Agile project management in heavy engineering design (John Underhill, Babcock)

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Agile Project Management in

Heavy Engineering Design

John UnderhillProject Manager – Product Design,

Weapon Handling and Launch

Babcock International Group


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Agenda• Context

• What

• Why

• When

• Who

• How

• What are we learning?

• Questions


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Marine and Technology

• Provide high integrity mechanical & electrical engineered systems for defence customers worldwide

• Provide solutions to difficult challenges ref design, analysis & production.

• Deliver high-criticality and –integrity systems & equipment

• Core products Include:– Submarine Weapons Handling & Launch

Systems (WHLS)– Towed Submarine Communication & Array

Systems– Surface ship munitions handling equipment

• 30 years experience as the design authority for WHLS to the UK MoD


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Torpedo Launch

Source: YouTube

Video to insert here


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Weapon Handling and Launch


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Why do we want to implement agile processes?

• We recognised that System and Design Definition phases are full of uncertainty

• We wanted to focus more on the highest risks first

• We needed to better measure our progress within these phases

• We needed to manage scope change (creep)

• We need to forecast our ETC better

• We needed to be able to focus appropriate resources to appropriate tasks, whether they be in our direct sphere of influence or not

• We needed to convince not only our customers that we were making progress, but ourselves as well – i.e. provide the assurance


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What did we aim to achieve?

At the heart of our aims for the System and Design definition phases is to develop…

•…a process for tackling the most difficult challenges first

•…a methodology that could better cope with the emergent issues of a complex hardware design

•…a methodology for measuring and recording progress of an evolving project

•…a process that maintained focus on the ultimate deliverables but also encouraged creative design

•…a culture that critically reviews, plans and monitors change


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Our Agile approach

Our Agile approach is characterised by the following activities in each defined period cycle, each cycle being termed as a “sprint”:

•Each sprint shall be a 1 month, task orientated design activity that answers specific questions, queries and/or risks established in the previous sprint

•Reviews and records the design decisions and answers provided by the work carried out by all appropriate stakeholders

•Identification and Risk categorisation (high, medium or low) of the questions, queries and risks that have arisen during the sprint phase and how they align with the overall project risks and requirements

•Agreement from all stakeholders of the next highest priority queries, risks and/or questions to be answered in the next iterative sprint

•The number of sprints is determined by the overall project schedule, but the amount of risk that can be reduced by the end of all sprints remains indeterminate – however progress to date is very positive.


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Our Techniques for our approach

• The sprints will be built into the Product Teams delivery schedule, the tasks being recorded within the schedule

• All the tasks that are to be done are recorded in the Master Task List.

• Each of the tasks have the following recorded against them– An owner– Estimated hours– Technical risk level (1 [low] to 5)– Due date

• Task register ranks to the tasks as a function of Technical risk and the due date – we call it the “Overall Risk Weighting”

• As new tasks are added to the list, the total count of tasks will rise; completed tasks will be marked as such

• The resulting metric is the saw tooth graph


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Master Task list

ID Task Notes / Comments Owner Technical Risk(1 (low) to 5

(high))

Est. hours Project milestone

date

Project Milestone

description

Required By…

Hours to "Required by" date

Estimated latest start

date

Del'v'y risk weighting, 0 = lowest

Overall Risk

Weighting

1 Suitability of S80 Rammer for JBIII (2400kg vs 2000Kg, Angles) WSE 4 80 0.00 552 Re-use of existing Contract Drawings numbers, or all new? WSE 3 24 0.00 203 Tube loading loads WSE 4 80 0.00 554 Alignment of CLL WSE 5 30 0.00 1485 Alignment of the system to the Boat and to Discharge equipment WSE 4 120 27/05/2013 30 02/05/2013 442413.39 241549536 Jacking System WSE 5 120 16/07/2013 296 21/06/2013 159.92 237347 Establish Stack Height Layout WSE 4 40 20/05/2013 -7 10/05/2013 148.41 81038 Establish Fore/Aft layout (Required for SDR) WSE 4 40 20/05/2013 -7 10/05/2013 148.41 81039 WSE SDR WSE 3 40 01/06/2013 59 24/05/2013 592.61 11903

