Transcript Technology Implementation Dr. Khaled Bubshait project management

Technology
Implementation
Dr. Khaled Bubshait
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project management
Dr. Khaled Bubshait
Dr. Khaled Ahmed Bubshait
Khaled Bubshait is a Professor of project/operations
Management at King Fahd University of Petroleum and Minerals.
He was the former Director of the Economic and Management
Center at the Research Institute at KFUPM, Dhahran, Saudi
Arabia. He received his undergraduate degree B.S in applied Civil
Engineering (1976) , his MBA from KFUPM(1978), and his PhD
from Georgia State University, USA (1984). He published
several articles in the area of project Management, operations
Management, Total Quality Management, Business Incubator and
SME Strategies . Also he led the project team for establishing a
National Training Plan for the Kingdom of Saudi Arabia. He is
also in the Editorial Board of the Business Process Reengineering
& Management Journal and the Benchmarking Journal. And Dr.
Bubshait was the former president pf the American Cost
Engineer Arabian Gulf Section Tel . 055842500
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Practices
More than $250 billion is spent
each year in the United States on
IT application development of
approximately 175,000 projects.
31.1% of projects will be
canceled before they ever get
completed.
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52.7% of projects will cost 189%
of their original estimates.
Lost opportunity costs are not
measurable, but could easily be in
the trillions of dollars.
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69% of organizations have no formal
organizational definition of project
management roles and responsibilities
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62% of project resources are allocated to
projects on a part-time or informal basis
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81% of resource assignments occur with
no formal coordination or organizational
management
64.5% of project managers have little or
no formal training in project management
or resources allocation.
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The Top 10 Reasons Projects Fail (1)
•Inadequately trained and/or inexperienced
project managers;
•Failure to set and manage expectations;
•Poor leadership at any and all levels;
•Failure to adequately identify, document
and track requirements;
•Poor plans and planning processes;
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The Top 10 Reasons Projects Fail (2)
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Poor effort estimation;
Cultural and ethical misalignment;
Inadequate or misused methods; and
Inadequate communication, including progress tracking and
reporting;
Misalignment between the project team and the business or
other organization it serves.
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Technology
Acquisition
Technology acquisition is the
process of taking ownership of
technology. Once a company has
ownership of a technology must
implement it or insert it into an
application within the company in
order for the company to benefit
from the technology.
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It explores …….
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The design of technology implementation project.
Implementation problems
Designing the project teams
Parallel implementation
Changes management
Project Launch
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Technology
Implementation
Technology
Transfer
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Phases of
Technology Transfer
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Transfer of Technology to R&D project
From outside source.
• Transfer of Technology to & from the
R&D project during the process.
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Technology Implementation
Projects
Technology Development
•Manage Internal Activities (R&D)
• Managing External Technology Acquisition
Installing Developed Technology
•Implementing a New Project
•Implementing a New process
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Implementation Technology
Development Projects
Technology Development Model
Idea
Assessment
concept
Development
testing
trial
launch
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Implementation Technology
Development Projects
Implementing developed process technology
Design project
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Describe goals objective
Identify participant ,roles, impacts
Design methods to deal with impacts
Completion dates Desired
Constraints
Break project into steps ( activities)
Identify milestones/ decision points
Design project path
Design Tracking methods
Identify persons responsible
Design project communication method.
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Implementation Technology
Development Projects
Tools for developing technology Implementing
1. Flow Chart
2. Milestones
3. Bar Chart
4. Network
5. S curves
6. Work Breakdown structure
7. Control methods
8. Project teams
9. Integration system
10.Project organization
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Project
Management
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project management
Dr. Khaled Bubshait
Introduction
Project Management
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Why
we want to consider
Project
Management?
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DEADLINE
WORRY
TIME
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TOP MANAGEMENT
ENG.
M
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D
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L
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UTILITIES
MANAGEMENT
OPERATIONS MANAGEMENT
CONSTRUCTION
R&D
ADMINISTRATION
Technological
MAINTENANCE
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PROJECT
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PROJECT MANAGEMENT CYCLE
PROPOSAL
PLAN
CONTROL
DECISION
ANALYSIS
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PROJECT MANAGEMENT MODEL
PROPOSAL
PLAN
CONTROL
DECISION
ANALYSIS
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Brainstorming
Process
Company Needs
Market Research.
Feasibility Study
Change of Objectives
New Product
Development
Time Data
Cost Data
Performance
Data
Procurement
Data
Owner special
Data
Project Plan
Project
Control
Proposal
Commissioning
Corrective
Actions
Proposal
Development
Conceptual Estimate
Paper
Design basis Paper
Full Proposal
Project Meeting
Project Status
Report
Progress
Measure
Procurement
Contractual
Conditions
Analysis
Change Orders
Additional
Time/Cost
Analysis
Contractor
Productivity
Procurement
Deadlines
Manpower
Loading
Claim Request
Project Management Systems
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PROJECT LIFE CYCLE
PB
DP
F.P.
