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Introduction to Project Management
Malcolm Kear
EFTS/EODI Training Programme
Wednesday, 10 June 2009

Course Objectives
 To provide participants with:
– An awareness of the importance of applying good
practice Project Management in projects of any size.
– An understanding of essential elements, including the
Leadership Role of the Project Manager, Project
Planning, Risk Management and Stakeholder
Engagement.
– An understanding of the principle elements of design
control to be applied within projects at Culham.

Culham Challenges
 “What are the particular technical challenges
facing projects at Culham?”
– Research environment
• requirements may be hard to define and may change
• producing one or a few items rather than production line
– Uncertainties of leading edge R&D 
• solutions may have to be developed, including possibly new
technologies
• ‘first of a kind’ so planning and estimating is difficult
– Need to balance the desire to get maximum
performance versus achieving acceptable
reliability/availability

Culham Challenges
 “What are the particular management challenges
facing projects at Culham?”
– Requirements hard to define and may evolve
– Risk Management (all aspects) crucial but difficult
– Cross functional team composition
– Competing pressures on resources, e.g. design office
– Working with scientific organisations not used to project
and QA disciplines  planning may be poor
– Collaborative agreements rather than contracts
– Political - EC funding requirements
– Growing funding pressures due to ITER

What is a Project?
“Unique process consisting of a set of coordinated and
controlled activities with start and finish dates,
undertaken to achieve an objective conforming to
specific requirements, including constraints of time, cost,
quality and resources”
 A Project is a planned set of activities
 A Project has a scope
 A Project has time, cost, quality and resource constraints

What is Project Management?
 The art of organising, leading, reporting and
completing a project through people

What is Project Management?
 A project is a planned undertaking
 A project manager is a person who causes things
to happen
 Therefore, project management is causing a
planned undertaking to happen.

Exercise 1
 Write down three attributes of a good Project
Manager

Project Manager Role
 A Good Project Manager
– Takes ownership of the whole project
– Is proactive not reactive
– Adequately plans the project
– Is Authoritative (NOT Authoritarian)
– Is Decisive
– Is a Good Communicator
– Manages by data and facts not uniformed optimism
– Leads by example
– Has sound Judgement
– Is a Motivator
– Is Diplomatic
– Can Delegate

Stakeholder
“A person or group of people who have a
vested interest in the success of an
organization and the environment in which
the organization operates”

Exercise 2
 Write down three typical project stakeholders

Exercise 2 - Typical Stakeholders
 Sponsor
 Funding Body
 Customer
 Suppliers
 End User
 HSE/Environmental Agency
 Maintenance Team
 Neighbours/Community/Shareholders
 Fusion Community
 Interfaces

Stakeholder Engagement process
 Identify Stakeholders
 Assess needs
 Define actions
 Establish communication channels
 Gather feedback
 Monitor and review

