ABSTRACT What is a Project Manager A project manager is the person responsible for leading a project along its lifecycle, from its inception to its execution. This includes planning, execution and managing the people, resources and everything needed to reach project targets. Project managers must have clear which are the objectives to see them through to successful completion. The project manager has full responsibility and authority to complete the assigned project. The position oversees any associated products and services, project tools and techniques to help the accomplishment of good results. The main characteristic of this job is the heterogeneity: unlike a standard business process, a project is a unique and temporary creation that consumes resources, has a beginning and end and operates according to specified funding and budgetary constraints. Project managers are responsible for recruiting and building project teams and making projections about the project's risks and uncertainties; avoiding any type of boundary overcoming. In relation to these risks and uncertainties associated to projects, my job experience at Siemens S.p.A – Milano as part of the project team and direct support of head of project management team, deals with the analysis of Non Conforming Costs (NCC) generated by different projects, in order to identify common causes and implement solutions to reduce the frequency and impact of these extra costs. The method employed to classify the NCCs is the root cause analysis: it is based on a document structured in order to report the most relevant features of NCC: the cause of NCC generation, the amount in euro of NCC generated, the impact on profit, the “five why” analysis, lessons learned and corrective actions where is possible to implement ones. The principal aim of this tool is to have traceability of the extra cost generated and, economically, how much it negatively modifies the profit; but, thanks to its typesetting, it can be considered also as a valid instrument for causes research: it is observed that NCCs of different projects can be grouped due to common or very similar reasons, creating different subsets heterogeneous between themselves. This clusterization has been made possible through the study of the Siemens project management lifecycle, firstly defining a set of six macro-categories in order to make a first division of the extra costs considered in the analysis (time horizon equivalent to F.Y. 2016 and F.Y. 2017); from this point a more detailed classification is carried out thanks to the application of sub-categories in each of the macro ones previously identified , in order to reach an high level of detail and a more heterogeneous classification of the NCCs observed. Once classified, the extra costs are analysed with two models: the first focused on the “weight” of the impact of each category on the total amount of NCC generated; the second focused more on the relationships between correlation of each category with the relevance ( in monetary terms ) of projects, and the average impact of each category on project value. From these models two set of NCCs categories are identified as critical for Siemens: Category 3 and Category 9 from the first model as the ones with the highest impact on total extra costs accumulated along the Fiscal Year 2016 and Fiscal Year 2017 Category 11 and Category 12 from the second model as the most dangerous in term of impact on projects values along the Fiscal Year 2016 and Fiscal Year 2017 As the second model gives more information about NCC categories, the second set of extra costs could be analyzed by the Quality Manager in order to reduce the negative impact on projects profit, identifying possible corrective actions that limited the occurrence of these extra costs.
Cos'è un Project Manager Il project manager è la persona responsabile della conduzione di un progetto lungo il suo ciclo di vita, dal suo inizio alla sua esecuzione. Questo include la pianificazione, l'esecuzione e la gestione delle persone. I project manager devono avere chiari quali siano gli obiettivi per portarli a completamento con successo. Il project manager ha piena responsabilità e autorità per completare il progetto assegnato. La posizione supervisiona tutti i prodotti e servizi correlati, gli strumenti di progetto e le tecniche per aiutare a raggiungere buoni risultati. La caratteristica principale di questo lavoro è l'eterogeneità: a differenza di un processo aziendale standard, un progetto è una creazione unica e temporanea che consuma risorse, ha un inizio e una fine. I project manager sono responsabili del reclutamento e della costruzione di team di progetto e delle proiezioni sui rischi e le incertezze del progetto; evitando qualsiasi tipo di superamento dei limiti imposti. La mia esperienza lavorativa presso Siemens SpA - Milano mi ha visto parte del team di progetto e supporto diretto del responsabile del team di gestione dei progetti, attraverso l'analisi dei costi non conformi (NCC), al fine di identificare le cause comuni di questi costi aggiuntivi. Il metodo utilizzato per classificare gli NCC è l'analisi delle cause principali: si basa su un documento strutturato per riportare le caratteristiche più rilevanti di NCC: la causa della generazione di NCC, l'importo in euro di NCC generato, l'impatto sul profitto, il "cinque perché" analisi, lezioni apprese e azioni correttive dove è possibile implementarle. L'obiettivo principale di questo strumento è la tracciabilità del costo aggiuntivo generato, economicamente, e quanto modifica negativamente