Delivering the Nation's Flagship - Iain Stevenson - Project Controls Director
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Delivering the Nation's Flagship - Iain Stevenson - Project Controls Director

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This is one of many excellent presentations given over the last three years of the eVa in the UK series. They can also be found in the archive at: http://evaintheuk.org/archive along with back-copy ...

This is one of many excellent presentations given over the last three years of the eVa in the UK series. They can also be found in the archive at: http://evaintheuk.org/archive along with back-copy video footage in http://evaintheuk/pmchannel
EVA19, the long established Earned Value conference, has this year described its theme as looking at a project management ‘ABC’ – Agile, Benefits and Complex.
The four day event, which returns to the Armourers Hall, runs from the 19th to 22nd of May with the flagship conference being held on 20th and 21st May and workshops before and after.
The conference will look at how this ‘ABC’ can be made to work within a portfolio and how agile fits into major and minor projects. It will investigate how to manage the relationship between portfolio benefits and project budgets, and whether complex projects even exist.
Conference organiser and APM chairman, Steve Wake says:
“Currently there is little evidence that this ‘ABC’ is being effectively deployed and managed. This conference aims to address that concern through EVA’s trademark blend of learning and professional development. Case studies and unusual presentations, delivered by top-notch speakers and experienced practitioners, will again engage and entertain the audience.
We’ve used string quartets to illustrate points in the past and this year we will be using a Blues band for the first time.”
Speakers across the two days include many familiar faces from the APM events programme including; Adrian Pyne of the APM ProgM SIG ‘Changing the project wasteland with a portfolio culture that works,’ APM Honorary Fellow Tim Banfield Director at the Major Projects Authority and Stephen Jones, Sellafield and Planning Monitoring and Control Specific Interest Group (PMC SIG) and Carolyn Limbert of the APM PMC SIG to talk about agile, benefits and complex.
Peter Taylor, the Lazy Project Manager will be presenting on “The project manager who smiled” and the ever popular Stephen Carver will present the leadership lessons that can be learnt from Alfred the Great.
In addition, there will be speakers from AIRBUS, TfL, Bloodhound, Heathrow T2 and London Tideway Tunnels.
The conference will be supplemented by a number of workshops being held at the Chartered Institute of Arbitrators, Bloomsbury Square on Monday 19th and Thursday 22nd May 2014.
'eVa in the UK' http://evaintheuk.org is building a reputation, brand and a learning legacy for the Project Management Profession. The event series is now in its nineteenth year. It is almost as if it all kicked-off when Steve Wake was in short trousers and knights roamed the land on their chargers!
#eva19 is an excellent example of Listening, Learning and Leading #apmLLL in action, and great opportunity for professional development.
I would encourage anyone who is interested in 'Building a better Project Manager,' to take a look at the web site, book your place and get involved.

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    Delivering the Nation's Flagship - Iain Stevenson - Project Controls Director Delivering the Nation's Flagship - Iain Stevenson - Project Controls Director Presentation Transcript

    • EVA 16 - Project Controls that can be trusted Iain Stevenson – Project Controls Director
    • tent Introduction The Alliance & Vision The Requirements & structure Some facts about the Programme Earned Value Management on the QEC Summary Questions
    • A co-operative relationship between the Client and Industrial Partners formed and designed for the express purpose of delivering a Project Developed as an alternative to Prime Contracting and other traditional contracting approaches e Alliance
    • ACA Vision roudly delivering the nation’s Flagships through a high- erforming alliance between industry and the MoD o jointly achieve Vessel Acceptance of QEC and PoWs: y their respective contract Acceptance Dates at or below the Final Target Cost in accordance with the Ship Specification ACA Mission
    • Requirement Joint Strike asset with the mary purpose of providing the with an expeditionary nsive air capability which has flexibility to operate the est possible range of aircraft he widest possible range of s.”