The Project Process
Project
set-up
Major
Project
Proposals
Project
Definition Conceptual
Design Scheme
Design Detailed
Design
Tender
Invitation &
Assessment
Manufacture
Equipment Install
Equipment
Confirm
Completion
Test &
Commission
Project
Review
Appoint Project Sponsor
Assess Project Priority
Assess Budget Implications
Est. Proj. Deliverables and Objectives
Appoint Project Leader
Approve Project Set-up
Draft Statement of Requirements (SoR)
Review & Approve SoR Identify
Resources Appoint Project
Team Produce & Maintain
Procurement Plans
Undertake Project Risk Assessment
Prepare Project Boundary Document
Develop Project Management Plan (PMP)*
Raise initial TCD-R/PERF**
Prepare Preliminary Conceptual Design**
Raise/Extend/Update initial TCD-R/PERF
Prepare Outline Conceptual Design
Define Design Constraints Prepare
Interface Requirements Spec. (IRP)
Finalise Conceptual Design
Hold Conceptual Design Review (CDR)
Clear CDR Issues
Initiate Modification Safety Case
Update PMP
Approve Proceed to Detailed Design
Raise/Extend Sub-system TCD-Rs/PERFs
Agree Classifications & Interfaces
Prepare Sub-system Scheme Design
Hold Sub-system Scheme Design Review (SDR)
Clear Sub-system SDR Issues
Update PMP
Use TCD-I/MMAC for Sub-system SD Approval
Extend TCD-Rs/PERFs
Prepare Sub-system Detailed Design Hold
Detailed Design Review (DDR)
Clear Sub-system DDR Issues
Use TCD-I/MMAC for Sub-system DD Approval
Prepare Final Documents including:
- Design Documents., Machine Compatibility
Documents., Safety Case Modification
Compile Tender Docs.***
Send out Invitations (ITTS)
Hold Clarification Meetings
Receive Tenders
Evaluate Tenders
Arrange site visits
Approve changes to Specs.
Choose preferred Company
Raise Contract Documentation
Place Contract
Hold Kick off Meeting (KOM)
Clarify Issues (Quality Plan)
Monitor Progress
Witness key Procedures
Complete Release Note
Approve Complete Package****
Approve Release Note
Pack & Dispatch Equipment
Receive Equipment
Pre-test Equipment
Install equipment
Test Equipment against Test Schedule
Commission Complete System
Confirm Technical Completion
Review Project Records Complete
Handover Documents Resolve
Reservations Obtain
Acceptance of Completed Project
Initiate Project
Undertake Design
Implement Project
Complete Project
EFDA/CSU/JOC Management
Project Leader/Project Team/EFDA/CSU
Project Team/IRP/EFDA/CSU/JDC
Project Team/Interfaces
Project Team/Interfaces/EFDA/CSU/JDC
Project Team/ICM
Project Team/ICM/EFDA/CSU
Project Team/EFDA/CSU
Project Team/CSU
Undertake Post
Project Review
Project Team/Contracts/EFDA
Project Team/Contractor/ICM
Prepare Technical Design
Ensure Machine Compatibility Prepare
Safety Case Modification
*** These will comprise:
- Technical Specification
- Drawings
- Contractual Requirements
Note: Overall Project
Management and Reporting will
be as defined in the Project
Management Plan (PMP)
**** This includes
supporting documentation
Gate 4
Gate 1 Gate 2 Gate 3
Gates (Formal Decision Points)
See accompanying notes
Gate 0
Project Justification
- Approve Project Definition
Design Approval
- Approval of
Final Documents
Readiness for
Manufacture
- Approval to
place Contract
Readiness for Operation
- Acceptance of System
Strategic and Budgetary
Approval
Undertake Tender
* This will include:
- Initial WBS, OBS and CBS
- Project Plan
- Risk and Procurement Strategies
** These will only take place here
for large projects demanding DO
effort for preliminary Conceptual
work
UNCONTROLLED
WHEN PRINTED

Key Points in Project Set-up and Definition
 Create Project Management Plan (PMP)
 Be clear of scope and objectives
 Establish clear statement of what is to be
done (WBS)
 Establish Risks to be Managed
 Establish Costs and Durations
 Establish Resources Required

Project management Plan - PMP
 Master Document for Project
 Defines the following:-
 Project Objectives, Scope, Deliverables
 Stakeholders (Internal & External)
 Work to be done (WBS)
 Project Organisation and Resources (OBS)
 Project Costings (CBS)
 Project Schedule
 Procurement/Contract Strategy
 Risk Management
 Quality management
 Change Management

Project Planning
 Adequate planning leads to the correct
completion of work

Planning
 Inadequate planning leads to frustration
towards the end of the project & poor
project performance
Project Start Project End

Work Breakdown Structure (WBS)
 The Work Breakdown Structure is the
foundation for effective project planning, costing
and management.
 It is the most important aspect in setting-up a
Project
 It is the foundation on which
everything else builds

Work Breakdown Structure - Definition
“A Work Breakdown Structure (WBS) is a
hierarchical (from general to specific) tree
structure of deliverables and tasks that need
to be performed to complete a project.”

