PROJECT CONTROL PRINCIPLES - space-lt.eu Madauss_Project Control... · • Implementation of Project Control in line with the WBS Code ... (Status Monitoring) Project Control Principles

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PROJECT CONTROL

PRINCIPLESBernd Madauss

International Space University

Strasbourg [email protected]

2010

mailto:[email protected]

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PPerformance Dependence of

Parameters

SSchedule

CCosts

Optimization of Project Parameters:Performance (P), Schedule (S) and Cost (C)

Project Control Principles

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Project Management & Control

• Status Control• Technical Achievements• Critical Areas• Documentation• Engineering Changes• Schedule (Actual vs. Plan, Critical Path)• Actions• Financial Status• Contractual

• Status vs. Planning• Deviations to Plan• Corrective Actions & Resolutions


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Project Management & Control

• Analysis• Impact to entire Project• Consequences to Project Goal• Decisions to be taken

• Management Decisions• Change of Project Baseline

• Technical Requirements• Schedule Restraints• Financial• Contractual

• Change of Project Plans


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Integrated Project Control Process(Project Feedback Solution)

PROJECT

BASELINE

PROJECT

PLANS

ANALYSIS

FORECAST

PM

DECISIONS

PROJECT

ATP

STATUS

REVIEW

TASK

PERFORMANCE

COMPARE

TO PLAN

P

S

C

At CTR AwardR&D, Organization

AIV, Test, Operations

Total Project, Dedicated

WP’s, Subcos & Supplier

Status ReviewDeviation AnalysisPropose

Corrective Actions

• Actions,

• Changes,

• Redirection

ATP = Authority to Proceed


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Work Breakdown Structure

Subdivision into Smaller Increments

• Level 1: Total Project

• Level 2: Systems of the Project

• Level 3: Subsystems of the Project

• Level 4: Units/Equipments

• Level 5: Work Packages or Components


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Work Breakdown Structure(sample only)

1st Stage

Contractor "D"

Russia

2nd Stage

Contractor "E"

Ukrain

Fairing

Contractor "I"

Switzerland

Launch Campaign

Contractor "K"

Kasakstan

Supply of

Launch Vehicle

Contractor "A"

USA

Payload

Contractor "H"

USA

Bus

Contractor "G"

France

Propulsion

Contractor "H"

Germany

Interface

Contractor "F"

Japan

Supply of

Satellite

Contrctor "B"

France

TT&C Station

Contractor "L"

Italy

Up-Link

Contractor "M"

Spain

Data Processing

Contractor "N"

Belgium

Telemetry

Contractor "O"

UK

Supply of

Ground Station

Contrctor "C"

UK

Tracking

Company "P"

Germany

Monitoring

Company "D"

Holland

Evaluation

Company "Q"

Ireland

Relay

Company "R"

China

Satellite

Operations

Contractor "D"

Holland

Satellite

System

Customer

Luxembourg


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Work Breakdown Structure (WBS)A Key to Successful Project Management !!!The WBS serves several important Purposes, such as:

• Subdivision of Work

• Identification of Project Levels

• Work Sharing between Companies

• Economic Geographical Distribution of Funds

• Implementation of WBS Numbering System (Code) – applicable to the entire Project

• Definition of Cost Account Structure

• Allocation of Funds

• Implementation of Project Control in line with the WBS Code

• Assignment of Responsibilities to Companies & Individual Managers

• Identification of Interfaces at all Levels

• Implementation of Documentation Numbers related to WBS Code

• Identification of Work Packages


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Content of Work Package Description

• Work Package (WP) Identification• Title• Identification of the WP in the WBS (WP Number)• Date of the Start and End of the WP

• Company or Entity in charge of the WP Performance

• Assign Work Package Manager

• Description of WP Tasks to be Performed

• Tasks Explicitly Excluded

• WP Inputs (Documents, Hardware, Software)

• WP Outputs (Products: Hardware, Software, Documents)


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Project Milestones

• Identify Project Milestones

• Major Milestones

• Payment Milestones

• Other Milestones

• Planned Achievements

• Important Key Events for Control


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1. Establish Schedule Baseline

project task

time

Input * Output **

* Objective, requirements,

mission plan, etc.

** Deliverables (HW, SW,

documentation


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Specification

Design

Production

Test

1. Establish Schedule Baseline (Sequence of Events)

Activity

Dummy Activity


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1. Establish Schedule Baseline (Sequence of Events and Durations)

Specification

Design

Production

Test

4 w

8 w

6 w

2 wto + 20

to


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Baseline Milestone ScheduleA INSTALLATION

B APPROVAL RESPONSiBILITY

C ACCOMPLISHMENT

RESPONSiBILITY

H SCHEDULE TITLE

J CONTRACTOR

G PROJECT

I SCHEDULE NO.

(LEAVE BLANK)

D ORIG. SCHEDULE APPR.

