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This is one of many excellent presentations given over the last three years of the eVa in the UK series. They can also be found in the archive at: http://evaintheuk.org/archive along with back-copy video footage in http://evaintheuk/pmchannel EVA19, the long established Earned Value conference, has this year described its theme as looking at a project management ‘ABC’ – Agile, Benefits and Complex. The four day event, which returns to the Armourers Hall, runs from the 19th to 22nd of May with the flagship conference being held on 20th and 21st May and workshops before and after. The conference will look at how this ‘ABC’ can be made to work within a portfolio and how agile fits into major and minor projects. It will investigate how to manage the relationship between portfolio benefits and project budgets, and whether complex projects even exist. Conference organiser and APM chairman, Steve Wake says: “Currently there is little evidence that this ‘ABC’ is being effectively deployed and managed. This conference aims to address that concern through EVA’s trademark blend of learning and professional development. Case studies and unusual presentations, delivered by top-notch speakers and experienced practitioners, will again engage and entertain the audience. We’ve used string quartets to illustrate points in the past and this year we will be using a Blues band for the first time.” Speakers across the two days include many familiar faces from the APM events programme including; Adrian Pyne of the APM ProgM SIG ‘Changing the project wasteland with a portfolio culture that works,’ APM Honorary Fellow Tim Banfield Director at the Major Projects Authority and Stephen Jones, Sellafield and Planning Monitoring and Control Specific Interest Group (PMC SIG) and Carolyn Limbert of the APM PMC SIG to talk about agile, benefits and complex. Peter Taylor, the Lazy Project Manager will be presenting on “The project manager who smiled” and the ever popular Stephen Carver will present the leadership lessons that can be learnt from Alfred the Great. In addition, there will be speakers from AIRBUS, TfL, Bloodhound, Heathrow T2 and London Tideway Tunnels. The conference will be supplemented by a number of workshops being held at the Chartered Institute of Arbitrators, Bloomsbury Square on Monday 19th and Thursday 22nd May 2014. 'eVa in the UK' http://evaintheuk.org is building a reputation, brand and a learning legacy for the Project Management Profession. The event series is now in its nineteenth year. It is almost as if it all kicked-off when Steve Wake was in short trousers and knights roamed the land on their chargers! #eva19 is an excellent example of Listening, Learning and Leading #apmLLL in action, and great opportunity for professional development. I would encourage anyone who is interested in 'Building a better Project Manager,' to take a look at the web site, book your place and get involved.
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EVA 16 - Project Controls that can be trustedIain Stevenson – Project Controls Director
tent
Introduction
The Alliance & Vision
The Requirements & structure
Some facts about the Programme
Earned Value Management on the QEC
Summary
Questions
A co-operative relationship between the Client and Industrial Partners formed and designed for the express purpose of deliveringa Project
Developed as an alternative to Prime Contracting and other traditional contracting approaches
‘B t f th P j t’
e Alliance
ACA Vision
roudly delivering the nation’s Flagships through a high-erforming alliance between industry and the MoD
o jointly achieve Vessel Acceptance of QEC and PoWs:
y their respective contract Acceptance Dates at or below the Final Target Cost in accordance with the Ship Specification
ACA Mission
Requirement
Joint Strike asset with the mary purpose of providing the with an expeditionary nsive air capability which has flexibility to operate the est possible range of aircraft
he widest possible range of s.”
Journey So Far……….
