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Part t

Managing Projectswith

Pierre BonnalEN ENGINEERINGDEPARTMENT

version1.0

focusing on Project Control and Follow-up

Project Progress Follow-up

1 to set a reference2 to assess uncertainties3 to follow up progress

Project Requirements

tangibleDeliverables

Physical Progress(a.k.a. Earned Value)

Verificationand

ValidationProject

Definition

Concept ofOperations

Requirementsand

Architecture

DetailedDesign

Integration,Test, and

Verification

SystemVerification

and Validation

Operationand

Maintenance

ProjectTest and

Integration

Implementation

Verificationvs.

Validation

Project ScheduleActual Dates

vs. Planned dates

Project BudgetActual Costs

vs. Budgeted Costs

Project Control and Follow-up“Project triangle”

Project Control and Follow-upWhen and which effort?

Project Team

Study Team

Project Team

PROGRESS REPORTS

CLOSE-OUT REPORT

regularly released

Periodicity ?

FINALIZECOMMISSIONBUILDDESIGNSTUDYINITIALIZE

3 levels of implementationProject Control and Follow-up with

1. Simple approach2. Intermediate approach

3. Advanced approach

The preferred project control and follow-up approach shall be defined in the Project Management Plan

Project Control and Follow-upThe ‘basic toolbox’

SIMPLEapproach

ProgressStatus

ProgressReviews

q Major achievements (as bullet points)

w Problems encountered

e Cost and schedule statuses

Cost statusTable (actuals vs. budgeted)

r Work laying ahead (as bullet points)

3=@ Schedule statusMilestone Trend Chart( Milestone Plan )

3=# Physical progress statusDashboard

t Risk Register update (limited to changes)

Project Costing

3 types of resources

Manpower(project participants)[workload currency]

In-kindcontributions[various cur.]

Financialresources

[monetary cur.]

planned

actuals

timespent

manpowerbudget

timesheetingsystem

expenses

financialbudget

accountingbooks

( = planned )

agreementfigures

At CERNProject Costing 3 types of resources

Manpower(project participants)[workload currency]

In-kindcontributions[various cur.]

Financialresources

[monetary cur.]

planned

actuals

manpowerbudget

expenses

financialbudget

accountingbooks

( = planned )

agreementfigures

( = planned )

Project Control and Follow-up

Cost Controlspeadsheet

3=!SIMPLEapproach

CBS CostBreakdownStructure

WBS WorkBreakdownStructure

BREAKDOWN BUDGETED COMMITTED INVOICED PAID

Cost status æ Cost Control Table

Milestone Trend Chart

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

2017 2018

CanNet Project launched

CDR released STUDY

PILOT PROJECTFULL IMPLEMENTATION PROJECT

readinessreview project

completionreview

EarlyApril2017

Eng. design

Procurement

Installation

Eng. design

Procurement

Installation

SIMPLEapproach

Project Control and Follow-up3=@ Schedule status æ Milestone Trend Chart

Key milestones

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

2017 2018

SIMPLEapproach

Reference (baseline) dates

45º lin

e (isoch

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

2017 2018

tR131 March 2017

SIMPLEapproach

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

2017 2018

SIMPLEapproach

tR230 June 2017

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

2017 2018

SIMPLEapproach

tR331 August 2017

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

2017 2018

SIMPLEapproach

tR715 April 20183=@

9.1.alt

Milestone Plan

version 2.0 validated by the CanNet Project Board - dated 2017-01-13

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

2017 2018

CDR released STUDY

completionreview

EarlyApril2017

Eng. design

Procurement

Installation

Eng. design

Procurement

Installation

timenow

3=@ Schedule statusMilestone Plan©

DATE ProjectBoard

Eng.Team

Proc.Team

SiteActivities MILESTONE DESCRIPTION

When the CanNet Pilot Project is formallylaunched by the Project BoardWhen the engineering design tasks of thePilot Project are completedWhen the procurement contract is signed

When the installation and commissioningworks for the three tanks are completedWhen the CanNet Project Readiness Reviewis heldWhen the engineering design tasks of theFull Implementation Project are completed

