managing projects with -...

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Managing Projects withPart 1

ReferencesThe following resources were used to prepare this training

session material :

ISO 21500 :2012. Guidance on Project Management. Inter-

national Organization for Standardization, Geneva, Swit-

zerland. 42 p.

D. Milosevic, P. Patanakul. “Standardized Project Manage-

ment May Increase Development Projects Success.” Inter-

national Journal of Project Management 23 (3) Apr. 2005.

181–192.

S. J. Kapurch (2007) NASA Systems Engineering Hand-

book. Washington, DC, USA : NASA Headquarters. 440 p.

ISBN9780471715375.

The openSE editorial community (2014) openSE Frame-

work, Geneva, Switzerland.

(2016) Initiating a Complex Systems Project. Drafting

and Releasing a Project Proposal/Roadmap, Geneva, Swit-

zerland. openSE Guidelines no. 1009.

(2014) Setting up a Project Management System. Draf-

ting and Releasing a Project Management Plan, Geneva,

Switzerland. openSE Guidelines no. 1000.

PMI Standard Committee (2008) A guide to the project ma-

nagement body of knowledge. 4th ed. Newton Square, PA :

Project Management Institute. 403 p. ISBN1933890517.

0. Foundations

Managing Projects with

Diagnoseneeds

problemsopportunities

means

Defineobjectivesprocesses

rolesresults

Decideactions

assignmentdelegationvalidation

D3

This work is licensed under a Creative Commons Attribution – Share Alike 3.0 Switzerland License. Pierre Bonnal

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Entrepreneurialactivities

Operationsactivities


Specific mandates,organizationsand objectives

Change-oriented

Unique product

Heterogeneous teams

A start and an end>

>

>

>

>

New projectsy

Upgrade projects/activitiest

Consolidation projects/activitiesr

Permanent mandates,organizationsand objectives

Status quo-oriented

Standard product

Homogeneous teams

No temporal limitation>

>

>

>

>

i.e. studiesand projects

Corrective maintenance activitiese

Preventive maintenance activitiesw

Inspection activitiesqIntrusiveness


“Project triangle”:

A unique set of processes consisting of coordinated and controlled activities with start and end dates, performed to achieve project objectives. 21500:2012

Requirements Engineering

Planning & SchedulingCosting

Managing Projects with --- Part 1 Pierre Bonnal

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© Airbus Group


Computing / Software

Construction

Industrial Plants

New ProductsNew Services

Events

Training / HR

Organizational

Complex Systems

Complica

teness

Difficulty

Difficultprojects

Simple

project

s

Complicatedprojects

Complexprojects


= complexsystems\


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Pilot

Study Develop Operate &Maintain

Handover

Support


Projects can be found everywhere!


Project = { project activities }

Program = { projects, non project activities }

Portfolio = { projects, non project activities }

activities ≠ project activitiesE

focused on a common goal

not necessarily focusedon a common goal


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At CERN (in the A&T Sector)Typology of projectsRegimented by EDMS 1398374

> Beam-facility-related (large-scale) programs and projectsLHC Project, LIU Project*, HL-LHC Project*, HIE-ISOLDE Project, AWAKE Project, etc.

> Equipment- and systems-related projectsConsolidation and renewal of the demineralised water production plant of building 378Renovation of the Meyrin site electrical safety network

> Facility-related sub-projects (work package of a facility-related project)Development of the RF cryomodules for HIE-ISOLDEDevelopment of the cryolink in IR3 of the LHCDevelopment of the crab cavities for HL-LHCDevelopment of beam diagnostic boxes for HIE-ISOLDEInstallation of the cooling and ventilation system of the Linac 4 buildingUpgrade of the HVAC system of the CERN computer centre (building 513)Development of teleoperated shielding doors for MEDICIS

> Non beam-facility-related programs and projectsSM18 Refurbishing Project, Building 107 Project, Building 311 Project, etc.

At CERN (in the A&T Sector)Typology of projectsRegimented by EDMS 1398374

> Large-scale studies managed as programs or projectsCLIC Study, FCC Study, etc.

> Organisational or IT-related programs and projectsCAD'20 Replacement Program, EDMS Portal Refurbishing Project, etc.

Facility-related projects Ú multi-trade projects

Several equipmentgroups involved


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Pilot

Study Develop Operate &Maintain

Handover

Support


Programs are more transverse!


The application of methods, tools, techniques and competencies to a project

Systems EngineeringHandbook NASA/SP-2007-6105 Rev1

21500:2012

ICB

10006:2003

#748

PMBOK

RUPRATIONALUNIFIEDPROCESS

XP EXTREMEPROGRAMMING

EUROPEAN COORDINATIONFOR SPACE STANDARDISATION

G2SEBOKINCOSECCPM

GDPMPRINCE2SCRUM+KANBAN

21500:2012


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Concept of lifecycle

DEFINITION IMPLEMENTATION CLOSE OUT

Rigouris required

a disciplined approachis essential !

