Module_13_Project_Konnor_King
docx
keyboard_arrow_up
School
University of South Dakota *
*We aren’t endorsed by this school
Course
569
Subject
Industrial Engineering
Date
Dec 6, 2023
Type
docx
Pages
6
Uploaded by konnorking1234
Project Management – GE569
Fall 2023
Dr. W. Loendorf, instructor
Konnor J. King
7342058
Module 13
Due Date: November 18th, 2023
Current Date: November 13th, 2023
Submitted as partial fulfillment for the degree of
Master of Engineering
South Dakota State University
Summary
Boston's "Big Dig" highway/tunnel project, initially estimated to cost less than $3 billion, was completed after two decades and over $14 billion for planning and construction. The project was considered a worthwhile investment because the federal government paid 85 percent of its cost. With an estimated benefit of $500 million per year in reduced congestion, pollution, accidents, fuel costs, and lateness, the total investment cost is $14.6 billion, a 470 percent cost overrun. The overrun is attributed to underestimating the initial project scope and lack of control,
including conflicts of interest between the public and private sectors. The project highlights the importance of state and local governments paying at least half the cost for these megaprojects.
Questions
a.
What elements of the project do you think escalated about 400 percent?
Initially estimated at $3 billion, the Big Dig project ended up costing over $14 billion, a 470 percent overrun. The project was a complex construction involving tunnels and bridges in an urban environment, resulting in unforeseen engineering challenges. Poor planning and management also contributed to delays, cost overruns, and quality issues. Corruption and fraud allegations also contributed to the overall cost overrun. The project scope increased significantly during construction due to changes in project requirements and the addition of new features. The project duration was longer than planned due to unforeseen engineering challenges, poor planning and management, and changes to the project scope. The project's complexity and complexity contributed to the overall cost overrun. Allegations of corruption and fraud further exacerbated the project's scope and duration.
b.
What do you expect the outcome would have been if the city had been required to pay half the costs?
If the city had been required to pay half the costs, the Big Dig project would likely have been
smaller, less complex, and less expensive. The city would have been more likely to carefully consider the costs and benefits before approving the project, closely monitoring its progress, and making necessary changes to control costs and keep it on schedule. Additionally, if the city had been required to pay half the costs, there would have been more public scrutiny of the project, which helped identify and address some of the problems during construction. Overall, the outcome of the Big Dig project would have been different if the city had been required to pay half the costs.
Summary
San Francisco's financial district faced severe congestion due to the addition of the Bay Area Rapid Transit (BART), buses, metro, cabs, and commuting traffic. To address this, the city launched the MUNI Metro Turnback Project to increase capacity and provide for future expansion. The 11-year planned project involved building twin tunnels 18 feet in diameter and a sixth mile long under the busiest street in San Francisco, connected to a concrete box 23 feet high by 55 feet wide by a fifth of a mile long under the second most dynamic street. The project faced multiple challenges beyond traffic disruption, business, events, and tourism. The tunnels would pass directly over the BART tunnels, which would require significant force to cut,
endangering the BART tunnels. The excavation would pass near many high-value buildings, some of historic designation, and run very close to the actual waters of San Francisco Bay, with the potential of a breakthrough. Seismic activity was likely, and a recent major earthquake elevated safety requirements. Careful controls were needed in terms of schedule and costs to manage the project. The overarching Management Plan and Control system and its subsidiary control systems based on the detailed work breakdown structure were used to manage the project
effectively.
Questions
a.
Draw a hierarchy/organization chart illustrating your interpretation of the various control systems/programs described in the write-up.
The Management Plan and Control System is a comprehensive control system for a project, comprising Cost Control, Schedule Control, and Quality Control Systems. The Cost Control System tracks project costs, the Schedule Control System monitors project progress, and the Quality Control System identifies and corrects quality issues through the Contractor's Nonconformance Reports and Corrective Action Reports. These systems are essential for effective project management.
b.
How do you think Quality Control and Quality Assurance were divided? Who was responsible for each, and what did the responsibilities of each entail?
Quality Control ensures work is done correctly, while Quality Assurance provides effectiveness. In the San Francisco Metro Turnback Project, the contractor developed and implemented Quality Control procedures, while construction management audited these procedures and reviewed inspection results. The contractor's responsibilities included developing
and implementing strategies, while construction management included reviewing inspection results and ensuring the project's success.
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
c.
This project was critically aware of the possibility of “scope creep” over the 11-year duration of the project. How did they propose to control this danger?
Scope creep is a phenomenon where the project scope increases over time due to new or existing requirements. The San Francisco Metro Turnback Project utilized various methods to control scope creep, including defining the work breakdown structure, tracking changes to the scope, and using the Trend Program to identify potential cost impacts. The Project Code of Accounts ensured all work was accounted for and documented, while the Scope Change Log tracked changes and their impact on the project schedule and budget. Regular meetings were held to review the project scope and identify potential changes, ensuring controlled management.
