6/28/2019

Session 2
Introduction to Project Management
• Issues and Strategic challenges in project management
• Essential skills and attribute of Project Managers
• Modern Practices in Project Management
• Components of Project Charter and Project Management Plan
• Project Planning, Project organization and control

1
 6/28/2019

WHAT IS PROJECT MANAGEMENT

“A project is a temporary endeavor undertaken to create a
unique product, service, or result.” (PMBOK® 6th Edition 2017
Guide)

Management : is the process of Planning,

Organizing, Controlling and Measuring

What is Project Management?

• The art of organising, leading, reporting and
completing a project through people

2
 6/28/2019

What is Project Management?

• A project is a planned undertaking
• AAproject
projectis amanager
planned undertaking
is a person who causes things to
A project manager is a person who
happen
causes things to happen
Therefore,
• Therefore, project
project management
management is is causing a planned
undertaking
causing a plannedto undertaking
happen. to
happen.

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 activities

• A Project has a scope
• A Project has time, cost, quality and resource constraints

3
 6/28/2019

Exercise 1

• Write down three attributes of a good Project

Manager

ATTRIBUTES OF PROJECTS

• Unique purpose
• Temporary; means it has a
specific start and finish
• Require resources, often
from various areas
• Should have a primary
sponsor and/or customer
• Involve uncertainty

4
 6/28/2019

What a project is
What project is not

• Introducing a new product to the

• Operating a manufacturing facility
market
• Supervising a work group
• Building, installing and
• Running a retail business
commissioning an equipment or a
• These activities are ongoing.
plant
• Developing a software
• Running a political campaign etc

Project Manager Role

• A Good Project Manager
– Takes ownership of the whole project
– Is proactive not reactive
– Adequately plans the project
– Is Authoritative (NOT Authoritarian)
– Is Decisive
– Is a Good Communicator
– Manages by data and facts not uniformed optimism
– Leads by example
– Has sound Judgement
– Is a Motivator
– Is Diplomatic
– Can Delegate

5
 6/28/2019

Stakeholder Engagement

Stakeholder

“A person or group of people who have a vested

interest in the success of an organization and
the environment in which the organization
operates”

6
 6/28/2019

Exercise 2

• Write down three typical project stakeholders

Exercise 2 - Typical Stakeholders

• Sponsor
• Funding Body
• Customer
• Suppliers
• End User
• HSE/Environmental Agency
• Maintenance Team
• Neighbours/Community/Shareholders
• Fusion Community
• Interfaces

7
 6/28/2019

Stakeholder Engagement process

• Identify Stakeholders
• Assess needs
• Define actions
• Establish communication channels
• Gather feedback
• Monitor and review

The Project Process

Project Justification Design Approval Readiness for
Strategic and Budgetary Gate 1 Gate 2 - Approval of Manufacture
Gate 0 - Approve Project Definition Gate 3
Approval Undertake Design Final Documents - Approval to
place Contract

Initiate Project
Prepare Technical Design
Ensure Machine Compatibility Prepare
Safety Case Modification
Undertake Tender
Project
set-up Project
Major
Definition Conceptual
Project Scheme
Design
Proposals Design Detailed Tender
Appoint Project Sponsor Design Invitation &
Assess Project Priority
Assess Budget Implications
Est. Proj. Deliverables and Objectives
Raise/Extend/Update initial TCD-R/PERF Assessment
Prepare Outline Conceptual Design
Appoint Project Leader
Define Design Constraints Prepare Extend TCD-Rs/PERFs
Approve Project Set-up
Interface Requirements Spec. (IRP) Prepare Sub-system Detailed Design Hold
Finalise Conceptual Design Detailed Design Review (DDR)
EFDA/CSU/JOC Management Hold Conceptual Design Review (CDR) Clear Sub-system DDR Issues
Clear CDR Issues Use TCD-I/MMAC for Sub-system DD Approval
Initiate Modification Safety Case Prepare Final Documents including:
Update PMP - Design Documents., Machine Compatibility *** These will comprise:
Approve Proceed to Detailed Design Documents., Safety Case Modification - Technical Specification
- Drawings
Project Team/IRP/EFDA/CSU/JDC Project Team/Interfaces/EFDA/CSU/JDC - Contractual Requirements

