Managing Projects with - About | openSE

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Managing Projects withPart 3

Table of Content

Project Planning & Scheduling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Product Breakdown Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Work Breakdown Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

RACI Matrix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Scheduling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Project Costing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Cost Estimating . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Budgeting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Project Planning & Scheduling

Typology

2 types of project schedules

Master Schedule~ Summary Schedule

MasterplanCalendrier directeur

Coordination Schedule~ “PERT”, Gantt chart

Activity networkCalendrier de coordination

Strategic levelThe whole projectIntuitive approach

Tactical levelOne or a few phasesAnalytical approach

One page/slideCan be in the Project Roadmap

Several pagesCan be in the PMP

This work is licensed under a Creative Commons Attribution – Share Alike 3.0 Switzerland License. Pierre Bonnal

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FINALIZECOMMISSIONBUILDDESIGNSTUDYINITIALIZE

Initiators

Master ScheduleWhen and which effort?

Master Schedule preparation

Master Schedule (re)validation

Project Board

Master Schedule updateStudy Team

Master Schedule updatesProject Team


Coordination ScheduleWhen and which effort?

Study Coordination Schedule* preparation (if needed)Study Team

Project Coordination Schedule* updatesProject Team

Study Team

Project Coordination Schedule* preparation

* incl. PBS, WBS, LoA (list of activities), RBS, RACI matrix

Managing Projects with --- Part 3 Pierre Bonnal

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MayAprilMarchFeb.Jan.Dec.Nov.Oct.Sep.

BRZ•KITE project launched

CDR released Perform Basic Design

Perform Engi neering Design TDR released

Make & Test PrototypeSet Supply Chain

Perform Detailed Design of Manufacturing Facility Procure Equipment & Tooling

Perform Civil Engineering WorksInstal & Commission Equipment & Tooling

Ramp-up Production1st batch ofkites shipped

Coordination Planning & SchedulingA three-step process

q Identifying the project activities

w Identifying the resources available, estimating the resources required

a Gantt chartMicrosoft Project Gantt chart® ®

ProjectWizard Merlin Gantt chart® ®

The Work Breakdown Structure (WBS)

The RACI Matrix

e Scheduling the activities

The Coordination Schedule


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Coordination Planning & Scheduling

3 possible approaches

Intuitiveapproaches

Analogicalapproaches

Analyticalapproaches

creativitytechniques Practice Standard

for Work BreakdownStructures

q Identifying the project activities

PMBOK Quintilianheptameter

-inspired

Coordination Planning & Schedulingq Identifying the project activities Ú analogical approaches

> Approach sold as systematic,but not that much!

> Global lessons learned collectedby the Project Management Institute

NASA's Work Breakdown Structure Handbook (NASA/SP-2010-3404)Project Management Institute's Practice Standard to Work Breakdown Structures


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Coordination Planning & Schedulingq Identifying the project activities Ú analogical approaches

Project Management Institute's Practice Standard to Work Breakdown Structures

Coordination Planning & Schedulingq Identifying the project activities Ú analytical approach

> Inspired from the Quintilian heptameter

Marcus Fabius Quintilianus(c. 35 – c. 100 CE) was a Roman

rhetorician from Hispania, widely referred to in medieval schools of

rhetoric and in Renaissance writing

quiswho

quidwhat

ubiwhere

quibus auxiliiswhich means

curwhy

quomodohow

quandowhen

1=! Describing the final deliverable(s)

The Product Breakdown Structure (PBS)

1=@ Deriving the Work Breakdown Structure (WBS) from the PBS

The WBS top nodes, then the WBS-matrix

1=# Generating the list of activities from the WBS-matrix

The activity portfolio


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Computing / Software

Construction

Industrial Plants

New ProductsNew Services

Events

Training / HR

Organizational

Complex Systems

the buildingthe facilitythe system

the prototype

the product (item)+ the supply chain

(i.e. the manufacturing facility)

the software

It can become a rather complex mix of “objects”

