OPPD’s Fort Calhoun Station
Project Management Fundamentals
PQD – PMFUND
WO# 00615637-01
Brandon Miller
Project Manager
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Safety & Standards
• Emergencies
– Exits
– Fire extinguishers
– First aid / AED
– Severe weather
– Dial 7-7-7-7
• Silence electronics
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Topics
• Overview of Projects
• International Standards for Projects
• Project Behaviors
• Project Scheduling
• Earned Value Management
• Project Communication Tools
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Overview of Projects
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What is a (Capital) project?
• A capital project is any undertaking which
requires the use of notable amounts of
capital, both financial and labor, to
undertake and complete.
• Projects have a definitive beginning and
end.
• Decommissioning is a Capital Project
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Decommissioning Funding
Sources
Site
Restoration
(OPPD Rate)
Fuel
Management
(DOE
Reimbursable)
License
Termination
(NRC Regulated
Fund: DCE)
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Project Life Cycle
Initiation
Definition
Development
Planning
Execution
Closeout
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Project Phases
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•
•
•
•
•
Initiation
Definition
Development
Planning
Execution
Close Out
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3 success factors to any Investor
•Performance
•Predictability
•Transparency
Progressive Elaboration
• A project management
technique in which the plan
for the project is being
continuously and
constantly modified,
detailed, and improved as
newer and more improved
sets of information
becomes available to the
team as the project unfolds
and begins taking shape.
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Project Organizations
•
•
•
•
Project Management
Project Controls
Engineering
Construction (Maintenance)
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Areas of Project Controls
•
•
•
•
•
•
•
Scope
Schedule
Budget (Estimate)
Cost Control
Change Control
Risk Management
Reporting and Metrics
Project Controls Activities
• Progress the schedule
• Input actuals (completion time and dates,
enter costs and Timesheets)
• Analyze data
– Critical Path
– Float
– Forecast
Project Controls Deliverables
•
•
•
•
•
Daily Schedule (2 week look-ahead)
Metrics (Schedule/Cost Performance)
POD Metrics
Risk Registers
Change Logs
Integration / Transition
System
Abandon
Fuel
E WEEK
ST, PM, CM
Asbestos
E-Week Schedule:
E10/E4 - representation
from project rep
Cert – Overview of system health
EP
DSAR
E-Week Schedule:
E10/E4/Cert - resource and
schedule integration to work
week schedule, project
rep involvement
Train.
Metrics
• What is measured can be managed
• Metrics should be designed to change a
behavior of team members (or don’t bother)
• No more than 20% of time should be put
into the measurement and metrics of a
projects (closer to 10%)
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Month End
Table
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Month End Bubble Chart
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Project Standards
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AACE
• Formed 1956 with 8500 members
• Is the international standards for estimating
and cost management
• Has certifications for Project roles
Certified Cost Professional (CCP), Certified Cost Technician (CCT), Certified Estimating
Professional (CEP), Certified Forensic Claims Consultant (CFCC), Earned Value Professional (EVP),
Decision and Risk Management Professional (DRMP), Certified Scheduling Technician (CST) and
Planning & Scheduling Professional (PSP)…
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AECE Estimating Class Standards
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DCE
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Project Management Institute
• Founded in 1969
• 2.9M members
• International recognized organization for
Project standards
• Has certifications for Project roles
Project Management Professional, Program Management Professional,
Risk Management Professional, Scheduling Professional…
PMBOK
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PMI Designations
PMP Certification Requirements
To apply for the PMP, you need to have either:
•A secondary degree (high school diploma, associate’s degree, or the global
equivalent) with at least five years of project management experience, with
7,500 hours leading and directing projects and 35 hours of project
management education.
OR
•A four-year degree (bachelor’s degree or the global equivalent) and at least
three years of project management experience, with 4,500 hours leading and
directing projects and 35 hours of project management education.
PMI Designations
Project Scheduling Certification Requirements
To apply for the PMI-SP, you need to have either:
•A secondary degree (high school diploma, associate’s degree, or the
global equivalent) with at least 5,000 hours of project scheduling
experience and 40 hours of project scheduling education.
OR
•A four-year degree (bachelor’s or the global equivalent), with at least
3,500 hours of project scheduling experience and 30 hours of project
scheduling education.
•This is an overview of the requirements. For complete details
regarding the PMI-SP eligibility requirements, please view the PMI-SP
Handbook for further details
PMI Designations
Risk Management Certification Requirements
To apply for the PMI-RMP, you need to have either:
•A secondary degree (high school diploma, associate’s
degree, or the global equivalent), with at least 4,500 hours of
project risk management experience and 40 hours of project
risk management education.
OR
•A four-year degree (bachelor’s degree or the global
equivalent), with at least 3,000 hours of project risk
management experience and 30 hours of project risk
management education.