Example WBS - Top Level ILW Project
Be
Recycling
1.1.1.0.0
Bulk W
Divertor
1.1.2.0.0
W Coatings
1.1.3.0.0
Markers
1.1.4.0.0
R&D
Management
1.1.5.0.0
Research &
Development
1.1.0.0.0
Sliced Be
Tiles
1.2.1.0.0
Bulk Metal
Tiles
1.2.2.0.0
W Coated
CFC Tiles
1.2.3.0.0
Embedded
Diagnostics
1.2.4.0.0
Engineering D&M
Management
1.2.5.0.0
Bulk W
Tiles
1.2.6.0.0
Component Inspect
& Re-pack
1.2.7.0.0
Engineering
Design & Manufacture
1.2.0.0.0
Remote
Handling
1.3.1.0.0
Torus Installation
Group
1.3.2.0.0
Waste Man.
Group
1.3.3.0.0
Vacuum
Group
1.3.4.0.0
ILW Tile Removal
& Replacement
1.3.5.0.0
EP2 Shutdown
Management
1.3.6.0.0
EP2
Shutdown
1.3.0.0.0
Overall Project
Management
1.4.1.0.0
Contractual
Management
1.4.2.0.0
Safety & HP
Management
1.4.3.0.0
Quality
Management
1.4.4.0.0
FZJ Contract
Management
1.4.5.0.0
Project
Management
1.4.0.0.0
Assess JET
Be Stocks
1.5.1.0.0
Prepare & Ship
JET Be
1.5.2.0.0
Be
Recycling
1.5.0.0.0
Sliced Be Tiles
Install Prep.
1.6.1.0.0
Bulk Metal Tiles
Install Prep.
1.6.2.0.0
W Coated CFC
Install Prep.
1.6.3.0.0
Embed. Diag.
Install Prep.
1.6.4.0.0
Install Prep.
Management
1.6.5.0.0
Install Prep.
Bulk W
1.6.6.0.0
Install Prep.
Other Activities
1.6.7.0.0
Installation
Preparation
1.6.0.0.0
Engineering
Design & Manuf.
1.7.1.0.0
Erosion/Deposition
Assemby & Calib.
1.7.2.0.0
Erosion/Deposition
Installation
1.7.3.0.0
Erosion/Deposition
Management
1.7.4.0.0
Erosion/Deposition
for ILW
1.7.0.0.0
ITER-Like
Wall Project
1.0.0.0.0

