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EDM
EDM Collaboration Meeting
Project Management Fast Start Summary
Prepared by: John P. Tapia
May 25, 2006
EDM
Outline
Project Fast Start Definition
Fast Start Agenda
Science Project Management Principles
EDM Planning Philosophy
CD-1 Review Requirements
Questions
EDM
Fast Start is a workshop that enables a project team to
complete the project definition and planning of their project
in the shortest time possible.
The outcome of the Fast Start process is an integrated
project scope, schedule and cost baseline, documented in
the form of a project plan.
• EDM Fast Start was tailored to accommodate for planning already
underway.
• Facilitated by Doug Sankey, LANL Project Management Consultant,
assisted by Paula Kupay, Senior Project Controls Analyst
Project Fast Start Definition
EDM
Project Fast Start Agenda - Day 1
Opening Comments from Project Manager
Accelerated Presentation / Discussion on Project Management Planning• Project Core Team• Project Requirements• Project Stakeholders• Project Objectives• Project Deliverables
Individual Subsystem Planning Presentations• Planning Assumptions• Technical Issues• Schedule Estimates• Cost Estimates• Staffing Plans• Procurement Planning
EDM
Project Fast Start Agenda - Day 2
Completed Subsystem Presentations
Scope Integration: Finalizing the WBS and Dictionary
Breakout Exercise: Integrating the EDM Project Schedule:
• Subsystem Managers defined the key input and output (deliverable)
milestones which will result in the overall integrated project schedule.
Discussion on schedule requirements: Funding constrained vs
technically driven schedules
Provided Guidance on Schedule Contingency development, Revisions to
Cost Estimates, Procurement Planning w/respect to long-lead items
Path Forward to achieve CD-1 Requirements
EDM
Science Projects – Management Principles
Strong management team recommended
• Must be technically qualified for the project
• Highly motivated as the future user/recipient of data
• Strong institutional support
• Partnership with DOE
Need agreement between DOE and labs
• What is to be delivered and why
• Develop realistic cost and schedule baselines
Need Trust at all levels, open communications, and constructive criticism
Active identification and resolution of issues before they become
significant; without waiting for reviews and written reports
EDM
Management Principles… continued
Regular, disciplined peer review process on all aspects of project,
i.e. Semi-Annual reviews and Advisory Committees
• Incorporate lessons learned from other projects
• “Peer pressure” will be a strong motivator
• Tool for managing risks and vulnerabilities
Ad hoc reviews as needed (project management systems,
engineering designs, safety analysis reports, etc.)
Constant, unrelenting control of cost / schedule using disciplined
management systems required
Emphasis from the beginning on a rigorous safety culture
EDM
Mission Need and Strong Program Support are Critical
• High cost projects will always be challenged
• Science community support cannot waver
• Must be an Institutional priority with commensurate commitment & accountability at all Institutions
• DOE-SC support required
Management Team Must Have Project Mentality
• Appropriate experience for the job
• Success in building the mission need doesn’t ensure success in execution
• Final execution team will revisit concepts and planning
Management Principles… continued
EDM
Key Principles:
Integrated, cross-organizational teamwork and collaboration are critical
to project success, and need to be explicitly created and managed.
Project based-thinking rather than local-level optimization is required to
deliver on time and within budget.
Managing Project Execution is not as difficult as challenging the
standard model• Plan carefully, build a strong team, anticipate problems, manage changes
proactively, stay on top of the details,….
• Keep your eye on the ball (EAC, risk)
• Drive schedule, Drive schedule, Drive schedule
EDM Planning Philosophy
EDM
Multi-Organizational Partnership Adds Another Dimension
• Lead Organization must have clout
• Management of each organization must make commitment and accept ownership and
accountability
• Project Office must have the technical expertise to be strong systems integrator
• Need active communication and timely decision making
Tracking Project Performance
• Use the tools of the trade
– Work Packages: Document scope definition and assumptions
– Risk analyses: Project will employ an effective risk management system
– Critical Path Analyses for all schedules (PEP, Integrated Project Schedule,
Working Schedule)
– Earned Value Trending at appropriate WBS level
EDM Planning Philosophy … continued
EDMDOE CD-1 Requirements (Upcoming Temple Review)
Does the conceptual design satisfy the performance requirements?