Creativityis required

some clumsinesscan be beneficial !


tsome iterations some iterations

Lifecycle Ú “fractal perception”

DEFINITION IMPLEMENTATION CLOSE OUT

Write a Concept Design Report

Make a prototype

Write a tendering document


tsome iterations some iterations


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V-Modell (systems engineering lifecycle)

Verificationand

ValidationProject

Definition

Concept ofOperations

Requirementsand

Architecture

DetailedDesign

Integration,Test, and

Verification

SystemVerification

and Validation

Operationand

Maintenance

ProjectTest and

Integration

Implementation

Time


DECOMMISSIONOPERATE & MAINTAIN

FINALIZE

COMMISSIONBUILDDESIGNSTUDYINITIALIZE

PROJECT FRONT-END PROJECT DEVELOPMENT UPGRADE AND DISMANTLING PROJECTS



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RESULT

S

ROLESPROCESS

Inspired from


Section 1 Section 2

Sections 3 to 9

1. Project Management Processes

Phases and Decision Points

FINALIZECOMMISSIONBUILDDESIGNSTUDYINITIALIZE

Phase

Inter-phase decision points

Gonogo decision point

Intra-phase decision point

Emerging need or problem

PROJECT MANAGEMENT

Support process

Drift decision point

Inspired from


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Complexity of the Project LifecycleEcho among phasesNested sub-projects

SSTUDY

IINITIALIZE

FCBDSI

DDESIGN B

BUILD FFINALIZE

CCOMMISSION

FCBDSI


Phases and Decision Points

Proj

ect b

ound

ary de

fine

d

Pref

erre

d so

luti

on id

entified

Refe

renc

e so

luti

on designe

d

Refe

renc

e so

luti

on dev

elop

edRe

fere

nce

solu

tion

in-use

Less

ons

lear

ned capitalized

Inspired from


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Study Project

CDRConceptual

Design Report


Development Project

Project / ProductDocumentation

CDRConceptual

Design Report

TDRTechnical

Design Report


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FINALIZECOMMISSIONBUILDDESIGNSTUDY

Initialize

> Formalize the decision to perform the project

> Analyse the current situation; define the problem

> Propose some possible solutions

INITIALIZE

Inspired from

FINALIZECOMMISSIONBUILDDESIGNINITIALIZE STUDY

Study

> Define more precisely the scientific/user requirements

Inspired from

> Convert the gathered UR's into product/systems requirements

> Identify straightforwardly all possible solutions

> Propose one solution and demonstrate its feasibility

> If required, develop prototypes, mock-ups…


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FINALIZECOMMISSIONBUILDSTUDYINITIALIZE

Design

> Finalise the definition of the scientific/user requirements

> Finalise the product/systems requirements accordingly

> Design the solution (design and engineering tasks)

> Plan the BUILD and COMMISSION phases

> If required, develop further prototypes, mock-ups…

DESIGN

Inspired from

FINALIZECOMMISSIONDESIGNSTUDYINITIALIZE

Build

> Perform the detailed design

> Materialize, i.e. procure, manufacture, assemble…

> Verify and validate at components and subsystems levels

Verificationand

ValidationProject

Definition

Concept ofOperations

Requirementsand

Architecture

DetailedDesign

Integration,Test, and

Verification

SystemVerification

and Validation

Operationand

Maintenance

ProjectTest and

Integration

Implementation

Time

BUILD

Inspired from


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FINALIZEBUILDDESIGNSTUDYINITIALIZE COMMISSION

Inspired from

Commission

> Further validate (i.e. commission) at systems level

> Refine and ramp-up

> Train of the users

> Adapt to the evolving context


Finalize

> Capitalize of the lessons learned

FINALIZE

Inspired from


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Support Processes

PROJECT MANAGEMENT

> Project Integration Management

> Project Scope (i.e. various Breakdown Structures) Management

> Project Time (i.e. Project Master and Coordination Schedules) Management

> Project Resource and Cost (incl. Budgets and Follow-up) Management

> Project Human Resource (i.e. Project Staffing and Leadership) Management

> Project Quality (incl. Configuration Management) Management

> Project Communication (incl. Project Marketing) Management

> Project Risk (incl. Safety, Security, Environmental Impact) Management

> Project Procurement (incl. Supply Chain, In-kind Contributions) Management

Project Management Institute's PMBOK

2. Project Management Roles

RolesCore roles

Project BoardKey Users

Project Team

Key Participants

ProjectManager

a.k.a. Lead Members

Participants a.k.a. Project Members


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ExtendedProjectBoard

RolesCore roles

Key Users

Project Team

Key Participants a.k.a. Lead Members


StrategicDecisions

a.k.a. Lead MembersKey Participants

ProjectWorking

Group

RolesCore roles

Project BoardKey Users

Project Team


OperationalDecisions


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FINALIZECOMMISSIONBUILDDESIGNINITIALIZE

FINALIZECOMMISSIONBUILDDESIGNSTUDY

RolesCore roles

Project Initiators

INITIALIZE

STUDY

Study Team

RolesResponsibilities

Project Board (PB)Strategic/Steering Board/Committee,Project Owner, Product/Systems Owner,Comité de projet (CoP), Comité de pilotage (COPIL),Donneur d’ordre, Maître d’ouvrage (MOU),Projektausschuss, Comitato di progetto...

