As an engineering manager, you will be faced with challenges that occur now as issues, and challenges that could occur in the future as risks. As the project leader, you must implement a systematic approach or methodology to solve those issues and risks and effectively communicate their solutions. In the field, these methodologies are documented within the project management plan (PMP).
In the second final project, you will once again assume the role of an engineering manager of a project—the development of a thermally stable lithium battery. This case scenario was also used in EMA 600; however, in the version for this course, the case has progressed three months into the future, and there are new challenges to address. Armed with broader knowledge and more advanced skills, you must apply the communication methods and problem-solving strategies discussed in this course to systematically solve the new and more complex engineering management problems facing the team. The results of your inquiry and your recommendations for moving forward will be compiled into an engineering project assessment for your senior management.
The final project represents an authentic demonstration of competency because it utilizes an engineering project case scenario that requires you to assume the role of manager. The project is divided into two milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final submissions. These milestones will be submitted in Modules Six and Seven. The final project will be submitted in Module Nine.
Refer to the scenario document as you complete this project. Your engineering project assessment should address the following critical elements:
I. Introduction: Summarize the key details of the provided scenario, including sufficient information for your audience to understand your assessment and proposal.
II. Project Issues A. Complete an Ishikawa chart for each of the three issues, identifying at least five root causes for each issue in the scenario, which details possible program or management causes for the new program failures. Specifically, you must identify the most likely causes based on a thorough review of all relevant categories. Defend your analysis with specific evidence. Remember to submit an Ishikawa diagram for each of the three issues as part of your response.
B. Referring to your analysis of the program failure causes, propose specific corrective actions to effectively solve each issue and prevent the issue from reoccurring. Defend each recommendation by citing specific principles discussed in the course.
A. Explain the importance of project communication as it applies to the successful outcome of a project. Defend your response with specific principles discussed in the course.
B. Explain the communication approach that you would employ to drive project success. Illustrate your approach with a communication matrix. Specifically, include how you would communicate project status to include cost, schedule, requirements, issues (root causes and project risks), and their mitigation strategies.
C. Finally, explain your strategies for preventing potential communication breakdowns. How will you keep the internal and external communications flowing effectively moving forward? For example, what sort of feedback mechanisms might you employ? Defend your recommendations by citing specific principles discussed in the course.