Mar 03
Dec 03
Aircraft Carrier Team
MOD, BAE Systems & Thales
Delta Design Agreed• 283m design
Dec 05
MG 1Main Gate 1
Feb 06
c 8
al e
Joint Combat Aircraft
Short Take-Off & Vertical Landing decision
Sep02
Mar 06
Feb/ Dec 05
Aircraft Carrier Alliance created and expanded to include KBR (Feb 05), and
VT and Babcock (Dec 05)
MG 2Main Gate 2
CVF Manufacture Phase Contract
placed
FR Co-operation agreed. MOU
Signed
Dec 07
Jul 08
Demo Contract placed
Jul 10
FTCBaseli
DemonstrationAssessment Manufac
All In
BAE SYSTEMS Mission Systems
BabcockMarine
ThalesNaval
MFTSCSub-Contract
MFTSCSub-Contract
MFTSCSub- Contract
BAE SYSTEMS
MFTC - Flow Through Contract
P&P Sub-Allian
Client
Contract Flow Through Structure
DE&S DirectorCapital Ships
BAE Surface Ships
Alliance Management Board(MoD, BAE, Thales Naval, Babcock Marine
Programme DirectorGeoff Searle
Engineering DirectorDavid Downs
Supply Chain DirectorDougie McInnes
Proj Controls DirectorIain Stevenson
Client DirectorTony Holberry
BM Project DirectorSean Donaldson
Commercial DirAndy Morris
Finance DirecBill Brown
Shipbuilding DirectorDavid Goodfellow
BAES Babcock
ThalesMoD
AMT:
ILS DirectoIan Hayes
Support Bid DirDerek Hollid
BAE MS Proj DirSteve Dowdell
Thales Project DirJohn Ward
Alliance Management Team
Strength of the AllianceA Master Organisation Chart
Shipbuild & Integration Team
Power & Propulsion Project Team
Mission Systems Project Team
Engineering Project TeamShipbuild Project Team
Alliance Management Team
Control Team
Aviation Project Team
Platform Project Team
MoD Project Team
Overall length – 280m
Beam at flight deck – 70m
Draught at SOL – 9m
Displacement [te] Start of Life – 65,000te
Masthead Height (including sensors) – 47m
Number of Aircraft lifts (side) – 2
ncipal Particulars
Class Key FactsQEC Aircraft Carriers will be the largest surface warships to ever enter service. with the R
ge: 8,000 to 10,000 nautical miles. (Portsmouth to Falkland Islands!).
from keel to masthead – 6m taller than Nelson's Column.
00 tonnes of steel is on order for the two ships, three times that used in Wembley Stadiu
h ship will have a crew of 679, however, including the air group it will be 1,600.
h ship has two propellers weighing 33 tonnes each,
ether they will generate 80MW of power - enough to run 50 high speed trains.
distribution network on board will generate enough energy to power 5,500 family homes.
million m2 of paintwork, which is 370 acres or slightly more than acreage of Hyde Par
able of a top speed in excess of 25 knots, sufficient to cross from Dover to Calais in
.
h of the two huge aircraft lifts can move two Joint Strike Fighters from the hangar to
mparison with Other CarriersNimitz Class – USA – 90,000 tonnes
Charles de Gaulle – France – 45,00
Invincible Class – UK – 20,00
QEC Programme – UK
PSPS
PS
PS
PS
LIFT
LIFT
LIFT
LIFT
VLS
CIW
S
DLH
SCG
CIW
S
SCG
DLH
LSO
ILM
S
LAN
DIN
GA
ID
ILM
S
VLS
1765
1.06
PSPS
PS
PS
PS
LIFT
LIFT
LIFT
LIFT
VLS
CIW
S
DLH
SCG
CIW
S
SCG
DLH
LSO
ILM
S
LAN
DIN
GA
ID
ILM
S
VLS
1765
1.06
PSPS
PS
PS
PS
LIFT
LIFT
LIFT
LIFT
PSPS
PS
PS
PS
LIFT
LIFT
LIFT
LIFT
VLS
VLS
CIW
S
DLH
SCG
CIW
S
SCG
DLH
LSO
ILM
S
LAN
DIN
GA
ID
ILM
S
VLS
1765
1.06
500
450
400
350
300
105
250
200
150
100
50
500500
450
400
350
300
450
400
350
300
105
250
105
250
200200
150
100
50
150
100
50
CVFLPDT45230 20 40 60
rier Size Comparison
THE LITTORAL PLANET
150 Coastal States= Access
70% of World Population within 100 miles of the sea= Demographic and Resource Pressure
80% of World’s Cities within 200 miles of the sea= Political and Economic Influence
multi role of Carrier Strike
Operational
Aircraft
aptability
STVOL
CV CATS & TR
ation
36 Fast Jets (F35C), interoperable with French and US aircraft.Compatible with all UK rotary wing aircraft.Hangar capacity for 20 aircraft maintenance spaces.Flexible and survivable magazine arrangement with redundancy.5 position local air traffic, deck movement, launch and recovery capability.ALRE 2 off catapults and Jet Blast Deflectors, 3 wire arrestogear with barrier capability on the 3rd wire.
