Tracking project deliverables through a standard definition of Project WBSs. Franco Concari Technip & VP IPMA Italy Luciano De Gaetano Technip Italy

Transcription

1 Tracking project deliverables through a standard definition of Project WBSs Franco Concari Technip & VP IPMA Italy Luciano De Gaetano Technip Italy

2 Table of contents 1. Starting issue: people (and IT tools) to speak the same language 2. Background & Evolution: from The WBS to several WBSs 3. Objective & Scope: one tool for taking Project Management decisions 4. A Case Study: the PM needs at least 3 WBSs 2 5th PMS Steering Committee

3 1. Starting issue Background & origin All projects need to classify Shared data Classification is a key for project management Without classification No monitoring No ability to check scope fully done No ability to prioritize and decide on our actions Classification needs to be shared by all Services project actors Classifying give the ability to share between project actors Establish a common vocabulary to exchange On location On availability On % of achievments Some key classification shall be the same between engineering / procurement / construction / cost / schedule / finance Different ways may exist across Organisation different IT tools Discipline tools does not prevent to built common standards Identify what is common Let flexibility for adjustment Recollect information through WBSs or screened Tagged Objects WBSs are a key for screening data and to allow PM to elaborate information coming from different sources 3

4 2. Background & Evolution What is a Data Structure? - Simple but fundamental A pre-defined axis of similar properties allowing to sort object by groups I ll put there my blue books I ll put there my pink books 4

5 2. Background & Evolution What are several Data Structures? - Like a Rubik cube Allow ordering data so to find answer to questions easily and quickly How many yellow pieces? 5

6 3. Objective & Scope Allow the PM to take decisions using data coming from different technical and management IT systems Giving access to Execution Project Data Execution data means raw data from E, P and C systems. Homogeneous reports for one or multiple projects Unified & exhaustive view of SOW Helping decision making by elaborating information Support project follow-up : PMs supported by actual & up to date execution data Visualize plans and workloads Visualize unexpected events 6 Project Data 360 Browser

7 The question is: how many WBSs are needed to effectively manage project information (in Oil&Gas industry)? The DDMS (Document&Data Man.System), based on SmartPlant Foundation as developed in Technip, indentified 36 Data Structures possible for Project Management and Execution. Too many? A survey is under execution in Technip to identify which are the Data Structures most commonly used by the E P C and PM stakeholders. A study was executed in Technip Italy with a Senior Project Director to understand PM requirements: The rationale for a possible set of WBSs to be used in Project Management was defined The possible solutions for WBS use in EPC IT tools were proposed The scope is to hand-over all project deliverables to Client in an ordered and sequential mode Project Management needs at least 3 WBSs 7 Project Data 360 Browser

8 WBS WBSs are split in two groups : 1 st Group: SOW WBS - MANDATORY Scope of Work Description based on 3 subjects, i.e. Operational (extended Process) Geographic Nature Code (Engineering, Procurement, Construction) 2 nd Group: Execution WBS - OPTIONAL How to do the Project based on SOW WBSs. 8

9 SOW WBS An example is given for the Geographical WBS (GBS) : Level 0 : The whole Project Level 1 : Block 1, Block 2,. Etc. Integer Level 2 : Area 1 in Block1, Area 2 in.. 1 st, decimal Level 3 : Sub Area 1 in Area1 in Block 1,.. 2 nd decimal Level 4 : Elevation 1 in Sub Area 1 3 rd decimal This WBS is intrinsically : Structured in 5 levels; Homogenous because contains Geographical elements only; Consistent with the Project Plot Plan because gives names to each portion of the Plot Plan with the required detail. Possible leading software: 3D Model 9

10 SOW WBS An example is given for the Operational WBS (OBS) : Level 0 : The whole Project Level 1 : Group of Units (Utilities, Process, etc.) Integer Level 2 : Unit/System(Steam Prod., FCC, etc.) 1 st, decimal Level 3 : Sub-System 1, Sub-System 2, etc. 2 nd decimal An example is given for the Nature Code WBS (NBS): Level 0 : The whole Project Level 1 : Design Disciplines, Materials, Works Integer Level 2 : Discipline, Mater. Code, Works Code 1 st, decimal Level 3 : Discipline, Mater. Code, Works Code 2 nd decimal Level 4 : Discipline, Mater. Code, Works Code 3 rd decimal 10

