• Project Management Considerations B. Nelson US ITER TBM Meeting INEL August 11, 2005 ITER TBM Meeting
  • Project Organization – getting started Establish project management team Define technical objectives- requirements, deliverables Define Work Breakdown Structure Define project organization Assign responsibilities for WBS elements Establish reporting relationships/org chart Develop management tools and procedures, including configuration control, cost / scheduling system, CAD system, Web site, etc. Develop conceptual design – (CAD models, dwgs, cost, etc) ITER TBM Meeting
  • Work Breakdown Structure (WBS) provides roadmap for project management Organizes all the tasks into outline form Establishes the scope of each task, so Responsibilities are clear Bases for cost estimates are clear Easily modified, expanded as more detail becomes available Includes WBS dictionary that expands definition of each element ITER TBM Meeting
  • WBS for US Contributions to ITER built around major procurement packages WBS 1.0 (Level 1): Total approved US ITER scope WBS 1.X (Level 2): 6 work groups, correlates with ITER WBS) WBS 1.1 Tokamak (Magnets, Blanket/Shield) WBS 1.2 Tokamak Ancillary Equipment and Cryostat WBS 1.3 Tokamak Fluids (Vac Pumping and Fueling) WBS 1.4 Power Supplies WBS 1.5 Port Interfacing Systems (IC/EC H&CD, Diagnostics) WBS 1.6 Project Support WBS 1.7 Support to International team) WBS 1.X.Y (Level 3): Major systems WBS 1.X.Y.Z (Level 4): Major Procurement Packages (9) WBS 1.X.Y.Z.W (Level 5): Standard elements Administration R&D Engineering (design, Title III) Fabrication/Procurement Installation ITER TBM Meeting
  • Possible WBS elements for ITER TBM Each element would include: Administration Engineering (Design and Title III) R&D Materials and subcontracts (procurements) Fabrication and assembly Installation Cost would include: Labor hours, rates M&S (Procurements) Overhead Escalation ITER TBM Meeting
  • Technical Baseline must be under configuration control General Requirements Document System Requirements Documents System Description Documents Technical specifications Procedures Drawings ITER TBM Meeting
  • Acquisition Strategy: (elements and example schedule for US ITER) Ref: C. Strawbridge, ITER mtg, Oct. 2004 ITER TBM Meeting ITER PEP Section/Subsection Responsibility Draft Complete Initial Review Smooth Draft Complete IPT Review Ready for Signature Status (R/Y/G) Issues 1. Introduction and Scope Strawbridge 10/15/04 12/16-17/04 12/22/02 2. Mission Need Statement and Project Objectives Strawbridge 10/15/04 12/16-17/04 12/22/04 2.1. Mission Need Statement 2.1.1 U.S. Contributions to ITER Mission Support of Fusion Program Goal(s) 2.2 Project Objectives 2.2.1 Technical Objective 2.2.2 Schedule Objective 2.2.3 Cost Objective 3. Performance Baseline Herron 12/16-17/04 12/22/04 3.1 Performance Parameters at Project Completion 4. Project Description Strawbridge 12/16-17/04 12/22/04 5. Acquisition Strategy* Strawbridge 12/3/04 12/16-17/04 12/22/04 6. Life-cycle Costs Strawbridge 12/3/04 12/16-17/04 12/22/04 7. Work Breakdown Structure and Dictionary Herron 12/16-17/04 12/22/04 7.1 Cost Summary 7.2 Schedule Summary and Milestones 7.3 Contingency and Management Reserves 8. Organizational Breakdown Structure Strawbridge 11/12/04 12/16-17/04 12/22/04 8.1 Roles, responsibilities, authorities, accountabilities 8.2 Responsibility assignment matrix 9. Risk Management and Analysis* Herron 12/16-17/04 12/22/04 10. Systems Engineering and Value Management Planning Heitzenroder 12/16-17/04 12/22/04 10.1 Systems Engineering and Design Integration 10.2 Value Engineering and Management 10.3 Design Reviews (critical/other) 11. Resource Planning Strawbridge 11/12/04 12/16-17/04 12/22/04 11.1 Financial Management 11.2 Budget Requirements 11.3 Staff Requirements 11.4 Support Contracts 12. Planned Major Procurements (Procurement Management Plan)* Templon 12/16-17/04 12/22/04 12.1 Long-lead procurements 12.2 Other major procurements 13. Project Management Control and Reporting Systems* Herron 12/16-17/04 12/22/04 13.1 Integrated Estimating, Budgeting, and Scheduling 13.2 Work Authorization 13.3 Baseline Configuration Management and Change Control 13.4 Contingency Management 13.5 Performance (Earned