vanced Arrestor Gear Overview
apons Handling
Highly Mechanised Weapon Handling Sy
Mission System
rport size Air Traffic Control Centreble of day & night operation
mmodation and Health services for people with full TV and recreation
em coverage
Supported by
Combined with
00 person capacity office supported by1500 person office IT system
Able to provide
er Strike operations andevel command and control worldwide
T Clyde03 & LB04 (excl Rings T& U)
Cammell LairdCB02, CB04(Ship 01 only, Ship 02 TBD)
Babcock MarineCB05, CB06, Sponsons & Whole ship Assembly
A&P TyneCB03
Babcock Marine (Appledore)LB01
pbuild Allocation across UK
truly national endeavour
1.4Bn of contracts placed nc Tier 2 shipyards)
5% of suppliers UK based
gnificant contribution to the K economy
Alliance Supply Chain Across the UK
ring the Build Across the Alliance
SP01
SP02
SP05 SP03
SP04SP06SP08SP10
b
1
2
CB02
d
CB02
e
SP09 SP07
CB04aCB04bCB04cCB04d
CB03
a
CB03
b
CB03
c
CB03
d
LB
LB03 LB02
B05
5 LB04 (Excl T & U)
UB14 UB07
a
CB04 CB02CB03
CB02
a
CB02
c
CB02
b
Ramp
BVT(C) BM Cammell Laird
Trusted Earned Value Management
Business Winning Phases Contract Execution Phases
Detailed System Design
Development& Integration
Production, Acceptance & Handover
Support& Servicing
Bid/No Bid
Opp
ortu
nity
Q
ualif
icat
ion
Bid
Appr
oval
Proj
ect
Mob
ilisa
tion
2B 3A 4 5 63B1A 1B 72C2A
Con
tract
Acce
ptan
ce
Prel
imin
ary
Des
ign
Sys
tem
Qua
lific
atio
n
Phase ReviewsPhase Reviews
Design ReviewsDesign Reviews
gular Bid Status Reviewsgular Bid Status Reviews Regular Contract ReviewsRegular Contract ReviewsR
eque
st fo
r Bid
App
rova
lR
eque
st fo
r Bid
App
rova
l
ject Lifecycle
Time N
ow
Seven Steps to Control
erformance Measurement Baseline
formance Measurement Baseline in Place
Control Account Plans Updated & Authorised
Statements of Work Updated & Authorised
Management Plans Updated & Authorised
Types Established
dgeting & Work Authorisation
erformance Measurement Baselinened Value Methods
MEDIUM
LOW
MEDUIM
LOW
HIGH
HIGH
COVERAGE
Performance Measurement Types
Level of Effort
– Management activities
– Engineering & Ship Build Rework activities
– Engineering Support activities
– Material commodity items e.g steel, cable, first fixings
% Complete, objective measures based on
– Subcontractor payment milestones
– Engineering, objective measures of accomplishment, examples;
• Maturity of design,
• Number of documents completed
– Ship Build, objective measures of ship build work, examples;
• Number of pipes manufactured
Operational
Aircraft
aptability
STVOL
CV CATS & TR
ation
36 Fast Jets (F35C), interoperable with French and US aircraft.Compatible with all UK rotary wing aircraft.Hangar capacity for 20 aircraft maintenance spaces.Flexible and survivable magazine arrangement with redundancy.5 position local air traffic, deck movement, launch and recovery capability.ALRE 2 off catapults and Jet Blast Deflectors, 3 wire arrestogear with barrier capability on the 3rd wire.