    • Journey So Far………. Mar 03 Dec 03 Aircraft Carrier Team MOD, BAE Systems & Thales Delta Design Agreed • 283m design Dec 05 MG 1 Main Gate 1 Feb 06 c 8 al e Joint Combat Aircraft Short Take-Off & Vertical Landing decision Sep 02 Mar 06 Feb/ Dec 05 Aircraft Carrier Alliance created and expanded to include KBR (Feb 05), and VT and Babcock (Dec 05) MG 2 Main Gate 2 CVF Manufacture Phase Contract placed FR Co-operation agreed. MOU Signed Dec 07 Jul 08 Demo Contract placed Jul 10 FTC Baseli DemonstrationAssessment Manufac All In
    • BAE SYSTEMS Mission Systems Babcock Marine Thales Naval MFTSC Sub-Contract MFTSC Sub-Contract MFTSC Sub- Contract BAE SYSTEMS MFTC - Flow Through Contract P&P Client Contract Flow Through Structure
    • DE&S Director Capital Ships BAE Surface Ships Alliance Management Board (MoD, BAE, Thales Naval, Babcock Marine Programme Director Geoff Searle Engineering Director David Downs Supply Chain Director Dougie McInnes Proj Controls Director Iain Stevenson Client Director Tony Holberry BM Project Director Sean Donaldson Commercial Dir Andy Morris Finance Direc Bill Brown Shipbuilding Director David Goodfellow BAES Babcock ThalesMoD AMT: ILS Directo Ian Hayes Support Bid Dir Derek Hollid BAE MS Proj Dir Steve Dowdell Thales Project Dir John Ward Alliance Management Team
    • Strength of the Alliance A Master Organisation Chart Shipbuild & Integration Team Power & Propulsion Project Team Mission Systems Project Team Engineering Project TeamShipbuild Project Team Alliance Management Team Control Team Aviation Project Team Platform Project Team MoD Project Team
    • Overall length – 280m Beam at flight deck – 70m Draught at SOL – 9m Displacement [te] Start of Life – 65,000te Masthead Height (including sensors) – 47m Number of Aircraft lifts (side) – 2 ncipal Particulars
    • Class Key Facts QEC Aircraft Carriers will be the largest surface warships to ever enter service. with the R ge: 8,000 to 10,000 nautical miles. (Portsmouth to Falkland Islands!). from keel to masthead – 6m taller than Nelson's Column. 00 tonnes of steel is on order for the two ships, three times that used in Wembley Stadiu h ship will have a crew of 679, however, including the air group it will be 1,600. h ship has two propellers weighing 33 tonnes each, ether they will generate 80MW of power - enough to run 50 high speed trains. distribution network on board will generate enough energy to power 5,500 family homes. million m2 of paintwork, which is 370 acres or slightly more than acreage of Hyde Par able of a top speed in excess of 25 knots, sufficient to cross from Dover to Calais in . h of the two huge aircraft lifts can move two Joint Strike Fighters from the hangar to
    • mparison with Other Carriers Nimitz Class – USA – 90,000 tonnes Charles de Gaulle – France – 45,00 Invincible Class – UK – 20,00 QEC Programme – UK PSPS PS PS PS LIFT LIFT LIFT LIFT VLS CIWS DLHSCG CIWS SCG DLH LSO ILMS LANDING AID ILMS VLS 17651.06 PSPS PS PS PS LIFT LIFT LIFT LIFT VLS CIWS DLHSCG CIWS SCG DLH LSO ILMS LANDING AID ILMS VLS 17651.06 PSPS PS PS PS LIFT LIFT LIFT LIFT PSPS PS PS PS LIFT LIFT LIFT LIFT VLSVLS CIWS DLHSCG CIWS SCG DLH LSO ILMS LANDING AID ILMS VLS 17651.06 500 450 400 350 300 105 250 200 150 100 50 500500 450 400 350 300 450 400 350 300 105 250 105 250 200200 150 100 50 150 100 50
    • CVFLPDT4523 0 20 40 60 rier Size Comparison
    • THE LITTORAL PLANET 150 Coastal States = Access 70% of World Population within 100 miles of the sea = Demographic and Resource Pressure 80% of World’s Cities within 200 miles of the sea = Political and Economic Influence
    • multi role of Carrier Strike
    • Operational
    • Aircraft
    • aptability STVOL CV CATS & TR
    • ation 36 Fast Jets (F35C), interoperable with French and US aircraft. Compatible with all UK rotary wing aircraft. Hangar capacity for 20 aircraft maintenance spaces. Flexible and survivable magazine arrangement with redundancy. 5 position local air traffic, deck movement, launch and recovery capability. ALRE 2 off catapults and Jet Blast Deflectors, 3 wire arresto gear with barrier capability on the 3rd wire.
