Introduction to Project Management Malcolm KearEFTS/EODI Training ProgrammeWednesday, 10 June 2009

Course ObjectivesTo provide participants with:An awareness of the importance of applying good practice Project Management in projects of any size.An understanding of essential elements, including the Leadership Role of the Project Manager, Project Planning, Risk Management and Stakeholder Engagement.An understanding of the principle elements of design control to be applied within projects at Culham.

Culham ChallengesWhat are the particular technical challenges facing projects at Culham? Research environmentrequirements may be hard to define and may changeproducing one or a few items rather than production lineUncertainties of leading edge R&D solutions may have to be developed, including possibly new technologiesfirst of a kind so planning and estimating is difficultNeed to balance the desire to get maximum performance versus achieving acceptable reliability/availability

Culham ChallengesWhat are the particular management challenges facing projects at Culham? Requirements hard to define and may evolveRisk Management (all aspects) crucial but difficultCross functional team compositionCompeting pressures on resources, e.g. design officeWorking with scientific organisations not used to project and QA disciplines planning may be poorCollaborative agreements rather than contractsPolitical - EC funding requirements Growing funding pressures due to ITER

What is a Project?Unique process consisting of a set of coordinated and controlled activities with start and finish dates, undertaken to achieve an objective conforming to specific requirements, including constraints of time, cost, quality and resources

A Project is a planned set of activitiesA Project has a scopeA Project has time, cost, quality and resource constraints

What is Project Management?The art of organising, leading, reporting and completing a project through people

What is Project Management?A project is a planned undertakingA project manager is a person who causes things to happenTherefore, project management is causing a planned undertaking to happen.

Exercise 1Write down three attributes of a good Project Manager

Project Manager Role A Good Project ManagerTakes ownership of the whole projectIs proactive not reactiveAdequately plans the projectIs Authoritative (NOT Authoritarian)Is DecisiveIs a Good CommunicatorManages by data and facts not uniformed optimismLeads by exampleHas sound JudgementIs a MotivatorIs DiplomaticCan Delegate

Stakeholder Engagement

StakeholderA person or group of people who have a vested interest in the success of an organization and the environment in which the organization operates

Exercise 2Write down three typical project stakeholders

Exercise 2 - Typical Stakeholders SponsorFunding BodyCustomerSuppliersEnd UserHSE/Environmental AgencyMaintenance TeamNeighbours/Community/ShareholdersFusion CommunityInterfaces

Stakeholder Engagement processIdentify StakeholdersAssess needs Define actionsEstablish communication channelsGather feedbackMonitor and review