10 Familiarisation with Project (AJV, ANP) WSE 5 60 14/05/2013 -52 01/05/2013 1202604.28 17848230111 Loadlines Cradles for loading or Trolleys WSE 3 80 0.00 2012 Review Risk Registers WSH1D016587, …16589, …16588 WSE 5 20 0.00 14813 Machining Limitation for Structure Can we machine a structure that big? WSE 3 10 20/09/2013 651 18/09/2013 115.89 232814 Tube Loading Return Track Route WSE 3 30 0.00 2015 Confirm mount arrangement with Sociotec WSE 4 16 0.00 5516 Lower Tier Modular Build - improve on S80 1 week allocated WSE 2 40 0.00 717 Interlock Map - has this been produced? Input into WSE HYD 4 30 0.00 5518 Agree Sub system Specs WSE 4 24 0.00 5519 WSE DDR - Customer Draft Submittal WSE 1 40 18/07/2014 Draft Submittal 18/07/2014 2242 10/07/2014 104.57 28420 WSE Internal DDR WSE 1 40 18/06/2014 2079 10/06/2014 104.93 28521 CLL DDR CLL 1 40 0.00 322 Embarkation DDR WES 1 40 0.00 323 WSE DM6 deliverables WSE 1 80 17/10/2013 Draft Submittal 17/10/2013 792 02/10/2013 114.29 31124 WSE DM7 deliverables WSE 1 80 18/04/2014 Draft Submittal 18/04/2014 1761 03/04/2014 105.99 28825 WSE Structure Internal DDR WSE 1 80 Internal DDR 08/05/2014 1865 23/04/2014 105.64 28726 WSE Traversing Internal DDR WSE 1 80 Internal DDR 24/05/2014 1946 09/05/2014 105.39 28627 WSE Loading Internal DDR WSE 1 80 Internal DDR 10/04/2014 1717 26/03/2014 106.16 28928 WSE Loose Item Stowages Internal DDR WSE 1 80 Internal DDR 22/05/2014 1939 07/05/2014 105.42 28729 WSE Jacking Internal DDR WSE 1 80 Internal DDR 18/11/2013 955 01/11/2013 111.59 303


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The Priority Pivot TableOwner WSE

Row Labels Max of Required By… Sum of Est. hours Sum of Overall Risk WeightingFamiliarisation with Project (AJV, ANP) 14 May 13 60 178,482,301Alignment of the system to the Boat and to Discharge equipment 27 May 13 120 24,154,953Jacking System 16 Jul 13 120 23,734Delivery of SDR 01 Jun 13 40 11,903Establish Stack Height Layout 20 May 13 40 8,103Establish Fore/Aft layout (Required for SDR) 20 May 13 40 8,103Machining Limitation for Structure 20 Sep 13 10 2,328WSE DM6 deliverables 17 Oct 13 80 311WSE Jacking Internal DDR 18 Nov 13 80 303WSE Loading Internal DDR 10 Apr 14 80 289WSE DM7 deliverables 18 Apr 14 80 288WSE Structure Internal DDR 08 May 14 80 287WSE Loose Item Stowages Internal DDR 22 May 14 80 287WSE Traversing Internal DDR 24 May 14 80 286WSE Internal DDR 18 Jun 14 40 285WSE DDR - Customer Draft Submittal 18 Jul 14 40 284Alignment of CLL 30 148Review Risk Registers 20 148Confirm mount arrangement with Sociotec 16 55Suitability of S80 Rammer for JBIII (2400kg vs 2000Kg, Angles) 80 55Tube loading loads 80 55Agree Sub system Specs 24 55Tube Loading Return Track Route 30 20Loadlines Cradles for loading or Trolleys 80 20Re-use of existing Contract Drawings numbers, or all new? 24 20Lower Tier Modular Build - improve on S80 40 7Grand Total 18 Jul 14 1494 202,694,627

Refresh Pivot Table


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The Saw Tooth Metric

Hard milestone!


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What are we learning

• The “macro” risks to the project are consistent, it is the perceived “micro” risks that evolve rapidly

• Focusing engineering effort at the micro level (sprints) leads to solving the macro level issues

• The Agile approach highlights constraints (distractions) that very often the Project Manager can control/manage (away)

• The engineering teams are/feel empowered and are delivering to schedule

• The Chief Engineering team are/feel informed at regular intervals – there are no Technical surprises – issues raised and dealt with as they occur

• Our customers (internal and external) can have regular status updates of the design, and understand their inputs and when they are required

• Drumbeat reviews makes for faster decision making

• The saw tooth has become blunt very fast!

• The process is providing assurance


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Questions?

Agile project management in heavy engineering design (John Underhill, Babcock)

Business

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