APM Heathrow Prsnt-PMO Common Denominators
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Dr D. N. AntoniadisCEng FAPM FCMI MIMechE
www.danton-progm.co.uk
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The speaker
Dimitris AntoniadisWorking for Carillion Plc and Lecturer in Project Management at the University of West London
25 year in Programme and Project Management
Worked for various organisations:
BAA, Southern Water, Thames Water, Balfour Beatty, Brown & Root, T&T
PhD, MSc in Project Management and BEng Mechanical Engineering
Fellow of APM Thames Valley Branch Ctee member
Fellow of the Chartered Management Institute
PMGreece founding member
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The subject of this presentation
This presentation will cover a brief review of what is
Project Control and the benefits of setting it up .
Then, and in the main part, three case studies will be
presented highlighting implementation issues, outputs
and supporting systems.
We will close with the listing of common denominators
that should run through project controls and discussion.
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The basics of Project Control
We will cover briefly: What is project control
Purpose of project control
The project control loop
The symptoms of good control
The symptoms of no control
The benefits of project control
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What is it?Project Control is part of the Project Management process and is about the provision of structured and analysed data to enable informed decision making.
It is about the integration of project schedule and project cost in order to give an integrated plan that can be measured and trended against.
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Purpose of Project Control To tell us where the project currently is , where it
is going, how it is performing against the plan and what, if any, management action needs to be taken.
Allows earlier management interventions and enables insight into the causes behind performance issues.
It brings together time, cost and change control data into an integrated picture of how well the project is performing.
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The Project Control Loop
PlanScope, Deliverables, Baseline
MeasureData, Analysis, Report
Monitor & Evaluate
Baseline Vs Current
ActionImplement or not corrective
action(s)
What has to be done
What has been done
How did we perform against the plan
Onl
y th
en ta
ke a
ctio
n
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Symptoms of Good Controls Improved & timely management information
Performance problems identified early
Standardised reporting & fewer reports
Improved financial management and cash flow
Managing scope creep, change, risks & opportunities
Improved collaboration and value delivered by the supply chain
Minimising project administrative costs lean cont rol
Integration of information - example
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Symptoms of No Controls
PM reacts to current tangible performance issues: Squeaky wheel gets the oil Love of fire fighting
Lots of data & little information: Partial, contradictory, late & unfocussed
information Minority of time in intervention Poor response
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Project Control Benefits
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Project Reporting process in reality11stst ICEC & IPMA Global CongressICEC & IPMA Global Congress
Ljubljana, Slovenia April 23 Ljubljana, Slovenia April 23 26, 200626, 2006
Vacuum filter
Company Report
A
Other dept.
Company Report
BOthers
Project TeamReport
Pockets of info
manipulation
Individual reports
Reduction of filtering in reporting
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Case study 1 The Egnatia programme
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The Egnatia programme - Context 670Km motorway 332 towns & villages 63 junctions
177 bridges 73 twin-bore tunnels
43 river crossings 11 railway crossings
Final cost 6Bn EuroThe works: Photo 1, Photo 2, Photo 3
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The company and the PC department
The Company structure
The Programme Division structure
The PC department structure
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The System and the standard structures The Project Control System (see Fig. 1) The System and the PC department Project WBS, CBS, Document BS, (see Fig. 2, 3, 4)
Integration of standard structures: WBS-OBS-CBS West Region
Programmes: 1, 2 Cost Management: West, Central, East
Risk Management Figure 1, 2 (see Fig. 5)
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Summary The EOAE PMO Top-down system
High-level PM/PC processes
Standardised structures
Standardised documentation
Project Control as a contract obligation
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Case study 2 The Thames Water Engineering
Alliance
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Thames Water Engineering (TWE) - Context Biggest water
authority 13.8M customers
6 Major programmes Sludge, Sewage &
Water Treatment Sewerage, Water
Network Customer Led-ntwk
AMP3 approx 1Bn
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The TWE company and its PMO TWE was the works delivering arm of Thames
Water
TWE comprised of four divisions:
Process, Network, Design and Development
The PMO supported all four divisions and reported to the Process and Network Directors PMO structure
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The Alliancing approach Six construction and respective design
companies were contracted to deliver the Process and Network APM3 programme. Each one located in a different area.
Agreement based on ICheME Green book
All six construction companies were interviewed and their delivery systems and capabilities reviewed.
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The Alliancing project control approach The TWE programme of works - example Alliancing and PMO 1, 2, 3 The PMO approach PMO value added The Alliance Project Control Handbook The Alliance Project control 1, 2; training:1, 2 The overall CBS triangle Rolling wave, combined WBS-CBS
Examples: 1, 2, 3, 4 The TWE integrated system
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Project Control and the other departments
Supporting the Programme Managers, Alliance Managers and the Project Managers
The System was used by TWE departments as
well as the Contractor departments
Information from the contactor system was rolled
up to the TWE software system through the Programme Controllers
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Summary The TWE PMO Common system(s) with documented benefits
Common PM/PC processes
Standardised structures
Standardised documentation & Templates
Training
TRUST and openness
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Case study 3 BAA T3 Partnering and
Project Control
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BAA The Context -1 Strategy to Deliver: Clarity and definition of value Processes aligned to delivering value
and eliminating waste Long term Partnerships with selected
suppliers Non adversarial contracts and
relationships Shared objectives and rewards
4.3Bn
Queens Building
Pier 2
Pier
1
Walkway
MSCP2
FCC
MSCP1a
Terminal 2
1.8Bn
From 140M to 110M
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The Context 2: Six key principles Continued commitment to long term framework
relationships with suppliers rewarded by performance. Progressive dependence on, and trust in, supplier
capability. Pre-agreed commercial model with incentives to exceed
targets. Collaborative working with real time transparency to drive
value. Active management of risk and opportunity. Relationship driven by aligned objectives, behaviours
and values.
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Partnering approach - setting the scene
The overall processes DGS-IGS
The PMPs: 1, 2
The project control storyboard: Storyboard
Rolling out resource scheduling example
The Project Control Handbook: PCH
Latter on developed the WPEP
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The T3 approach to Project Control Programme Control Manager supported all five
major projects and the small projects programme of works T3 Organigram
Development of the project control approach
Coordination of all Contractors project control departments
Detailed work carried out by the contactors
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The Partnering approach at T3 Combining WBS and programme: 1, 2
The linking with the other processes: 1, 2
The high level programme: example
The detailed level: example
The other/smaller level projects example
Reporting using Earned Value: example
Reports example: 1
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Summary Partnering and PMO Common benefits Common PM/PC processes
Flexible but descriptive structures Linking processes & using templates
Training TRUST and openness
Requirements - setting up. Other processes
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Conclusions Common Denominators
The Project Control Handbook Use of standard project structures Flexibility on the structures Flexible templates Simple IT systems Training and follow up Selling and telling Support support supportand above all TRUST
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Contact Details: Dimitris Antoniadis
Email: [email protected] [email protected]
Website: www.danton-progm.co.uk
Thank youThank you
www.danton-progm.co.uk www.danton-progm.co.uk
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Egnatia Figure 1: Project Control Systems
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Egnatia Figure 2: WBS
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Egnatia Figure 3: CBS
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Egnatia Figure 4: Document Breakdown Structure
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Egnatia Figure 5: Risk Analysis results
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TWE Figure 1: Alliance Project Control System
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TWE Figure 2: Alliance Scheduling System
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TWE Figure 1: Integrated System Diagram
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Sample: Contents of Project Control Handbook
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Sample: Contents of Work Package Execution Plan