The Project ProcessProject set-upMajor Project ProposalsProject DefinitionConceptual DesignScheme DesignDetailed DesignTender Invitation & AssessmentManufacture EquipmentInstall EquipmentConfirm CompletionTest & CommissionProject ReviewAppoint Project Sponsor Assess Project Priority Assess Budget Implications Est. Proj. Deliverables and Objectives Appoint Project Leader Approve Project Set-upDraft Statement of Requirements (SoR) Review & Approve SoR Identify Resources Appoint Project Team Produce & Maintain Procurement Plans Undertake Project Risk Assessment Prepare Project Boundary Document Develop Project Management Plan (PMP)* Raise initial TCD-R/PERF** Prepare Preliminary Conceptual Design** Raise/Extend/Update initial TCD-R/PERF Prepare Outline Conceptual Design Define Design Constraints Prepare Interface Requirements Spec. (IRP) Finalise Conceptual Design Hold Conceptual Design Review (CDR) Clear CDR Issues Initiate Modification Safety Case Update PMP Approve Proceed to Detailed DesignRaise/Extend Sub-system TCD-Rs/PERFs Agree Classifications & Interfaces Prepare Sub-system Scheme Design Hold Sub-system Scheme Design Review (SDR) Clear Sub-system SDR Issues Update PMP Use TCD-I/MMAC for Sub-system SD ApprovalExtend TCD-Rs/PERFs Prepare Sub-system Detailed Design Hold Detailed Design Review (DDR) Clear Sub-system DDR Issues Use TCD-I/MMAC for Sub-system DD Approval Prepare Final Documents including: - Design Documents., Machine Compatibility Documents., Safety Case ModificationCompile Tender Docs.*** Send out Invitations (ITTS) Hold Clarification Meetings Receive Tenders Evaluate Tenders Arrange site visits Approve changes to Specs. Choose preferred CompanyRaise Contract Documentation Place Contract Hold Kick off Meeting (KOM) Clarify Issues (Quality Plan) Monitor Progress Witness key Procedures Complete Release Note Approve Complete Package**** Approve Release Note Pack & Dispatch EquipmentReceive Equipment Pre-test Equipment Install equipmentTest Equipment against Test Schedule Commission Complete SystemConfirm Technical Completion Review Project Records Complete Handover Documents Resolve Reservations Obtain Acceptance of Completed ProjectInitiate ProjectUndertake DesignImplement Project Complete Project EFDA/CSU/JOC ManagementProject Leader/Project Team/EFDA/CSUProject Team/IRP/EFDA/CSU/JDCProject Team/InterfacesProject Team/Interfaces/EFDA/CSU/JDCProject Team/ICMProject Team/ICM/EFDA/CSUProject Team/EFDA/CSUProject Team/CSUUndertake Post Project ReviewProject Team/Contracts/EFDAProject Team/Contractor/ICMPrepare Technical Design Ensure Machine Compatibility Prepare Safety Case Modification*** These will comprise:- Technical Specification - Drawings - Contractual Requirements Note: Overall Project Management and Reporting will be as defined in the Project Management Plan (PMP)**** This includes supporting documentationGate 4Gate 1Gate 2Gate 3Gates (Formal Decision Points) See accompanying notesGate 0Project Justification - Approve Project DefinitionDesign Approval - Approval of Final DocumentsReadiness for Manufacture - Approval to place ContractReadiness for Operation - Acceptance of SystemStrategic and Budgetary ApprovalUndertake Tender* This will include:- Initial WBS, OBS and CBS - Project Plan - Risk and Procurement Strategies ** These will only take place here for large projects demanding DO effort for preliminary Conceptual workUNCONTROLLED WHEN PRINTED

Key Points in Project Set-up and DefinitionCreate Project Management Plan (PMP)Be clear of scope and objectivesEstablish clear statement of what is to be done (WBS)Establish Risks to be ManagedEstablish Costs and DurationsEstablish Resources Required

Project management Plan - PMPMaster Document for ProjectDefines the following:-Project Objectives, Scope, DeliverablesStakeholders (Internal & External)Work to be done (WBS)Project Organisation and Resources (OBS)Project Costings (CBS)Project ScheduleProcurement/Contract StrategyRisk ManagementQuality managementChange Management

Project Planning

Project PlanningAdequate planning leads to the correct completion of work

PlanningInadequate planning leads to frustration towards the end of the project & poor project performance

Project StartProject End

Work Breakdown Structure (WBS)The Work Breakdown Structure is the foundation for effective project planning, costing and management.It is the most important aspect in setting-up a Project

It is the foundation on which everything else builds

Work Breakdown Structure - DefinitionA Work Breakdown Structure (WBS) is a hierarchical (from general to specific) tree structure of deliverables and tasks that need to be performed to complete a project.

Example WBS - Top Level ILW Project

Example WBS - Top Level TSCL Project

Project Planning WBS (1)Lowest Level of WBS is the Work Package (WP) WP can be clearly defined allowing package to be costed, scheduled and resourcedWP contains a list of Tasks to be Performed that form the basis for the ScheduleWP allows assignment of responsibilities (Work Package Manger, WPM)

Project Planning WBS (2)WBS allows hierarchical build-up of costs and scheduleCost and Schedule can be reported at any level of the WBSWBS facilitates strong management during project execution (Cost and Schedule control)WBS can be used for many other things - Document Management, Risk Management etc.

