Main issues in the project and programme management september 2001
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Project and Programme Management. Monsieur Jean Petiot. Confidential. Main issues in the Project and Programme Management September 2001. Summary. Project Management impacts if mismanaged CSC Project Management approach and experience CSC Project Management CSC background in the field

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Main issues in the project and programme management september 2001

Project and Programme Management

Monsieur Jean Petiot

Confidential

Main issues in the Project and Programme Management

September 2001


Summary

Summary

  • Project Management impacts if mismanaged

  • CSC Project Management approach and experience

    • CSC Project Management

    • CSC background in the field

    • Methodology and capitalisation experimented by CSC

  • Operational Project Management

    • Best practices identified by CSC

    • Example of processus and tools defined by CSC

      • Structuring / planning

      • Integrate Team

  • Case studies


Main issues in the project and programme management september 2001

Project Impacts if mismanaged

Labor costs can be up to 50% more of the first estimated cost

Cost of money :6 months delay = 5% of the contract price

Client expectations not met

Lack of executiveawareness and focus

Control Management

Requirements Management

Inability to

‘finish’

contract

Early inertia, impossible to recover

TeamManagement

Contract Management

ContractBaseline

Cost overrunsguaranteed

Loss of overall project integrity

ScheduleManagement

Configuration Management

Development Management

RiskManagement

Potential impacts become real

SubcontractManagement

Scope creep equals cost creep

Weakest link impactsentire programme


Summary1

Summary

  • Project Management impacts if mismanaged

  • CSC project Management approach and experience

    • CSC Project Management

    • CSC background in the field

    • Methodology and capitalisation experimented by CSC

  • Operational Project Management

    • Best practices identified by CSC

    • Example of processus and tools defined by CSC

      • Structuring / planning

      • Integrate Team

  • Case studies


Csc project management approach using a cmmi baseline

CSC Project Management approach using a CMMI baseline

CSC scores each main direction of advance through CMMI baseline

Requirements Management

100%

Control Management

Contract Management

80%

60%

40%

Team management

Schedule Management

20%

0%

Configuration management

Risks Management

Subcontract Management

Development management

Observed

The Target-Observed gap is the action plan

Target


Csc background in the field

CSC background in the field

CMMI is quite detailed but not simple enough to be used in the day-to-day operational project management. However CMMI is very useful to audit a project or to make himself acquainted with theory

CSC has developed and experimented processes and tools in the field and has capitalised all of them in a baseline (next page)


Main issues in the project and programme management september 2001

Program A380

CDS

IMA

Methodology and capitalisation experimented by CSC

The lead time difficult to respect

Issues

The cost not easily controlled

Success factors

Customer Satisfaction

Win in the Bid phase

Fulfilment of Contract Obligations

Integration of Customer Requests

Proof of Concept on Pilot projects

Implement the Best Practices on Critical Projects

Leverage the acquired experience

Goals to be reached

Program A109

Program

THEMIS

Sofware Dev Environment

Structuring

Planning

Resources

Risks&Opportunities

Reporting

Pilot Projects

Quick Actions

Resources Plan for Each TBU

Resources Plan for THEMIS

SBP1

IBPM

Product Development (CMMI)

Roll-out (coachs…)

Capitalisation


Summary2

Summary

  • Project Management impacts if mismanaged

  • CSC project Management approach and experience

    • CSC Project Management

    • CSC background in the field

    • Methodology and capitalisation experimented by CSC

  • Operational Project Management

    • Best practices identified by CSC

    • Example of processus and tools defined by CSC

      • Structuring / planning

      • Integrate Team

  • Case studies

Warning :

The examples are coming from french case studies and are presented in the first edition


Main issues in the project and programme management september 2001

Integrated Team / Responsibilities

Operational Project management baseline identified by CSC

Life Cycle

13 practices in the CSC

baseline instead of

8 in the CMMI guideline

Continuity beween Consecutive Phases

Contract Management

Request Management

Structuring / Planning

Configuration Management

Product Policy Integration

Controlling/Monitoring/reporting

Risks & Opportunities

Suppliers Management

Practice

Resources Management

Product and Processus Quality Mngt

Processus

Tools

Example of processus and tools next pages


Main issues in the project and programme management september 2001

Pré-RAO

RAO

5

Structuration, dimensionnement

2

6

4

1

Macro-planification

Analyse (services rendus)

