M. Tyndel, Graduate Lecture

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Project Management

• Final student lecture in RAL series
• Port cigars after the meal?
• What is project management
• Text book definition
• Relevance to big science
• Examples of projects
• PhD thesis
• Detector RD
• e.g. Calorimetry RD
• Detector construction
• e.g. ATLAS SCT
• Project management concepts tools
• Scope, Cost, Time
• Risk

Aim introduce the concepts and the
language Disclaimer I have no PM
qualifications (apart from some experience)
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Who needs project management - Eurotunnel?
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Who needs project management - Eurofighter?
85. MoD's memorandum stated129 Typhoon
(formerly Eurofighter) is an agile fighter
aircraft that will serve as the cornerstone of
the RAF's future fighting capability.. The
in-service date for Typhoon (defined as the date
of delivery of the first aircraft to the RAF )
was achieved in 2003some 54 months late. The
current forecast cost of Typhoon is 19,018
million, compared to 16,670 million approved at
Main Gate.
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Who needs project management - ATLAS?

• There are scientific technical uncertainties
  with scientific projects.
• Large projects with many partners or stakeholders
  are difficult to control
• It is not acceptable to screw up large projects
  involving public money

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What is project management?..if you have no idea
start withhttp//en.wikipedia.org/wiki/Project_ma
nagement

• Project management is the discipline of
  organizing and managing resources in such a way
  that these resources deliver all the work
  required to complete a project within defined
  scope, time, and cost constraints. A project is a
  temporary and one-time endeavor undertaken to
  create a unique product or service. This property
  of being a temporary and a one-time undertaking
  contrasts with processes, or operations, which
  are permanent or semi-permanent ongoing
  functional work to create the same product or
  service over and over again. The management of
  these two systems is often very different and
  requires varying technical skills and philosophy,
  hence requiring the development of project
  management.
• The first challenge of project management is
  ensuring that a project is delivered within the
  defined constraints. The second, more ambitious,
  challenge is the optimized allocation and
  integration of the inputs needed to meet those
  pre-defined objectives. The project, therefore,
  is a carefully selected set of activities chosen
  to use resources (time, money, people, materials,
  energy, space, provisions, communication,
  quality, risk, etc.) to meet the pre-defined
  objectives.

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What is project management?
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Risk

• Consider what the risks are document
• A risk register
• Analyse the impact
• Documented in risk register
• Mitigate
• Have an escape route
• Control
• Regular reviews reporting
• Note Auditors like to quantify risk
• Definition probability x impact

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Example 1 PhD thesis

• Scope
• Gain PhD - become qualified as a researcher
• Further ones education through post-graduate
  courses
• Undertake original research and publish results
• Pass final exam (viva) to gain PhD
• Time
• Externally imposed constraints
• Total time 3 ( or 4 years)
• Course work for 1 year in first year
• Research time 18months can depend on several
  factors
• Others providing equipment, data .
• Having the required knowledge and expertise etc
• Cost
• Well defined for this example with
• Salary agreed in advance for the 3 years
• Research tools (computing, lab space, travel)
  provided by the University
• Risks
• Having an inadequate supervisor or an
  inappropriate project

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PhD example - Gantt

• Gantt A tool to list tasks, show dependencies
  make resources explicit
• Tool Microsoft Project

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PhD example Gantt/Critical path

• Critical path analysis shows in red the tasks
  which determine the end date

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PhD example Gantt/Resource summary
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PhD example - summary

• This project is relatively simple because of
  the small number of independent tasks and people
  involved.
• In project management speak
• Analysed the project and split it into
  work-packages (WP)
• Estimated the time needed for each WP and the
  overall time
• Documented the project to enable the stakeholders
  to agree to the plan
• Stakeholders are the student, the
  supervisor/university and the funding
  agency/PPARC
• Estimated the resources needed
• 5 fte years of student effort (3 years
  available!)
• The full economic cost would salary, equipment,
  computing, travel (typically 2-3 x salary)
• Introduced contingency by planning to complete
  the work early

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PhD example - summary

• Risks
• Analysed the risks (examples)
• An inadequate supervisor or an inappropriate
  project
• Probability low impact high
• Action Review at end of first year
• Research can be open-ended i.e. difficult to
  estimate how much work is needed
• Probability high impact medium
• Actions
• 2 research topics for thesis (1 technical 1
  analysis)
• Agree to restrict scope of research to time
  available
• Avoid mission creep i.e. stop investigating
  at appropriate time
• Factor in a time contingency
• Personal issues illness
• Probability low impact medium
• Action None planed escape route would be to
  apply for more funding

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return to Wikipedia Project Management Activities