Project PlanningA word about SchedulingSchedules (task durations) can have a wide variationThere is no unique answer. Rather, there is a statistical variation depending on assumptionsNeed to understand the basis of scheduling (Most challenging; Most likely; Absolute certainty - bet your life on it!)Most people are very optimistic/naive

Common schedule developmentFirst EstimateSubsequent Estimates

Chart1

1

2

3

5

8

12

17

23

30

38

47

57

68

80

90

45

1

Timescale

Probability

Accuracy of Timescale Estimates

Sheet1

1235812172330384757688090451

Sheet1

Timescale

Probability

Accuracy of Timescale Estimates

Sheet2

Sheet3

Example WBS for the ITER-Like Wall & TSCL Projects

MJ Kear

Case Study

ITER-like Wall Project WBS

Malcolm Kear

Work Breakdown Structure Approach (WBS)Work Packages and their contentPlanning and ResourcingSAP and WBS(e) numbersJOC Expenditure LogConclusions

Contents of Presentation

Case Study

ITER-like Wall Project WBS

ITER-like Wall Project OrganisationWork Breakdown Structure - Top Level (1)

Temporary home

Completed

In Progress

Mirrors ED&M

ITER-like Wall Project OrganisationWork Breakdown Structure ED&M - Level 2

In Progress

Not Started

Completed

ITER-like Wall Project OrganisationWork Breakdown Structure ED&M - Be Sliced Tiles - Level 3

In Progress

Not Started

Completed

ITER-like Wall Project OrganisationWork Package Description Summary Sheets

Resources are rolled up from lowest level of the WBS to give overall requirements both costs and manpower

ITER-like Wall Project OrganisationWork Package Description Summary Sheets

Work Package Descriptions, together with WPD Summary Sheets are documented and issuedThese form the basis of compiling resource and cost estimates - each WP is considered separatelyThese also form the basis of progress reportingBudgeted Resources are clearly visibleWBS(e) numbers are included

ITER-like Wall Project Organisation Summary

Clear statement of work to be done via WBSClear resourcing requirements via the WBSClear project costing via roll-up from bottom level of WBSSAP WBS(e) numbers align with WBS for easy cost analysisCost collection at a lower level to that in SAP - allows more local controlQRN system also keys into WBS - allowing greater traceabilityAllows future changes to be easily identified thereby easing change management

Case Study

Thomson Scattering (Core LIDAR) Project WBS

Malcolm Kear

Work Breakdown Structure Approach (WBS)Work Packages and their contentPlanning and ResourcingSAP and WBS(e) numbersJOC Expenditure LogConclusions

Contents of Presentation

Case Study

Thomson Scattering (Core LIDAR) Project WBS

TSCL Project OrganisationWork Breakdown Structure - Top Level (1)

In Progress

Completed

TSCL Project OrganisationWork Breakdown Structure ED&M - Level 2

Completed

Not Started

In Progress

TSCL Project OrganisationWork Breakdown Structure Beam Dump - Eng. Design - Level 3

Completed

Not Started

In Progress

TSCL Project OrganisationWork Package Description Summary Sheets

Resources are rolled up from lowest level of the WBS to give overall requirements both costs and manpower

PRIVATE PROJECT :THOMSON SCATTERING (CORE LIDAR) [TSCL] WP. NO. 1.5.6.1.1

WP Title :CENTRAL BEAM DUMP CONCEPTUAL DESIGN

Lead Association :UKAEA

Collaborators :

Interfaces :

Start Event :Start of Formal Project

End Event :Completion of Scoping Calculations

WP Manager :A.C. Darke

Sheet : 1 of 1

Planned Date : 01 March 2007

Planned Date : 17 October 2007

Issue : ARev : 1

Date : 1 May 2007

Background Work Description:

The work package is to carry out scoping calculations on the core LIDAR beam dump, the area of the central column in the ITER vacuum vessel where the beam will hit after it has passed through the plasma. The intention is to find out what power loading the Be tiles will stand without significant ablation. This must be considered in addition to the power from the plasma.

The LIDAR beam is focused within the plasma so that the beam is expanding by the time it hits the dump area. However, power may still be high and there may be a risk of ablation, especially if there is significant power overlapping the edge of a tile where the heat cannot dissipate across a join.

Choices may be made depending on the results. If the Be tiles can stand all that the laser can deliver then the optical scheme can stand; if there is no way the tiles can withstand the power then changes will have to be made to lessen the power; if the answer is in the middle then there may be refinements that can be made to help.

