Effective Project Management I

David Khor

Winnotech Solutions Sdn Bhd

Date : Tuesday, 31st March 2020.
Time : 3.00pm – 4.00pm
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 MPC –
Productivity Nexus.

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MPC - DMO Challenges
❑ “What are the particular challenges facing
projects at Productivity Nexus?”
➢ Effective Driving of PN Projects
✓ Time / Schedule
✓ Cost / Budget
✓ Quality / Meeting KPI
✓ Resources

➢ Reporting Format
✓ Standardization
✓ Software / Digitalization

➢ Delivery Management Office (DMO)

✓ War Room

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MPC Challenges
◼ “What are the particular management challenges
facing projects at MPC?”
– Requirements hard to define and may evolve
– Risk Management (all aspects) crucial but difficult
– Cross functional team composition
– Competing pressures on resources, e.g. 9 PNs
– Working with scientific organisations not used to project
and QA disciplines  planning may be poor
– Collaborative agreements rather than contracts
– Political - Government funding requirements
– Growing funding pressures due to budget cut by MITI /
MEA

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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

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

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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.

Project Management Body of Knowledge

PMBOK

PRINCE2 (PRojects IN Controlled Environments)

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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
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Stakeholder Engagement

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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” MEPN

EEPN

TPN

QED AFPN

PCD DMO RFBPN

MEA
MITI MPC
(EPU)
CPD PHPN

MSF ICTPN

PSPN

CCPN

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Typical Stakeholders
◼ Sponsor
◼ Funding Body
◼ Customer / Industry players
◼ Suppliers / SMEs
◼ End User / people
◼ HSE/Environmental Agency
◼ Ministries and Agencies
◼ Neighbours/Community/Shareholders
◼ Fusion Community
◼ Interfaces 11
Stakeholder Engagement process
◼ Identify Stakeholders
◼ Assess needs
◼ Define actions
◼ Establish communication channels
◼ Gather feedback
◼ Monitor and review

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 The Project Process Readiness for
Project Justification Design Approval
Strategic and Budgetary Gate 1 Gate 2 - Approval of
Gate 0 - Approve Project Definition Gate 3 Manufacture
Approval Undertake Design Final Documents - Approval to
place Contract

Initiate Project
Prepare Technical Design
Ensure Machine Compatibility Prepare
Safety Case Modification
Undertake Tender
Project
set-up Project
Major
Definition Conceptual
Project Scheme
Design
Proposals Design Detailed Tender
Appoint Project Sponsor Design Invitation &
Assess Project Priority
Assess Budget Implications
Est. Proj. Deliverables and Objectives
Raise/Extend/Update initial TCD-R/PERF Assessment
Prepare Outline Conceptual Design
Appoint Project Leader
Define Design Constraints Prepare Extend TCD-Rs/PERFs
Approve Project Set-up
Interface Requirements Spec. (IRP) Prepare Sub-system Detailed Design Hold
Finalise Conceptual Design Detailed Design Review (DDR)
EFDA/CSU/JOC Management Hold Conceptual Design Review (CDR) Clear Sub-system DDR Issues
Clear CDR Issues Use TCD-I/MMAC for Sub-system DD Approval
Initiate Modification Safety Case Prepare Final Documents including:
Update PMP - Design Documents., Machine Compatibility *** These will comprise:
Approve Proceed to Detailed Design Documents., Safety Case Modification - Technical Specification
- Drawings
Project Team/IRP/EFDA/CSU/JDC Project Team/Interfaces/EFDA/CSU/JDC - Contractual Requirements

Draft Statement of Requirements (SoR) Compile Tender Docs.***

* This will include: Review & Approve SoR Identify Send out Invitations (ITTS)
Resources Appoint Project Raise/Extend Sub-system TCD-Rs/PERFs Hold Clarification Meetings
- Initial WBS, OBS and CBS Agree Classifications & Interfaces
Team Produce & Maintain Receive Tenders
- Project Plan Prepare Sub-system Scheme Design
Procurement Plans Evaluate Tenders
- Risk and Procurement Strategies Hold Sub-system Scheme Design Review (SDR)
Undertake Project Risk Assessment Arrange site visits
Prepare Project Boundary Document Clear Sub-system SDR Issues Approve changes to Specs.
Develop Project Management Plan (PMP)* Update PMP Choose preferred Company
** These will only take place here Raise initial TCD-R/PERF** Use TCD-I/MMAC for Sub-system SD Approval
for large projects demanding DO Prepare Preliminary Conceptual Design**
effort for preliminary Conceptual Project Team/Contracts/EFDA
Project Team/Interfaces
work
Project Leader/Project Team/EFDA/CSU

Readiness for Operation

Implement Project Gate 4
- Acceptance of System
Note: Overall Project
Complete Project Management and Reporting will
Manufacture
be as defined in the Project
Equipment Install Management Plan (PMP)
Equipment Test &
Commission Confirm
Completion Project Gates (Formal Decision Points)
Raise Contract Documentation
Place Contract Review See accompanying notes
Hold Kick off Meeting (KOM)
Clarify Issues (Quality Plan) Test Equipment against Test Schedule
Monitor Progress Commission Complete System
Witness key Procedures
Complete Release Note Undertake Post
Project Team/ICM/EFDA/CSU Project Review
Approve Complete Package****
Approve Release Note
Pack & Dispatch Equipment Project Team/CSU
UNCONTROLLED
Confirm Technical Completion
Receive Equipment
Project Team/Contractor/ICM
Pre-test Equipment
Install equipment
Review Project Records
Handover Documents Resolve
Reservations
Complete

Obtain
WHEN PRINTED
Acceptance of Completed Project
**** This includes
supporting documentation
Project Team/ICM
Project Team/EFDA/CSU
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14
 PLC Phases: Overview

Exploration Planning Development Production

❑ The PLC process is used to take a product from

development through production
❑ It is an integrated approach to product planning,
development, manufacturing, support, and
discontinuance
❑ It involves all functional groups and levels of the
organization

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PLC Phases: Overview
❑ Following the PLC results in:
✓ Accelerated time to market (TTM)
✓ Increased efficiency in development
✓ Synchronized and stable roadmaps
✓ Increased customer satisfaction

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 PLC Phases: Overview
Market Business
Business Requirements
Segment
Inputs: Analysis Document
(MSA) (BRD) Program Termination
Approval (PTA)

Product
Approval Concept Development Implementation Product Ship Discontinuance
Meetings: Approval Investment Plan Approval Readiness Release Approval
(CA) Approval (IPA) Product Approval Approval (PDA)
(DIA) Materials (PRA) (SRA)
Approval
(PMA)
1 3 4 6 7
2
Exploration
Exploration
Planning Development 5 Production

Quality F
Plan Mid-Point
Product Product
(QP) Review
Requirements Certification PDT
Technology Document or Project (MPR)
Compliance Postmortem
Inputs: Statement of
Work
C Management
Plan E (PCC)

Product (PRD/SOW) Risk (PMP)

Product
Technical
I
Documents Assessment Product
Readiness
and Reviews:
A (RA)
D Review
(PRR)
Specification
(TPS)

B H
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Effective Project Management II
◼ Project Planning
➢Work Breakdown Structure (WBS) / Scheduling
➢Costing
➢Quality
➢Risk Assessment
◼ Project Monitoring and Control
– Gantt Chart
◼ Project Closure / EOL

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