Example WBS - Top Level TSCL Project
Key Project
Milestones
1.1.1.0.0
Key Project
Deliverables
1.1.2.0.0
Key ITER
Milestones & IPL
1.1.3.0.0
Overall
Management
1.1.4.0.0
Safety & HP
Management
1.1.5.0.0
Risk
Management
1.1.6.0.0
Quality
Management
1.1.7.0.0
LIDAR Project
Management
1.1.0.0.0
Overall Cluster
Co-ordination
1.2.1.0.0
Performance
Analysis
1.2.2.0.0
LIDAR
Neutronics
1.2.3.0.0
Scattering
Theory
1.2.4.0.0
R&D
Tasks
1.2.5.0.0
Radiation
Effects Data
1.2.6.0.0
Remote
Handling
1.2.7.0.0
Item
Test Unit
1.2.8.0.0
Engineering
Analysis
1.2.9.0.0
LIDAR System
Concepts
1.2.0.0.0
Lasers
1.3.1.0.0
Laser
Layout
1.3.2.0.0
Laser Beam
Combiner
1.3.3.0.0
Laser
Systems
1.3.0.0.0
Collection
Optical Design
1.4.1.0.0
Collection
Windows
1.4.2.0.0
In-Vacuum
Collection Mirrors
1.4.3.0.0
Ex-Vacuum
Collection Optics
1.4.4.0.0
Collection Optics
Mechanical Design
1.4.5.0.0
Spectrometer
System
1.4.6.0.0
Detectors
1.4.7.0.0
Alignment
System
1.4.8.0.0
Calibration
System
1.4.9.0.0
Collection
Optics
1.4.0.0.0
Laser Path
Optical Design
1.5.1.0.0
Laser
Windows
1.5.2.0.0
Plasma Facing
Laser Mirrors
1.5.3.0.0
Other Laser
Mirrors
1.5.4.0.0
Laser Path
Mechanical Design
1.5.5.0.0
Beam
Dump
1.5.6.0.0
Alignment
System
1.5.7.0.0
Calibration
System
1.5.8.0.0
Laser Path
Optics
1.5.0.0.0
Control System
Interface Definition
1.6.1.0.0
Control
System
1.6.2.0.0
Acquisition
System
1.6.3.0.0
LIDAR
Instrumentation
1.6.4.0.0
Safety
Interlocks
1.6.5.0.0
Safety
System
1.6.6.0.0
Control &
Acquisition
1.6.0.0.0
Shutters
1.7.1.0.0
Labyrinth
1.7.2.0.0
Extension Tubes &
Mirror Mounting
1.7.3.0.0
External Port Optics
Mounting
1.7.4.0.0
Bioshield
1.7.5.0.0
BSM
Penetrations
1.7.6.0.0
EM Analysis for
In-Port Comp.
1.7.7.0.0
LIDAR
Port Engineering
1.7.0.0.0
Water
Services
1.8.1.0.0
Interspace
Vacuum
1.8.2.0.0
LIDAR
Power
1.8.3.0.0
Spectrometer
Area
1.8.4.0.0
Laser
Room
1.8.5.0.0
Port Cell/
Interspace
1.8.6.0.0
LIDAR
Services
1.8.0.0.0
LIDAR
Interfaces
1.9.1.0.0
Mock-up
Facility
1.9.2.0.0
Basic Mock-up
Tests
1.9.3.0.0
Tokamak
Tests
1.9.4.0.0
Final System
Testing
1.9.5.0.0
System Assembly
& Dis-assembly
1.9.6.0.0
Interfaces &
Integrated Testing
1.9.0.0.0
Thomson Scattering
Core (LIDAR)
5.5.C.1.0.0.0.0
Optical
Systems
5.5.C.0.0.0.0.0

Project Planning – WBS (1)
 Lowest Level of WBS is the Work Package
(WP)
 WP can be clearly defined allowing package
to be costed, scheduled and resourced
 WP contains a list of Tasks to be Performed
that form the basis for the Schedule
 WP allows assignment of responsibilities
(Work Package Manger, WPM)

Project Planning – WBS (2)
 WBS allows hierarchical build-up of costs
and schedule
 Cost and Schedule can be reported at any
level of the WBS
 WBS facilitates strong management during
project execution (Cost and Schedule
control)
 WBS can be used for many other things -
Document Management, Risk Management
etc.

Project Planning
 A word about Scheduling
– Schedules (task durations) can have a wide
variation
– There is no unique answer. Rather, there is a
statistical variation depending on assumptions
– Need to understand the basis of scheduling
(Most challenging; Most likely; Absolute certainty
- bet your life on it!)
– Most people are very optimistic/naive

Common schedule development
Accuracy of Timescale Estimates
0
10
20
30
40
50
60
70
80
90
100
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
Timescale
Probability
First
Estimate
Subsequent
Estimates

Example WBS for the
ITER-Like Wall & TSCL Projects
MJ Kear

Project Planning – Key Points
 Recognise that adequate project planning is
essential
 Produce a sound WBS
 Use the framework provided by the Project
Management Plan (PMP) template
 Involve the right people
 Allow enough time
 Be systematic

Project Risk – Definition (1)
“Project risk is an uncertain event or condition
that, if it occurs, has a positive or negative
effect on a project objective”

Project Risk – Definition (2)
“A combination of the probability of a defined
threat or opportunity (Likelihood) and the
magnitude of the consequences of the
occurrence (Impact) defines a Risk Index”

Risk Impact
Threat → Scope → Poor Quality Product
Threat → Schedule → Late Delivery
Threat → Cost → Overspend
 In addition there are health, safety and
environmental threats that must be
managed (CDM Regulations)

Risk Management Process
 Identify Risks
 Assess likelihood and impact
 Rank risks and prioritise
 Define risk management approach & actions
 Implement actions
 Monitor & review