Project Controland Follow-up

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

2017 2018

CDR released STUDY

completionreview

EarlyApril2017

Eng. design

Procurement

Installation

Eng. design

Procurement

Installation

timenow

DATE ProjectBoard

Eng.Team

Proc.Team

31.05.2017

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

2017 2018

CDR released STUDY

completionreview

EarlyApril2017

Eng. design

Procurement

Installation

Eng. design

Procurement

Installation

timenow

DATE ProjectBoard

Eng.Team

Proc.Team

31.07.2017

PlannedOn-goingCompletedLateCritical

Progress Dashboard

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

2017 2018

CDR released STUDY

completionreview

EarlyApril2017

Eng. design

Procurement

Installation

Eng. design

Procurement

Installation

3 tanks 22 tanks

Project Control and Follow-up3=# Physical progress status æ Dashboard

SIMPLEapproach

302520151050

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

2017 2018

CDR released STUDY

completionreview

EarlyApril2017

Eng. design

Procurement

Installation

Eng. design

Procurement

Installation

3 tanks 22 tanks

SIMPLEapproach

302520151050

timenow

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

2017 2018

CDR released STUDY

completionreview

EarlyApril2017

Eng. design

Procurement

Installation

Eng. design

Procurement

Installation

3 tanks 22 tanks

SIMPLEapproach

302520151050

timenow

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

2017 2018

CDR released STUDY

completionreview

EarlyApril2017

Eng. design

Procurement

Installation

Eng. design

Procurement

Installation

3 tanks 22 tanks

SIMPLEapproach

302520151050

timenow

Project Control and Follow-upThe ‘basic toolbox’

SIMPLEapproach

Close-outReport

q Rationale

w Major Achievements

r Cost and Schedule

Cost statusTable (actuals vs. budgeted)

e Risks and Issues

4=@ Schedule statusMilestone Trend Chart

4=# Physical progress statusDashboard

t Lessons Learned

INTERMEDIATEapproach

ADVANCEDapproach

Project Control and Follow-upThe ‘intermediate toolbox’

ProgressReports

ProgressPresentations

ProgressReviews

ProjectBoard

EVMData

Gantt Chart(coord. sched.)

Gantt Chart Report

05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26

3=# Schedule statusGantt Chart Reporting

PMFDDPTSP

TDPITP

POPIDP

IPPCPP

PSWTSW

Tk1Tk2Tk3Tub

ITTTDT

BlwCtrl

TSETDE

ITEPOE

TSFTDF

ITFPOF

DDLElec

FurnCom

05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26

3=# Schedule statusGantt Chart Reporting

end of week 09PMF

DDPTSP

TDPITP

POPIDP

IPPCPP

PSWTSW

Tk1Tk2Tk3Tub

ITTTDT

BlwCtrl

TSETDE

ITEPOE

TSFTDF

ITFPOF

DDLElec

FurnCom

> Reporting principles implemented in most project scheduling software:

Project Control and Follow-up3=#

Schedule status æ Gantt Chart Reporting

During the scheduleconstruction

StartDate

FinishDate

PlannedDates

After thebaseline

is set ActualStartDate

On-goingtask

ExpectedFinishDate

StatusDate

ActualStartDate

StatusDate

ActualFinishDate

Completedtask

> Meaning of the status line (isochrone line*):

* A line drawn on a Gantt chart connecting points (tasks) at which something occurs or arrives at the same time

On schedule Behind schedule Ahead of schedule

At a given status date, the focus is given on tasksthat either are on-going ( ) or

that should be on-going ( )

Project Control and Follow-up3=#

Schedule status æ Gantt Chart Reporting

As a driving principle, duration of planned tasks (i.e. )is not re-evaluated with each schedule status report

Earned Value Report

Earned Value ManagementEarned Value Analysis

creation

1969 1996 2005

Practice Standard for Earned Value Management

American NationalStandard Institute

National DefenseIndustrial Association

ANSI/EIA-748-C

American Military Standard

C/SCSCCost/Schedule Control

System Criteria

32 criteria/guidelines to consider

ElectronicIndustriesAlliance

FINALIZECOMMISSIONBUILDDESIGNSTUDYINITIALIZE

Earned Value ManagementWhen and which effort?

