Post on 06-Jul-2020
transcript
Design,
Integration and
Project
Management of
Complex
Engineering
Projects
Alexander Walsh
Executive General
Manager Engineering at
ASC Pty Ltd
Agenda
Brief introduction to me, ASC and major programs
Introduction to Project types and Project Lifecycle
Organisational development of projects
Roles of Designer, Platform and Combat system
integrator, Programme manager
About the importance of Engineering and related
topics
2
Major Projects
Rolls Royce 1982-1989
Steam Generating Heavy Water
Reactor. 1989-1991
Sizewell B (1991-1999)
AMEC/EDF 2009-2013
About ASC
9
ASC has facilities in Adelaide, SA
and Henderson, WA.
ASC - Major Projects
Collins Class submarines
Among current largest conventional submarines in the world
6 boats built : 1990-2003
10
ASC - Major Projects
Hobart class Air Warfare Destroyer
3 ships being built
11
Hobart class Air Warfare
Destroyer
Length: 146.7 metres
Beam: 18.6 metres
Draft: 7.2 metres
Full Load Displacement: 7,000
tonnes
Top Speed: 28+ knots
Range: 5,000+ nautical miles
at 18+ knots
Crew: approx.1806 boats built
: 1990-2003
Project Complexity
Context
Project
Leadership
Style
Staff
Characteristics Example
Simple Local and Small Project Top-down Like defined tasks Ship Repair
House Build
Complicated
but
Reductionist
Cause & Effects
discoverable
Known unknowns
Fact based
More than one right
answer
Top-down
Like defined tasks • Design and Produce a
jet engine
• Control 2010 Upgrade
Complex A • Change & Unpredictability
• No obvious right answers,
emergent instructive
patterns
• Many competing ideas
• Need for creativity
• Pattern based
leadership
• Sense, analyse
respond
• Listen to
conflicting ideas
• Comfortable with
ambiguity
• Emotional
intelligence
• System thinking
• Defence Systems
• Integration
• Space
• Explanation
Complex B Wicked problems
• requirements volatile
• constraints changing,
• stakeholders can't
agree
• target is constantly
moving,
• Probe, sense,
respond
• limited
experiments
As above • Organisational Redesign
• Culture change
programmes
• National programme for
IT in the UK NHS
Adapted from Project Management Association, Project
Perspectives 2013, Gorad, White, Gandi & Sauser
Changing Focus in Project Lifecycle
13
Functional design CAD Model Procure Build Completion Test and
Commission
System Contract Area Area System Area/System
Another View of the Project
Lifecycle
Enthusiasm
Frustration
Panic
Assigning the blame
Bayonetting the survivors
Rewarding the non-contributors
14
Changing Responsibilities in Project
Lifecycle (1)
15
Designers
Designers
Builder,
Suppliers,
Maintainer
• Focus on project life
• Test, evaluate, adjust cycle
• Adaptive to change
• Focus on efficiency and execution
• Defined tasks
• Agility to cope with design change
• Regular organisational transitions of
accountability and responsibility
• Focus on asset life
• Continuous learning and
reduction of uncertainty
• Proceduralised and
repetitive tasks
Changing Responsibilities in Project
Lifecycle (2)
16
Construction Manager
Commissioning Manager
Completions
Management
H
Disrupts Efficiency Risks Program
Project Organization Development
Plan Mobilization plans – common
Culture and organizational change strategy not
properly addressed.
Leads to
Insecurity for individuals
Confused accountability
Power Hogging and Change resistance
Mismatch between individuals and culture
required – Innovation or Schedule driven?
17
From Chaos to Control
18
Ambiguity, Variability, Change
Lean Production
Engine
Clarity, Stable,
Smooth
Outcomes
$ Cost of
Change
Readiness Decision
Gates.
Maturity Measures?
Don’t start unless you
can finish.