E LAST SCHEDULE CHANGE

F STATUS AS OF

K LEVEL

MILESTONES

L KEY MILESTONES

M INTERNAL MILESTONES

N INTERFACES

O NOTES

TIME SCALE

(DATE)


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1. Prepare Schedule Baseline(sample schedule)


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1. Establish Schedule Baseline (Critical Path Analysis)

Specification

Design

Production

Test

4 w

8 w

6 w

2 wto + 26

to

Material

20 w

Critical Path of Project

Positive Slack


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Specification

Design

Product.

Test

2. Establish Schedule Targets (Definition of Milestones)

Activity

Dummy Activity

Complete

Complete

Complete

Complete


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• Identify Project Milestones

• Major Milestones

• Payment Milestones

• Other Milestones

• Describe Planned Achievements

• Perform Control

2. Establish Schedule Targets (Definition of Milestones)


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• Baseline Planning

• Measurement of Achievements

• Comparison of Planned and Actual

• Deviations to Plan

• Corrective Actions

4. Provide Schedule Control (Status Monitoring)


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A ufgaben

K onstruktion

Fertigung

Zusam m enbau

und Test

1 2 3 4 5 6 7 8 9 121110

-2

- 4

+2

4. Provide Schedule Control (Status Monitoring)


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1

2

3

4

5

6

7

8

9

10

14

13

12

11

0 1 2 3 4 5 6 7 8 9 10 14131211

3

4

1

5

2Ge

pla

nte

r T

erm

in *

Berichterstattung *

Berichterstattung

für 3 bis 5 nicht

realistisch

Problem -

Erkennung

Terminverzüge von

1 bis 3 haben voll

auf 4 und 5 durch-

geschlagen

* Monate nach

Projektbeginn (0)

4. Provide Schedule Control (Schedule Trend Charts)


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5. Identify Schedule Problem Areas

Activities and/or Milestones are not

Completed in Time

Progress Information not Available

Work Forecast Shows Delay of Deliverables

Critical Path Analysis not Performed


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6. Implement Corrective Actions

Requesting Additional resources to Complete

Activities and/or Milestones on the

Critical Path

Provide Constantly Progress Information

Introduce Work Around Solutions

Perform Critical Path Analysis


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7. Implement Schedule Reporting

Activities and Milestones Completed

Work Forecast of Activities to be Completed

including Time to Completion (TTC)

Schedule Problem Areas and Solutions

Results of Critical Path Analysis


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Project Cost Plans

• Cost Account Structure

• Manpower & Cost Plan

• Travel & Subsistence

• Overall Cost Summary


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Planning Of Project Resources

Manpower Requirements

Material Requirement

Requirements for Machines

Facility Requirements

Travel Requirements

Others (TBD)


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RESOURCE TIME LINE(Month or Quarter)

TOTAL

Manpower (hrs)

100 150 200 250 200 150 100 50 1 200

Costs (T-Euro):

o Manpower

o Travel

o Material

o Equipment

o Contractors

o Others

10 15 20 25 20 15 10 5 120

Grand Total

Manpower and Cost Plan


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RESOURCE MANPOPWER & COST STATUS REPORT

Manpower and Cost Elements

a. Budget b. Actual c. PO d. CTC e. Forec

ast(b + c + d)

f. Variance(e – a)

Manpower (Hours)

1 200 900 0 400 1 300 - 100

Costs (Euro):o Manpowero Travelo Materialo Equipmento Supplierso Others

120152535

90580

001329

401130

130162429

- 10- 1+ 1+ 6

Grand Total 195 103 42 54 199 - 4

Manpower and Cost Control


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Earned Value Methodology

e:\pmt\seminare\s_10\s_10gf02.cdr Fo-03

100

500

300

700Statuskontrolle ( 01.07.XX )

Akkumulierte Kosten (TDM)

Plankosten ( PK )

Zeitplan

Kostenplan

Akk. Kosten

Ist-Kosten

Akk. Ist-Kosten

Terminplan

Ist-Kosten ( IK )

Cost to Completion ( CTC )

Arbeitswert ( AW )200

600

400

1 10 115 153 1372 126 164 148 9

20 45 45 70 70 75 65 65 40 --65 40 --40 -- --65 110 180 250 325 390 520 600 --455 560 --640 -- --

15 40 40 45 50 6055 95 140 190 250

Accumulated

Costs

Time Now (TN)

BCWS

BCWP

ACWP

Cost Plan

Actual Costs

Time Schedule

ACWP – Actual Cost Work Performed

BCWP – Budgeted Cost Work Performed

BCWS – Budgeted Cost Work Scheduled

Cost at Completion (CAC)


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Recommended Project Management Literature

• Kerzner, Project Management & Study Guide, 8th Edition

• Madauss, Projektmanagement, 6th Edition, 2000, German

• Verzuh, The Fast Forward MBA in Project Management, 1999

• Terry, Principles of Management, 7th Edition• ESA, Space Project Management, ECSS-M