• Project Management is composed of several
  different types of activities such as
• Planning the work or objectives
• Analysis Design of objectives
• Assessing and controlling risk (or Risk
  management)
• Estimating resources
• Allocation of resources
• Organizing the work
• Acquiring human and material resources
• Assigning tasks
• Directing activities
• Controlling project execution
• Tracking and Reporting progress
• Analyzing the results based on the facts achieved
  
• Defining the products of the project
• Forecasting future trends in the project
• Quality Management
• Issues Management

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WikipediaProject management artefacts

• Most projects, to be successful, must adequately
  document objectives and deliverables. These
  documents are a mechanism to align sponsors,
  clients, and project team's expectations.
• Project Charter
• Business case / Feasibility study
• Scope statement / Terms of reference
• Project Management plan / Project Initiation
  Document
• Work Breakdown structure
• Change Control Plan
• Risk management plan
• Communications Plan
• Governance Model
• Risk Register
• Issue Log
• Action Item List
• Resource Management Plan
• Project schedule
• Status Report
• Responsibility assignment matrix
• Database of risks

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Project control variables Wikipedia

• Project Management tries to gain control over
  variables such as risk
• Risk is defined as potential points of failure.
  Most negative risks (or potential failures) can
  be overcome or resolved, given enough planning
  capabilities, time, and resources. According to
  some definitions (including PMBOK Third Edition)
  risk can also be categorized as "positive--"
  meaning that there is a potential opportunity,
  e.g., complete the project faster than expected.
• Customers (either internal or external project
  sponsors), external organizations (such as
  government agencies and regulators) can dictate
  the extent of three variables time, cost, and
  scope. The remaining variable (risk) is managed
  by the project team, ideally based on solid
  estimation and response planning techniques.
  Through a negotiation process among project
  stakeholders, an agreement defines the final
  objectives, in terms of time, cost, scope, and
  risk, usually in the form of a charter or
  contract.
• To properly control these variables a good
  project manager has a depth of knowledge and
  experience in these four areas (time, cost,
  scope, and risk), and in six other areas as well
  integration, communication, human resources,
  quality assurance, schedule development, and
  procurement.

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Example 2 Calorimetry RD for Linear collider

• Scope
• Develop active pixel sensors as a tool for a
  particle flow approach to calorimetry
• Break down the project into work-packages
• Physics requirement and specification
• Active pixel design
• Active pixel evaluation
• Evaluate prototype calorimeter module in
  test-beam
• Time
• Defined by requirement for concept to be proven
  for LC TDR in 2010
• Limits scope of RD
• Cost
• Cost procurement, manpower (measured in fte)
  and travel
• Risks
• Failure or delay in any one work-package causes
  the project to fail
• Procurement costs exceed estimates
• Management contingency (held by PPARC)
• Insufficient or loss of expert manpower
• Regular progress reviews

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Particle Flow Algorithm for calorimetry
HCAL
ECAL
Tracker
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Active Pixel Sensors for Calorimetry

• CMOS active pixel sensors are fully integrated
  sensors and electronics
• RD project is to develop a device which is
  sensitive to tracks and has very fine
  granularity
• Provide calorimetry in the usual way by counting
  tracks
• and all single tracks to be identified and
  measured precisely

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Example 2 RD for silicon sensors for CALICE
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Example 2 CALICE example

• Project Management activities PPARC
  requirements
• Planning the work or objectives Project
  description and plan
• Analysis Design of objectives
• Assessing and controlling risk Risk register
  
• Estimating resources Grant resource request
  with FEC
• Allocation of resources Defined resource
  sharing between WPs institutes
• Organizing the work Set up both a WP an
  institute organisation
• Acquiring human and material resources
• Assigning tasks
• Directing activities Some combination of - PI,
  Spokesman, PM
• Controlling project execution
• Tracking and Reporting progress Regular
  reporting to Over-sight committee
• Analyzing the results based on the facts
  achieved
• Defining the products of the project
• Forecasting future trends in the project
• Quality Management ISO 9000 for engineering
• Issues Management

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CALICE example - summary

• Differences from Example-1 (PhD)
• Scope of project is initially defined from within
  project
• Scope can be modified by funding body
• Project is explicitly broken into sub-projects or
  work-packages
• Different people in the individual work-packages
• Understand interfaces between work-packages
• Introduce reviews to monitor and control
  work-packages
• Several institutes/groups involved
• Needs an organisational structure
• Needs a decision taking mechanism
• Project resources are controlled externally (but
  managed internally)

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Example 3 The ATLAS Silicon Tracker (SCT)

