1、Practical Project Management:LEARNING TO MANAGETHE PROFESSIONALSecond EditionPractical Project Management:LEARNING TO MANAGETHE PROFESSIONALSecond EditionGerald W. CockrellNoticeThe information presented in this publication is for the general education of the reader.Because neither the author nor th
2、e publisher has any control over the use of the information bythe reader, both the author and the publisher disclaim any and all liability of any kind arising outof such use. The reader is expected to exercise sound professional judgment in using any of theinformation presented in a particular appli
3、cation.Additionally, neither the author nor the publisher has investigated or considered the effectof any patents on the ability of the reader to use any of the information in a particular applica-tion. The reader is responsible for reviewing any possible patents that may affect any particularuse of
4、 the information presented.Any references to commercial products in the work are cited as examples only. Neither theauthor nor the publisher endorses any referenced commercial product. Any trademarks or trade-names referenced belong to the respective owner of the mark or name. Neither the author nor
5、the publisher makes any representation regarding the availability of any referenced commercialproduct at any time. The manufacturers instructions on use of any commercial product must befollowed at all times, even if in conflict with the information in this publication.Copyright 2012 International S
6、ociety of Automation (ISA)All rights reserved. Printed in the United States of America. 10 9 8 7 6 5 4 3 2ISBN: 978-1-937560-26-3No part of this work may be reproduced, stored in a retrieval system, or transmitted in any formor by any means, electronic, mechanical, photocopying, recording or otherwi
7、se, without theprior written permission of the publisher.ISA67 Alexander DriveP.O. Box 12277Research Triangle Park, NC 27709Library of Congress Cataloging-in-Publication Data in process.DedicationThis second edition is dedicated to my wife, Jan. Her continued support for my various ISA activities, i
8、ncluding this book, is much appreciated.To my son, Andrew, and his wife, Amanda. They are a source of inspiration.To Payton, Ally, Andrew, Abbye, Aaron, and Mikenzy.And finally, to all my ISA friends. ABOUT THE AUTHORGerald (Jerry) W. Cockrell is a resident of Terre Haute,Indiana; Jerry is professor
9、 emeritus at Indiana State University.Jerry served as ISA President in 2009. He is a CertifiedAutomation Professional (CAP) and has received numerousawards, including the Eckman Award in 2006. He earned hisdoctorate degree from Indiana University in 1984 and wasawarded an Honorary Doctorate of St. P
10、etersburg StateUniversity of Aerospace Instrumentation in St. PetersburgRussia. Jerry has served as project manager on numerousprojects in the aerospace and pharmaceutical industries and ineducational institutions. TABLE OF CONTENTSABOUT THE AUTHOR viiCHAPTER 1INTRODUCTION TO PROJECT MANAGEMENT 1Bac
11、kground and Definitions 2Project Management Goals and Objectives 6The Project Manager 11Professionals vs. Non-Professionals 13Meeting Workers Needs 16Project Teams 20Summary 21Exercises 22CHAPTER 2PHASES OF PROJECT MANAGEMENT 23Introduction 24The Initiation Phase 24The Project-Planning Phase 32The P
12、roject Execution Phase 44The Control Phase 45The Closing Phase 46Summary 46Exercises 47CHAPTER 3BUDGETS AND COST ESTIMATES 49Introduction 50Cost Estimates 56Cost-Estimating Procedure 61Summary 63Exercises 68PRACTICAL PROJECT MANAGEMENTxCHAPTER 4GETTING THE PROJECT DONE,ON TIME AND WITHIN BUDGET 69In
13、troduction 70Managing the Project Team 70Leadership 72Monitoring and Controlling 74Contracts 77Negotiation Skills 79Working with Employees 82Working with Vendors 84Working with Customers 84Summary 84Exercises 86CHAPTER 5PROJECT TEAMS 87Background and Definitions 88Team-Building Stages 91Team-Buildin
14、g Skills 99Summary 103Exercises 105CHAPTER 6THE EFFECTIVE PROJECT MANAGER 107Introduction 108The Job of Project Manager 108Where Does the Project Manager Fit In? 111Effective Versus Ineffective Project Managers 115Skills for the Project Manager 116Summary 128Exercises 129CHAPTER 7TOOLS AND TECHNIQUE
15、S FOR THE PROJECT MANAGER 131Introduction 132Time Management 132Project Meetings 140Project Management Software 145Summary 147Exercises 149xiTABLE OF CONTENTSCHAPTER 8PROJECT COMPLETION AND CLOSEOUT 151Introduction 152Project Completion 152Closeout Activities 155Project Reports 157Post-Project Activ
16、ities 160Summary 161Exercises 162CHAPTER 9SCRUM PROJECT MANAGEMENT 163Introduction164Agile 164Scrum 164The Scrum Process 165Scrum Roles167Sprint167Burn Down Chart 168Daily Scrum 169Scrum of Scrums 169Sprint Meetings 170Scrum Applied to Automation Projects 170Summary171Exercises 172APPENDIX ASAMPLE C
17、ONTRACTOR ON-SITE INFORMATION SHEET 173APPENDIX BCONTRACTOR SAFETY RSUM 177APPENDIX CSAMPLE TABLE OF CONTENTS: CONTRACT SPECIFICATIONS PACKAGE 181APPENDIX DSAMPLE SUMMARY BID INSTRUCTIONS UNIT SPRING OUTAGE PROJECT 185APPENDIX EPROJECT SCHEDULE EXAMPLE FOR BOILER OUTAGE 199PRACTICAL PROJECT MANAGEME