Inputs required :

Catia geometry of the inner wall tiles

Information on the LIDAR beam

Be material properties, including ablation

Plasma wall loading information

Tasks to be performed:

Develop simplified geometry (to reduce computing resources)

Define loads and boundary conditions

Carry out FE calculations

Interpret results and make recommendations

Iterate as necessary

Produce report on findings

WP Outputs:

Report on calculations with recommendations

Resource and Costing Information:This field not in use for 2007

Manpower requirements (Man Days):

Purchases (k):

This field not in use for 2007

TSCL Project Organisation Summary

Clear statement of work to be done via WBSClear resourcing requirements via the WBSClear project costing via roll-up from bottom level of WBSSAP WBS(e) numbers align with WBS for easy cost analysisCost collection at a lower level to that in SAP - allows more local controlQRN system also keys into WBS - allowing greater traceabilityAllows future changes to be easily identified thereby easing change management

Project Planning Key PointsRecognise that adequate project planning is essential Produce a sound WBS Use the framework provided by the Project Management Plan (PMP) templateInvolve the right peopleAllow enough timeBe systematic

Project Risk Management

Project Risk Definition (1)Project risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on a project objective

Project Risk Definition (2)A combination of the probability of a defined threat or opportunity (Likelihood) and the magnitude of the consequences of the occurrence (Impact) defines a Risk Index

Risk ImpactThreat Scope Poor Quality ProductThreat Schedule Late DeliveryThreat Cost Overspend

In addition there are health, safety and environmental threats that must be managed (CDM Regulations)

Risk Management ProcessIdentify RisksAssess likelihood and impactRank risks and prioritiseDefine risk management approach & actionsImplement actionsMonitor & review

Example Risk Management for the ITER-Like Wall Project

MJ Kear

Case Study

ITER-like Wall Project Risk Mitigation

Malcolm Kear

Risk Categorisation MatrixRisk Register - Project ManagementRisk Register - Technical PerformanceRisk Register - CostRisk Register - ScheduleRisk Register - JET Programme

Contents of Presentation

Case Study

ITER-like Wall Project Risk Mitigation

ITER-like Wall Project Risk Categorisation Matrix

Key Likelihood:VL - Very Low (50%)

Key Impact:VL - Objectives fully met L - Few shortfall in secondary area; M - Some shortfalls in one or two key areas; H - Major shortfalls in key areas

IMPACT

VL

L

M

H

LIKELIHOOD

VL

Negligible (N)

Tolerable(T)

Tolerable(T)

Undesirable (U)

L

Negligible (N)

Tolerable(T)

Undesirable (U)

Intolerable(I)

M

Tolerable(T)

Undesirable (U)

Undesirable (U)

Intolerable(I)

H

Tolerable(T)

Undesirable (U)

Intolerable(I)

Intolerable(I)

ITER-like Wall Project OrganisationRisk Register - Project Management

Key to Impact:P - Performance; S - Schedule; - Cost

Risk

Consequence

Likelihood

Impact

Risk

Management Action

Risk Owner/

Target

Description

P

S

RO for action

Date

1.1 Pressure to cut JOC costs leads to decisions without adequate planning

(7/3/06)

Impact on technical outcome, cost and/or schedule

H

L

H

H

I

Ensure that decisions are taken only on the basis of well developed plans.

PSp, PL

March 2006

1.2 Article 7 budget exceeded so ILW project de-scoped.

(7/3/06)

Poor decisions based on too narrow a view without regard to other EP2 projects

H

L

L

U

Establish an EP2 programme board to make decisions based on overall priorities.

CSU

July2006

ITER-like Wall Project OrganisationRisk Register - Technical Performance

Risk

Consequence

Likelihood

Impact

Rating

Management Action

Risk Owner/

Target

Description

P

S

RO for action

Date

2.1 Coating lifetime is too short for NBI shinethrough

Carbon contamination of Be wall / W divertor

M

H

VL

VL

I

In-situ tests of coated shinethrough tiles in the next campaign

PL / PSc

Nov. 2005

Ensure that coated tiles are at least 1.5cm back from the Be limiters.

Apart from lost alpha mushrooms (5mm) and scintillator probe cap (5mm) this has been achieved.

ETL

May 2006

2.2 Not enough spares to accommodate mods.

Delay while spares are manufactured

M

L

M

L

T

Spares strategy for each component to be approved by PMM.

