Digital Transformation of Projects with Model-based
Project Design, Predictive AI, and Instrumented Teamwork

MIT Professional Education
Bryan R. Moser

Digital Transformation of Projects with Model-based Project Design,Predictive AI, and Instrumented Teamwork
The innovative development of new platforms, products, and services, especially in response to the
Sustainable Development Goals (SDGs), has the potential to transform our society. Today’s companies
have many new opportunities: Transition to New Energy. Mobility including autonomous vehicles.
Robotics and AI. Smart materials and cities. Breakthrough medicine, agriculture, and maritime systems.
However, these exciting new opportunities are uncertain and complex.
Will our existing ways of planning, managing, and working allow our teams to perform well? How do wemove from experience and standard-work based processes to dynamic, innovative, and agile projects?
What will the role of AI be in the way our organizations are structured and perform?
Dr. Moser will present recent advances in computation supported teamwork, including model-based
project management, agent-based modeling, and instrumented teamwork analytics.

Instructor Introduction
Dr. Bryan R. Moser is Academic Director of System Design & Management (SDM) at MIT, and a SeniorLecturer in both Engineering and the Sloan School of Management. He is also Associate Professor,
Specially Appointed at the University of Tokyo, where he directs the Global Teamwork Lab (GTL). Prior
to returning to MIT in 2014, he worked for 25 years in industry; as a research engineer at the Basic
Science Lab (A.I.) of Nissan Motor Company, as a Sr. Research Scientist at United Technologies
Corporation, and as founder and President of Global Project Design, a firm pioneering software andmethods for model-based project management. Moser focuses on engineering teamwork for complex
systems problems and use of model-based methods to improve performance of diverse teams. Moser
received a bachelor’s in computer science and Engineering in 1987 and a Master of Science inTechnology and Policy from the Massachusetts Institute of Technology in 1989. His doctorate in 2012 isfrom the University of Tokyo, Graduate School of Frontier Sciences.

Digital Transformation of Projects with Model-based
Project Design, Predictive AI, and Instrumented Teamwork

MIT Professional Education
Bryan R. Moser

Learning Objectives

lo.PM01

標準的プロジェクトの種類とチームワークの基本
Canonical Project Types andTeamwork Fundamentals

プロジェクトマネジメントの基礎の備忘録として、様々な正規のプロジェクトタイプ（ウォーターフォール、スパイラル、セットベース、アジャイル...）とこれらのプロジェクトタイプの機能がどのように異なるかを理解する。

As a reminder of project
management fundamentals,understanding the variety ofcanonical project types(waterfall, spiral, set-based,agile...) and how these projects
function differently.

lo.PM02

実現可能な計画
Feasible Plans

スコープ、リソース、役割、依存関係、リスクを考慮した上で、実現可能なプロジェクト計画を作成する

Generate a project plan that isfeasible given scope, resources,roles, dependencies, and riskslo.PM03

プロジェクトをシステムとして統合システムとしてモデル化する．ダイ
捉えるマネジメント
ナミックモデリングの活⽤により、⼿戻Project as Systemりを含む創発的な結果を予測する。

Model a project as integrated
product, process, andorganizational systems. Leverage
dynamic modeling to forecast
emergent outcomes including
reworklo.PM04

プロジェクトマネジメントの際 コスト、スケジュール、スコープ、リスクを考慮した代替案のトレードスペースのトレードオフとその対応でステークホルダーにプランを提案する
Project Tradespace

Recommend a plan tostakeholders with a trade-spaceof alternatives across cost,schedule, scope, and risk

lo.PM05

⾮現実的な期待に挑戦する
Challenge Unrealistic
Expectations

プロジェクトのコスト、スケジュール、スコープ、リスクに関する⾮現実的な期待に、誠実に挑戦する。 他者をリードし、 注意を喚起し、分析し、学習し、適応させる。

Credibly challenge unrealistic
expectations related to project
cost, schedule, scope, and risk.
Lead others to shift attention,
analyze, learn, and adapt.

