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Topics: Aerospace and Defense, Scheduling
Project in manufacruing environent - Multiple parts developement and implementation
Hi all,

I am taking over a project for developement / implementation of hundreds of parts in an industrial manufactring environment. As the project was prepared in a hurry and got off to a late start, I now find myself in the position of having to deliver a timeline rapidly, when several technical details of the items to be manufactured are missing. Has anyone faced such a situation in the past?
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The only way to answer your question, in my personal opinion, is this: solution scope will define project scope. So, which are the solution characteristics/features? Business Analyst is in charge to give Project Manager all information related to it.
I've worked extensively in a manufacturing environment but the question isn't very specific. With the info you have provided, if you need to develop a timeline quickly but are missing technical details of the parts, you need to try to come up with parts that are similar enough for rough planning. The types of materials and manufacturing processes make a big difference. From that you can probably identify the most difficult/longest lead time parts that will drive your planning timeline and priorities.
As my historical and experience, in project manufacturing - its very related to codes and regulation (FDA, EHEDG, etc )
so all the techinical details, you can read and find it in that codes and regulation
Alessandro -

You may want to work with product management to have them prioritize the parts based on business value or some other objective metrics and then take a rolling wave approach to planning focusing on the highest priority batch of parts first.

Kiron
Thanks all for your responses! I agree with most of the points you brought up. The industry framework defines the boudaries in terms of expected quality. The rolling wave approach is probably what would work best as I have hundreds of parts and details on the materials are partially unkonwn until my engineering team will perform individual thourough reviews. It would be ideal to use existing similar parts to establish a rough baseline but that's not entirely possible.

I was just wondering if someone got into a similar situation where implementation is supposed to be already on the way while some information are still missing and customer is pressing full-steam for firm delivery dates without a precise timeline internally.

I am taking over this project over due to my PM experience and PMP accreditation to establish a project infrastructure and remedy to the damage done so far.

I have a draft plan of action in mind but I was courious to ask the question on this platform to see if someone faced similar situations.
My main issue is that every part has its own technical specs and I don't see a way around creating individual project timelines for the 500+ parts I am dealing with. Even with a wave approach, I'd still need to create sub-projects at part level and then group them in waves.
I would have happily avoided such a situation but I don't see any other solution (having a gate-based approach does not work in this case unfortunately).
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1 reply by Sergio Luis Conte
Dec 29, 2020 8:00 AM
Sergio Luis Conte
...
What you state is what I faced from years where my role was to make a reality what sales division sold to out customers. They key is risk management and assigning risk to the right person inside your group. Easy? Not at all. What worked for me? Make my calculations, put risk on the table (key risk, a short list but with the highest impact) and request for all key stakeholders to agree with the situation.
Dec 28, 2020 12:14 PM
Replying to Alessandro Felici
...
Thanks all for your responses! I agree with most of the points you brought up. The industry framework defines the boudaries in terms of expected quality. The rolling wave approach is probably what would work best as I have hundreds of parts and details on the materials are partially unkonwn until my engineering team will perform individual thourough reviews. It would be ideal to use existing similar parts to establish a rough baseline but that's not entirely possible.

I was just wondering if someone got into a similar situation where implementation is supposed to be already on the way while some information are still missing and customer is pressing full-steam for firm delivery dates without a precise timeline internally.

I am taking over this project over due to my PM experience and PMP accreditation to establish a project infrastructure and remedy to the damage done so far.

I have a draft plan of action in mind but I was courious to ask the question on this platform to see if someone faced similar situations.
My main issue is that every part has its own technical specs and I don't see a way around creating individual project timelines for the 500+ parts I am dealing with. Even with a wave approach, I'd still need to create sub-projects at part level and then group them in waves.
I would have happily avoided such a situation but I don't see any other solution (having a gate-based approach does not work in this case unfortunately).
What you state is what I faced from years where my role was to make a reality what sales division sold to out customers. They key is risk management and assigning risk to the right person inside your group. Easy? Not at all. What worked for me? Make my calculations, put risk on the table (key risk, a short list but with the highest impact) and request for all key stakeholders to agree with the situation.
...
1 reply by Alessandro Felici
Dec 29, 2020 1:15 PM
Alessandro Felici
...
Hi Sergio,

you are hitting the nail on the head. However, in my case the higher level stakeholders are all onboard and supportive. The issue is with the working level team. They are not necessarily onboard due to the impact of covid19 on the industry (I am in an aerospace envirmnment). Layoffs, partial unemployment measures & co do not help. Thanks all anyway for your inputs. It's great to be part of this community!
I agree with Sergio.
Hi Sergio,

you are hitting the nail on the head. However, in my case the higher level stakeholders are all onboard and supportive. The issue is with the working level team. They are not necessarily onboard due to the impact of covid19 on the industry (I am in an aerospace envirmnment). Layoffs, partial unemployment measures & co do not help. Thanks all anyway for your inputs. It's great to be part of this community!
Dec 29, 2020 8:00 AM
Replying to Sergio Luis Conte
...
What you state is what I faced from years where my role was to make a reality what sales division sold to out customers. They key is risk management and assigning risk to the right person inside your group. Easy? Not at all. What worked for me? Make my calculations, put risk on the table (key risk, a short list but with the highest impact) and request for all key stakeholders to agree with the situation.
Hi Sergio,

you are hitting the nail on the head. However, in my case the higher level stakeholders are all onboard and supportive. The issue is with the working level team. They are not necessarily onboard due to the impact of covid19 on the industry (I am in an aerospace envirmnment). Layoffs, partial unemployment measures & co do not help. Thanks all anyway for your inputs. It's great to be part of this community!
...
1 reply by Sergio Luis Conte
Dec 30, 2020 7:25 AM
Sergio Luis Conte
...
So, make your calculations very carefully including all this. If the working team is not onboard the higher level team is accountable for that.
Dec 29, 2020 1:15 PM
Replying to Alessandro Felici
...
Hi Sergio,

you are hitting the nail on the head. However, in my case the higher level stakeholders are all onboard and supportive. The issue is with the working level team. They are not necessarily onboard due to the impact of covid19 on the industry (I am in an aerospace envirmnment). Layoffs, partial unemployment measures & co do not help. Thanks all anyway for your inputs. It's great to be part of this community!
So, make your calculations very carefully including all this. If the working team is not onboard the higher level team is accountable for that.
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