Qty11122222121122122262221111

Component specication1800 mm × 700 mm ; 0.5 m2 ; Polyamide 5.5 nylonReinforced polyamide nylonReinforced polyamide nylonReinforced polyamide nylonReinforced polyamide nylonReinforced polyamide nylonØ6 mm × 1100 mm ; carbon rodØ6 mm × 600 mm ; carbon rodØ6 mm × 550 mm ; carbon rodØ6 mm × 120 mm ; carbon rodCycolac ABSCycolac ABSCycolac ABSCycolac ABSØ10 mm × 0.4 mm2 ; stainless steelØ10 mm × 0.4 mm2 ; stainless steelØ10 mm × 0.4 mm2 ; stainless steelØ10 mm × 0.4 mm2 ; stainless steel0.1 mm2 × ca. 800 mm ; nylon rope 0.15 mm2 × ca. 800 mm ; nylon ropeØ20 mm × 1 mm2 ; stainless steel20 mm width nylon strapCycolac ABSTransparent nylonPrinted material ; A6 formatPrinted material ; A6 format

Fabrics

Carbon rods

Moulded ABS parts

Rings (COTS)

Rope & strap

Printed materialBag

ID0102030405060708091011121314151617181920212223242526

Component descriptionWing surface (canopy)Nose reinforcement pieceTail reinforcement pieceWisker reinforcement pieceWing end reinforcement pieceWing side reinforcement pieceWing side yardRear yardLongitudinal yardWiskerNose yard junction teeCentral crossWisker junction teeWing side junction teeCentral tying ringWing end tying ringWing side tying ringLine attachment ringTieLineHandle ringHandleLine winderStorage bagUser's manualSafety instructions

BoM

ProductBreakdownStructure

PBS


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BRZ·KITE

Fabrics

Carbon rods

Moulded ABS parts

Rings (COTS)

Rope & strap

Storage bag

Printed material



Product Breakdown Structure

moniteur de positionaimant correcteur dipolaireaimant sextupolaireaimants quadripolairesaimant dipolaire

moniteur d'intensité

moniteurs de profil

zone

expé

rim

enta

le

Onduleur

RFInjection

faisceau d'électrons

Projet




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Servicesélectriques

Bâtiments

Aéraulique

Hydraulique

Matériel Logiciel

Supervisioncentrale

Automatesprogrammables

moniteursde position moniteur

d'intensité

moniteursde prof l

Cavités Klystron

Guides d'ondes

KickersSeptum

CorrecteursOnduleur

DipôlesQuadripôles

Sextupôles

Pompes

Jauges

Chambres

Infrastructures

Systèmes de supervision

Équipements ancillairesInstrumentation du faisceau

Système d'accélération

Convertisseurs de puissance

Éléments magnétiquesSystème vide




What is an activity??a.k.a. work unit

] ≠ deliverable!

] consumes time

action verb (infinitive tense) + noun]

To avoid confusion, clever professional practices (e.g. MIL-HDBK-245B + appendix A) and severaltextbooks suggest to label activities as follow:

] consumes resources

] has start and end dates

] creates (a) deliverable(s)

] is measurable

] is assignable to one project participant

Some examples:Manage the projectPrepare PM documentsPerform detail design of wing surfaceSupply rope & strapsCFT for moulded ABS parts

An activity:

and only one!


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What is an activity??An activity:

] consumes time Yes, but within certain limits!

] No definitive answer!

] No more than 5% to 10% of the project duration

] No more than 13 weeks (long lead projects)

] One or up to 1% of level-of-effort activities

What is the maximum duration?

] No definitive answer!

] But not more than 400 activities, otherwise difficult to manage

And how many activities on a coordination schedule?

activities vs. planned activities #748


What is a deliverable??a.k.a. result

] ≠ activity!

noun + verb at past participle tense]

Some examples:bzh-kite designedbzh-kite specifiedbzh-kite prototype testedbzh-kite manuf. facility commissioned

] ≠ product!e.g. the brz-kite

Deliverable is a term used [...] to describe a tangible or intangible object produced as a result of the project that is intended to be delivered to a customer (either internal or external).A deliverable could be a report, a document [...] or any other building block of an overall project. en.Wikipedia.org

] ≠ milestone!


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Deriving the Work Breakdown Structure (WBS) from the PBS1=@

PBSBoM

WBS top nodes

Project management andsystem-level design activities

Development activities associated with sub-systemsand product components

A slightly refurbished PBS

System-level integration, validation, refinement and ramp-up activities

Genericactivities

WB

S t

op n

odes


Generating the list of activities from the WBS-matrix1=#

For each cell of this matrix,count how many activitiesare required to managethe project efficiently

1 One activityshall be planned

nA few activitiesshall be planned (cf. activity def.)