The project was successful, arriving two months late and $22 million under budget, primarily due to the effective control systems implemented. Overall, the San Francisco Metro Turnback Project was a success, demonstrating the importance of effective management in managing project scope creep.
Summary
The Scope Creep article in Today's Engineer presents a case study highlighting the lack
of a formal project management process. A standard project management process is crucial for on-time and on-schedule projects, including a proper project plan development process, a tracking system for variance analysis data, and managing project scope, schedule, and resource changes throughout the project life cycle. The case study demonstrates a typical scenario in which an engineer is selected as a project manager without formal project management training. The project team is primarily engineers, with marketing and other functional organizations not participating in the planning process. Project objectives and deliverables must be better defined, and progress measurement is arbitrary and difficult to ascertain. Task duration estimates are likely determined by someone other than the task owner, and the project schedule is pasted together to match target dates without using a critical path method (CPM). Resource requirements are guesses, and a risk management plan is not present. The project plan needs to be validated and baselined by the project sponsor, missing the opportunity to obtain team and sponsor commitment before implementation. A formal project tracking and change management system needs to be improved. Project management, like engineering, is a discipline that must be learned and requires a different skill set than engineering or marketing.
Questions
a.
Comment on the role of the engineer as an “accidental” PM.
An engineer is an "accidental" project manager assigned the role without formal project management training or experience. Although engineers possess valuable skills like attention to detail, problem-solving, and technical understanding, they may need to gain the necessary skills to manage a project effectively. Project management requires planning, organizing, leadership, communication, and risk management skills. Engineers may struggle to understand project management principles and methodologies without adequate training, leading to scope creep, missed deadlines, and increased costs. They may also need help defining project objectives, managing scope, tracking progress, managing changes to the schedule or resources, managing project teams, communicating with stakeholders, and managing project risks.
b.
Which numbered item in the list leads, do you think, to scope creep?
Item number 4 is the most likely to lead to scope creep. Poorly defined project objectives and
deliverables, mainly if created only by engineering, can result in a lack of clarity about what the project is supposed to achieve. This can lead to changes in project scope as stakeholders attempt to clarify their expectations, leading to project delays, cost overruns, and reduced project quality. When project objectives and deliverables are not clearly defined, managing changes to the project scope, schedule, and resources becomes easier, which can ultimately result in scope creep.
Summary
Johnson Controls Automotive Systems Group faced challenges in managing product development programs due to differing management styles, disagreements about responsibility, rapid company growth, and difficulty fitting new employees into the culture. The company consulted experienced project managers to address these issues and developed four detailed project management procedures. These procedures can train new employees, standardize practices, create a common language, tie together different company functions, create everyday experiences, act as implicit job descriptions, and create a positive project management culture. The first procedure is project approval, which requires the sales department to provide product/market information before management approves the project. This ensures better decision-making and reduces misunderstandings. The second procedure is the statement of work,
which requires the customer and top management to sign off before product design work begins. This helps avoid problems caused by late product changes from the customer. The third procedure is the work breakdown structure, consisting of nine critical life cycle phases. The fourth procedure is a set of management reviews specified in advance and approved by senior management. These procedures capture organizational learning and make them useful for future projects.
Questions
a.
Summarize the unique way Johnson achieved control over their projects.
Johnson Controls achieved control over their projects by synthesizing the knowledge of their experienced project managers into four detailed procedures. These procedures standardized project management across the organization. By implementing these standardized processes, they
achieved several goals:
They provided a common framework for managing projects, ensuring consistency in approach and language.
It has enabled better training for new employees by offering a structured guideline.
They created implicit job descriptions and established a positive project management culture.
They aligned different company functions by providing a uniform approach to project management.
Projects were scrutinized more closely before commencement, leading to better decisions
with increased involvement and questioning.
b.
How did “scope creep” enter the projects in the past? Which procedure is now directed at controlling this effect?
"Scope creep" entered the projects due to late changes from the customer, particularly in longer projects where personnel changes were frequent. This led to misunderstandings or alterations in project specifications. The procedure aimed at controlling this effect is the second one, the "statement of work." Requiring signoffs from the customer and top management before product design work begins reduces misunderstandings regarding product specifications, prices, and milestones. This documentation helps avoid problems caused by late changes from the customer, particularly in long-term projects.
c.
Which of the four procedures is probably most critical to successful projects?
The third procedure, the "work breakdown structure," is likely critical for successful projects.
It outlines a systematic approach to project management, breaking down critical life cycle phases
into tasks, timing, responsible individuals, and meeting dates for simultaneous engineering. This structured approach ensures each stage of the project is well-defined and managed.
d.
What is the term used in the chapter for the senior management review described in the fourth procedure?
The term used in the chapter for the senior management review described in the fourth procedure is "management reviews" or "gate reviews." These reviews are essential checkpoints that specify pre-approved requirements, objectives, and quality criteria for each phase. Progression to the next stage is subject to approval during these reviews, ensuring thorough evaluation and alignment with set standards before moving forward.
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help