    • vanced Arrestor Gear Overview
    • apons Handling Highly Mechanised Weapon Handling Sy
    • Mission System rport size Air Traffic Control Centre ble of day & night operation mmodation and Health services for people with full TV and recreation em coverage Supported by Combined with 00 person capacity office supported by 1500 person office IT system Able to provide er Strike operations and
    • T Clyde 03 & LB04 (excl Rings T& U) Cammell Laird CB02, CB04 (Ship 01 only, Ship 02 TBD) Babcock Marine CB05, CB06, Sponsons & Whole ship Assembly A&P Tyne CB03 Babcock Marine (Appledore) pbuild Allocation across UK
    • truly national endeavour 1.4Bn of contracts placed nc Tier 2 shipyards) 5% of suppliers UK based gnificant contribution to the K economy Alliance Supply Chain Across the UK
    • ring the Build Across the Alliance SP01 SP02 SP05 SP03 SP04SP06SP08SP10 b 1 2 CB02d CB02e SP09 SP07 CB04aCB04bCB04cCB04d CB03a CB03b CB03c CB03d LB LB03 LB02 B05 5 LB04 (Excl T & U) UB14 UB07 a CB04 CB02 CB03 CB02a CB02c CB02b Ramp BVT(C) BM Cammell Laird
    • Trusted Earned Value Management
    • Business Winning Phases Contract Execution Phases Detailed System Design Development & Integration Production, Acceptance & Handover Support & Servicing Bid/No Bid Opportunity Qualification BidApproval Project Mobilisation 2B 3A 4 5 63B1A 1B 72C2A Contract Acceptance Preliminary Design System Qualification Phase ReviewsPhase Reviews Design ReviewsDesign Reviews gular Bid Status Reviewsgular Bid Status Reviews Regular Contract ReviewsRegular Contract Reviews RequestforBidApprovalRequestforBidApproval ject Lifecycle TimeNow
    • Seven Steps to Control
    • erformance Measurement Baseline formance Measurement Baseline in Place Control Account Plans Updated & Authorised Statements of Work Updated & Authorised Management Plans Updated & Authorised Types Established dgeting & Work Authorisation
    • erformance Measurement Baseline ned Value Methods MEDIUM LOW MEDUIM LOW HIGH HIGH COVERAGE
    • Performance Measurement Types Level of Effort – Management activities – Engineering & Ship Build Rework activities – Engineering Support activities – Material commodity items e.g steel, cable, first fixings % Complete, objective measures based on – Subcontractor payment milestones – Engineering, objective measures of accomplishment, examples; • Maturity of design, • Number of documents completed – Ship Build, objective measures of ship build work, examples; • Number of pipes manufactured
    • Operational
    • Aircraft
    • aptability STVOL CV CATS & TR
    • ation 36 Fast Jets (F35C), interoperable with French and US aircraft. Compatible with all UK rotary wing aircraft. Hangar capacity for 20 aircraft maintenance spaces. Flexible and survivable magazine arrangement with redundancy. 5 position local air traffic, deck movement, launch and recovery capability. ALRE 2 off catapults and Jet Blast Deflectors, 3 wire arresto gear with barrier capability on the 3rd wire.