Develop complete validation strategy

PL/ETL

Feb. 06

2.3 W-coating process appears OK but tiles fail in JET

Serious impact on JET programme

M

H

H

M

I

Set up a task for 100% heat flux testing of divertor tiles using JUDITH 2

PL/CSU

May. 06

2.4 Reject rate of coated tiles is high due to process problems

Not enough spare CFC tiles for coating

M

L

H

M

I

Include coating removal as a requirement in the article 7 contract and include R&D on coating removal in a new Association Task

PL

May 06

ITER-like Wall Project OrganisationRisk Register - Cost

Risk

Consequence

Likelihood

Impact

Rating

Management Action

Risk Owner/

Target

Description

P

S

RO for action

Date

3.1 Cost of Be machining is underestimated

(Jul05)

Inability to place contracts

M

M

H

H

I

Identify a sources of contingency funding.

J Pamela

Aug 06

1.1

Adopt a value engineering approach to the design

PL / ETL

Feb 06

1.2

Analyse/prioritise possibilities to de-scope the project

PSc/PL (PB)

Feb 06

3.2 No contingency scheme at this OGC (office of government commerce) gateway we would expect 30%. (Jul05)

Project exceeds article 7 and / or JOC budget.

H

H

M

H

I

Develop contingency policy across all EP2 projects including priorities.

EFDA/JOC

2005

1.3

Develop menu of options for de-scoping project

PL / PSc (PB)

Feb 06

1.4

Employ value engineering in the design process

PL/ ETL / IM

Nov 05

3.3 Cost of Tungsten rises to a high level /

Overall cost of bulk W modules too high(Oct05)

Bulk W divertor too expensive to manufacture or W not available

M

M

N

H

U

If this problem occurs a more restricted objectives will have to be agreed for the ITER-like Wall Physics Programme.

PB/CSU

2008

1.5

Require same tile profile as existing to allow single module to be installed or ensure that new CFC profile can be made compatible.

PL

Sep. 05

ITER-like Wall Project OrganisationRisk Register - Schedule (1)

Risk

Consequence

Likelihood

Impact

Rating

Management Action

Risk Owner/

Target

Description

P

S

RO for action

Date

4.1 RH up-grade cannot be completed in time

(Jul05)

Shutdown is delayed

M

L

H

M

I

Ensure RH refurbishment / enhancement activities are treated as highest priority

M Cox

2008

1.1

Ensure that the RH equipment can meet all of the requirements including handling capacity and speed of installation

IM / RH

1.2

Optimise whole installation strategy

IM

4.2 Bulk W tile procurement is slower than required(Jul05)

Bulk W LBSRP cannot be installed in 2008

M

M

M

L

U

Ensure W-coated CFC LBSRP is ready together with the rest of the divertor or install bulk W LBSRP during next available shutdown

PL

2008

4.3 Delays to systems required by the ITER-like Wall Project but outside it.

Increased shutdown time or delay in Restart of JET

M

N

M

L

U

Ensure ILW and other shutdown and installation management activities are integrated at the top level.

PS

2006-8

4.4Staff having to write installation procedures and perform installation re not ready (busy with operation)

Bottleneck preventing installation of the wall even if ready.

M

M

H

H

I

Put in place a plan for the preparation of installation (work procedures, documentation acceptance)

PL/JOC

2006

ITER-like Wall Project OrganisationRisk Register - Schedule (2)

4.5 ICRH antenna shutdown not completed by Jan. 07

Work on Oct. 1 boom upgrade starts late thus delaying start of ILW shutdown.

M

L

M

L

U

Notify ILW Project Board and JET management of this risk so that it can factored into planning decisions regarding the ICRH shutdown.

PL

13th Oct. 2005

4.6 Safety case not ready on time

Impact on Be delivery on site, possible difficulties with the supplier.

L

N

M

L

U

Since this depends on regulatory bodies, the time scale is very often uncertain. Little control/pressure can be applied is case of difficulty.

Start the procedure fairly in advance.

PL

2006

4.7 Shutdown takes longer than objective

Start of ILW experimental programme delayed.

M

M

M

L

U

Current conservative estimates indicate a longer shutdown than the 46 week objective so seek ways to optimise it by increased use of manual work etc.

Note that since the boom extension is new a precise estimate of efficiency is difficult to obtain in advance of the job.