Project Team

Periodically, collect EVsand ACs, then calculate

the various indices:SVs, CVs, EACs

At the earlystage of the

project, set the PV curve(s)

PROGRESS REPORTS

Quite uselessexcept for large and

long lead studies

EVM Foundations

PV(t) = ?

EVM Basics

a c t i v i t y 0 1a c t i v i t y 0 1

EVM Basics

PV(t) for the whole projectPV(t) for the whole project

EVM Basics

a c t i v i t y 0 1a c t i v i t y 0 1

EVM Basics

PV(t) for the whole projectPV(t) for the whole project

EVM Basics

PV(t > project finish date) = BAC

PV(t) of the whole projectPV(t) of the whole project

PV(t < project start date) = 0

EVM Basics æ PV, Planned Value

AC(t)AC(t)

EVM Basics æ AC, Actual Costs

AC(t)AC(t)

EV(t)EV(t)

EV(tR) = BAC × %physical progress(tR)with for each of the activities :with for each of the activities :

EVM Basics æ EV, Earned Value

Budgetat CompletionBAC

EarnedValueEV

ActualCostAC

PlannedValuePV

AFITEP

Budgetat CompletionBAC

Budgeted Costof the Work PerformedBCWP

Actual Costof the Work PerformedACWP

Budgeted Costof the Work ScheduledBCWS

C/SCSC

Coût totalbudgétéCTB

Coût budgétédu travail effectuéCBTE

Coût réeldu travail effectuéCRTE

Coût budgétédu travail prévuCBTP

ANSI #748

EVM Basics

EVM Basics æ SV, Schedule Variance

AC(t)AC(t)

EV(t)EV(t)

CV(tR) = EV(tR) – AC(tR)

EVM Basics æ CV, Cost Variance

EV(tR)BACEV(tR)BAC

ϕ(tR) =ϕ(tR) =CR(tR) = SPI(tR) × CPI(tR)Critical Ratio Physical

Progress

CPI(tR) < 1 øCPI(tR) < 1 ø

CPI(tR) > 1 ØCPI(tR) > 1 ØEV(tR)AC(tR)EV(tR)AC(tR)

CPI(tR) =CPI(tR) =

Cost Performance Index

SPI(tR) < 1 øSPI(tR) < 1 ø

SPI(tR) > 1 ØSPI(tR) > 1 ØEV(tR)PV(tR)EV(tR)PV(tR)

SPI(tR) =SPI(tR) =

Schedule Performance Index

Cost VarianceCV(tR) = EV(tR) – AC(tR)CV(tR) = EV(tR) – AC(tR)

Schedule VarianceSV(tR) = EV(tR) – PV(tR)

EVM Basics

CPI(t)CPI(t)

SPI(t)SPI(t)

CR(t)CR(t)

EVM Basics

– BAC10

– BAC20

+ BAC20

+ BAC10

CV(t)CV(t)SV(t)SV(t)

EVM Basics

AC(t)AC(t)AC(tR)AC(tR)

EAC(tR) = AC(tR) + RTC(tR)EAC(tR) = AC(tR) + RTC(tR)

RTC(tR)RTC(tR)BACBAC

EAC(tR)EAC(tR)

EVM Basics æ EAC, Estimate at Completion

BACCPI(tR)BACCPI(tR)

EAC(tR) =EAC(tR) =

BAC – EV(tR)CPI(tR) × SPI(tR)BAC – EV(tR)

CPI(tR) × SPI(tR)EAC(tR) = AC(tR) +EAC(tR) = AC(tR) +

BACBACEAC(tR)EAC(tR)

EVM Basics æ EAC, Estimate at Completion

BACBACEACEAC

TABTABPROJECT MANAGEMENT RESERVEPROJECT MANAGEMENT RESERVEPROJECT MANAGEMENT RESERVEPROJECT MANAGEMENT RESERVE

PV(t)PV(t)