Sum < 400 act.


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Man

age

the

proj

ect

Prep

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Perf

orm

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Prep

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Neg

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Prep

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Generating the list of activities from the WBS-matrix1=#Generic activities suited to a construction projectì

Man

age

the

proj

ect

Prep

are

PM d

ocum

ents

Perf

orm

mar

ketin

g/sa

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ities

Perf

orm

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ail d

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ign

Perf

orm

IP /

pate

nt re

late

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tiviti

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epar

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ocur

emen

t spe

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and

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Des

ign

and

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Prep

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Generating the list of activities from the WBS-matrix1=#Generic activities suited to a NPD projectì


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Genericactivities

WB

S t

op n

odes

LoA


Generating the list of activities from the WBS-matrix1=#

1 2 11

11 1

1 3 11 1

1 1 111 1

2 1 11 4 11

1 21 1 3

2 1 1

The list ofActivities

(~Work Units)level n

> Work packages = level 1 of the Work Breakdown Structure

> Activities = the leaves ( ) of the WBS (from level 2 to level 6 max.)

> There is no requirement to have all activities at a same level!


the Project

the WorkPackages

Sub-WP'sor CWP's

(Contractor WP)

level 0

level 1

WBS


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WorkBreakdownStructure

ProductBreakdownStructure

PBS RBSWBSGenericActivities

ResourceBreakdownStructure

BoM

Bill ofMaterials

List ofActivities

Project Breakdown Structure

OrganisationalBreakdownStructure

OBS

to be movedto facility, itemand/or assetmanagementsystems afterthe project iscompleted

CBS

CostBreakdownStructure

w Identifying the resources available, estimating the resources requiredCoordination Planning & Scheduling

2=! Identifying the resources that are available

The Resource Breakdown Structure (RBS)

2=@ Estimating the resources that are required

See section dedicated to Project Costing

2=# Assigning resources to activities

The RACI Matrix

2 types of resources

Renewableresources

Non-renewableresources


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2=# Assigning resources to activities Ú RACI Matrix

RBS

List

of

acti

viti

es

RIs required

XExecutes

FFollows up

IIs informed

HProvide help

for each cell of the matrix, resourceimplication is elicited



RIs required

XExecutes

FFollows up

IIs informed

HProvide help

XIs responsible

F

X

F

X

F

Participateto decisions

X

F

I

H

X

F

I

H

X_

F_

I-

H_

Only one per row


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XIX

F XI I

II

RFFF

XX

I I

II I RFFF

XX

XI

XF

XXXXH

HII H

RBS

List

of

acti

viti

es

The purpose of this RACImatrix is twofold:

1. identifying the required resources (‘X’,‘R’ and sometimes ‘F’ and ‘H’)

2. organizing information circulation (mailing lists)

MicrosoftExcel spreadsheet

®

®

3=! Estimating the duration of the activities

Defining technical constraints between activities3=@

If required, defining resource constraints3=^

If required, defining temporal constraints3=$

Coordination Planning & Schedulinge Scheduling the activities

If required, getting rid of loops3=#DSM (Design Structure Matrix)

Calculating earliest/latest start/finish dates, floats + critical path(s)3=%PDM (Precedence Diagramming Method) + Gantt Chart

RCPS (Resource-Constrained Project Scheduling) + Gantt Chart

Calculating (earliest) start/finish dates and floats3=&


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Project Costing

Project CostingA three-step process

q Estimating the resources required to perform the project

w Budgeting the resources allocated to the project

The (project) Cost Estimate

The (project) Budget Document


Initiators

Project CostingWhen and which effort?

Preliminary Cost Estimate (study + project) preparation

Budget Document (re)validation

Project Board

Cost Estimate (project) refinement/update

Study Team

Cost Estimate + Budget Document updatesProject Team

Initial Budget Document (study + project) preparation

Budget Document (project) refinement/update


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Project Costing

4 families of cost estimating approaches

Globalapproaches

Modularapproaches

Detailedapproaches


the project is analysed as a whole estimates donefor each activity

top-downanalogical

parametric(Cost Estimation

Relationship)

bottom-upanalytical

Intuitiveapproaches

rules-of-thumb

Project Costingq Estimating the resources required to perform the project

DECOMMISSIONOPERATE & MAINTAIN

FINALIZE

COMMISSIONBUILDDESIGNSTUDYINITIALIZE

t

incomes

expenses

Which costs (and incomes) to take into account??

projectfront-end

costs

operations andmaintenance

costs

dism.costs

development costs


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Which costs to take into account??