vanced Arrestor Gear Overview
apons Handling
Highly Mechanised Weapon Handling Sy
Mission System
rport size Air Traffic Control Centreble of day & night operation
mmodation and Health services for people with full TV and recreation
em coverage
Supported by
Combined with
00 person capacity office supported by1500 person office IT system
Able to provide
er Strike operations andevel command and control worldwide
T Clyde03 & LB04 (excl Rings T& U)
Cammell LairdCB02, CB04(Ship 01 only, Ship 02 TBD)
Babcock MarineCB05, CB06, Sponsons & Whole ship Assembly
A&P TyneCB03
Babcock Marine (Appledore)LB01
pbuild Allocation across UK
truly national endeavour
1.4Bn of contracts placed nc Tier 2 shipyards)
5% of suppliers UK based
gnificant contribution to the K economy
Alliance Supply Chain Across the UK
ring the Build Across the Alliance
SP01
SP02
SP05 SP03
SP04SP06SP08SP10
b
1
2
CB02
d
CB02
e
SP09 SP07
CB04aCB04bCB04cCB04d
CB03
a
CB03
b
CB03
c
CB03
d
LB
LB03 LB02
B05
5 LB04 (Excl T & U)
UB14 UB07
a
CB04 CB02CB03
CB02
a
CB02
c
CB02
b
Ramp
BVT(C) BM Cammell Laird
Trusted Earned Value Management
Business Winning Phases Contract Execution Phases
Detailed System Design
Development& Integration
Production, Acceptance & Handover
Support& Servicing
Bid/No Bid
Opp
ortu
nity
Q
ualif
icat
ion
Bid
Appr
oval
Proj
ect
Mob
ilisa
tion
2B 3A 4 5 63B1A 1B 72C2A
Con
tract
Acce
ptan
ce
Prel
imin
ary
Des
ign
Sys
tem
Qua
lific
atio
n
Phase ReviewsPhase Reviews
Design ReviewsDesign Reviews
gular Bid Status Reviewsgular Bid Status Reviews Regular Contract ReviewsRegular Contract ReviewsR
eque
st fo
r Bid
App
rova
lR
eque
st fo
r Bid
App
rova
l
ject Lifecycle
Time N
ow
Seven Steps to Control
erformance Measurement Baseline
formance Measurement Baseline in Place
Control Account Plans Updated & Authorised
Statements of Work Updated & Authorised
Management Plans Updated & Authorised
Types Established
dgeting & Work Authorisation
erformance Measurement Baselinened Value Methods
MEDIUM
LOW
MEDUIM
LOW
HIGH
HIGH
COVERAGE
Queen Elizabeth Class aseline Configuration Document
Yellow Book
ContentCardinal Date Plan – 100 Key Event milestones
Milestones – Strategic, cDRL, Project and InterfaceIntegrated Schedule – 3000 activities per Ship
Critical Path AnalysisEarned Value CPR1 Reports across the Program
Management Graphics on EVM Trends
Costed WBS - 4 Levels by function with 800 element
Costed RAM
Super Cost Account Managers – 20 SCAMs
Profiled CAPS – 60 Cost Account Plans
Costed RBS –Covering Staff, Production, Material, etc
Resource Profiles (£ + Hrs)
Risk/Opportunity Management Plans
ARM – 200 Risks and Opps across the Program
Risk Budget Spend Forecast
ContentCardinal Date Plan – 100 Key Event milestones
Milestones – Strategic, cDRL, Project and InterfaceIntegrated Schedule – 3000 activities per Ship
Critical Path AnalysisEarned Value CPR1 Reports across the Program
Management Graphics on EVM Trends
Costed WBS - 4 Levels by function with 800 elements
Costed RAM
Super Cost Account Managers – 20 SCAMs
Profiled CAPS – 60 Cost Account Plans
Costed RBS –Covering Staff, Production, Material, etc
Resource Profiles (£ + Hrs)
Risk/Opportunity Management Plans
ARM – 200 Risks and Opps across the Programm
Risk Budget Spend Forecast
eline Configuration
nagerial Analysisdard set of management reportsarchal reporting by WBS, OBS & RBSure of SOFT and HARD reports
reviews from bottom upmon language hly Control Account reviews by Project/ Functionnced Scorecards/Dashboard/Traffic Light Reports
k & Opportunity Management
Stage 3Stage 3RiskRisk
Action PlanningAction Planning
Stage 2Stage 2RiskRisk
AssessmentAssessment
Stage 4Stage 4RiskRisk
ManagementManagement
Stage 1Stage 1RiskRisk
IdentificationIdentification
Stage 1: Risk Identification• What is the risk and who will own it?• When and where will it impact and
who will be affected?
Stage 2: Risk AssessmentWh i h b bili f
: Risk Action Planningill h i k b d?
4: Risk Managementdoes the risk analysis data tell us?management approachive?risk controlled?
andard Risk & Opportunity Plan & Processes.
ne tool capturing all if the risks & opportunities.
sk managed at a CAM level.
ne sanction board to authorised funding
uarterly TRA and CRA workshops with Client.