> Ensure the strategic management of the project

> Is ultimately responsible w.r.t. successfull completion of the project

> Guarantee the acquisition and availability of resources

> Validate transitions between phases (and intra phases also)

> In case if conflict or disagreement within the project team, arbitrate


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RolesResponsibilities

Project Manager (PM)Project Leader (PL), Project Coordinator, Coordinator,Chef de projet (CP), Maître d’œuvre (MŒU),Projektleiter (PL), capoprogetto (CP)...

> Ensure the operational management of the project

> Is responsible for the organisation of the project and for its coordination

Most of project managementis about setting this organisation

3. Project Management Results

Safety Documentation (Safety Files)

ProceduresReportsRecords

O&M DocumentationOperationsMaintenanceInspectionNon-conformity Records

ProceduresReportsRecords

ManufactureAssemblyConstructionInstallationInspectionTest & Com’gNon-conformity RecordsTech. Notes/ReportsSci. PublicationsIllustrationsPhotos & Videos

TDR (TechnicalDesign Report)Eng. specificationsProc. SpecificationsTech. DatasheetsSchematics2D Drawings3D Mock-upsBills of Materials (BOM)Tech. Notes/ReportsSci. PublicationsIllustrationsPhotos & Videos

CDR (ConceptualDesign Report)Schematics2D Drawings3D Mock-upsTech. Notes/ReportsSci. PublicationsPresentationsIllustrations

see Project

Operations PlansOperations SchedulesOperations ManualsOperations ReportsMaintenance PlansMaintenance SchedulesMaintenance ManualsIntervention RequestsPresentations & MinutesMemos, Letters, Electronic Mails

Project Management PlanPM Procedures/ProcessesWork Package DescriptionsMaster/Coordination SchedulesBudget Breakdown DocumentsResource Plans & RACI MatricesProject Risk RegistriesECR (Engineering Change Request/Order)Progress/Final ReportsPresentations & MinutesMemos, Letters, Electronic Mails

Project ProposalProject RoadmapPresentationsElectronic Mails

DECOMMISSIONOPERATE & MAINTAIN

FINALIZE



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Key Results“Lean Project Management”

8 documents!

PM PlanRoadmapProposal 5 Reports

whichbecomes

Key ResultsProject Management Documents

PROPOSAL ROADMAP

MANAGEMENT PLAN

PROGRESS REPORTS

CLOSE-OUT REPORT

regularly updated to take into account further decisions

regularly updated to align with the mandate

regularly released



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Key ResultsTechnical Documents

CDR

CUSTOMERATTRIBUTES

ConceptualDesignReport

FUNCTIONALREQUIREMENTS

DESIGNPARAMETERSPRODUCTION

VARIABLES

Needs

TDRTechnical

DesignReport

To-BuildDocumentation

As-BuiltDocumentation

Operation & MaintenanceDocumentation

VerificationReports

ValidationReports

VerificationProcedures

ValidationProcedures

DEMONSTRATIONOF SAFETY

SafetyDocumentation

Nam-pyo Suh (1990) Principles of Design. Oxford University Press


3.1 Project Mandate /Roadmap

Project Roadmap

> (Project) Charter

It is a document that summarizes the direction to be followed by the project team (for the STUDY, DESIGN, BUILD and COMMISSIONING phases)

Other names for this document:

> (Project) Mandate

> (Project) Mission Statement

> (Project) BriefRoadmapProposal

whichbecomes

(e.g. GDPM)


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Project ProposalTypical Table of Contents

Executive Summary To the attention of the Project Boardp

Description of the preferred solution4=!

Project ObjectiveswPossible Solutionse

Stakeholders and “approched Project Board” membership4=@Phasing, project organization, masterplan4=#Required resources4=$Outcomes and benefits of the project4=%

Initial Situation Problem statement, rationale, current situationq

A priori Preferred Solutionr

Preliminary Risk Registert

Project ProposalEditorial Process

Authoring:> Project Initiators

Verification:> Some experts in the fieldThe foreseen Project Manager A few possible Key Project Participants

Validation:> Ø


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Project RoadmapTypical Table of Contents

Executive Summaryp

Decisions w.r.t. the STUDY phase6=!

Project ObjectiveswPossible Solutionse

Validation of the PB membership and project organization6=z=!

Initial Situationq

A priori Preferred SolutionrPreliminary Risk RegistertDecisionsy

Decision w.r.t. the preferred solution6=z=@Decision w.r.t. budgets and masterplan6=z=#

Decisions w.r.t. the DESIGN phase6=@

Project RoadmapEditorial Process

Authoring:> Project Initiators

Verification:> Some experts in the fieldThe foreseen Project Manager A few possible Key Project Participants

Validation:> Project Board


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At CERN (in the A&T Sector)Project Proposal/RoadmapTemplate and authoring guidelines Ú EDMS 1471797