Draft Statement of Requirements (SoR) Compile Tender Docs.***

* This will include: Review & Approve SoR Identify Send out Invitations (ITTS)
Resources Appoint Project Raise/Extend Sub-system TCD-Rs/PERFs Hold Clarification Meetings
- Initial WBS, OBS and CBS Agree Classifications & Interfaces
Team Produce & Maintain Receive Tenders
- Project Plan Prepare Sub-system Scheme Design
Procurement Plans Evaluate Tenders
- Risk and Procurement Strategies Hold Sub-system Scheme Design Review (SDR)
Undertake Project Risk Assessment Arrange site visits
Prepare Project Boundary Document Clear Sub-system SDR Issues Approve changes to Specs.
Develop Project Management Plan (PMP)* Update PMP Choose preferred Company
** These will only take place here Raise initial TCD-R/PERF** Use TCD-I/MMAC for Sub-system SD Approval
for large projects demanding DO Prepare Preliminary Conceptual Design**
effort for preliminary Conceptual Project Team/Contracts/EFDA
Project Team/Interfaces
work
Project Leader/Project Team/EFDA/CSU

Readiness for Operation

Implement Project Gate 4
- Acceptance of System
Note: Overall Project
Complete Project Management and Reporting will
Manufacture be as defined in the Project
Equipment Install Management Plan (PMP)
Equipment Test &
Commission Confirm
Completion Project Gates (Formal Decision Points)
Raise Contract Documentation
Place Contract Review See accompanying notes
Hold Kick off Meeting (KOM)
Clarify Issues (Quality Plan) Test Equipment against Test Schedule
Monitor Progress Commission Complete System
Witness key Procedures
Undertake Post

UNCONTROLLED
Complete Release Note Project Team/ICM/EFDA/CSU
Approve Complete Package**** Project Review
Approve Release Note
Pack & Dispatch Equipment Project Team/CSU

WHEN PRINTED
Confirm Technical Completion
Receive Equipment
Project Team/Contractor/ICM Review Project Records Complete
Pre-test Equipment
Handover Documents Resolve
Install equipment
Reservations Obtain
Acceptance of Completed Project
**** This includes Project Team/ICM
supporting documentation
Project Team/EFDA/CSU

8
 6/28/2019

Key Points in Project Set-up and Definition

 Create Project Management Plan (PMP)

 Be clear of scope and objectives
 Establish clear statement of what is to be
done (WBS)
 Establish Risks to be Managed
 Establish Costs and Durations
 Establish Resources Required

Project management Plan - PMP

 Master Document for Project
 Defines the following:-
 Project Objectives, Scope, Deliverables
 Stakeholders (Internal & External)
 Work to be done (WBS)
 Project Organisation and Resources (OBS)
 Project Costings (CBS)
 Project Schedule
 Procurement/Contract Strategy
 Risk Management
 Quality management
 Change Management

9
 6/28/2019

Project Planning

Project Planning
• Adequate planning leads to the correct completion of
work

10
 6/28/2019

Planning
• Inadequate planning leads to frustration
towards the end of the project & poor project
performance

Project Start Project 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

11
 6/28/2019

Work Breakdown Structure - Definition

“A 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

ITER-Like
Wall Project
1.0.0.0.0

Research & Engineering EP2 Project Be Installation Erosion/Deposition

Development Design & Manufacture Shutdown Management Recycling Preparation for ILW
1.1.0.0.0 1.2.0.0.0 1.3.0.0.0 1.4.0.0.0 1.5.0.0.0 1.6.0.0.0 1.7.0.0.0

Be Sliced Be Remote Overall Project Assess JET Sliced Be Tiles Engineering

Recycling Tiles Handling Management Be Stocks Install Prep. Design & Manuf.
1.1.1.0.0 1.2.1.0.0 1.3.1.0.0 1.4.1.0.0 1.5.1.0.0 1.6.1.0.0 1.7.1.0.0

Bulk W Bulk Metal Torus Installation Contractual Prepare & Ship Bulk Metal Tiles Erosion/Deposition
Divertor Tiles Group Management JET Be Install Prep. Assemby & Calib.
1.1.2.0.0 1.2.2.0.0 1.3.2.0.0 1.4.2.0.0 1.5.2.0.0 1.6.2.0.0 1.7.2.0.0