0 Risk & Opportunities across the Programme.
Integrated Planning ModelResponsibility
Assignment
Matrix
Shared WBS
SharedOBS
£ & Hours
SharedRBS
Integrated Schedule
Critical Path Analysis Critical Path Analysis Linked by interface millstonesLinked by interface millstones
me Management Office
SDEProgramme Reporting
DashboardSDE Multi Structure Reporting
Industrial Partners & Tier 2 Yards Reflection Schedules
IP Data Monthly Loads Actuals & Forecast
ProgressD
ata Transfer
% Progress
Interface with Industrial Partners
PS for Ship 01 comprises approximately 5,600 activities.
PS for Ship 02 comprises approximately 4,000 activities.
work scope of each IP is captured in dedicated ‘Projects’ (separate networks).
are 7 networks for each Ship and 7 for Management.
s-project logic is created and maintained centrally by interface milestones.
ties for Major items of Equipment (primarily ‘lock-out’) are linked to construction
portation of Blocks to Rosyth are embodied using 21d ‘windows.
Assembly is represented for each Block erection & logically linked to the
h crane.
commissioning work (‘G’ events) are included and interfaced with Assembly.
Integrated Plans
b contract Management & EVM
e depths of control should depend on the criticality of the sub contract.e data transfers and interface are generic regardless of depth.e management information will on be a summary of the suppliers PC informai i t “bi ti k” b t f i ti bl
1st Tier Supplies
lock Build Power
SupplyMission Systems
CommoditySupply
Logistics HVA
EV Types:% Complete/UnitMilestone AchieveLevel of Effort
EV Types:% Complete/UnitMilestone AchievemLevel of Effort
PMOntegrated ProjectControl Solution
WBSControl Line
Monthly
BAES SS Clyde Monthly Project
Review
BAES SS Clyde Monthly Project
Review
BAES SS Portsmouth Contract Review
BAES SS Portsmouth Contract Review
Success Criteriaeport
rformancease Reviewsncetunitymmaryd Forecast
ACA Leads Maritime, TNL, Babcock)
ccess Criteriaport
ormancee ReviewsenitymaryForecast
CA Leads aritime, TNL, Babcock)
Internal Business Reviews
Change Boards
Functional Director Performance
Review
Functional Director Performance
Review Monthly
IP Director / SCAM Performance Review
BabcockMonthly Project
Review
BabcockMonthly Project
Review
Risk & Change BoardChaired byProgramme Director
AttendeesAMT
Risk & Change BoardChaired byProgramme Director
AttendeesAMT
ntrols Review
Manager
Managersntrols
trols Review
Manager
Managersrols
Enterprise Change Board (Product only)Chaired byProject Controls ManagerAttendeesDDAsEng / SB / Supp DirectorsIP Change Mngs
Enterprise Change Board (Product only)Chaired byProject Controls ManagerAttendeesDDAsEng / SB / Supp DirectorsIP Change Mngs
QEC Programme Contract ReviewChaired byBAES SS MD
21 PACKActionsSchedule & Milestone ReviewRisk & OpportunitySOFT ReportsBalanced ScorecardCSR & Sale Trading PlansS&OP
QEC Programme Contract ReviewChaired byBAES SS MD
21 PACKActionsSchedule & Milestone ReviewRisk & OpportunitySOFT ReportsBalanced ScorecardCSR & Sale Trading PlansS&OP
Weekly
AMT Performance
Review
AMT Performance
Review Monthly
Weekly AMT Meeting
Weekly AMT Meeting
Functional Risk ReviewChaired byFunctional Director
AttendeesIP Directors / PC Leads / Risk Leads
Functional Risk ReviewChaired byFunctional Director
AttendeesIP Directors / PC Leads / Risk Leads
Monthly
BAE SYSTEMS MSMonthly Project
Review
BAE SYSTEMS MSMonthly Project
Review
ThalesMonthly Proj
Review
ThalesMonthly Proje
Review
M & Risk Monthly “Drumbeat”
Summaries
ned Value is driving management decision making on the QEC
trusted and is used to forecast the future.
an key enabler in bringing the Programme together.
have a common language used by many different stakeholder
are on a journey and we will continue to improve.
kes a lot of hard work, but the benefits are worthwhile.
finally we can’t imaging how you would manage without it.
Proud to be delivering
hank you for listening & questions pleas
