A project is defined as a “temporary endeavor undertaken to create a unique product, service or result” by the PMBOK – Project Management Body of Knowledge. The concept of project is well defined and understandable by everyone, however the management of a portfolio of projects is not always an easy task. Especially if in the same company there are multiple actors and different environments involved in the process, then the management of projects can be quite challenging. This work proposes a methodology to improve and standardize the management of projects from the selection phase to the resources allocation one. All the following reasoning have as a focus the STMicroelectronics case, but they can be applied to every situation that involves a development process of more than one product based on multi-skilled resources. The study is conducted starting from a comprehensive analysis of the available STMicroelectronics data about effort and time usually spent on projects. The analysis is performed for four divisions and it is focused on a selected sample of ongoing and closed projects. This analysis will show how an immediate action is needed in order to improve the planning activity but also to enhance the company awareness related to the product development process. Following the results of the analysis, a methodology for projects portfolio management is proposed. In the first section, a standardized and improved selection of projects to be developed is proposed. This will define as an output a priority list of projects to be carried out throughout the development process. A lean and well-defined pipeline of projects in development is the key to success. A lot of effort is usually spent and wasted on relatively unimportant or low priority projects. Once priorities among projects are defined, it is important to allocate the right amount of resources to each project. The proposed methodology aims at defining a project characterization through which it will be possible to perform a correlation analysis and comparison of past projects data. In the future, it will be then possible to have a resources allocation tool that will identify, depending on several input parameters, a suggested amount of effort required by the project. Improving the planning activities will hopefully lead to a better use of available resources and time, with an overall development efficiency increase. The solutions that will be presented are based on a substantial data analysis, however their precision and accuracy will certainly improve over time.
Un progetto è definito dal PMBOK - Project Management Body of Knowledge come “a temporary endeavor undertaken to create a unique product, service or result”. Il concetto di progetto e la sua definizione sono quindi ben definiti e comprensibili da tutti, tuttavia la gestione di un portfolio di progetti non è sempre un compito facile. Specialmente se nella stessa compagnia esistono multipli attori e differenti ambienti divisionali coinvolti nel processo, allora la gestione di più progetti può essere abbastanza impegnativa. Questo lavoro vuole proporre una metodologia per migliorare e standardizzare il processo di gestione, dalla fase di selezione dei progetti fino alla fase di assegnazione delle risorse. Tutti i ragionamenti hanno come focus il caso industriale di STMicroelectronics, tuttavia essi possono essere applicati a qualsiasi situazione di processo di sviluppo di più progetti e con risorse multi-skilled. Lo studio è stato condotto a partire da un’approfondita analisi sui dati disponibili riguardo le risorse e le tempistiche spese su progetti presso STMicroelectronics. L’analisi ha riguardato quattro divisioni ed è stata eseguita su una campione selezionato di progetti in sviluppo e progetti completati. Quest’analisi mostra come un’azione immediata sia necessaria per migliorare la capacità di pianificazione e per incrementare la consapevolezza aziendale riguardo le criticità dello sviluppo prodotti. In seguito ai risultati ottenuti dall’analisi, viene proposta una metodologia per la gestione del portfolio progetti. Nella prima sezione è presentata una soluzione che consente di standardizzare e di migliorare la selezione dei progetti. Questo metodo fornirà come output una lista che definisce le priorità di sviluppo tra progetti. Una snella e ben definita pipeline di prodotti in fase di sviluppo è la chiave del successo. Molte risorse sono spesso usate su progetti relativamente poco importanti o con bassa priorità. Una volta che le priorità tra progetti sono state definite, è importante allocare il giusto numero di risorse per ogni progetto. La metodologia proposta mira a definire una caratterizzazione dei progetti attraverso la quale sarà possibile eseguire un’analisi di correlazione e confronto tra progetti. In futuro sarà quindi disponibile un tool che identifichi, a seconda di una serie di parametri di input, il quantitativo di risorse necessarie al progetto. Un miglioramento nella gestione del portfolio progetti e nelle attività di pianificazione consentirebbe un miglior uso delle risorse e di tempo disponibili, con un conseguente aumento dell’efficienza complessiva delle attività di sviluppo. Le soluzioni che verranno presentate sono basate su una considerevole analisi di dati, tuttavia la loro precisione e accuratezza migliorerà sicuramente nel tempo.
A methodology proposal to improve project portfolio management and resources allocation in the semiconductor industry
GOFFI, SIMONE
2016/2017
Abstract
A project is defined as a “temporary endeavor undertaken to create a unique product, service or result” by the PMBOK – Project Management Body of Knowledge. The concept of project is well defined and understandable by everyone, however the management of a portfolio of projects is not always an easy task. Especially if in the same company there are multiple actors and different environments involved in the process, then the management of projects can be quite challenging. This work proposes a methodology to improve and standardize the management of projects from the selection phase to the resources allocation one. All the following reasoning have as a focus the STMicroelectronics case, but they can be applied to every situation that involves a development process of more than one product based on multi-skilled resources. The study is conducted starting from a comprehensive analysis of the available STMicroelectronics data about effort and time usually spent on projects. The analysis is performed for four divisions and it is focused on a selected sample of ongoing and closed projects. This analysis will show how an immediate action is needed in order to improve the planning activity but also to enhance the company awareness related to the product development process. Following the results of the analysis, a methodology for projects portfolio management is proposed. In the first section, a standardized and improved selection of projects to be developed is proposed. This will define as an output a priority list of projects to be carried out throughout the development process. A lean and well-defined pipeline of projects in development is the key to success. A lot of effort is usually spent and wasted on relatively unimportant or low priority projects. Once priorities among projects are defined, it is important to allocate the right amount of resources to each project. The proposed methodology aims at defining a project characterization through which it will be possible to perform a correlation analysis and comparison of past projects data. In the future, it will be then possible to have a resources allocation tool that will identify, depending on several input parameters, a suggested amount of effort required by the project. Improving the planning activities will hopefully lead to a better use of available resources and time, with an overall development efficiency increase. The solutions that will be presented are based on a substantial data analysis, however their precision and accuracy will certainly improve over time.| File | Dimensione | Formato | |
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https://hdl.handle.net/10589/139982