デジタルツインとして実際のパフォーマlo.PM06

モデルベースのプロジェクトの ンスとリンクしたプロジェクトのシステ
ムモデルを適⽤し、アジャイルパフォー
迅速な設計・マネジメント
マンスのためにプロジェクトの設計と⾏Model-based Agile Adaptation

Apply a systems model of theproject linked t real performance
as a digital twin and adapt theproject design and behaviors foragile performance.

プロジェクトを製品，プロセス，組織の動を適応させる。

Digital Transformation of Projects with Model-based
Project Design, Predictive AI, and Instrumented Teamwork

MIT Professional Education
Bryan R. MoserFormat
22 hours of lecture and workshop over 5 sessions and 9 modules.
Online sessions (2 lectures, 110 minutes) in June
Saturdays at 10am- 11:50am. Tokyo time. (Jun 24 and Jul 1)
Modules 1 and 2
In Person 2-day workshop July 8 and 9
Saturday and Sunday, 10am – 6pm, in person at CIC-Tokyo, Toranomon
Modules 3 - 8Hybrid In -person or online team exercise review, July 22
10am-Noon. Followed by Lunch
Capstone review and Module 9

The workshops will include hands-on modeling and simulation of projects. Participants will have accessto several project modeling tools, including TeamPort project modeling software for installation and use.
Those who are unable to use their own laptop for the workshop should indicate so in registration so thatan alternative access or team approach can be prepared.

Digital Transformation of Projects with Model-based
Project Design, Predictive AI, and Instrumented Teamwork

MIT Professional Education
Bryan R. MoserModules
講義名1.イントロダクション：全体説明とプロジェク
トマネジメント基礎
Introduction and Fundamentals
2.プロジェクトマネジメントの従来的⼿法と標準化プロジェクト
Classical Methods and Canonical Projects
3.プロジェクトをシステムとして捉えるマネジメント
Projects as Systems
4.プロジェクトをシステムとして捉えた際の個別要素
System Elements
5.プロジェクトをシステムとして捉えた際の要
素間の相関関係
System Relationships
6.シュミレーションモデルを⽤いたプロジェク
トマネジメント
Model-based Simulation
7. プロジェクトマネジメントの際のトレードオ
フとその対応Project Tradespaces
8. プロジェクトのデジタルツインと、迅速なマ
ネジメントProject Digital Twins and Agility
9. MIT の考える次世代のプロジェクトマネジメ
ントCapstone Reviews. The Future of ProjectManagement

⽉⽇課題Assignment

6 ⽉ 24 ⽇

A

D. Lasi and B. Moser, “Strategy and the Initiation ofProjects,” MIT SDM working paper, 2020

7⽉1⽇

B

F. K. Levy, G. L. Thompson, and J. D. Wiest, The ABCs ofthe critical path method. Harvard University, Graduate
School of Business Administration, 1963.

C

B. Moser, “Scope Patterns for Projects Modelled asSociotechnical Systems,” The Journal of Modern ProjectManagement, 2017

D

B. Moser, W. Grossmann, and P. Starke, “Mechanisms ofDependence in Engineering Projects as SociotechnicalSystems” in Transdisciplinary Lifecycle Analysis ofSystems,2015, vol. 2, p. 142.

7 ⽉ 08 ⽇

講義後に読む論⽂
Paper to read after lecture

EF

7⽉9⽇

GH

7 ⽉ 22 ⽇

Moser and Wood, “Design of Complex Programs as
Sociotechnical Systems,” in Concurrent Engineering inthe 21st Century, 2015

IMoser and Grossmann, “Digital Twins of Projects”, IEEE

Digital Transformation of Projects with Model-based
Project Design, Predictive AI, and Instrumented Teamwork

MIT Professional Education
Bryan R. Moser

Exercises and Assignments (TBD)

A

Project Modeling –Getting Started

Spreadsheet based approach to project crashing, de-scoping, and restructuring. Installation of TeamPort client and review of simple projectmodel.