    • vanced Arrestor Gear Overview
    • apons Handling Highly Mechanised Weapon Handling Sy
    • Mission System rport size Air Traffic Control Centre ble of day & night operation mmodation and Health services for people with full TV and recreation em coverage Supported by Combined with 00 person capacity office supported by 1500 person office IT system Able to provide er Strike operations and
    • T Clyde 03 & LB04 (excl Rings T& U) Cammell Laird CB02, CB04 (Ship 01 only, Ship 02 TBD) Babcock Marine CB05, CB06, Sponsons & Whole ship Assembly A&P Tyne CB03 Babcock Marine (Appledore) pbuild Allocation across UK
    • truly national endeavour 1.4Bn of contracts placed nc Tier 2 shipyards) 5% of suppliers UK based gnificant contribution to the K economy Alliance Supply Chain Across the UK
    • ring the Build Across the Alliance SP01 SP02 SP05 SP03 SP04SP06SP08SP10 b 1 2 CB02d CB02e SP09 SP07 CB04aCB04bCB04cCB04d CB03a CB03b CB03c CB03d LB LB03 LB02 B05 5 LB04 (Excl T & U) UB14 UB07 a CB04 CB02 CB03 CB02a CB02c CB02b Ramp BVT(C) BM Cammell Laird
    • Trusted Earned Value Management
    • Business Winning Phases Contract Execution Phases Detailed System Design Development & Integration Production, Acceptance & Handover Support & Servicing Bid/No Bid Opportunity Qualification BidApproval Project Mobilisation 2B 3A 4 5 63B1A 1B 72C2A Contract Acceptance Preliminary Design System Qualification Phase ReviewsPhase Reviews Design ReviewsDesign Reviews gular Bid Status Reviewsgular Bid Status Reviews Regular Contract ReviewsRegular Contract Reviews RequestforBidApprovalRequestforBidApproval ject Lifecycle TimeNow
    • Seven Steps to Control
    • erformance Measurement Baseline formance Measurement Baseline in Place Control Account Plans Updated & Authorised Statements of Work Updated & Authorised Management Plans Updated & Authorised Types Established dgeting & Work Authorisation
    • erformance Measurement Baseline ned Value Methods MEDIUM LOW MEDUIM LOW HIGH HIGH COVERAGE
    • Queen Elizabeth Class aseline Configuration Document Yellow Book Content Cardinal Date Plan – 100 Key Event milestones Milestones – Strategic, cDRL, Project and Interface Integrated Schedule – 3000 activities per Ship Critical Path Analysis Earned Value CPR1 Reports across the Program Management Graphics on EVM Trends Costed WBS - 4 Levels by function with 800 element Costed RAM Super Cost Account Managers – 20 SCAMs Profiled CAPS – 60 Cost Account Plans Costed RBS –Covering Staff, Production, Material, etc Resource Profiles (£ + Hrs) Risk/Opportunity Management Plans ARM – 200 Risks and Opps across the Program Risk Budget Spend Forecast Content Cardinal Date Plan – 100 Key Event milestones Milestones – Strategic, cDRL, Project and Interface Integrated Schedule – 3000 activities per Ship Critical Path Analysis Earned Value CPR1 Reports across the Program Management Graphics on EVM Trends Costed WBS - 4 Levels by function with 800 elements Costed RAM Super Cost Account Managers – 20 SCAMs Profiled CAPS – 60 Cost Account Plans Costed RBS –Covering Staff, Production, Material, etc Resource Profiles (£ + Hrs) Risk/Opportunity Management Plans ARM – 200 Risks and Opps across the Programm Risk Budget Spend Forecast eline Configuration
    • nagerial Analysis dard set of management reports archal reporting by WBS, OBS & RBS ure of SOFT and HARD reports reviews from bottom up mon language hly Control Account reviews by Project/ Function nced Scorecards/Dashboard/Traffic Light Reports
    • k & Opportunity Management Stage 3Stage 3 RiskRisk Action PlanningAction Planning Stage 2Stage 2 RiskRisk AssessmentAssessment Stage 4Stage 4 RiskRisk ManagementManagement Stage 1Stage 1 RiskRisk IdentificationIdentification Stage 1: Risk Identification • What is the risk and who will own it? • When and where will it impact and who will be affected? Stage 2: Risk Assessment: Risk Action Planning 4: Risk Management does the risk analysis data tell us? management approach ive? risk controlled? andard Risk & Opportunity Plan & Processes. ne tool capturing all if the risks & opportunities. sk managed at a CAM level. ne sanction board to authorised funding uarterly TRA and CRA workshops with Client. 0 Risk & Opportunities across the Programme.