Actualisation

Recueil du besoin/produit

Structuring / Planning

3

Solutions techniques

Example of processus and tools defined for Structuring / Planning practice

Kick Off

Input : expression besoin client (produit, services, jalons…)

Input : organisation

Input : tous types

Input : données de capitalisation (OSEIL…)

Input : politique produit

PROCESSUS

Product Breakdown Structure (PBS)

OUTILS

Matrice Fonctions (regroupement d'exigences) / Produits

PERT Directeur

GANTT Directeur

Work Breakdown Structure (WBS) standard

WBS/OBS (sous PSN) ; Matrice WBS/OBS

Exemple d'outil

GANTT Programme

Matrice Jalons Programme / Jalons WP

GANTT par WP

Work Package Description (WPD)

Estimation Charges par WP

Cost Breakdown Structure (CBS)


Main issues in the project and programme management september 2001

Responsable

Qui le complète ?

Effort

(référence programme 30 à 60 Meuros)

PM (ou autre ressource)

BM (ou PM)

Structuring / Planning

Hebdomadaire, prioritaire en phase amont

Fréquence de mise à jour

Outil éprouvé

A380-CDS, A380-IMA, A109

Powerpoint ou libre (papier)

Obligatoire Optionnel

Références

Maturité

Statut

Format de l'outil

2

Découper le PERT suivant les entités concernées

3

1

4

Jalons clients

Dépendances avec les autres programmes

Activités et principaux liens

Pré RAO

RAO

A

B

C

D1

Prod.

Support

Retrait

Example of processus and tools defined for Structuring / Planning practice

Objectif de l'outil

PERT Directeur

EXEMPLE

OUTIL

- Identifier les dépendances critiques à partir des jalons client

- Structurer le programme et préparer à la planification

- Faire apparaître la logique industrielle

1

Utilisateur

2

WPM

3

5j.h puis 1j.h/mois pour la mise à jour

Commentaires

- A terme : PSN

- Attention : de nombreuses modifications à prévoir

4

Liens amont

Liens aval

- PBS

- Input client (RFI, PTS…)

- Management des risques et opportunités

- Structuration et planification : WBS, PERT, GANTT détaillés

Cas d'utilisation optimum

  • Taille (complexité, nombre de lots) : importante

  • Durée : longue

  • Risque : criticité du délai

Plage d'utilisation


Link with the risks

Link with the Risks

Structuring / Planning

Example of processus and tools defined for Structuring / Planning practice

Risk description

Dépendances du projet FS / projet IA :

  • Maquette

    • 3 maquettes de modules en DATE X

    • 8 maquettes de modules DATE Y

      Les spécificités du besoin FMS en terme de maquette conduisent à la production de 2 maquettes IMA standard pour obtenir 1 maquette de module pour le FMS (cf. schéma page suivante)

  • Prototype IA

    • besoin pour août XX

Alternate

Scenario

  • Maquette IA

    • Planning actuel de mise à disposition des premières maquette IA : fin décembre XX. Le délai complémentaire nécessaire à la production de 11 maquettes de module FMS reste à évaluer.

    • Pour couvrir le besoin de tests HW du projet FMS sur la période Date XX -> début Date YY, une maquette construite à partir d ’éléments du marché pourra être réalisée. L ’intégration du Core SW est à prévoir sur cette maquette provisoire.

  • Prototype IA :

    • Le besoin pour août XX de modules prototypes IA pourra être décalé dans la mesure où ce jalon était motivé par une recette d ’intégration complète (XX mois) du FMS sur environnement cible . Or cette recette globale est pour l ’heure considérée comme étant à la charge client.

Action plan

acteur

avancement

- Analyse des offres du marché pour bâtir une maquette répondant au besoin FM

- Évaluer les délais de production en nombre de la maquette

- Valider le scénario d ’intégration du Fm

CDVCAL

ATA + CDV


Main issues in the project and programme management september 2001

Integrated Team / Responsibilities

Example of processus and tools defined for Integrated Team practice

  • Optimise the way the Integrated Team works withing the matrix organisation of THALES Avionics

  • Integrated Team : same goals since the phase of Bid Proposal

  • Tightened Team : Dedicated people on the basis of WBS. Geographic gatheing if necessary

PM leader Program Manager

BM leader Bid Manager in the porject phase

WPM Work Package Manager

- System Engineering

- Product Development, hardware and software

- Avionics Pruchasing or Compensation

- Integrated Supply chain Support

- Methods and Means of Testing

Support members (or WBM depending on the context)

- Contract, Sales, Development Purchasing, Cost Controlling

Quality Management, Management of Configurations

- Information System , legal aspects


Main issues in the project and programme management september 2001

Qui le complète ?