Bミステリープロジェクト可視化Mystery ProjectVisualization

C初期プロジェクトモデル
Initial Project Model

この課題では、「ミステリープロジェクト」のアイコンを並べて、プロジェクトをよりイメージしやすくしてください。 これはどんなプロジェクトなのでしょうか？スケッチをどのようにアレンジすることにしたのですか？ 他にどんなアプローチを試しましたか？
説明と⼀緒に、結果のスクリーンショットをアップロードしてください。
In this assignment, arrange the icons of the "Mystery Project" to visualize
the project better. What type of project is this one? How did you decideto arrange the sketch as you did? What other approaches did you try?
Along with the explanation, please upload screen shots of your result.
前回の課題であるプロジェクトのミッション、ターゲット、コンセ
プトに基づいて、PBS、WBS、OBS の 3 つのブレークダウンストラ
クチャーをリストアップすることから始めてください（紙上）。
これらの階層は 3 階層以内に定義してください。 次に、TeamPort
で新しいプロジェクトモデルを開始します。 上記の PBS、WBS、OBS を作成します。アクティビティとしてスコープを追加し始めます。 初期計画時にモデル化するのに重要なスコープはどれですか？ プロジェクトモデルのいくつかの異なるビューと、この最初のモデリングプロセスから得た洞察を提出し てください。

DInitial Forecast

Based on the project mission, targets, and concept from the previous
assignment, begin by listing (on paper) the three breakdown structures;
PBS, WBS, and OBS. Please define these hierarchies to three or fewer
levels. Next, start a new project model in TeamPort. Create the PBS,
WBS, and OBS above. Begin to add scope as activities. Which scope isimportant to model during early planning? Submit several different viewsof your project model, and any insights you gained from this initialmodeling process.
Run a simulation of a simple project model to generate a forecast.
Simulate using classical assumption of project work, then simulate again
to see the effects of communication, concurrency, rework, and timezones.

Digital Transformation of Projects with Model-based
Project Design, Predictive AI, and Instrumented Teamwork

MIT Professional Education
Bryan R. Moser

EComparing Models
and Forecasts

Moving to a more complex project model, first review the model. Thenload several forecasts and compare how they differ. Which changes in
the project model showed the most significant impact on wait? On cost?
On schedule? What changes might one add to the project design next?

F

プロジェクトデザインとトレードスペース
Project Design andTradespace

GProject Digital Twin
for ReflectivePractice

この最終課題では、プロジェクトモデルを改良し、シミュレーションを⾏い、予測を解釈することで反復してください。モデルを変更した際には、その変更内容とプロジェクトのコスト、スコープ、スケジュールに対する結果を記録してください。 この最終課題の⼀部として、プロジェクトコストとスケジュールのトレードスペースである「デザインウォーク」を視覚化し、コメントしてください。
パレートはどこにあるのでしょうか？
In this final assignment, iterate by improving your project models, runningsimulations, and interpreting the forecast. As you make change to themodel, please keep track of the changes and their outcomes to project
cost, scope and schedule. As part of this final assignment, visualize andcomment on your "Design Walk", a tradespace of project cost vs.
schedule. Where is the pareto?
Review the interaction data from the previous design session in theworkshop.

Hプロジェクトのミッション、ターゲット、コンセプト
Project Mission,
Targets, and Concept

ICapstone: Project
Concepts, Design,and Tradespace

プロジェクトモデルの構築により、設計するプロジェクトを検討します。 3 ⼈までのチーム編成も可。 この最初の課題では、プロジ
ェクトのミッション、ターゲット、コンセプト、チームを定義する。
Students will consider a project to be designed by building a projectmodel. Teams of up to three students are acceptable. In this firstassignment define the project mission, targets, concept, and team.