    • Integrated Planning Model Responsibility Assignment Matrix Shared WBS Shared OBS £ & Hours Shared RBS Integrated Schedule Critical Path AnalysisCritical Path Analysis Linked by interface millstonesLinked by interface millstones me Management Office SDE Programme Reporting Dashboard SDE Multi Structure Reporting Industrial Partners & Tier 2 Yards Reflection Schedules IP Data Monthly Loads Actuals & Forecast Progress DataTransfer %Progress Interface with Industrial Partners
    • PS for Ship 01 comprises approximately 5,600 activities. PS for Ship 02 comprises approximately 4,000 activities. work scope of each IP is captured in dedicated ‘Projects’ (separate networks). are 7 networks for each Ship and 7 for Management. s-project logic is created and maintained centrally by interface milestones. ties for Major items of Equipment (primarily ‘lock-out’) are linked to construction portation of Blocks to Rosyth are embodied using 21d ‘windows. Assembly is represented for each Block erection & logically linked to the h crane. commissioning work (‘G’ events) are included and interfaced with Assembly. Integrated Plans
    • b contract Management & EVM e depths of control should depend on the criticality of the sub contract. e data transfers and interface are generic regardless of depth. e management information will on be a summary of the suppliers PC informa 1st Tier Supplies lock Build Power Supply Mission Systems Commodity Supply Logistics HVA EV Types: % Complete/Unit Milestone Achieve Level of Effort EV Types: % Complete/Unit Milestone Achievem Level of Effort PMO ntegrated Project Control Solution WBS Control Line
    • Monthly BAES SS Clyde Monthly Project Review BAES SS Clyde Monthly Project Review BAES SS Portsmouth Contract Review BAES SS Portsmouth Contract Review Success Criteria eport rformance ase Reviews nce tunity mmary d Forecast ACA Leads Maritime, TNL, Babcock) ccess Criteria port ormance e Reviews e nity mary Forecast CA Leads aritime, TNL, Babcock) Internal Business Reviews Change Boards Functional Director Performance Review Functional Director Performance Review Monthly IP Director / SCAM Performance Review Babcock Monthly Project Review Babcock Monthly Project Review Risk & Change Board Chaired by Programme Director Attendees AMT Risk & Change Board Chaired by Programme Director Attendees AMT ntrols Review Manager Managers ntrols trols Review Manager Managers rols Enterprise Change Board (Product only) Chaired by Project Controls Manager Attendees DDAs Eng / SB / Supp Directors IP Change Mngs Enterprise Change Board (Product only) Chaired by Project Controls Manager Attendees DDAs Eng / SB / Supp Directors IP Change Mngs QEC Programme Contract Review Chaired by BAES SS MD 21 PACK Actions Schedule & Milestone Review Risk & Opportunity SOFT Reports Balanced Scorecard CSR & Sale Trading Plans S&OP QEC Programme Contract Review Chaired by BAES SS MD 21 PACK Actions Schedule & Milestone Review Risk & Opportunity SOFT Reports Balanced Scorecard CSR & Sale Trading Plans S&OP Weekly AMT Performance Review AMT Performance Review Monthly Weekly AMT Meeting Weekly AMT Meeting Functional Risk Review Chaired by Functional Director Attendees IP Directors / PC Leads / Risk Leads Functional Risk Review Chaired by Functional Director Attendees IP Directors / PC Leads / Risk Leads Monthly BAE SYSTEMS MS Monthly Project Review BAE SYSTEMS MS Monthly Project Review Thales Monthly Proj Review Thales Monthly Proje Review
    • M & Risk Monthly “Drumbeat”
    • Summaries ned Value is driving management decision making on the QEC trusted and is used to forecast the future. an key enabler in bringing the Programme together. have a common language used by many different stakeholder are on a journey and we will continue to improve. kes a lot of hard work, but the benefits are worthwhile. finally we can’t imaging how you would manage without it.
    • Proud to be delivering hank you for listening & questions pleas