18、NTxiiAPPENDIX FPROJECT SCHEDULE EXAMPLE FOR COAL HOPPER RETROFIT 203APPENDIX GANSWERS TO ALL END-OF-CHAPTER PROBLEMS 207BIBLIOGRAPHY 227INDEX 2311INTRODUCTION TOPROJECTMANAGEMENTIN THIS CHAPTER WE WILL: Define project management in an automation setting Give examples of projects versus non-projects
19、List the five phases of project management Define project scope Define project goals and objectives for automation project management List the duties of a project manager in an automation setting Discuss the responsibilities of the project manager 1 PRACTICAL PROJECT MANAGEMENT2In covering these poi
20、nts, we will also: List projects that use project management techniques. Define the characteristics of the professional worker. Compare professional workers to non-professional workers. Compare the needs of professional workers with those of non-professional workers. Discuss the team approach to pro
21、ject management. BACKGROUND AND DEFINITIONS The techniques used in project management have been aroundsince the 1950s. A number of fieldssoftware development,construction, engineering, business, and manufacturing, forexamplehave used project management principles to com-plete large and small project
22、s. A few examples of highly visibleprojects that have employed project management techniquesinclude NASAs Space Shuttle project, nuclear submarine con-struction, Boeing 787 jet airplane manufacturing, and the con-struction of the new Indianapolis International Airport. Projectmanagement techniques c
23、an be used to carry out large projectsthat may take years or small projects that reach completion ina few days or weeks. One application for project managementtechniques, presented in this book, is in the field of automation.An automation manager can apply project management princi-ples to complete
24、a process-control system project that involvesdesigning, building, retrofitting, calibration, and maintenance.We will use a number of examples from the automation fieldthroughout this book to illustrate the principles and tech-niques of project management. What Is a Project? A project is a temporary
25、 activity whose purpose is to create aproduct or service. Temporary projects have a defined begin-ning and end. Projects usually involve a sequence of tasks withdefinite starting and ending points. These points are boundedby time, resources, and end results. A project consists of sev-3INTRODUCTION T
26、O PROJECT MANAGEMENT 1eral tasks or activities that have the following distinguishingcharacteristics: They have specific starting and ending dates. They use resources, such as equipment, people, money, and time that have been specifically assigned to the project. They have well-defined goals and obj
27、ectives. They involve teams of people working together to achieve the goals and objectives. They have specific requirements for performance and quality. A project is differentiated from normal work tasks that areaccomplished each and every day. Normal work tasks are thosethat are completed by worker
28、s with little thought of planning ororganization. Table 1.1 - How Projects Differ from Normal Work Some ExamplesFigure 1.1 - Projects ProjectTimeResourcesResultsStarting Point Ending PointList of Project Goals Product or ServiceNormal work ProjectsCalibrating a temperature transmitterIntegrating PLC
29、s into an existing processDrafting a memo to your employees Programming an operator interfaceAttending a trade show Designing a new process loopPurchasing a new control valve Implementing a new company intranetInstalling a new ink cartridge in your printerWriting a new control standard1 PRACTICAL PR
30、OJECT MANAGEMENT4What Is Project Management? Project management is the managing and directing of companyresources to meet the defined objectives of a unique andtemporary project. It involves the managing and directing ofpeople, time, resources, and costs for a predefined time periodto achieve the pr
31、oject goals and objectives. Project manage-ment is usually completed in five phases, as shown inFigure 1.2. PROJECT LIFE CYCLE Collectively, project phases are usually referred to as the proj-ect life cycle. Each project phase provides a deliverable uponcompletion. Deliverables are tangible, verifia
32、ble work productssuch as detailed plans, prototypes, or a finished product. Phase 1: Initiation this phase of the project is the pre-plan-ning phase; it usually results in a defined list of objectives andgoals for the project. A feasibility study may be carried out todetermine the expected return fr
33、om the project, what theaccomplishments should be, customer expectations, and a gen-eral definition of the project scope. From Figure 1.2, it is appar-Figure 1.2 - The five phases of project management (2001 Project Manage-ment Institute, Inc. All rights reserved. See bibliography #11.)Initiation Cl
