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