EVM Basics æ TAB, Total Allocated Budget

PV Curve Construction

p·m04 2m 2p·m

03 1m 1p·m02 3m 3p·m

01 2m 2p·m

nov.oct.sep.aoûtjuil.juinmaiavrilmars

p·m04 2m 2p·m

03 1m 1p·m02 3m 3p·m

01 2m 2p·m

1 1 1+1 1 1 1 1 1 1 1+1 1 1 1 1

2 ÷ 2 = 1

1 par période

cumulé

p·m04 2m 2p·m

03 1m 1p·m02 3m 3p·m

01 2m 2p·m

1 1 2 1 1 1 1 1 2 4 5 6 7 8 1 1 2 1 1 1 1 1 2 4 5 6 7 8

1 + 1 = 2 4 1

p·m04 2m 2p·m

03 1m 1p·m02 3m 3p·m

01 2m 2p·m

p·m04 2m 2p·m

03 1m 1p·m02 3m 3p·m

01 2m 2p·m

m pm 3p

p·m04 2m 2p·m

03 1m 1p·m02 3m 3p·m

01 2m 2p·m

2 2 2 2 2 4 6 8 2 2 2 2 2 4 6 8 4 6 2

m pm 3p

p·m04 2m 2p·m

03 1m 1p·m02 3m 3p·m

01 2m 2p·m

CHF04 2m CHF 35k03 1m CHF 10k

02 3m CHF 45k01 2m CHF 10k

CHF04 2m CHF 35k03 1m CHF 10k

02 3m CHF 45k01 2m CHF 10k

Ressources humainesRessources humaines

Ressources financièresRessources financières

04 2m CHF 25k 1 p·m03 1m CHF 15k 2 p·m02 3m CHF 45k 6 p·m

01 2m CHF 5k 1 p·m

200k180k160k140k120k100k

80k60k40k20k

1 p·m = CHF 10k

Ressources humainesRessources humaines

Ressources financièresRessources financières

04 2m CHF 25k 1 p·m03 1m CHF 15k 2 p·m02 3m CHF 45k 6 p·m

01 2m CHF 5k 1 p·m

Progress Status Analyses

p·m04 2m 2p·m

03 1m 1p·m02 3m 3p·m

01 2m 2p·m

Æ fini à 75% et passé 2.5 p·m

04 2m 2p·m03 1m 1p·m02 3m 3p·m

01 2m 2p·m

Æ 50% et 2 p·mÆ 100% et 2.5 p·m

Æ 0% et 0 p·m04 2m 2p·m

03 1m 1p·m02 3m 3p·m

01 2m 2p·m

AC(t)AC(t)

EV(t)EV(t)

Æ 100% et 2.5 p·m

Æ 50% et 3 p·m

Æ 100% et 0.5 p·m04 2m 2p·m

03 1m 1p·m02 3m 3p·m

01 2m 2p·m

Æ 100% et 2.5 p·m

Æ 67% et 3.5 p·m100% et 0.5 p·m æ

0% et 0 p·m æ 04 2m 2p·m03 1m 1p·m02 3m 3p·m

01 2m 2p·m

Æ 100% et 2.5 p·m

100% et 0.5 p·m æ

100% et 4 p·m æ

25% et 1 p·m æ 04 2m 2p·m03 1m 1p·m02 3m 3p·m

01 2m 2p·m

Æ 100% et 2.5 p·m

100% et 0.5 p·m æ

100% et 4 p·m æ

100% et 2.5 p·m æ 04 2m 2p·m03 1m 1p·m02 3m 3p·m

01 2m 2p·m

Æ 100% et 2.5 p·m

100% et 0.5 p·m æ

100% et 4 p·m æ

100% et 2.5 p·m æ 04 2m 2p·m03 1m 1p·m02 3m 3p·m

01 2m 2p·m

EV(tF) = BAC

Estimates at Completion

PROJECT MANAGEMENT RESERVE

AC(t)AC(t)AC(tR)AC(tR)

EAC(tR) = AC(tR) + RTC(tR)EAC(tR) = AC(tR) + RTC(tR)

RTC(tR)RTC(tR)BACBAC

EAC(tR)EAC(tR)

EVM æ EAC, Estimation à l’achèvement, Estimate At Completion.