W Coatings W Coated Waste Man. Safety & HP W Coated CFC Erosion/Deposition

1.1.3.0.0 CFC Tiles Group Management Install Prep. Installation
1.2.3.0.0 1.3.3.0.0 1.4.3.0.0 1.6.3.0.0 1.7.3.0.0

Markers Embedded Vacuum Quality Embed. Diag. Erosion/Deposition

1.1.4.0.0 Diagnostics Group Management Install Prep. Management
1.2.4.0.0 1.3.4.0.0 1.4.4.0.0 1.6.4.0.0 1.7.4.0.0

R&D Engineering D&M ILW Tile Removal FZJ Contract Install Prep.
Management Management & Replacement Management Management
1.1.5.0.0 1.2.5.0.0 1.3.5.0.0 1.4.5.0.0 1.6.5.0.0

Bulk W EP2 Shutdown Install Prep.

Tiles Management Bulk W
1.2.6.0.0 1.3.6.0.0 1.6.6.0.0

Component Inspect Install Prep.

& Re-pack Other Activities
1.2.7.0.0 1.6.7.0.0

12
 6/28/2019

Example WBS - Top Level TSCL Project

Optical
Systems
5.5.C.0.0.0.0.0

Thomson Scattering
Core (LIDAR)
5.5.C.1.0.0.0.0

LIDAR Project LIDAR System Laser Collection Laser Path Control & LIDAR LIDAR Interfaces &
Management Concepts Systems Optics Optics Acquisition Port Engineering Services Integrated Testing
1.1.0.0.0 1.2.0.0.0 1.3.0.0.0 1.4.0.0.0 1.5.0.0.0 1.6.0.0.0 1.7.0.0.0 1.8.0.0.0 1.9.0.0.0

Key Project Overall Cluster Lasers Collection Laser Path Control System Shutters Water LIDAR
Milestones Co-ordination 1.3.1.0.0 Optical Design Optical Design Interface Definition 1.7.1.0.0 Services Interfaces
1.1.1.0.0 1.2.1.0.0 1.4.1.0.0 1.5.1.0.0 1.6.1.0.0 1.8.1.0.0 1.9.1.0.0

Key Project Performance Laser Collection Laser Control Labyrinth Interspace Mock-up
Deliverables Analysis Layout Windows Windows System 1.7.2.0.0 Vacuum Facility
1.1.2.0.0 1.2.2.0.0 1.3.2.0.0 1.4.2.0.0 1.5.2.0.0 1.6.2.0.0 1.8.2.0.0 1.9.2.0.0

Key ITER LIDAR Laser Beam In-Vacuum Plasma Facing Acquisition Extension Tubes & LIDAR Basic Mock-up
Milestones & IPL Neutronics Combiner Collection Mirrors Laser Mirrors System Mirror Mounting Power Tests
1.1.3.0.0 1.2.3.0.0 1.3.3.0.0 1.4.3.0.0 1.5.3.0.0 1.6.3.0.0 1.7.3.0.0 1.8.3.0.0 1.9.3.0.0

Overall Scattering Ex-Vacuum Other Laser LIDAR External Port Optics Spectrometer Tokamak
Management Theory Collection Optics Mirrors Instrumentation Mounting Area Tests
1.1.4.0.0 1.2.4.0.0 1.4.4.0.0 1.5.4.0.0 1.6.4.0.0 1.7.4.0.0 1.8.4.0.0 1.9.4.0.0

Safety & HP R&D Collection Optics Laser Path Safety Bioshield Laser Final System
Management Tasks Mechanical Design Mechanical Design Interlocks 1.7.5.0.0 Room Testing
1.1.5.0.0 1.2.5.0.0 1.4.5.0.0 1.5.5.0.0 1.6.5.0.0 1.8.5.0.0 1.9.5.0.0

Risk Radiation Spectrometer Beam Safety BSM Port Cell/ System Assembly
Management Effects Data System Dump System Penetrations Interspace & Dis-assembly
1.1.6.0.0 1.2.6.0.0 1.4.6.0.0 1.5.6.0.0 1.6.6.0.0 1.7.6.0.0 1.8.6.0.0 1.9.6.0.0

Quality Remote Detectors Alignment EM Analysis for

Management Handling 1.4.7.0.0 System In-Port Comp.
1.1.7.0.0 1.2.7.0.0 1.5.7.0.0 1.7.7.0.0