Procedures
The procedures are being updated to reflect :
• PC-FC-01 Project Management
(What/Why)
• PC-FC-02 Project Controls (How)
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Project Behaviors
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Project Management Behaviors
•
•
•
•
Focus
Accountability
Discipline
Sense of Urgency
Scheduling Behaviors
Drives others to what is important
• Ensures Critical Path is correct
• Drives Critical Path through organization
Cost behaviors
Detailed and accurate
• Ensures accuracy of costs incurred against
plan
• Analyzes costs to build better forecast
model
Risk Management
• Project risk is an
uncertain event or
condition that, if it
occurs, has a positive
or negative effect on a
project's objectives.
• Not to be confused with
Station Risk
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Risk Behaviors
Questioning Attitude, Organizes
• Question plan:
– What would happen if?
– Could this impact?
– What is the likelihood if?
• Builds models to predict best and worst
cases
Change Management
Change:
Progressive Elaboration:
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Change Behaviors
• Listening to and looking for changes that
have not been identified.
• Disciplined to ensure change is
reported/logged and implemented in correct
systems: Schedule, Cost, Risk…
1, 2, 3…
Project Negotiation
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Negotiation
• How to Inspire/Connect
• Overcoming resistance
• Bottom Line
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Project Negotiation
Project Managers negotiate for:
• Resources
• Priority
• Physical Space
• Budget
Overcoming Resistance
Resistance < Vision X First Steps X Disappointment
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Bottom Line
Bottom Line = Front Line
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Project Scheduling
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Project Schedules
•
•
•
•
•
•
•
Activity Types
Relationships
Levels
Hammocks
Risk Application
Station Integration
Float
6 Activity Types
•Start Milestone
•Finish Milestone
•Level of Effort
Management
– Cost Capturing
Definition Phase
Disconnect Actuator
•WBS Summary
•Resource Dependent
– Used in Operations and Maintenance not in
projects
Disconnect Actuator
•Task Dependent
– Used in Projects
Task/Resource Dependant in Histograms
Task Dependant *
Resource Dependant
Jan
Feb Mar
Apr
May Jun
Jul
Aug
Sep
Jan
•* Can be leveled through level loading
Feb Mar
Apr
May Jun
Jul
Aug
Sep
Histogram Example
Relationship Types
• Start to Start
• Finish to Finish
• Finish to Start
– Most Common
Mobilize Crew
Mobilize Crane
Demob Crew
Demob Crane
Foundation Dry
Frame House
• Start to Finish
– Never used
Guard 1 shift
Guard 2 Shift
Work Week Management Methodology
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Gate
Gate
Gate
Work Week Management
Methodology
T-0
T-1
T-2
Execute
Prepare
Plan
T-3+
Critical Path Methodology
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Schedule Levels
•Level 1 – Months to Years (Project Summary)
•Level 2 – Weeks to Months (CD Phase Summary)
•Level 3 – Days to Weeks (WBS Summary)
•Level 4 – Hours to days (Project Activities)
•Level 5 – Minutes to Hours (Outage Project Activities)
Note: Projects will have their projects defined to Level 4/5 prior to
execution.
Schedule Levels
Level 1
Project
Definition Phase
WBS Summary or LOE
Level 2
Level 3
Level 4/5
Hammocks
Level 4/5
• Tracked in Projects version of P6 only.
• Reflects the steps within the Work Package.
• Is Hammock to the Level 3.
Level 3
Level 4/5
Hammocks
Hammocks
•
•
•
Level of Effort will calculate duration based on predecessors and
successors.
Task Dependant is a resources loaded and duration dependant.
The Level 3 activity will move/expand with the Hammock activities
Level 3 Level of Effort (LOE)
Level 5 Task Dependant
Hammocks
Adding Risk to schedules
•Risk Milestones
•Risk Incursion Tasks
•Risk Mitigation
•Risk Maintenance
Reoccurring risk review tasks
Train
RM004: Mitigation task of the risk (resource loaded to add to base cost)
RMS004: Risk Title
RI004: Risk Incursion task (should only be
resource loaded for modeling purposes)
Recover
Station Schedule
•
•
Stations do not want full Project schedules to be loaded into Work Management as it clutters and
confuses the system.
Specific activities must be added where:
–
–
–
–
Station support is required (Ops/Maintenance Crews)
Clearance Orders are necessary
Procurement events are realized
General overview of Project performance
Level 3 Level of Effort (LOE)
Level 5 Task Dependant
Project Schedule
Specific activities to be
added to the
Station
Schedule
Float
• Float: Duration of time for a project activities to be completed relative
to intended (base lined) finish date (milestone)
• Negative Float is when the project activities complete after (late) the
intended finish date.
Project Activities
• Positive Float is when all project activities complete prior (early) to
intended finish date.
Project Activities
Agile
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Agile
• Iterative or agile life cycles are composed of several iterations
or incremental steps towards the completion of a project.
Iterative approaches are frequently used in software
development projects to promote velocity and adaptability
since the benefit of iteration is that you can adjust as you go
along rather than following a linear path.