34、osing Planning Executing Controlling5INTRODUCTION TO PROJECT MANAGEMENT 1ent that the initiation phase is the entry point to the projectmanagement process. Although project managers may beinvolved in the initiation phase, it is more likely that the projectmanager will become active in the planning,
35、control, and execu-tion phases of a project. Phase 2: Planning project planning defines the individualproject activities and required resources. Schedules, includinggoals and deliverables, are devised and a budget is developedduring this phase of the project. Planning also includes theidentification
36、 of objectives to be met by project team membersduring the course of the project. A number of tools are avail-able for this phase, including the various charting schemesused to graph the project plan. The Gantt chart, PERT chart(Program Evaluation and Review Technique), and CPM (CriticalPath Method)
37、 are some of the tools project planners have attheir disposal. These tools will be discussed in Chapter 2. Phase 3: Execution the execution phase of any projectinvolves the coordination of project resources in order to com-plete each task outlined in the planning phase. The projectmanager must provi
38、de leadership for the project team, guidingthe team, and making sure that all tasks are completed withinthe prescribed criteria for time, budget, and quality. Phase 4: Control this phase involves managerial oversight ofall aspects of the project. The project manager must monitorprogress toward the o
39、bjectives and take corrective action if anydeviation from the plan occurs. The project manager is respon-sible for monitoring resources, time, people, costs, and tech-nology. Phase 5: Closing every project must eventually come to anend. The final phase of the project involves the steps requiredto fi
40、nish or close out the project. Tasks that could not be fin-ished during the project because of time or resource con-straints are dealt with during the closing phase. A projectreview is usually undertaken to measure and compare the proj-ect outcomes with the objectives outlined in the project plan. A
41、final project report outlining all phases of the project may berequired. Delivery to the customer of the product or service, aswell as post-project support to the customer, may also be in1 PRACTICAL PROJECT MANAGEMENT6order. It is now time for the team to disband and go on to otherprojects and activ
42、ities. PROJECT MANAGEMENT GOALS AND OBJECTIVES The process of project management follows a prescribed flowof steps, as outlined earlier. These steps begin at the initiationphase and end with the closing phase. What occurs betweenthese two points is the basis for project completion. In order tocomple
43、te the five phases of a project, a clearly defined pictureof what needs to be done and how it will be accomplished mustbe developed. To develop this picture, some very importantproject statements must be designed and approved by all of theproject stakeholders. These statements begin with the com-pan
44、y mission statement. Everything that a company accom-plishes must be in support of this mission statement. With anapproved mission statement, the project-development processcan begin. This process usually begins with the development ofa number of objectives for the project, which in turn lead to the
45、setting of project goals. With a list of valid goals in hand, thevarious strategies can be developed to meet those goals. Thisprocess is illustrated in Figure 1.3. ScopeEvery project must have a set of boundaries that specify whatwill and will not be done. Sometimes in automation engineer-ing, this
46、is referred to as the statement of work. In this book, wewill refer to this set of boundaries as the scope. Scope can takethe form of a document of understanding, project request form,or initiation document. It is important to remember that scopecan change over the life of the project. Scope creep m
47、eans achange or modification of the original plan. Changes in technol-ogy, manufacturing processes, personnel, and market condi-tions can result in scope creep. The job of the project manageris to determine how to respond to and accommodate thesechanges.7INTRODUCTION TO PROJECT MANAGEMENT 1Mission S
48、tatement Most companies today have developed a mission statementthat essentially states what business it is in or what it is tryingto accomplish. The mission statement is a broad declaration ofthe strategic purpose for the companys existence. All organiza-tional resources will be committed and direc
49、ted toward thatmission. Examples of mission statements include the following: To be the number-one process-control software company in the world in terms of marketing, quality, reliability, profitability, and growth. Our mission is to develop, design, market, sell, and distribute a line of high-quality control valves to the pro-cess industry at competitive prices. Objectives Organizational objectives focus on what the company mustachieve in order to satisfy the mission statement. Objectivesare stated in quantitative or qualitative terms. Examp