Does the conceptual design report and supporting documentation
adequately justify the stated cost range and project duration?
Does the proposed project team have adequate management
experience, design skills, and laboratory support to produce a credible
technical, cost, and schedule baseline?
Are ES&H aspects being properly addressed and are future plans
sufficient given the projects current stage of development?
Is the documentation required by DOE O 413.3 in order and ready for
Approval of CD-1?
EDM
Expectations for Successful CD-1 Review
EDM
Expectations for CD-1 Review … continued
EDM
Questions??
EDM
Back-Up Data
EDM
Recommended Management Controls
PEP with MOA’s
ES&H Plan QA Plan WBS Descriptors
ParametersList
Cost Est. Database
Project MasterSchedule
• IPS• Work packages• Detailed Schedules• Milestone Log
Project Controls Manual
Hazard & Accident Anal.
Commissioning Plan
Document Control & Records Mgmt
Design Integration
Plan
System ReqsDocuments
Design ControlDocumentsInterface Control Docs
Configuration
Mgmt Plan
Advanced Proc.Plans
• Monthly performanceReports
Admin. Plans & Procedures• Staffing Plans
• Action Tracking System• Org Chart
QA Procedures
• Acceptance Criteria Listings
System Integration Procedures
• Drawings• Specifications• SOWs• Design Review Procedures
Procurement Procedures
Acquisition Strategy Plan
EDMProject Organization: Work Breakdown Structure (WBS)
1.0 EDM Project
1.1 R&D
1.2 Polarized Neutron BeamLine & Shielding
1.3 Cryostats, Refrigerators,& Related Equip.
1.4 3He Systems
1.5 Magnets & MagneticShielding
1.6 Central Detector System
1.7 Electronics, Computers,Simulations, Data Analysis.
1.8 Infrastructure
1.10 Project Management1.9 Integration and
Commissioning
EDMProject Organization: WBS Dictionary
EDMProject Organization: Responsibility Assignment Matrix (RAM)
1.4 3He Systems
Steve Williamson (Illinois)
1.2 Polarized Neutron Beam Line
& ShieldingWolfgang Korsch
(Kentucky)
EDM Project Martin Cooper
(Project Manager, Co-spokesperson)
Steve Lamoreaux Paul Huffman (Co-spokesperson) (Technical
Coordinator)
Jan Boissevain Vince Cianciolo (Chief Engineer) (ORNL
Operations Manager/ES&H)
Paula Kupay John Tapia, PMP
(Project Controls Analyst) (Deputy Project Manager)
National Science Foundatio
nBradley Keister
Richard Boyd
Project ExecutiveCommittee(TBD) Chair
Physics Division
Jack Shlachter
NP ProgramWilliam Louis
1.1 Research & Development
Martin Cooper (LANL)
1.6 Central Detector Systems
Takeyasu Ito (LANL)
1.8 Infrastructure
Walt Sondheim (LANL)
1.9 Assembly & Commissioning
Paul Huffman (NCSU)
1.7 Electronics, Computers,
Simulations, Data Analysis
Chris Gould (NCSU)
1.5 Magnets and Magnetic Shielding
Brad Filippone (Cal Tech)
1.3 Cryostats, Refrigerators and Related Equipment
David Haase (NCSU)
1.10 ProjectManagement
Martin Cooper (LANL)
EDM
Project Controls Guidance
Estimating
• Striving for a self-consistent estimate for the project
• Uniformity of technical parameters
• Uniformity of estimating processes (at least within each
organization)
• Planning Package Tool to prepare initial cost estimates, and
capture Basis of Estimate supporting data.
EDM
Project Controls Continued . . .
Scheduling
• Identified appropriate scheduling tool (MSP)
• Determined that parts of the project will be managed as subprojects to the
Master EDM project within the schedule.
• Need to prepare a high level schedule at WBS level 2
Performance Measurement
• Requires CD-2 approval. Appropriate tool will then be used to measure
project performance.
• Implement a Cost Performance Report (CPR) to track and report cost and
schedule performance
• Variance analysis and corrective action planning performed at WBS level
3 is recommended