• One of the aims of an agile or iterative approach is to release
benefits throughout the process rather than only at the end
• Agile wants to leverage the best value using the least
resources
• Agile is Critical Path Method in a loop.
Agile
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Earned Value
Management
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Earned Value Analysis Reference Materials
1.
2.
3.
4.
5.
6.
7.
Earned Value Analysis
–
Earned Value Analysis is a performance measurement technique that integrates cost, time, and scope on a project
Earned Value – Planned Value (PV)
–
The figure illustrates a typical S-curve for the “Planned Value” (PV), the cumulative planned expenditure. In the early stages,
expenditure is low, rising as contracts are issued, and materials purchased. In the later stages, the rate of expenditure slows during
installation and commissioning
Earned Value – Actual Cost (AC)
–
“Actual Cost” is the total of all project costs incurred to “Time Now” (also known as “Actual Time Expended”-ATE). These costs are
recovered from time-sheet information, 3rd party invoices, material vouchers, etc.
Earned Value – Progress (EV)
–
The final element required is a measure of the “Progress” or work achieved. This is termed “Earned Value” (EV), or “Progress”, but
is also known as “Achieved Value”
–
The work achieved may be measured, or estimated. Completed tasks have an earned value of 100% of planned value, while tasks
not started have zero earned value. Those tasks underway at ATE have earned value measured or estimated, and summed with
completed tasks to give total EV
Earned Value Indices
–
The data are combined in ratios giving Key Performance Indicators (KPI) of project performance. When work is proceeding to plan,
or better, these ratios equal or are greater than 1. Conversely, unfavourable indices are less than 1
Schedule Performance Indices (SPI)
–
A “Schedule Performance Index” (SPI) is calculated in two ways; cost or time based. The cost-based SPI is part of traditional
earned value analysis and the time-based SPI is used when forecasting the achieved work at intermediate time points, the
remaining time to complete the project, or the total project time
–
SPI = EV / PV
Cost Performance Index (CPI)
–
This index, also termed “productivity”, gives an indication of how well the budget is in terms of the work performed. A value greater
than 1 is a healthy situation, but a value less than 1 means the project is over-spent
–
CPI = EV / AC
Earned Value Analysis Reference Materials
Basic Concepts
Forecasting Time
Budget at completion
BAC
Total planned cost for
complete project
Forecast Project
Duration
FPD
PD / SPI time
Actual Time Expended
ATE
Also known as time now
FPD
PD / SPI cost
Project Duration
PD
Forecast Project
Duration (alternate)
Planned Value
PV
Plan scheduled and
summed at Budget
Values to period ATE
BAC / CPI
EV
Progress calculated and
summed at Budget
Values to period ATE
Forecast Cost at
Completion
FCC
Earned Value
Estimate at
Completion
EAC
AC + (BAC – EV) /
CPI
Actual Cost
AC
Original Duration
OD
Actual costs summed to
period ATE
Project Performance Indices
Cost Performance Index
CPI
EV / AC
Schedule Performance Index (cost)
SPI cost
EV / PV
Schedule Performance Index (time)
SPI time
OD / ATE
Forecasting Cost
Project Variances
Schedule Variance
(cost)
SV cost
EV – PV
Schedule Variance
(time)
SV time
OD – ATE
Cost Variance
CV
EV – AC
Estimated Variance at
Completion
EVAC
BAC - EAC
Earned Value S-Curve
Project
Communication Tools
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Tools when talking projects
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•
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•
4 pillars of safety
HU Tools
SMART
5PT
Developing Activity/Risk names
Meeting Agendas
4 Pillars of Safety
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•
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•
Industrial
Nuclear
Radiological
Environmental
5 Alive HU Tools
1. Self/Peer Check (STAR)
2. Effective Communication
– Use of Phonetic Alphabet
– 3 Way Communication
3. Procedural Use and Adherence
4. Questioning Attitude
5. Pre-Job Briefings
Applying SMART to schedules
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•
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•
•
Specific
Measurable
Attainable
Relevant
Timely
5PT – Getting information out
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•
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•
•
Parts – Long Lead, vendors…
People – Training, Qualifications…
Package – WP, RWP, Confined…
Permit – PA, Station, Confined…
Plant – Drills, Weather, Outages…
Tools – Rentals, Cranes, specialty…
Must haves in Project Meeting Agendas
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•
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Safety/HU/Plant Status
Schedule
Risk
Delays
Opportunities
Lessons Learned
Recognition
Developing Activity/Risk Name
Pronoun – Verb – Noun
•Field Tech draft work package
•SF1 Crew weld 9ft pipe
What goes in a Change Log
•Funding changes
•Schedule Changes
•Scope Changes
•Delays (SCR)
•Risk Incursion(SCR)
•Risk Mitigation(SCR)
•Estimate values
•Opportunities (SCR)
3 Methods to create Float
1.Lag in ties
2.Shorten Durations of Critical Path Tasks
3.Identify Parallel opportunities from Critical
Path Tasks
Questions
bjmiller@oppd.com
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