Responsable

Effort

(référence programme 30 à 60 Meuros)

WPM

BM (ou PM)

Hebdomadaire jusqu'à stabilité

Fréquence de mise à jour

Excel

Obligatoire Optionnel

A380-IMA

Outil éprouvé

Format de l'outil

Maturité

Références

Statut

Integrated Team / Responsibilities

1

Liste du WBS détaillé issue du WBS PSN

2

3

4

Décomposition par BU / département / service / acteur

Affectation du responsable et des participants par WP

Identification des zones nécessitant une logique d'équipe intégrée

Pré RAO

RAO

A

B

C

D1

Prod.

Support

Retrait

Example of processus and tools defined for Integrated Team practice

Matrix WBS/OBS

Objectif de l'outil

Matrice WBS/OBS

EXEMPLE

OUTIL

- Affecter les responsabilités et participations des ressources (internes et externes) de l'OBS aux WP du WBS

- Participer à un worksharing efficace

- Garantir une couverture exhaustive

- Identifier les "trous" et déclencher les actions correctives

- Identifier les zones nécessitant une équipe intégrée et des points d'échanges prioritaires

2

1

3

Utilisateur

WPM

2 à 5 j.h

4

Commentaires

- Grille d'analyse permettant de renseigner les WP dans le fichier PSN

- Sinon directement dans PSN : voir ex.

Liens amont

Liens aval

- WBS : issu de la liste PSN

- OBS : correspond à l'organisation et nominatif à jour

- Management des ressources

- Management des risques et opportunités

Cas d'utilisation optimum

Plage d'utilisation

  • Part de sous-traitance : importante

  • Taille (complexité, nombre de lots) : importante

  • Risque : ressources


Main issues in the project and programme management september 2001

Integrated Team / Responsibilities

A phase with

integrated teams

is required

Example of processus and tools defined for Integrated Team practice


Summary3

Summary

  • Project Management impacts if mismanaged

  • CSC project Management approach and experience

    • CSC Project Management

    • CSC experience in the field

    • Exemple of methodoly and capitalisation managed by CSC

  • Operational Project Management

    • Best practices identified by CSC

    • Example of processus and tools defined by CSC

      • Structuring / planning

      • Integrate Team

  • Case studies


Implementation of an efficient programme management for thales air defence

Results of the CSC Participation in the Program:

30% Reduction of Realisation Cyle

Elementary plannings of better quality through generalisation of tranings

Clear definition of respective roles of integrators, parts suppliers and prime contractor, overall planning consolidation

Standardisation of Project Monitoring among partners

Improvement of the Workload of the Design Groups:

Monthly review and consolidation of the workload for the Design Groups

Definition of rule for arbitrage and priorities depending on the critical levels of tasks within the planning

Reduction of the Cômplete Cycle from 36 down to 20 months on a Mission-Critical Project, Definition of Best Practices to generalise this reduction to other projects

Implementation of an Efficient Programme Management for THALES Air Defence

Abillity to Deliver Customer Requests within 16 to 24 months versus 36 months 2 to 3 years ago.


Implementation of an efficient programme management for thales avionics

Results of the CSC Participation in the Program:

Bid Proposal strenghtened :

structuring of the program

definition fo the integration logic

structuring and securing of the planning

Resources risks reduction :

planning « chargé » : evalutation of needs

adequation between work and capacity for each service

validation of the quotation

Support in the roll out :

Internal Program Management baseline

Product Development baseline

support for local coaches

Implementation of an Efficient Programme Management for THALES Avionics

Secure the delays on different programs or projects and initiate an approach to reduce risks efficiently


Implementation of an efficient programme management for thales communications

Results of the CSC Participation in the Program:

Definition of the target scenario : Management and organisation rules

Qualification of the system tools

Realisation of a prototype :

Description of the processus

Drafting of scripts

Users manual writing, definition of training courses and supports

Roll out in the « pilot » unit on due time

Training and support for users of the « pilot »

Trainings of the trainers fir the other units

Implementation of an Efficient Programme Management for THALES Communications

Improve profitability of programs through a performant integration between Planning and Controlling inside the new Project Management system


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