# Presentation: 184180

## EDM Collaboration Meeting

- Project Management Fast Start
-  Summary
- Prepared by: John P. Tapia
- May 25, 2006

## Outline

-  Project Fast Start Definition
-  Fast Start Agenda
-  Science Project Management Principles
-  EDM Planning Philosophy
-  CD-1 Review Requirements
-  Questions

## 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

- 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

## 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

## 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

##  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

## 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

## 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

- 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

## 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

- 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

## 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 

- 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

## DOE 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?

## Expectations for Successful CD-1 Review

## Expectations for CD-1 Review ... continued

## Questions??

## Back-Up Data

## Recommended Management Controls

- Project Master
- Schedule

-  IPS
-  Work packages
-  Detailed Schedules
-  Milestone Log

- Project Controls Manual

- Commissioning Plan

-  Monthly performance
- Reports

-  Staffing Plans
-  Action Tracking
-   System
-  Org Chart

-  Acceptance Criteria
-   Listings

-  Drawings
-  Specifications
-  SOWs
-  Design Review Procedures

- Acquisition Strategy Plan

## Project Organization: Work Breakdown Structure (WBS)

## Project Organization: WBS Dictionary

## Project Organization: Responsibility Assignment Matrix (RAM)

**1.4 3He Systems**
- Steve Williamson (Illinois)

**1.2 Polarized Neutron Beam Line  & Shielding**
- Wolfgang 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 Foundation**
- Bradley Keister
- Richard Boyd

**Project Executive**
**Committee**
- (TBD) Chair

**Physics Division**
- Jack Shlachter
**NP Program**
- William 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 Project**
**Management**
- Martin Cooper (LANL)

## 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.

## 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