• Scope
• Design and build tracker for a general purpose
  detector for LHC
• Again scope was initially defined from within the
  ATLAS project
• Scope evolved and was modified on the basis of
  RD
• Scope modified in the context of overall detector
  optimisation
• Scope modified by resources and expertise
  available.
• Time
• Schedule evolved over the first few years
• Bottom-up Time needed to develop technical
  solutions specifically for SCT
• Top-down Constraints from the LHC framework
• Cost
• Total funding resources available were a
  complicated constraint
• Funding from 11 separate funding agencies
• Individual profiles and procedures to be followed
• Risks
• Technical e.g. at start-up no radiation sensors
  or readout available
• Organisational many work-packages and funding
  agencies
• Financial no margin for cost over-runs
• People Maintaining coherence with a large team
  over a long time

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SCT tracker projects difference from above
examples

• Scale of the projects
• Physically large
• 105 separate components
• Technically complex
• Many RD programs sensors, ASICs, Readout,
  Materials.
• But with strong interfaces
• Resources required
• 20M of purchases
• 2,000 fte of in-house effort from 40 institutes
• Management complex
• Reporting to 11 funding agencies and to the
  overall ATLAS project
• Taking technical decisions between 40 institutes
  (200 physicists)
• Sub-dividing and organising work
• People!

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Example 3 The ATLAS Silicon Tracker
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Tracker Design Choices

• Design choices are fixed by physics requirements.
  
• Sounds simple but, in general, an increase in
  performance improves the physics and an increase
  in performance costs.
• Performance variables include
• Number , size position of the detecting
  elements
• Measurement precision
• Transparency of the tracker (X0)
• Cost constraints include
• Resources finite and fixed
• Time available - fixed
• Technology available (or likely to be available)
  - constraint

Resource constraint
9. The best is the enemy of the good
Voltaire
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Example-1 System choices Layout material

• System optimisation
• 1. No. of measurements fixed 4
• 2. Layout to get evenly spaced points with
  barrel/endcap split at 450
• 3. Opted for 4 perfect, hermetic layers.
• 4. Detailed design was Bottom-up starting from
  sensors/ASICs
• Advantages
• Minimised silicon area
• Provided overlaps for alignment
• Cost
• Complexity of the design assembly
• High cost of perfect components (gt99)
• High cost of building perfect (i.e. 99 good
  channels) modules
• Complexity of services

Let no one ignorant of geometry enter Plato
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Example-2 Technical choices Sensors

• In 1990s no sensors had the required performance
• GaAs investigated because of anticipated
  radiation tolerance
• MSGCs investigated because of anticipated lower
  cost
• Silicon strip options considered
• n-in-p (inversion)
• double-sided (material, cost)
• p-in-n
• DC coupled
• AC coupled
• 6 wafers or 4 wafers
• Oxygenated
• Close collaboration with industry was the key to
  success.
• Sensors with strip yield close to 100
  delivered to agreed schedule

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Example-3 Technical choices ASICs

• In 1990s no proven radiation hard technology
  available with the required performance.
• Analogue
• de-convolution to get speed
• Digital
• 2 chip-set
• Binary
• 2 chip set
• Bi-CMOS ABCD
• ABCD3-T
• During 1990s may radiation hard foundries closed
  and there was the great discovery that deep
  sub-micron processes were radiation hard.
• Production of ASICs on specialised process was
  tough and yield 26

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ATLAS SCT tracker
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ATLAS SCT Schedule
The success of most things depends on knowing
how long it will take to succeed Montesquieu
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CMS tracker assembly organisation
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People
The Race
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FINISH
The Green team won by 1 mile!
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FINISH
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Currently the Red team management is having a new
boat designed and to demostrate fiscal and HR
dexterity for stockholders they also outsourced
the rowing to India.
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Summary - Project Management

• Port and Cigars analogy
• PM lecture concludes the main meal of a series
  of lectures on experimental techniques.
• An opportunity to hear the words and to reflect
  on what is needed to achieve project.
• and now youve heard it before
• I hope that
• it gives you confidence to learn by trying
• or
• It encourages you to take a real course
• e.g. http//www.prince2.com/whatisp2.htmlprocess
  model

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..but it is more fun to look at Wikiquotes

• "The more you plan the luckier you get. "
• "If it can go wrong it will - Murphy's law.
• "Anything that can be changed will be changed
  until there is no time left to change anything.
• "Work expands to fill the time available for its
  completion - Parkinson's law.
• "A minute saved at the start is just as effective
  as one saved at the end."
• "A little risk management saves a lot of fan
  cleaning."
• "Activity is not achievement."
• "The sooner you get behind schedule, the more
  time you have to make it up.
• "Any project can be estimated accurately (once
  it's completed)."
• "There's never enough time to do it right first
  time but there's always enough time to go back
  and do it again."