Item Alignment Calibration

Test Unit System System
1.2.8.0.0 1.4.8.0.0 1.5.8.0.0

Engineering Calibration
Analysis System
1.2.9.0.0 1.4.9.0.0

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 resourced
 WP contains a list of Tasks to be Performed
that form the basis for the Schedule
 WP allows assignment of responsibilities
(Work Package Manger, WPM)

13
 6/28/2019

Project Planning – WBS (2)

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

Project Planning
 A word about Scheduling
– Schedules (task durations) can have a wide
variation
– There is no unique answer. Rather, there is a
statistical variation depending on assumptions
– Need to understand the basis of scheduling
(Most challenging; Most likely; Absolute certainty
- bet your life on it!)
– Most people are very optimistic/naive

14
 6/28/2019

Common schedule development

Accuracy of Timescale Estimates

100
90
80
Subsequent
70 Estimates
Probability

60
50
40
30 First
Estimate
20
10
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
Timescale

Project Planning – Key Points

• Recognise that adequate project planning is

essential
• Produce a sound WBS
• Use the framework provided by the Project
Management Plan (PMP) template
• Involve the right people
• Allow enough time
• Be systematic

15
 6/28/2019

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”

16
 6/28/2019

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 Impact

Threat → Scope → Poor Quality Product

Threat → Schedule → Late Delivery
Threat → Cost → Overspend

• In addition there are health, safety and

environmental threats that must be managed
(CDM Regulations)

17
 6/28/2019

Risk Management Process

• Identify Risks
• Assess likelihood and impact
• Rank risks and prioritise
• Define risk management approach & actions
• Implement actions
• Monitor & review

18
 6/28/2019

Risk Management – Key Points

• Make the management of risk integral to the

way the project is managed
• Ensure that cost and time contingencies are
consistent with identified risks
• Focus on the “significant few” – don’t try to
manage too many risks
• Be vigilant and proactive

Project Monitoring and Control

19
 6/28/2019

Exercise 3

• Write down three typical project

control/monitoring activities

Project Monitoring
• Typical Monitoring Activities
– regular 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 level
– regular review of resource loading
– regular progress meetings with project team
– regular meetings with contractors
– production of periodic progress reports
– risk reviews
– inspections/ audits

20
 6/28/2019

Project Control
• Typical Control Activities
– assign responsibilities at Work Package level
– staged authorisation of work to be done
– staged release of budgets (staged release of WBS(e)
numbers)
– ensure PM has a ‘Management Reserve’ under his
control
– seek corrective action reports when WPs go ‘off
track’ (overrunning or overspending)
– release Management Reserve carefully

PROJECT CONSTRAINTS

21
 6/28/2019

Reasons for Project Failure

• Poor project management

discipline
• Inexperienced Project Manager
• Lack of executive-level support
• 33% of projects fail due to lack
of interest from top
management ( University of
Ottawa)
• Lack of client‟s involvement and
timely feedback can also drag
projects down the drain.

Reasons for Project Failure

• Un realistic deadline
Un realistic deadline
• A KPMG study found
A KPMG studythat
found that 60% of failed
projects have a deadline of less than a year
60% of failedScope
projects
Creep have
a deadline ofAccording
less than to TheaState of Project
Management Annual Survey 2016 conducted
year by Wellingtone, more than 34% projects have
• Scope Creep no baseline.
• According to The State of
Project Management
Annual Survey 2016
conducted by Wellingtone,
• more than 34% projects
have no baseline.

22
 6/28/2019

Customer needs descriptionsimple,

Customer needs : red,
What the architect
robust,
finally described
with
wheels

What is the manufacturer expected to do

What the architect understands

What is finally developed

Reasons for Project Failure

Wrong team members or lack of resources

No risk management

23
 6/28/2019

Project Management Knowledge Areas (PMBOK)

• Project Integration Management

• Project Scope Management
• Project Time Management
• Project Cost Management
• Project Quality Management
• Project Human Resources Management
• Project Communications Management
• Project Risk Management
• Project Procurement Management
• Project Stakeholder Management

Project Monitoring and Control

Summary
• Monitor against the plan – status regularly
• Take a factual approach to decisions
• Identify management action early
• Check that defined controls are being applied –
correct if necessary
• Apply change control

24