Integrated Solution for Maximum Productivity
Engineering
Stable Mature Design
Engineering Flexibility (Agility)
Decision Making Authority Design Control
Organisation
Aligned Focused Leadership
Integrated Information Management Systems
Commercial Arrangements
Continuous Improvement Culture
Production
Production Method
Production Management
Production Infrastructure and Tools
Procurement
Supply Chain Management
Strategic Key Supply & Developed
On-Time Procurement
Artefacts at Decision Gates –
Engineering Templates System level
Systems Description
Process and Instrumentation Diagrams
Single Line electrical Diagrams
Control Logic
System design substantiation
Test and Inspection Plan
Isometrics
Design codes and standards
etc
Component Level
Specification
Procurement Contract
Erection contract
Location
Quality Plan
Factory acceptance tests
Interface specifications
Etc
20
Cabling
Parent Child Relationships
Routings
Cable Type
Connection details
Segregation group
etc
Structures
Structural drawings
Penetration, foundation/seat drawings
Weld specifications
Inspection plan
Etc
Software
Operational Concept Document
Performance Specification
Requirements definition document
Unit/sub-systems test
procedures/results
Interface specifications
IPDE Concept
RAN (Operator)
DMO (Contract Authority) Design Authority
Supplier
Other roles, such as...
Platform SystemsIntegrator
Platform SystemsMaintainer
Combat Systems Maintainer
Disposal
Master Product
Management · Authority / Governance· Service Level Agreements· Policy
Information Traceability
Requirements Management
Certification Management
LogisticsConfiguration Management
· Standards· Regulations· Schema· Digital Product· IP & Export Controls
Change Management
· Security & Access· Information search and navigation· Document Management· Data quality management· Business process management· Data integration
Concept Design
Acquisition
Preliminary Design
Acquisition
Detailed Design
In-Service
Operate
In-Service
Maintain
In-Service
Capability Enhancement
Disposal
Designer
IPDE
IPDE Concept for SEA1000© ASC 2013
Data
Data
Process
Technology
Acquisition
Build
· Class Capability Integrator· Platform· Combat· Engineering
· Platform System Build· Support System Build· Project Management· Workforce Services· Facilities· Integrated Logistics Support
· Materials & Inventory· Spares Management· Tests & Trials· End User Training· In Service Support· Crewing
· Sub Contractor· Part Supplier· Materials Supplier
Materials Management
· Asset Management· Availability Management· Performance Management· Contract Management
· Platform· Combat· Support System· Engineering
· Project Management· Platform System Maintenance· Spares Component Build· Materials & Inventory Control· Workforce Services· Facilities Maintenance· Integrated Logistics Support
· Collaboration· Orchestration· Visualisation
IPDE Kernel
IPDEFoundation
Risk Management
QualityManagement
· Combat System Maintenance· Spares Component Build· Materials & Inventory Control
Platform SystemsIntegrator
· Platform System Enhancement· Support System Enhancement· Project Management· Workforce Services
Combat Systems Integrator
· Project Management· Combat Systems Integration· Workforce Services
Combat Systems Integrator
· Project Management· Combat Systems Integration· Workforce Services
Product Safety CDRL Management
Ship/Submarine Integrator
22
6 Core competencies The Ship/Submarine Integrator is
an intelligent customer of ship or
submarine designs who co-
ordinates the industrial entities
involved in build and maintenance
to ensure a seaworthy ship or
submarine is delivered to the
Royal Australian Navy and
supported throughout its
operational life.
Engineering Aspects of the
Integrator
23
• Australian Context
• Demonstrating Technical Integrity
• Influencing the designer
• Co-ordinating verification activities
• Industry co-ordination:
• Knowledge Management
• Contracts
• Risk management
• Information and change management
• Technical integrity demonstration management
• Integrated Product Development Environment Management
• Submarine/ship systems technology management
(American Production and Inventory Control Society)
Some Laws of Project Management
Projects progress quickly until they are 90% complete.
Then they remain at 90% forever
If the project content is allowed to change freely, the rate
of change will exceed the rate of progress.
When things are going well something will go wrong.
When things just cannot get any worse they will. When
things appear to be getting better you have overlooked
something.