COST
ESTIMATE
CLIENT. APP.
PROJ PLAN
LLIP
PROJ.
EXCU.
COMMISSIONING
PB- Conceptual Paper
DP- Design Paper
FP- Full Proposal
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PROPOSAL
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PROPOSAL
CONCEPTUAL ESTIMATE PAPER
DESIGN BASIS PAPER
PROJECT PROPOSAL
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CONCEPTUAL ESTIMATE PAPER
 PURPOSE OF THE PROPOSED PROJECT
 DESCRIPTION OF THE PROJECT PROPOSAL
 MILESTONE SCHEDULE ( MAIN ACTIVITIES )
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DESIGN BASIS PAPER
INCORPORATES
- PURPOSE OF THE PROPOSED PROJECT
- THE RELATIONSHIP OF THE PROJECT TO
THE COMPANY CORPOATE PLAN/CURRENT SYSTEM
- DESCRIPTION OF THE PROJECT PROPOSAL
- REVIEW OF ALTERNATIVE STUDIES
- AN ORDER OF MAGNITUDE ESTIMATE ( -30,+30%)
- THE SCHEDULE DATES FOR MAJOR MILESTONES
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PROJECT PROPOSAL
1. Objectives
2. Discussion Of The Problem
3. Description Of The Problem
4. Statement Of Work
5. Deliverable Items
6. Schedule
7. Management Plan
8. Project Coordination Chart
9. Costing
10. Resources And Facilities
11. Related Projects And Experience
12. Special Resources And Facilities
13. Consultants And Subcontractors
14. Proponent Division
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PLAN
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PROJECT
MANAGEMENT
GOALS
•TIME
•COST
•PERFORMANCE
•SAFETY
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PROJECT MANAGEMENT
CYCLE
PROPOSAL
PLAN
CONTROL
DECISION
ANALYSIS
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Brainstorming Process
Company Needs
Market Research.
Feasibility Study
Change of Objectives
New Product Development
Time Data
Cost Data
Performance Data
Procurement Data
Owner special Data
Project
Plan
Project Meeting
Project Status Report
Progress Measure
Procurement
Contractual Conditions
Project
Control
Proposal
Proposal Development
Conceptual Estimate Paper
Design basis Paper
Full Proposal
Commissioning
Corrective
Actions
Change Orders
Additional Time/Cost
Analysis
Analysis
Contractor Productivity
Procurement Deadlines
Manpower Loading
Claim Request
Project Management Systems
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PM TECHNIQUES
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BAR CHART
NETWORK
CPM
PERT
GERT
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Reporting
Planning
Planning
Uncertainty
Simulation
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BAR Chart
TODAY
ACTIVITIES
TIME
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TODAY
A
B
Activity
C
D
Time
ACTUAL W. PERFORMED
PLANNED WORK 39
PROJECT Network
PRE CONTRACTING ACTIVITIES
ESTABLISH PREPARE
PLAN OF
ACTION
1/2
CONTRACTORS
DEVELOP
RESPONSE
SCREENING
REQUEST
1/2
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PREPARE
MGMT.
SUBMITTAL
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MGMT.
REVIEW
FINALIZE
BID SLATE
MGMT.
APPROVAL
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BID SLATE
MGMT.
APPROVAL
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SUBMIT
1
1
JOB
EX.
MEETING
PREPARE
CONTRACT
DRAFT
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REVIEW CONTRACT
DRAFT
2
REVISE
CONTRACT
DRAFT
PREPARE
JOB EX.
MEETING
RELEASE
BID
PACKAGE
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CONTROL
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REPORTING METHODS
MEETING
 REPORTS
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Controlling Tools
• Project Meeting
• Project Status Report
• Progress Measure
• Procurement Status
• Cost Variance
• Percent Completion
• Manpower Loading
• Resources Leveling
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Analysis
• Contractor Productivity
• Procurement Deadlines
• Manpower Loading
• Claim Request
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Corrective actions
• Change Orders
•Time/Cost
• Estimation
• Manpower Evaluation
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PLAN
CONTROL
Re-planning
DECISION
ANALYSIS
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Related Courses :
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Feasibility Studies Development (State of the art)
Primavera Project Management
Solid Waste Management
Contracting Management
Environmental Assessment
Plant Assessment
Hazardous Waste Management
Planning and Scheduling
ISO 9000 Preparing for certification
ISO 14000 Preparing for certification
Quality Control Tools(
Statistical Process Control
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