11 Example of Project WBSs Project Example Site 2 Site 1 Geographical WBS Site 1 - Area 1 Operation WBS Group of Units UTILITIES OFF-SITE Off-site Unit 3 Process Unit 1 TANKAGE PROCESS

12 Geographical WBS Site 1 - Area 1 Sub- Area 3

13 Geographical WBS Site 1 Area 1 Sub-Area 3 Workfront Package 1 = Process structure

14 Geographical WBS Site 1 Area 1 Sub-Area 3 - Workfront Package 1 Workfront Module 1 (plan view) Structure (E-W cross sect) 14

15 Geographical WBS Site 1 Area 1 Sub-Area 3 - Workfront Package 1 Process structure Workfront Module 1 15

16 Mandatory WBSs management rules (examples) Rules for WBSs use in management are to be defined (e.g.): All the 3 structures shall be consistently applied in the set-up of all Project Management and Project Execution systems, at the different level required. It is highly reccomended that all project IT applications will be adequate to manage the multiple WBS structure, in order to estabilish easy cross-links among them. Engineering and Vendor deliverables, as well as physical deliverables, shall be adequately identified for their use during Construction, Handing-Over and Start-up, so to be properly associated to work-front and quality hand-over processes. Construction and Subcontractor Work Package definitions shall respect the boundaries of the areas defined by Geographical WBS. Others

17 Issues to be studied: Issues and questions Execute a proof of concept for WBSs use Define management rules Define types of tags to be managed: e.g. equipment, foundations, structures, piping lines (or ISO s?), cable runs?, etc. Define types of tags parts needed for construction work-front management: e.g. structures level, module, part of a packaged supply, etc. Verify the possible application of Mandatory WBSs in the different IT Systems Questions: What to do in case an IT system is able to manage only one or two of the mandatory WBSs? 17

18 Deliverables A Deliverable is an item that needs to be handed-over to Client to satisfy the scope of work according to Contract requirements. The types of deliverables can be classified according to their nature: 1. Physical An object (a pump, a foundation, a cable) 2. Descriptive A drawing (engineering, fabrication, construction) 3. Certificate - A Quality Control Plan with relevant approved forms (for fabrication, for erection, for commissioning/start-up) 4. Service An activity (for technical assistance, for training) Deliverables are to be properly tagged and attributed to the WBSs so to allow the easy retrieval of information from the Project Execution Systems suitable. This will allow to execute an easy control of their status of delivery up to the hand-over to Client. 18

19 Physical Deliverables A physical deliverable is an object that can be classified and subdivided according to certain rules that allows to follow it in the different IT tools: Parent Tag A plant item needed to fulfill a specific process/mechanical/e&i task (a package, a piping line, a process structure, a substation). Sub Tag A plant sub-item needed to fulfill a specific process/mechanical/e&i task (a vessel inside a package, a delivery package of a process structure, a switchgear in a substation, an isometric, an instrument). Component - A specific component with unique characteristics (a spool relevant to an isometric, an electric breaker) Sub-component type A generic component with unique characteristics (2 ASTM A105 pipe Sch. 40) Sub-component A specific component with unique characteristics (Mark 236 of a steel structure) 19

20 It is usually handled by Company Material Data Management Systems and it is univocally defined once it has been equipped with the following information: a) Located according to GBS Physical Deliverables Example: Run-down tank for FCC Wet Gas Compressor GBS: Project: 2365 Block: C Area: 061 Sub-area: Zone 2 Model Area: FA01 20

21 b) Classified according to OBS Physical Deliverables Example: Run-down tank for FCC Wet Gas Compressor OBS: Function: Conversion Unit: Fluid Catalytic Cracking (FCC) c) Linked to a material code, according to NBS Example: Run-down tank for FCC Wet Gas Compressor NBS: Vessel: discipline code 08 (even if for compressor discipline code is 10) Small vessels: material code 11 21

