium, or Low:
Probability that Risk Issues will Occur:
High Likely occurrence to happen
Major uncertainties/unknowns exist
Medium Unlikely to occur but could
Significant uncertainties exist
Low Very unlikely to occur
Almost no uncertainties exist
Example of Risk Rating Criteria
Impact of Risk on Project Mission
Manufacturing Process Improvement Project
TECHNICAL
REQUIREMENTS
SCHEDULE COST
HIGH
RISK
MEDIUM
RISK
LOW
RISK
Implementation of
Improvements that
Exceeds the 9
Month Schedule by
6 Months
Implementation of
Improvements that
Exceeds the 9
Month Schedule by
3-6 Months
Implementation of
Improvements that
Meet the 9 Month
Schedule
Implementation Costs
that Exceed Target
Cost by $50K
Implementation Costs
That Exceed Target
Cost by $25K to $50K
Implementation Costs
Less than $25K or
Meets Target Cost
Implementation of Project
Improvements Require
Major Re-Design and
Modifications
Implementation of Project
Improvements Require
Some Significant Re-
Design and Modifications
Implementation of Project
Improvements Require
Minor Re-Design and
Modifications
Risk Prioritization Matrix
P
r
o
b
a
b
i
l
i
t
y
H
M
L
H
3
6
9
2 4
6
1
2
3
Impact
L
M
H
High
Risk
6 - 9
Medium
Risk
3 - 4
Low
Risk
1 - 2
Risk Rating = Probability x Impact
Risk Rating = Probability x Impact
Key Steps of the Risk Management Process
1. I dentify Risk Rating Criteria
2. Obtain Agreement on Risk Rating Criteria
3. Develop Risk Statements and Combine into Logical Risk
Categories
4. Quantify the Risk Statements
5. Select Risks Needing Abatement
6. Define and Document All Needed Risk Abatements
7. Prepare Risk Management Summary Report
8. Obtain Approval of Risk Abatement Plan
9. Track and Monitor Risk Abatement
10. Identify and Evaluate Additional Risks
11. Communicate Risk Management Status
Potential Risk Issue Examples
Technical program requirements have not been defined
Assigned technical team lacks experience
New or unfamiliar technical approach has not been defined
New suppliers lack of technical experience will cause delays
Inadequate technical analysis methods will cause problems
Little or no recovery time in the schedule will cause delays
Resources or technology not available in time
Schedule of tasks has not been communicated
Little or no recovery in the budget will cause cost constraints
Changing requirements will increase costs
Missed schedules will increase costs
Poor process capability will impact parts and inspection cost
Risk Abatement Plan
Develop the Abatement (Risk Reduction) Plans for
the High or Medium Rated Risks as Identified
For Elements of High Risk Consider the Following:
Assure that if implemented, the risk level of associated element is
reduced to medium or low
The risks are documented on the Risk Report Matrix
The Risk Abatement Plan is written
Responsibility for the risk plan implementation, measurement,
tracking and documentation is identified and included in the
Critical Path Schedule
If no effective abatement plan can be identified consider dropping
the project
For Elements of Medium Risk Consider the Following:
Create a Scorecard to monitor the risk over time.
The NPI Project team will decide if a Risk Abatement Plan is required
Risk Abatement Plans
Technical Abatement Plan Examples:
Clarify and strengthen the technical requirements. Be very specific
Identify limitations early in the design process by a test...analysis
Involve manufacturing sources early in the design/mfg. process
Conduct producibility studies early
Identify and provide technical tools that increase productivity
Conduct Concept Reviews
Implement a technical freeze and technical change process
Apply performance modeling, simulation, and analysis early in the
design process
Conduct periodic technical reviews tied to milestones
Risk Abatement Plans
Schedule Abatement Plan Examples:
Include the duration of Technical Abatement Plans in the Critical
Path Schedule. Negotiate additional schedule relief as required.
Strengthen and clarify the definition of tasks, milestones, and
deliverables
Implement formal schedule freeze and schedule change process
Schedule critical resources and technology within acceptable
windows of the Critical Path Schedule
Define and implement periodic supplier reviews. Ensure that suppliers
are utilizing adequate scheduling and monitoring tools. Include
suppliers as part of the scheduling, design, and team
Evaluate serial vs. parallel task; increase resource levels performing
the tasks
Risk Abatement Plans
Cost Abatement Plan Examples:
Include the cost of Schedule and Technical Abatement Plans in the
budget baseline; negotiate a new budget if required
Validate the budget by use of Team Reviews of bottom-up estimates
Define a clear statement of work (SOW), program requirements etc.
Get commitments that control or stabilize cost benefit assumptions
Decrease technical scope; reduce and manage cost via earned
value management methods; conduct periodic cost performance
reviews
Use Design to Cost and/ or Target Costing methods
Risk Rating :
(P*IT)+(P*IS)+(P*IC) = T
Probability of Event: 3
Impact on
Technical
Impact on
Schedule
Impact on
Cost
Total
Score
Abatement Plan
Cost (9-6)
Schedule (9-6)
Technical (9-6)
Approach:
Deliverables & Date(s):
Status: (R, Y, G)
Effectiveness Progress
Owner:
Risk Category :
Lack of Plan
Risk Issue :
Cause of Risk :
Late hardware deliveries will delay
assembly and test schedules
Changes as a result of program
changes, process capability, supplier
selections, or cost reduction
1 3 1 15
Senior Design Project Team
Complete program CPS planning up front, select
suppliers early and weigh project changes against
cost and schedule impact
Program plan by 1 October 2008
Supplier selection by 15 November 2008
Project change process defined by
22 November 2008
Y Y
(3x1) + (3x3) + (3x1) = 15
Risk Example
Program Risk Scorecard
1000
900
800
700
600
500
400
300
200
100
0
S
C
O
R
E
TOPS DOWN RISK
ASSESSMENT COMPARING
ONLY NEW FEATURES
FIRST BOTTOMS UP
RISK ASSESSMENT
LOOKING AT MORE
THAN NEW PORTIONS
BOTTOMS UP ASSESSMENT
CLEANUP BY NPI TEAM LEADERS
TEMPERATURE PROFILE
& STG 1&2 DISK LCF ADDED
~7 NEW RISKS ADDED
TMF
FETT
NEW RISKS
CEO REVIEWS
SETT
PRODUCTION
A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O
ASSESSMENT
TG 6 PLAN
2004 2005 2006