æ EAC, Estimation à l’achèvement, Estimate At Completion.

EAC(tR) =EAC(tR) =

BAC – EV(tR)CPI(tR) × SPI(tR)BAC – EV(tR)

CPI(tR) × SPI(tR)EAC(tR) = AC(tR) +EAC(tR) = AC(tR) +

BACBACEACEAC

TABTABPROJECT MANAGEMENT RESERVEPROJECT MANAGEMENT RESERVEPROJECT MANAGEMENT RESERVEPROJECT MANAGEMENT RESERVEPROJECT MANAGEMENT RESERVE

PV(t)PV(t)

EVM æ TAB, Budget total alloué, Total Allocated Budget.

æ TAB, Budget total alloué, Total Allocated Budget.

TAB = BAC + PMR

Æ 50% et 2 p·mÆ 100% et 2.5 p·m

Æ 0% et 0 p·m04 2m 2p·m

03 1m 1p·m02 3m 3p·m

01 2m 2p·m

AC(tR) = 4.5 p·mAC(tR) = 4.5 p·m

EV(tR) = 3.5 p·mEV(tR) = 3.5 p·m

EAC(tR) = ?EAC(tR) = ?

8 – 3.5

×= 4.5 += 4.5 + = 11.1= 11.1

3.54.53.54.5

3.543.54

BAC – EV(tR)

×EAC(tR) = AC(tR) +EAC(tR) = AC(tR) +

EV(tR)AC(tR)EV(tR)AC(tR)

EV(tR)PV(tR)EV(tR)PV(tR)

EAC(tR) =EAC(tR) = = BAC ×= BAC × = 8 ×= 8 × = 10.3= 10.3AC(tR)EV(tR)AC(tR)EV(tR)

4.53.54.53.5

Æ 100% et 2.5 p·m

100% et 0.5 p·m æ

100% et 4 p·m æ

25% et 1 p·m æ 04 2m 2p·m03 1m 1p·m02 3m 3p·m

01 2m 2p·m

AC(tR) = 8 p·mAC(tR) = 8 p·m

EV(tR) = 6.5 p·mEV(tR) = 6.5 p·m

EAC(tR) = ?EAC(tR) = ?

8 – 6.5

×= 8 += 8 + = 10.0= 10.0

6.586.58

6.576.57

BAC – EV(tR)

×EAC(tR) = AC(tR) +EAC(tR) = AC(tR) +

EV(tR)AC(tR)EV(tR)AC(tR)

EV(tR)PV(tR)EV(tR)PV(tR)

EAC(tR) =EAC(tR) = = BAC ×= BAC × = 8 ×= 8 × = 9.8= 9.8AC(tR)EV(tR)AC(tR)EV(tR)

86.586.5

ALARA EVMEVM applied to dose planning and follow-up

exoticapproach

PVEVAC

PWEWAD

: Planned Work: Earned Work: Actual Dose

: Work Variance

: Work Performance Index

WV = EW - PW

: Dose Variance

: Dose Performance Index

DV = EW - AD

WPI = EWPW

DPI = EWAD

[μSv]

Courtesy of Thijs Wijnands

32 Criteria (Guidelines)of ANSI/EIA-748-C

32 Guidelines of ANSI/EIA-748-CGroup 1 æ Five organization criteria

0! Define the work scope æ WBS

OrganisationalBreakdownStructure

0@ Define the project organization æ OBS (and RACI matrix)

0# Integrate the project control processes to those of the organization

0$ Organize overhead management æ indirect costs

0% Integrate (i.e. matrix) the WBS and OBS æ control accounts (CBS)

0!Work

BreakdownStructure

CostBreakdownStructure0#

EntrepriseResourcePlanningSystem

integration with

Guideline #

32 Guidelines of ANSI/EIA-748-CGroup 2 æ Planning, scheduling and budgeting criteria

0^ Schedule tasks with network logic æ Coord. Schedule

0& Set progress measurement indicators (i.e. deliverables, results)

0* Set time-phased detail budgets for authorised work (i.e. at task level)

0( Set budgets by cost elements (i.e. manpower, material, etc.)

