Management of distributed projects in the automotive industry Dr. Rupert Stuffer, 27.8.2007
Topics 27.08.2007-2 Short introduction of Actano Management of Product Development Processes The RPlan approach Collaborative Project Management Current fields of improvement
ACTANO Portfolio 27.08.2007-3 Solution partner for the Management of the Product Development Process PDP Processanalysis& optimization Solution levels Project Management IT Tools & Integration Services
Selected ACTANO references 27.08.2007-4 Automotive Aerospace
Selected products powered by RPlan 27.08.2007-5
ACTANO Partner network 27.08.2007-6 USA Frankreich Japan Local Partners Technology Partners
Topics 27.08.2007-7 Short introduction of Actano Management of Product Development Process The RPlan approach Collaborative Project Management Current fields of improvement
Which type of product is a car/a plane? 27.08.2007-8 A piece of metal? A piece of software? Examples for software driven functionality of a car: User Interface Driver assistant systems Source: Prof. Broy
The Product Development Process an example 27.08.2007-9 Airbus A400M RPLAN Consortium EPI Project Airbus A400M, development of engine TP400
The Product Development Process current status 27.08.2007-10 -42-41 -40-39 -38-37 -36-35 -34-33 -32-31 -30-29 -28-27 -26-25 -24-23 -22-21 -20-19 -18-17 -16-15 -14-13 -12-11 -10-9 -8-7 -6-5 -4-3 -2-1 1 2 3 4 5 6 Customer Produktion Kundentermin 1 Kundentermin 2 Kundentermin 3 Kundentermin 4 Kundentermin 5 Kundentermin 6 Kundentermin 7 Kundentermin 8 Kundentermin 9 Kundentermin 10 Kunde Project stages stage 1 stage 2 stage 3 stage 4 stage 5 stage 6 stage 7 stage 8 stage 9 stage 10 Projectcoordination () () -42-41 -40-39 -38-37 -36-35 -34-33 -32-31 -30-29 -28-27 -26-25 -24-23 -22-21 -20-19 -18-17 -16-15 -14-13 -12-11 -10-9 -8-7 -6-5 -4-3 -2-1 1 2 3 4 5 6 Production Fertigungsphase Hinwei s > 1 year delay of market entry Fertigungsphase Fertigungsphase Fertigungsphase Fertigungsphase Fertigungsphase Fertigungsphase Fertigungsphase -42-41 -40-39 -38-37 -36-35 -34-33 -32-31 -30-29 -28-27 -26-25 -24-23 -22-21 -20-19 -18-17 -16-15 -14-13 -12-11 -10-9 -8-7 -6-5 -4-3 -2-1 1 2 3 4 5 6 Development in time? (große Stückzahl) -42-41 -40-39 -38-37 -36-35 -34-33 -32-31 -30-29 -28-27 -26-25 -24-23 -22-21 -20-19 -18-17 -16-15 -14-13 -12-11 -10-9 -8-7 -6-5 -4-3 -2-1 1 2 3 4 5 6 Logistic & Sales > 30% wasted resources in quality?? -42-41 -40-39 -38-37 -36-35 -34-33 -32-31 -30-29 -28-27 -26-25 -24-23 -22-21 -20-19 -18-17 -16-15 -14-13 -12-11 -10-9 -8-7 -6-5 -4-3 -2-1 1 2 3 4 5 6 Quality Qualität 1 Qualität 2 efficiency? > 1 billion costs of warranty/year Qualität 3 Qualität 4 Qualität 5-42 -41-40 -39-38 -37-36 -35-34 -33-32 -31-30 -29-28 -27-26 -25-24 -23-22 -21-20 -19-18 -17-16 -15-14 -13-12 -11-10 -9-8 -7-6 -5-4 -3-2 -1 1 2 3 4 5 6 Complex processes with many participants and many interdependencies create many problems
The Product Development Process current status 27.08.2007-11 MS Project CAD Word? wasted wasted Excel Powerpoint Source: BMW (just a few years ago) Many self designed project management tools Excel as de facto standard on the working level
The Product Development Process current status 27.08.2007-12 situations in complex & time critical projects, that might happen Project participants, who get lost in complexity, many changes, high pressure, etc.
