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Project Management Tools Project management tools Tiia Uusimäki Agenda • Activity Planning Tool and Earned Value Management – Why are the tools needed? – Activity Planning tool – Earned Value Management – Earned Value Management tool at CERN – Implementation in CLIC – Conclusion • Equipment Management Folder – Product data management at CERN – Product Lifecycle Management – Product lifecycle management in RF structure development – Equipment Management Folder tool Activity Planning Tool (APT) and Earned Value Management (EVM) Need for project management tools • Scope of work ‐> Need to be defined and organized – All the work required to achieve the goal – Plenty of activities PERFORMANCE – Lots of resources Quality Scope of • Budgets ‐> Must be monitored Work – At many levels, for different activities – Avoid overruns • Schedules ‐> Need to be followed Cost Time – Long term and short term Budget Schedule • A large amount of project planning/control data need to managed • Monitoring only cost and time spent not enough – Need to know the real progress and outcome – What is really achieved with the time and money spent on the project? – Analyze the success and estimate the future of a project Activity Planning Tool (APT) • Activity Planning Tool (APT): – A web‐based tool for managing project planning data – Contains information about: • Project structure and activities included • Resources allocated and required to accomplish the tasks • Budgets • Schedules etc. – For short and long term planning – Data can be displayed /reports can be built in several different ways ‐> many possibilities to group the data • Easier to find information needed • Easier to monitor/follow particular data • Easier to make comparisons etc. Activity Planning Tool (APT) Work Breakdown Work units Structure (WBS) Work Breakdown Structure (WBS) • Method of identifying and classifying work content of a project • Presents the structure of all the activities at CERN • 9 different levels – 0‐4: Programmes, Sub‐programmes etc. – 5‐8: Operational activities (work packages, work units etc.) Levels • Project management data 5-7 mostly maintained and followed by work packages • Work package – Separate entity of work required to complete a specific job or process – A set of work assigned to a single organic entity – Budget & budget code – Consist of several work units Work Units (1/2) • Manageable and measurable entities of work – Assignable to a single person (holder) • Comprise single and concrete tasks which need to be completed – In specified schedule and with defined budget • Start & finish dates • Material & personnel resources (budgets) – Produces deliverable(s) ‐> contribution to the work package/project Work Units (2/2) • Personnel resources Category Description – People contributing to tasks PSI Staff – People paid by the budget code PFE Fellows – Personnel budget PIK In Kind PPA Paid Associates • Staff, fellows, associates PPJ Project Associates • Material resources POM Other Manpower – All the other resources needed to accomplish the task Category Description Supplies and MSP – Material budget procurement • Supplies & procurement, services, students, MIS Industrial services project associates Materials provided by MIK external sources • Deliverables Third party payments – Present the outcome of a work unit MTP (incl. doctoral/technical • Not same as an end product (a disk) students etc.) – Disk designed – Disk manufactured – Disk installed – Needed to measure the project progress (EVM) – Must be measurable (e.g. tons, meters, units) What is Earned Value Management (EVM)? • Project management method – Integrates all the three critical elements of project management: schedule, budget and scope – Measures the project progress objectively and in monetary terms • Aims at improving project control and progress monitoring – Monitor the amount of work accomplished relative to the plan (earned value) • What was planned to be completed with the money and time spent already? ‐> What has really been achieved with the money and time spent? – At different project levels (from single activities to aggregated project‐ wide levels) • Provides means to analyse project success at present and in future – Helps to find problems – Indicators help to plan corrective actions Basics of EVM • Main elements: – PV ‐ Planned Value • The portion of work expected to be completed at a given date, multiplied by the authorized budget allocated to carry out that work Derived from project plan (budget, schedule and output) – EV ‐ Earned Value • The value of completed work expressed in terms of the budget assigned to that work Reported by people related to the activity – AC ‐ Actual Cost • The costs actually incurred in accomplishing the work performed Retrieved from an accounting system (CET‐system at CERN) EVM example: • Plan: • Progress control – Objective: 10 units After 6 weeks, 6 units completed: – Schedule: 8 weeks – PV = 10 kCHF * 6/8 = 7.5 kCHF – Budget: 10 kCHF – EV = 10 kCHF * 6/10 = 6 kCHF (linearly distributed) – AC = 7 kCHF kCHF 12 10 8 PV 6 EV AC 4 2 0 Weeks 12345678 From activity level to project level • The total values for the whole project are formed by aggregating the values of single activities EVM Indices • Measure the performance/progress (at any level) ‐ Schedule variance SV = EV –PV ‐ Cost variance CV = EV –AC • Forecast/estimate the total cost and time needed to complete the project EVM tool at CERN • EVM tool integrated in Activity Planning Tool (APT) – Same work units and data used – Includes deliverables which enable the progress measuring – EVM units in blue colour Implementation in CLIC • APT already used in managing project planning data • CLIC interested in implementing EVM – Needed when the actual project will be launched • Preparations needed in early phase – Important to understand the methodology before implementation • RF Structure Development project as a pilot in CLIC – Implementation in the pre‐project phase already Pilot implementation in RF Structure Development project • Defining project elements – Work Breakdown Structure (WBS) – Work Units (budgets, schedules…) – Resources – Deliverables • Uploading data in APT • Informing and training people to use the EVM tool • Progress reporting & monitoring – Usually on monthly basis – Holder of the work unit responsible – Simple process in APT – Reminders sent automatically Work units in RF project • Derived from organization structure • 6 work packages, 13 work units (one for each year ‐> 26 in total) • Two budget codes used at present ‐> Progress monitoring only globally, not work unit by work unit – 69725 for test areas – 69723 CERN SLAC KEK ‐> WORK UNITS Uploaded data • Data uploaded already, waiting for the approval ‐> from draft to active work units • Data must be compatible with existing work units and data ‐> Personnel resources not in work units (defined in separate work unit) Work unit data • View data inside a work unit • Progress reporting and modifying data can be done easily Conclusion • APT efficient tool to manage project planning data – Lots of information provided through the same interface in different forms (schedules, budgets, resources…) • EVM enables monitoring the project progress at several levels throughout the whole lifecycle of a project – Early warning of problems – Pinpoint the problems • EVM enables estimating total project costs and duration • EVM facilitates deciding on/taking corrective actions • APT/EVM tool provides several advantages if – Project is defined in a coherent way (WBS, resources and deliverables) – Users understand and know how to use it correctly – Progress reporting is done properly Equipment Management Folder (MTF Travellers) Product Data Management • A huge amount of product and engineering data stored in CERN databases Management – Design data of product lifecycle data – Manufacturing data Management of – Testing data etc. product data • Tools are needed to Management manage these data of CAD‐data – To enable easy and fast access to data – To ensure data consistency and accuracy etc. • Increasing need for more comprehensive data management ‐> Product lifecycle management tools Product Lifecycle Management (PLM) • Intention to build an integrated Product Lifecycle Management (PLM) platform • Aim to link all the information related to one item/product to one common database • Whole lifecycle can be followed • PLM = EDMS at CERN Design Dismantling Manufacturing • Integration CERN EDMS work under way Maintenance Installation Commissioning An item‐centric approach • Idea is to link all information about a part/assembly to an item • The Item will become the carrier of information and point of navigation throughout all the different project phases and different information systems used at CERN – Easier to find the information – Allows grouping of information that belongs together – May improve the workflow of approving designs 3D Item CNC Model FEA 2D Specifications An item‐centric approach • All the information through the lifecycle can be monitored Item 9Drawings 9Manuf. 9Installation 9Maintenance 9Material 93D Models procedures procedures procedures composition 9Specifications 9Test 9Installation 9Spare part 9Recycling 9FEA procedures drawings documentation procedures 9CNC 9Equipment 9 Safety & interchange‐ 9Safety 9Standard parts classification procedures ability info. procedures Design Manufacturing Installation Maintenance Dismantling CERN EDMS • Not equal to one single system but a set of interfaced applications • Links together all the applications and databases Product
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