il profitto; ma, grazie alla sua composizione, può essere considerato anche un valido strumento di ricerca: si osserva che le NCC di diversi progetti possono essere raggruppate per motivi comuni o molto simili, creando sottoinsiemi eterogenei tra loro diversi. Questo raggruppamento è stato reso possibile attraverso il ciclo di vita della gestione del progetto Siemens, definendo innanzitutto una serie di cinque macro-categorie al fine di effettuare una prima divisione dei costi aggiuntivi considerati nell'analisi (orizzonte temporale equivalente all'esercizio 2016 e all'esercizio 2017); dal punto di vista degli NCC osservati. Una volta classificati, i costi aggiuntivi sono stati analizzati con due modelli: il primo incentrato sul "peso" dell'impatto di ciascuna categoria sulla quantità totale di NCC generati; il secondo si concentra più sulle relazioni tra correlazione di ogni categoria con la rilevanza (in termini monetari) dei progetti e l'impatto medio di ciascuna categoria sul valore del progetto. Da questi modelli due gruppi di categorie NCC sono identificati come critici per Siemens: Categoria 3 e Categoria 9 del primo modello come quelli con il più alto impatto sui costi aggiuntivi accumulati durante l'Anno Fiscale 2016 e l'Anno Fiscale 2017 Categoria 11 e Categoria 12 dal secondo modello come i più pericolosi in termini di impatto sui valori dei progetti durante l'anno fiscale 2016 e l'anno fiscale 2017. La seconda serie di costi aggiuntivi potrebbe essere analizzata dal responsabile della qualità al fine di ridurre l'impatto negativo sui progetti.
Siemens internship : analysis of non conformance cost
RADICI, LUCA
2016/2017
Abstract
ABSTRACT What is a Project Manager A project manager is the person responsible for leading a project along its lifecycle, from its inception to its execution. This includes planning, execution and managing the people, resources and everything needed to reach project targets. Project managers must have clear which are the objectives to see them through to successful completion. The project manager has full responsibility and authority to complete the assigned project. The position oversees any associated products and services, project tools and techniques to help the accomplishment of good results. The main characteristic of this job is the heterogeneity: unlike a standard business process, a project is a unique and temporary creation that consumes resources, has a beginning and end and operates according to specified funding and budgetary constraints. Project managers are responsible for recruiting and building project teams and making projections about the project's risks and uncertainties; avoiding any type of boundary overcoming. In relation to these risks and uncertainties associated to projects, my job experience at Siemens S.p.A – Milano as part of the project team and direct support of head of project management team, deals with the analysis of Non Conforming Costs (NCC) generated by different projects, in order to identify common causes and implement solutions to reduce the frequency and impact of these extra costs. The method employed to classify the NCCs is the root cause analysis: it is based on a document structured in order to report the most relevant features of NCC: the cause of NCC generation, the amount in euro of NCC generated, the impact on profit, the “five why” analysis, lessons learned and corrective actions where is possible to implement ones. The principal aim of this tool is to have traceability of the extra cost generated and, economically, how much it negatively modifies the profit; but, thanks to its typesetting, it can be considered also as a valid instrument for causes research: it is observed that NCCs of different projects can be grouped due to common or very similar reasons, creating different subsets heterogeneous between themselves. This clusterization has been made possible through the study of the Siemens project management lifecycle, firstly defining a set of six macro-categories in order to make a first division of the extra costs considered in the analysis (time horizon equivalent to F.Y. 2016 and F.Y. 2017); from this point a more detailed classification is carried out thanks to the application of sub-categories in each of the macro ones previously identified , in order to reach an high level of detail and a more heterogeneous classification of the NCCs observed. Once classified, the extra costs are analysed with two models: the first focused on the “weight” of the impact of each category on the total amount of NCC generated; the second focused more on the relationships between correlation of each category with the relevance ( in monetary terms ) of projects, and the average impact of each category on project value. From these models two set of NCCs categories are identified as critical for Siemens: Category 3 and Category 9 from the first model as the ones with the highest impact on total extra costs accumulated along the Fiscal Year 2016 and Fiscal Year 2017 Category 11 and Category 12 from the second model as the most dangerous in term of impact on projects values along the Fiscal Year 2016 and Fiscal Year 2017 As the second model gives more information about NCC categories, the second set of extra costs could be analyzed by the Quality Manager in order to reduce the negative impact on projects profit, identifying possible corrective actions that limited the occurrence of these extra costs.| File | Dimensione | Formato | |
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https://hdl.handle.net/10589/137101