1) Create work packages (WPs) and planning packages (PPs)*

1! Sum detail budgets to control accounts (CBS)

1@ Set level-of-effort* (LoE) budgets (direct costs)

1# Set overhead budgets (i.e. indirect costs)

1$ Set the project management reserve (PMR)*Set undistributed budgets (UBs)*

1% Reconcile to total allocated budget (TAB)*

Level-of-Efforts (LoE) Budgets INTERMEDIATEapproach

05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26

version 1.0 validated by the CanNet Project Manager - dated 2017

PM Manage the project

PMFDDPTSP

TDP ITP

POPIDP

IPPCPP

PSWTSW

Tk1Tk2Tk3Tub

ITTTDT

BlwCtrl

LabTSE

TDE ITEPOE

TSFTDF

ITFPOF

DDLElec

FurnCom

Level-of-Effort taskEfforts that commenceat project start and endat project finish

No measurableperformance basis

EV(t) = PV(t)SV(t) = 0 always!

LoE tasks distort overall performancemeasurement

LoE value < 10% BAC>

Quarantine LoE outsidethe Performance Management Baseline

Budget Element Hierarchy

PerformanceManagement

Baseline

Total Allocated Budget

ProjectManagement

Reserve

PMRPMB

(2014) EVMS ANSI/IEA-478-C Intent Guide [Fig. 3, p. 15]

DBs SLPPs UBsSummary Level

Planning Packages

WPs PPsDistributed

Budgets

WorkPackages

PlanningPackages

UndistributedBudgets

Time-Phased Cost Elements

Budget AtCompletion

BACPMR

0^0&0*0(

CAsControl

Accounts1!

ACs & ACs

32 Guidelines of ANSI/EIA-748-CGroup 3 æ Accounting consideration criteria

1^ Record direct costs from the accounting system æ ACs

1& Summarize direct costs by WBS element

1( Record/allocate indirect costs

2) Identify unit costs or lot costs

2! Track and report material costs and quantities æ EVs

1* Summarize direct costs by OBS element

EntrepriseAccounting

System

OBSWBS

1^ 1& 1*

EVs / PVs

32 Guidelines of ANSI/EIA-748-CGroup 4 æ Analysis and management reports criteria

2@ Calculate (at least monthly) EVM indicators æ SV, CV, SPI, CPI, EAC, etc.

2# Explain significant variances

2% Summarize EVM information for the project board

2^ Implement managerial actions as result of guideline2^

2& Revise estimates at completion æ EACs

2$ Identify and explain indirect cost variances

EVMData 2#2&

ProgressReports

ProjectBoard

EVMData

32 Guidelines of ANSI/EIA-748-CGroup 5 æ Revision and data maintenance criteria

2* Incorporate changes in a timely manner

2( Reconcile current budgets with prior budgets

3! Prevent all but authorized budget changes

3@ Document changes to the performance measurement baseline

3) Control retroactive adjustments (commercial and economical fluctuations)

Documenting

Deciding

Rejection

Action

Project

P R O J E C T B U S I N E S S A S U S U A L

Implementing the agreedchanges onto the baseline

an issue

ChangeRecord

2*3!3@ EVM

Data 3)

Project Control and Follow-upThe ‘advanced toolbox’

ProgressReports

ProgressReviews

ProjectBoard

or othersEVM-based

Planning and Control System

ADVANCEDapproach

At CERN Beam-facility related projectsor large infrastructure projects

ProgressReports

ProgressReviews

ProjectBoard

EVM-basedPlanning and

Control System

ContactBenoit Daudin

FAP-AIS-PM

Project Control and Follow-upThe ‘advanced features’

ADVANCEDapproach

> Deliverable-oriented earned value management approach

> Dealing with price escalation, inflation, the economical context

> Augmenting earned value with earned schedule

> Using stochastic models, vector machines, machine learning, etc. to derive more accurate estimates at completion

> Buffer-based schedule progress monitoring

Pierre.Bonnal@cern.ch +41 22 767 5710 +41 75 411 2072

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