Example Risk Management for the
ITER-Like Wall Project
MJ Kear

Risk Management – Key Points
 Make the management of risk integral to the
way the project is managed
 Ensure that cost and time contingencies are
consistent with identified risks
 Focus on the “significant few” – don’t try to
manage too many risks
 Be vigilant and proactive

Project Monitoring and Control

Exercise 3
 Write down three typical project
control/monitoring activities

Project Monitoring
 Typical Monitoring Activities
– regular reviews of progress against schedule
using WBS as basis (Plan against Baseline)
– regular review of actual costs (O/P from SAP)
against budgeted costs and Earned Value at
WBS level
– regular review of resource loading
– regular progress meetings with project team
– regular meetings with contractors
– production of periodic progress reports
– risk reviews
– inspections/ audits

Project Control
 Typical Control Activities
– assign responsibilities at Work Package level
– staged authorisation of work to be done
– staged release of budgets (staged release of
WBS(e) numbers)
– ensure PM has a ‘Management Reserve’ under
his control
– seek corrective action reports when WPs go ‘off
track’ (overrunning or overspending)
– release Management Reserve carefully

Project Monitoring and Control
Summary
 Monitor against the plan – status regularly
 Take a factual approach to decisions
 Identify management action early
 Check that defined controls are being
applied – correct if necessary
 Apply change control

Introduction to Design Management

Design Management
 Design takes place as part of a project
 Design Management is part of Project
Management
 Design Management considerations must be
included in the PMP

Exercise 4
 Write down three Design Management
Activities

Exercise 4 - Design Management Activities
 Sub-divide Design Stages (CD, SD & DD)
 Sub-divide Tasks (WBS)
 Define Constraints and Interfaces (WPD
Summary Sheet)
 Formally Initiate the Design (TCD-R/PERF)
 Ensure Design conforms to H&SE and CDM
Requirements
 Hold Design Reviews (Peer review)
 Formally Approve Design (TCD-I/MMAC)

Design Stages
 Conceptual Design
 Scheme Design
 Detailed Design

Conceptual Design Phase
 TCD-R
 Decide Local or TCS route
 Develop Conceptual Design
 Define Constraints & Interfaces
 Carry out Conceptual Design Review
 Initiate Safety Case Modification if required
 Obtain Approval to Proceed to next stage

Scheme and Detailed Design
 Basic considerations and process similar to
concept
 Need to ensure that safety & environmental
issues receive proper consideration as
design develops (CDM Regulations)

Exercise 5
 List who should be invited to a design review
 Write down three issues that should be
considered at a design review

Exercise 5 - Design Reviews, Attendance
 Project Leader or nominee (Chairman)
 RO (Work Package Manager)
 Customer
 End User
 Safety and Quality Reps
 All other Relevant Interfaces/Stakeholders
 Other Experts in the area being reviewed

Exercise 5 - Design Reviews, Issues to
Consider
 Assumptions and Constraints
 Technical Solutions - Does it meet the Spec?
 Safety, Environment and CDM issues
 Can it be Manufactured/Maintained?
 Actions from previous DRs
 Issues to be resolved (including Timescales)

Safety & Environment
 Need to ensure that safety & environmental
issues receive proper consideration as
design develops
– Involve the right people from the start
– Systematically identify issues – Hazards/Risks,
Environmental Aspects & Impacts
– Carry out rigorous reviews at each design stage
– Control Design Changes
 MUST take note of CDM Regulations

CDM Regulations
 CDM - Construction (Design & Management)
 Regulations recently updated
 Now must have someone in EACH Project
Responsible for CDM
 Currently information is on the Conceptual,
Scheme & Detailed Design steps on the
Process Maps
 More information will be developed over the
coming months

Design Change control
 Needs to be a formal and defined procedure
 New procedure in place CD/P/J008 for JET
Facilities

Confirm Completion
 Ensure design records are complete and
accurate
 Ensure any outstanding actions or issues
are addressed
 Ensure Maintenance Records are produced
 Ensure User Manuals are produced
 Hold a formal Post Project review

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IntroductiontoProjectManagement.ppt

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IntroductiontoProjectManagement.ppt