Project Management for Mobility Engineers.

Cover
Table of contents
Foreword
CHAPTER 1 Project versus Program Management
1.1 Defining Project Success for Mobility-Based Projects
1.2 Issues Facing the Automotive Product Manager and the Project Manager
1.3 Defining the Automotive Project
1.4 Beginning and End of the Automotive Project
1.5 "Beginning" Documentation Requirements for an Automotive Project
1.5.1 Contract
1.5.2 Feasibility Assessment
1.5.3 System Level FMEA
1.5.4 QFD Matrix
1.5.5 Project Charter
1.6 "End" Documentation Requirements for an Automotive Project
1.6.1 Product
1.6.2 PPAP
1.6.2.1 They Begin the Process Too Late
1.6.2.2 The Delivered Product is Not a Fully Production Intent Product
1.6.2.3 Lack of Understanding of the Term "Saleable Product"
1.6.3 Lessons Learned (LL) Report
1.7 Defining Project Management
1.8 Project Management Models
1.9 Project Manager Competencies
1.10 Governing Standards for Automotive Project Management
References
CHAPTER 2 Introduction to Project Management Body of Knowledge
2.1 Life Cycle Models
2.2 PRODUCT Life Cycle
2.2.1 Conceptual Phase
2.2.2 Definition Phase
2.2.3 Production Phase
2.2.4 Operational Phase
2.2.5 Divestment Phase
2.3 PROJECT Life Cycle
2.4 Common PROJECT Life Cycle Models for Automotive
2.4.1 Concurrent Engineering Product Development
2.4.2 V-Model
2.4.3 Evolutionary prototyping (EP)
2.4.4 Spiral Model
2.4.5 Agile (SCRUM)
2.4.5.1 Components of Agile
2.4.5.2 The SCRUM Team
2.4.5.3 Challenges Associated with Agile
2.5 Project Management Life Cycle
CHAPTER 3 Introduction to Robust Design Techniques
3.1 Project Manager's Guide to Robust Design
3.2 Why RDM?
3.2.1 Threshold Attributes
3.2.2 Performance Attributes
3.2.3 Delighter Attributes/Exciters
3.3 When RDM?
3.4 What Is RDM?.

3.4.1 Quality Function Deployment (QFD) or House of Quality
3.4.1.1 Benefits of QFD
3.4.1.2 Deployment of QFD
3.4.1.2.1 QFD Application Case Study
3.4.2 (Functional) Block Diagram
3.4.3 Parameter (P) Diagram
3.4.4 Interface Matrix
3.4.5 Failure Mode and Effects Analysis (FMEA)
3.4.5.1 FMEA as Risk Management
3.4.5.2 FMEA as Product Liability Protection
3.4.5.3 Types of FMEAs
3.4.5.4 When Is an FMEA Used?
3.4.5.5 FMEA Review of PMs
3.4.6 Design for Manufacturing/Assembly
3.4.6.1 What Is Design for Manufacture and Assembly?
3.4.6.2 Objectives and Benefits of a DFMA study
3.4.6.3 Types of Design for Manufacture and Assembly Methods
3.4.6.4 When Is DFMA Applied?
3.4.6.5 Challenges of Applying a Robust DFMA Process
References
CHAPTER 4 Managing Stakeholder Influence
4.1 Stakeholder Management
4.2 The Stakeholder Management Process
4.3 Identifying Stakeholder and Their Roles
4.3.1 Case Study
4.3.2 Stakeholder Members
4.3.3 Unique Role of the Project Sponsor
4.4 Stakeholder Management Techniques
4.4.1 The Stakeholder Register - Identification
4.4.2 The Stakeholder Engagement Matrix - Management
4.4.3 The Stakeholder Power/Interest Grid - Monitoring
CHAPTER 5 Project Integration
5.1 Introduction
5.2 Project Charter
5.3 Organizational Process Assets (OPA)
5.3.1 Case Study for Design Review as an OPA
5.4 TGR/TGW (Lessons Learned Database)
5.5 Engineering Change Management
5.5.1 Engineering Change Management as a Line of Defense
References
CHAPTER 6 Project Scope Development
6.1 Introduction to Scope Planning and Development
6.2 Scope Planning and the Scope Management Plan
6.2.1 PM: Account Manager Project Transition Meeting
6.2.2 Automotive Project Contracting and Technical Feasibility Assessment.