Installation Team Leader

2006

4.8 Be Tile machining too slow

Delay to shutdown

M

M

H

L

U

Allow multiple parallel contracts and optimise design for manufacture speed.

PL/ETL

Aug. 2006

ITER-like Wall Project OrganisationRisk Register - JET Programme

Risk

Consequence

Likelihood

Impact

Rating

Management Action

Risk Owner /

Target

Description

P

S

RO for action

Date

5.1 W source is too high for plasma due to sputtering of NBI protection at low density (Jul05)

AT scenarios cannot be run.

M

L

VL

VL

U

Raise NBI minimum density permitted by operation instruction

TFs / Operator

2009

Risk Management Key PointsMake the management of risk integral to the way the project is managedEnsure that cost and time contingencies are consistent with identified risks Focus on the significant few dont try to manage too many risks Be vigilant and proactive

Project Monitoring and Control

Exercise 3Write down three typical project control/monitoring activities

Project MonitoringTypical Monitoring Activitiesregular reviews of progress against schedule using WBS as basis (Plan against Baseline)regular review of actual costs (O/P from SAP) against budgeted costs and Earned Value at WBS levelregular review of resource loadingregular progress meetings with project teamregular meetings with contractorsproduction of periodic progress reportsrisk reviewsinspections/ audits

Project ControlTypical Control Activitiesassign responsibilities at Work Package levelstaged authorisation of work to be donestaged release of budgets (staged release of WBS(e) numbers)ensure PM has a Management Reserve under his controlseek corrective action reports when WPs go off track (overrunning or overspending)release Management Reserve carefully

Project Monitoring and Control SummaryMonitor against the plan status regularlyTake a factual approach to decisionsIdentify management action earlyCheck that defined controls are being applied correct if necessaryApply change control

Introduction to Design Management

Design ManagementDesign takes place as part of a projectDesign Management is part of Project ManagementDesign Management considerations must be included in the PMP

Exercise 4Write down three Design Management Activities

Exercise 4 - Design Management ActivitiesSub-divide Design Stages (CD, SD & DD)Sub-divide Tasks (WBS)Define Constraints and Interfaces (WPD Summary Sheet)Formally Initiate the Design (TCD-R/PERF)Ensure Design conforms to H&SE and CDM RequirementsHold Design Reviews (Peer review)Formally Approve Design (TCD-I/MMAC)

Design StagesConceptual DesignScheme DesignDetailed Design

Conceptual Design PhaseTCD-RDecide Local or TCS route Develop Conceptual DesignDefine Constraints & InterfacesCarry out Conceptual Design ReviewInitiate Safety Case Modification if requiredObtain Approval to Proceed to next stage

Scheme and Detailed DesignBasic considerations and process similar to conceptNeed to ensure that safety & environmental issues receive proper consideration as design develops (CDM Regulations)

Exercise 5List who should be invited to a design reviewWrite down three issues that should be considered at a design review

Exercise 5 - Design Reviews, AttendanceProject Leader or nominee (Chairman)RO (Work Package Manager)CustomerEnd UserSafety and Quality RepsAll other Relevant Interfaces/StakeholdersOther Experts in the area being reviewed

Exercise 5 - Design Reviews, Issues to ConsiderAssumptions and ConstraintsTechnical Solutions - Does it meet the Spec?Safety, Environment and CDM issuesCan it be Manufactured/Maintained?Actions from previous DRsIssues to be resolved (including Timescales)

Safety & EnvironmentNeed to ensure that safety & environmental issues receive proper consideration as design develops Involve the right people from the startSystematically identify issues Hazards/Risks, Environmental Aspects & ImpactsCarry out rigorous reviews at each design stageControl Design Changes MUST take note of CDM Regulations

CDM RegulationsCDM - Construction (Design & Management) Regulations recently updatedNow must have someone in EACH Project Responsible for CDMCurrently information is on the Conceptual, Scheme & Detailed Design steps on the Process MapsMore information will be developed over the coming months

Design Change controlNeeds to be a formal and defined procedureNew procedure in place CD/P/J008 for JET Facilities

Confirm CompletionEnsure design records are complete and accurateEnsure any outstanding actions or issues are addressedEnsure Maintenance Records are producedEnsure User Manuals are producedHold a formal Post Project review