Services

Renewable resources

RESOURCES

Tooling

Vehicles

Space

Equipment*

EquipmentParticipantsInternal

External*

External*

Goods In-kindboth

Equipment

Financial

Non-renewable resources

Goods

Services

both

UtilitiesWater

Sewage

Energycontractsagreements

workload currency(person∙week, person∙month, etc.)

monetary currency(CHF, EUR, GBP, USD, JPY, etc.)


Which costs (and incomes) to take into account??

Only chargeable costs shall be considered !]

Cash flows that are distorded (i.e. suppressed or modified)]

Cash flows that are generated by the project]

Past or irrecoverable costs: no!]

Renunciation costs: yes!]

Unquantifiable costs: no!]

Cash flowsof the project =

Cash flowsof the organisation

with the project−

Cash flowsof the organisationwithout the project

These costs will existwhatever the decision

E.g. the consequence of stoppinga project that is already on-going

Benefits sometimesreplace incomes


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Project Costing

Global approaches


1=! Estimating with global approaches

Linearregressions

Chiltonlaw

Freimanprinciple

Distanceweighing

and from tables


Dealing with price escalation?

weighing coefficients so that:

where

appropriate economical indices


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1=@ Estimating with modular approaches

Project cost as a function of several sizing parameters:

Software:

TruePlanning® [PRICE System] (www.pricesystems.com)>

where are the sizing parameters

Cost+ [3f] (www.3f-fr.com)>COCOMO for IT projects (csse.usc.edu)>

Handbook:

ISPA (International Society of Parametric Analysts)Parametric Estimating Handbook (www.ispa-cost.org)



FINALIZE


t

incomes

expenses

1=# Estimating with detailed approaches

projectfront-end

costs

operations andmaintenance

costs

dism.costs

development costs

PBS WBS

does not exist that muchin scientific facilities!

does not exist that muchin scientific facilities!

past andirrecoverable

costs

past andirrecoverable

costs


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FINALIZE


Which accuracy can be obtained??

FeasibilityStudy

OpportunityStudy

BasicDesign

DetailedDesign

Global Modular Detailed

±30% ±20% ±10% ±5%

ConceptualStudy

OpportunityStudy

SystemDesign

DetailedDesign

Global Detailed

±30% ±20% ±10% ±5%

Detailed

Process industry projects

New product development projects

imprecision ≠ uncertainty!

deterministicnature

probabilisticnature



FINALIZE


How to deal with interest rates and future price escalation??

cost of money ≠ price escalation!

interest rates(financial concept)

inflation(economical concept)

All CF’s shall be set as if they were paid now!]

t2019now

In Cost Estimate and Budget, all figures in CHFnow

E.g. a payment to occur in 2019


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± kCHF

± p·yr

Cost EstimateEditorial Process

Verification:> Some other Key Study (or Project) Participants+ some experts in the fields

> Authoring: Study (or Project) Manager+ a few Key Study (or Project) Participants

Validation:> Study (or Project) Manager

Typical Content

The figuresand theiraccuracy

The approach used (global, modular, detailed)The assumptions (incl. sourcing of economicalrates and indices)

A comprehensive

cost breakdown

is appreciated!

Project Costingw Budgeting the resources allocated to the project

BudgetDocument

CostEstimate

± kCHF

± p·yr

whichbecomes

kCHF

p·yr

#748

TAB orTotalAllocatedBudget

– +Logically:

MicrosoftExcel spreadsheet

®

®


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Project Costingw Budgeting the resources allocated to the project

BudgetDocument

kCHFp·yr

#748

TAB orTotalAllocatedBudget

BAC orBudget atCompletion

PMR orProjectManagementReserve

WBSCBS Cost

BreakdownStructure

or

Budget DocumentEditorial Process

> Verification:

at CostCenterlevel

at WorkPackagelevel

Project Board

Project Manager

> Validation:

Some other Key Study (or Project) participants+ some experts in the field

> Authoring: Study (or Project) Manager+ a few Key Study (or Project) Participants

Study Manager


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