6.2.3 Basic Contract Types Used in Automotive Scope Development
6.2.3.1 PRODUCT Scope Definition Documents
6.2.3.1.1 Requirements and Traceability Matrix (RTM)
6.2.3.1.2 Product Definition Specification (PDS)
6.2.3.1.3 Statement of Requirements (SOR)
6.2.3.1.4 Statement of Work (SOW)
6.2.3.2 Letter of Intent-Letter of Agreement (LOI/A)
6.2.3.3 Relationship between Statement of Work (SOW) and Statement of Requirements (SOR)
6.2.3.4 Case Study: Contrasting Use of the SOR versus SOW
6.2.3.4.1 Customer SOR
6.2.3.4.2 SOW Statement
6.2.3.4.3 WBS (Individual Task Statements)
6.2.3.4.4 SOW Statement
6.2.3.4.5 Individual Task Statements (WBS)
6.3 Detailing the Scope-Work Breakdown Structure (WBS)
6.3.1 WBS Definition
6.3.2 WBS Purpose and Advantages
6.3.3 WBS Structure and Types
6.3.3.1 PRODUCT WBS
6.3.3.2 Organizational WBS (OWBS)
6.3.3.3 Hybrid WBS
6.3.3.4 Phase WBS
6.3.4 WBS Decomposition
6.3.5 WBS Levels
6.3.6 WBS Work Package Size
6.3.7 Assignment of WBS to Project Team Personnel
6.3.8 WBS: Additional Considerations
6.4 Scope Validation
6.5 Monitoring and Control of Project Scope Changes
References
CHAPTER 7 Design Review Process for Mobility
7.1 Introduction
7.1.1 Defining the Design Review Process
7.1.2 Why Have Design Reviews?
7.1.2.1 Customer and/or QMS Requirement
7.1.2.2 Low Cost Insurance Against Product Liability
7.1.2.3 Knowledge Transfer Leading to Best Practices
7.1.3 Design Review Process as Risk Management
7.1.4 Design Review Planning, Protocol, and Roles
7.1.5 Design Reviews: Categories
7.1.5.1 Peer Reviews
7.1.5.2 Technical Design Review
7.1.5.3 Phase or Gate Review
7.1.5.4 Executive Review
7.1.6 Design Reviews: Types and Timing
7.1.6.1 SRR-System Requirements Review.

7.1.6.2 PAO or Project Kick-Off Meeting
7.1.6.3 CDR: Critical Design Review
7.1.6.4 TRR: Test Readiness Review
7.1.6.5 PRR: Production Readiness Review
7.2 Case Study Design Review Issue: Challenger Mission
References
CHAPTER 8 Identifying and Managing Costs/Procurement and Supplier Quality
8.1 Introduction and Overview
8.2 Cost Management Plan
8.2.1 Develop Project Cost Mapping
8.2.2 Selection and Administration of Supplier Contracts
8.2.2.1 Factors to Consider in Determining the Type of Contract
8.2.2.2 Categories of Contracts
8.2.2.3 Sub-Categories of Contracts Specifically Used in Automotive
8.2.2.3.1 Letter of Intent/Agreement (LOI/LOA)
8.2.2.3.2 Statement of Requirements (SOR)
8.2.2.3.3 Engineering Statement of Work (ESOW)
8.2.2.3.4 Special Case Contracts-BPA and BOA
8.2.3 Closing Thoughts on Contract Selection
8.3 Cost Estimation
8.4 Determination of Project Budget
8.5 Control of Project Costs
8.5.1 Documenting Cost Management
8.5.1.1 Project Budget Report Form
8.5.1.2 PM Dashboards
CHAPTER 9 Communication Management
9.1 Introduction and Overview
9.2 Case Study
9.3 Communication Planning
9.3.1 Inputs to Communication Planning
9.3.2 Outputs to Communication Planning
9.3.2.1 Communication Management Plan
9.3.2.2 Stakeholder Register and Engagement Matrix
9.3.2.3 Special Considerations for Communication Security
9.4 Managing Communications
9.5 Controlling and Monitoring Communications
9.5.1 The Four Areas to Monitor and Control
9.5.2 Hard vs Soft Communication - the Push - Pull System
9.5.3 Engineering Change Management (ECM)
CHAPTER 10 Human Resource Management
10.1 Introduction and Overview
10.2 Organization Structures
10.2.1 Classical or Line Staff
10.2.2 Matrix
10.2.3 Projectized or Silo Structure.

10.2.3.1 Spider Web
10.3 Acquiring and Staffing the Resources
10.3.1 Availability and Proficiency Matrix
10.3.1.1 Data Driven Request for Resources
10.3.2 Typical Automotive Project Team Makeup
10.3.2.1 PRE and POST Core Team
10.3.2.2 Account Manager to PM Transition Meeting Guidelines
10.4 Organizing the Project Team and Establishing Performance Metrics
10.4.1 Roles and Responsibilities Matrix (RASI)
10.4.2 Establishing Team Performance Metrics
10.4.2.1 Team-Based Metrics
10.4.2.2 Individual-Based Metrics
10.5 Managing the Project Team
10.5.1 Understanding the Difference Between Leadership and Management
10.5.2 Understanding the Management Continuum
10.5.3
10.5.4 Creating and Documenting Methods of Motivation
References
CHAPTER 11 Project/Product Risk Management
11.1 Introduction to Risk Management and Product Liability
11.2 Historical Background for Product Risk Management
11.3 Categories of Product Liability
11.4 Communication Protocols for Product Liability
11.5 Product Liability Terms
11.5.1 General Product Liability Terms
11.5.2 Automotive Specific Product Liability Terms
11.6 Project Team Responsibility with Regard to Product Liability
11.7 Risk Management in PMBOK
11.7.1 The Risk Management Plan (RMP)
11.7.1.1 Critical Risk Assessments During Scope Development
11.7.2 Risk Identification and Analysis-Basic but Effective Methods
11.7.2.1 Product Risk Analysis Techniques
11.7.2.1.1 Fault Tree Analysis (FTA)
11.7.2.1.2 FMEA
11.7.2.1.3 Hazards Operability Analysis (HAZOP)
11.7.2.1.4 Case Study-Applying the FMEA and HAZOP Process to an Automobile Battery
11.7.2.2 Project Risk Analysis Techniques
11.7.2.2.1 Checklists
11.7.2.2.2 Pros and Cons of Checklists
11.7.2.2.3 Case Study for Lessons Learned-ECM Checklist Linkage Example.

11.7.2.2.4 Risk Register and Quadrant Mapping.