Value) Measurement and Analysis 13.6 Financial and Performance Reporting and Reviews 14. Environmental Management (NEPA) Strawbridge 10/15/04 12/16-17/04 12/22/04 15. Integrated Safety Management* Strawbridge 11/12/04 12/16-17/04 12/22/04 16. Quality Assurance Plan* Skonicki 12/16-17/04 12/22/04 16.1 Inspection, testing, test evaluation, system turnover 17. Research and Development Heitzenroder 12/16-17/04 12/22/04 17.1 R&D 17.2 Alternative studies 17.3 Trade-off studies 18. Training and Operational Readiness Plans (if applicable) Strawbridge 12/3/04 12/16-17/04 12/22/04 &C&"Arial,Bold"&12PRELIMINARY PROJECT EXECUTION PLAN&RRevised 9/30/04 &C&P ITER Acquisition Strategy Section/Subsection Responsibility Draft Complete Initial Review Smooth Draft Complete IPT Review Ready for Signature Status (R/Y/G) Issues 1. Desired Outcome and Requirements Definition Strawbridge 10/29/04 12/16-17/04 12/22/04 2. Cost and Schedule Range Strawbridge 12/3/04 12/16-17/04 12/22/04 3. Major Applicable Conditions that Affect Design, Execution, Operational Requirements Strawbridge 11/12/04 12/16-17/04 12/22/04 4. Risks (Cost, Schedule, Technical, Management) and Alternatives (Technical, Location, and Acquisition Approach)--Influence on Acquisition Strategy Herron 11/23/04 12/16-17/04 12/22/04 5. Business and Acquisition (Procurement) Approach Templon 11/12/04 12/16-17/04 12/22/04 6. Management Structure and Approach Strawbridge 11/12/04 12/16-17/04 12/22/04 &C&"Arial,Bold"&12ACQUISITION STRATEGY&RRevised 10/1/04 &C&P
  • Summary Project planning and management must be in place from inception of project, must develop Project scope and technical requirements WBS and responsibilities Resource loaded schedule DOE requires rigorous management processes and documentation, projects phased with critical decisions CD-0,1,2,3,4 Everything costs more and takes longer than planned ITER TBM Meeting
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Project Management Considerations. B. Nelson US ITER TBM Meeting INEL August 11, 2005. Project Organization – getting started. Establish project management team Define technical objectives- requirements, deliverables Define Work Breakdown Structure Define project organization - PowerPoint PPT Presentation
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  • Project Management Considerations B. Nelson US ITER TBM Meeting INEL August 11, 2005 ITER TBM Meeting
  • Project Organization – getting started Establish project management team Define technical objectives- requirements, deliverables Define Work Breakdown Structure Define project organization Assign responsibilities for WBS elements Establish reporting relationships/org chart Develop management tools and procedures, including configuration control, cost / scheduling system, CAD system, Web site, etc. Develop conceptual design – (CAD models, dwgs, cost, etc) ITER TBM Meeting
  • Work Breakdown Structure (WBS) provides roadmap for project management Organizes all the tasks into outline form Establishes the scope of each task, so Responsibilities are clear Bases for cost estimates are clear Easily modified, expanded as more detail becomes available Includes WBS dictionary that expands definition of each element ITER TBM Meeting
  • WBS for US Contributions to ITER built around major procurement packages WBS 1.0 (Level 1): Total approved US ITER scope WBS 1.X (Level 2): 6 work groups, correlates with ITER WBS) WBS 1.1 Tokamak (Magnets, Blanket/Shield) WBS 1.2 Tokamak Ancillary Equipment and Cryostat WBS 1.3 Tokamak Fluids (Vac Pumping and Fueling) WBS 1.4 Power Supplies WBS 1.5 Port Interfacing Systems (IC/EC H&CD, Diagnostics) WBS 1.6 Project Support WBS 1.7 Support to International team) WBS 1.X.Y (Level 3): Major systems WBS 1.X.Y.Z (Level 4): Major Procurement Packages (9) WBS 1.X.Y.Z.W (Level 5): Standard elements Administration R&D Engineering (design, Title III) Fabrication/Procurement Installation ITER TBM Meeting
  • Possible WBS elements for ITER TBM Each element would include: Administration Engineering (Design and Title III) R&D Materials and subcontracts (procurements) Fabrication and assembly Installation Cost would include: Labor hours, rates M&S (Procurements) Overhead Escalation ITER TBM Meeting