22 A descriptive deliverable is a drawing that can be categorized according to the following typologies: Engineering Requisitioning Procurement Fabrication Construction Precommissioning Commissioning Start-up Descriptive Deliverables Some of the above deliverables are produced by the Engineering Contractor, some by Vendor, others by Construction Subcontractors. The huge challenge is to establish, since project initial stage, univocal rules for their codification according to mandatory WBSs, in order to have them correctly assigned and retrievable. 22

23 Descriptive Deliverables They are produced by the Engineering Contractor (such as engineering drawings) and a correct set-up of the IT Tools utilized during design stage, according to standard & multiple WBSs, can allow an easy identification and retrieval. The descriptive deliverables produced by other entities (i.e. Vendors, Subcontractors) are more difficult to be managed. In some cases these entities can be requested to follow the project identification rules, but sometimes these rules are not applied. In this case, an effort is required by the Engineering Contractor to set-up in the Document Control System the necessary associations of deliverables with the correct WBSs to allow their handling. 23

24 Certificate Deliverables A certificate deliverable is a signed form, part of an overall quality plan, that attests the conformity of physical deliverables and works with contract specifications during the following phases: Fabrication (provided by Vendor) Construction Pre-commissioning Commissioning Start-up The fabrication certificates are provided by the Vendor and can be treated as a Fabrication Descriptive Deliverables. 24

25 Certificate Deliverables Construction activities are subdivided in Work Categories (or Work Classes), Subwork Classes, Work Steps and identified consistently with the Nature WBS. Quality Control Plans (QCP) are defined for Work Categories and are including different Quality Control Forms (QCF), attesting different steps and activities performed. These deliverables to be easily retrievable shall use an identification code containing the discipline code of the NBS. At the same type they must be easily associated through IT tools to the physical deliverable certified to consolidate the Quality Dossier at the project hand-over to Client. 25

26 A Case Study: Conclusion Project Management needs integrated project information o To take decisions Correlating information coming from different E P C discipline IT systems Aggregating information through WBSs Focusing the attention in the critical areas o To proficiently deliver the Project to the Client 26

27 A Case Study: Conclusion The hand-over process to Client during the final stage of EPC execution is a key factor for Project success. Physical Deliverables are to be correlated in Quality Dossiers with their relevant Descriptive and Certificate Deliverables. Also the Punch Lists defined by Clients to accept the Physical Deliverables are to be correlated. Hand-over IT Applications are needed to integrate information coming from different project execution IT systems, to keep under control such critical activities and to correlate them with all the involved deliverables. The ability to easily recollect the information and status of any kind of deliverable is essential in the hand-over process. A huge amount of data are to be managed, collected, sorted, aggregated in short time. 27 This is possible ony if the Project Manager defined since the initial stage proper Tagging rules for Deliverables and attribution rules to the multiple WBSs and these are implemented in the set-up of IT project systems.

28 Thank you

29 Conclusion as VP IPMA Italy Project Management is more and more a profession challenged by complexity

30 Conclusion as VP IPMA Italy Project Management is more and more a profession challenged by complexity WBSs IT tools Tagging rules

31 Project Managers need a proper professional background to face complex projects (in IT or Oil&Gas Business) IPMA Competence Baseline The ICB

32 IPMA Italy is able to deliver this background Competenze Comportamentali Competenze Tecniche Competenze Contestuali 15 Elementi di COMPETENZA COMPORTAMENTALE Rapporti e interrelazioni fra individui e gruppi che operano all interno dei Progetti 11 Elementi di COMPETENZA CONTESTUALE Interazione del project team con il contesto in cui si svolge il progetto 20 Elementi di COMPETENZA TECNICA Metodologie, tecniche e strumenti di Project Management

33 IPMA Italy L ENTE UNICO AUTORIZZATO ALLA DIFFUSIONE IN ITALIA DELLA CERTIFICAZIONE DEI PROJECT MANAGER SECONDO LA METODOLOGIA IPMA