  • Technical Baseline must be under configuration control General Requirements Document System Requirements Documents System Description Documents Technical specifications Procedures Drawings ITER TBM Meeting
  • Acquisition Strategy: (elements and example schedule for US ITER) Ref: C. Strawbridge, ITER mtg, Oct. 2004 ITER TBM Meeting ITER PEP Section/Subsection Responsibility Draft Complete Initial Review Smooth Draft Complete IPT Review Ready for Signature Status (R/Y/G) Issues 1. Introduction and Scope Strawbridge 10/15/04 12/16-17/04 12/22/02 2. Mission Need Statement and Project Objectives Strawbridge 10/15/04 12/16-17/04 12/22/04 2.1. Mission Need Statement 2.1.1 U.S. Contributions to ITER Mission Support of Fusion Program Goal(s) 2.2 Project Objectives 2.2.1 Technical Objective 2.2.2 Schedule Objective 2.2.3 Cost Objective 3. Performance Baseline Herron 12/16-17/04 12/22/04 3.1 Performance Parameters at Project Completion 4. Project Description Strawbridge 12/16-17/04 12/22/04 5. Acquisition Strategy* Strawbridge 12/3/04 12/16-17/04 12/22/04 6. Life-cycle Costs Strawbridge 12/3/04 12/16-17/04 12/22/04 7. Work Breakdown Structure and Dictionary Herron 12/16-17/04 12/22/04 7.1 Cost Summary 7.2 Schedule Summary and Milestones 7.3 Contingency and Management Reserves 8. Organizational Breakdown Structure Strawbridge 11/12/04 12/16-17/04 12/22/04 8.1 Roles, responsibilities, authorities, accountabilities 8.2 Responsibility assignment matrix 9. Risk Management and Analysis* Herron 12/16-17/04 12/22/04 10. Systems Engineering and Value Management Planning Heitzenroder 12/16-17/04 12/22/04 10.1 Systems Engineering and Design Integration 10.2 Value Engineering and Management 10.3 Design Reviews (critical/other) 11. Resource Planning Strawbridge 11/12/04 12/16-17/04 12/22/04 11.1 Financial Management 11.2 Budget Requirements 11.3 Staff Requirements 11.4 Support Contracts 12. Planned Major Procurements (Procurement Management Plan)* Templon 12/16-17/04 12/22/04 12.1 Long-lead procurements 12.2 Other major procurements 13. Project Management Control and Reporting Systems* Herron 12/16-17/04 12/22/04 13.1 Integrated Estimating, Budgeting, and Scheduling 13.2 Work Authorization 13.3 Baseline Configuration Management and Change Control 13.4 Contingency Management 13.5 Performance (Earned Value) Measurement and Analysis 13.6 Financial and Performance Reporting and Reviews 14. Environmental Management (NEPA) Strawbridge 10/15/04 12/16-17/04 12/22/04 15. Integrated Safety Management* Strawbridge 11/12/04 12/16-17/04 12/22/04 16. Quality Assurance Plan* Skonicki 12/16-17/04 12/22/04 16.1 Inspection, testing, test evaluation, system turnover 17. Research and Development Heitzenroder 12/16-17/04 12/22/04 17.1 R&D 17.2 Alternative studies 17.3 Trade-off studies 18. Training and Operational Readiness Plans (if applicable) Strawbridge 12/3/04 12/16-17/04 12/22/04 &C&"Arial,Bold"&12PRELIMINARY PROJECT EXECUTION PLAN&RRevised 9/30/04 &C&P ITER Acquisition Strategy Section/Subsection Responsibility Draft Complete Initial Review Smooth Draft Complete IPT Review Ready for Signature Status (R/Y/G) Issues 1. Desired Outcome and Requirements Definition Strawbridge 10/29/04 12/16-17/04 12/22/04 2. Cost and Schedule Range Strawbridge 12/3/04 12/16-17/04 12/22/04 3. Major Applicable Conditions that Affect Design, Execution, Operational Requirements Strawbridge 11/12/04 12/16-17/04 12/22/04 4. Risks (Cost, Schedule, Technical, Management) and Alternatives (Technical, Location, and Acquisition Approach)--Influence on Acquisition Strategy Herron 11/23/04 12/16-17/04 12/22/04 5. Business and Acquisition (Procurement) Approach Templon 11/12/04 12/16-17/04 12/22/04 6. Management Structure and Approach Strawbridge 11/12/04 12/16-17/04 12/22/04 &C&"Arial,Bold"&12ACQUISITION STRATEGY&RRevised 10/1/04 &C&P
  • Summary Project planning and management must be in place from inception of project, must develop Project scope and technical requirements WBS and responsibilities Resource loaded schedule DOE requires rigorous management processes and documentation, projects phased with critical decisions CD-0,1,2,3,4 Everything costs more and takes longer than planned ITER TBM Meeting
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