The Product Development Process a vision 27.08.2007-13 in time in quality efficiency Continuous process improvement & efficient tools help to master current project challenges
Topics 27.08.2007-14 Short introduction of Actano Management of Product Development Process The RPlan approach Collaborative Project Management - CPM Current fields of improvement
Management of Product Development Process 27.08.2007-15 Project A Project B Department 1 Team Team Department 2 Team Supplier Team Complex & decentralized organizations with many departments, teams, suppliers and projects
Management of Product Development Process 27.08.2007-16 products/ projects departments The Collaborative Project Management approach: decentralized but integrated project management
Management of Product Development Process 27.08.2007-17 Master schedule Master schedule Department schedule Controlling Engineering Logistics Quality assurance Manufacturing Detailed schedules of the departments Detailed schedule Manufacturing Detailed schedule Logistics Detailed schedule Controlling Detailed schedule Manufacturing The Collaborative Project Management approach: self monitoring control cycles
Management of Product Development Process 27.08.2007-18 Traffic light reports Management Level Monitoring Quality gates Checklists Standard elements Syncronization Milestones Team Level Collaboration Fragmented processes The Collaborative Project Management approach: flexible methods for collaboration and monitoring
Management of Product Development Process 27.08.2007-19 Team A Collaboration Links Mirrored tasks Shared Views Team B The Collaborative Project Management approach: information, communication, collaboration
Management of Product Development Process 27.08.2007-20 Team A Targets Evaluations Tasks/Measures Opportunities/Risks Checklists The Collaborative Project Management approach: enrichment of project management
Management of Product Development Process 27.08.2007-21 Team A The Collaborative Project Management approach: flexible Reports on Management and Working level
RPlan Control cycle for time driven projects 27.08.2007-22 Project -42-41 -40-39 -38-37 -36-35 Controller -34-33 -32-31 -30-29 -28-27 -26-25 -24-23 -22-21 -20-19 -18-17 -16-15 -14-13 Resource -12-11 -10-9 -8-7 -6-5 -4 Manager -3-2 -1 1 2 3 4 5 6 Produktion Kundentermin 3 Kundentermin 5 Kundentermin 6 Kundentermin 7 Kundentermin 8 Kundentermin 9 Kunde Kundentermin 1 Kundentermin 2 Kundentermin 4 Kundentermin 10 Projektetappen Etappe 1 Etappe 2 Etappe 3 Etappe 4 Etappe 5 Etappe 6 Etappe 7 Etappe 8 Etappe 9 Etappe 10 2 Projektkoordination Goals Deliverables Issues () () -42-41 -40-39 -38-37 -36-35 -34-33 -32-31 -30-29 -28-27 -26-25 -24-23 -22-21 -20-19 -18-17 -16-15 -14-13 -12-11 -10-9 -8-7 -6-5 -4-3 -2-1 1 2 3 4 5 6 3 Risks Karosserie Evaluation Tasks Documents Fertigungsphase Fertigungsphase Do Fertigungsphase Fertigungsphase Fertigungsphase Fertigungsphase Fertigungsphase Fertigungsphase -42-41 -40-39 -38-37 -36-35 -34-33 -32-31 -30-29 -28-27 -26-25 -24-23 -22-21 -20-19 -18-17 -16-15 -14-13 -12-11 -10-9 -8-7 -6-5 -4-3 -2-1 1 2 3 4 5 6 Comments E+E Schedule Manager Plan Check Reporting (große Stückzahl) 1 4-42 -41-40 -39-38 -37-36 -35-34 -33-32 -31-30 -29-28 -27-26 -25-24 -23-22 -21-20 -19-18 -17-16 -15-14 -13-12 -11-10 -9-8 -7-6 -5-4 -3-2 -1 1 2 3 4 5 6 Act Antrieb -42-41 -40-39 -38-37 -36-35 -34-33 -32-31 -30-29 -28-27 -26-25 -24-23 -22-21 -20-19 -18-17 -16-15 -14-13 -12-11 -10-9 -8-7 -6-5 -4-3 -2-1 1 2 3 4 5 6 Powertrain Qualität 1 Qualität 2 Qualität 3 Qualität 4 Qualität 5-42 -41-40 -39-38 -37-36 -35-34 -33-32 -31-30 -29-28 -27-26 -25-24 -23-22 -21-20 -19-18 -17-16 -15-14 -13-12 -11-10 -9-8 -7-6 -5-4 -3-2 -1 1 2 3 4 5 6
RPlan Single Source Principle 27.08.2007-23 Central database (even in complex multi-site environments) Project Management Gold source or Backbone Project Office Project Leader Location A Engine Testing Team Leader Location B Supplier Location C
RPlan Supplier integration 27.08.2007-24 Offline Client Intranet Extranet (VPN) Internet (b2b Portal) Cross Company Planning Internet
Topics 27.08.2007-25 Short introduction of Actano Management of Product Development Process The RPlan approach Collaborative Project Management Current fields of improvement
ARIS/RPlan 4 CMMI Process meets project 27.08.2007-26 ARIS Business Architect ARIS Business Publisher Home My Project Tailoring Phases Processes Work Products Support Materials Roles Help Project Charter Virtual Project Rooms & Tailoring Description Home My Project Tailoring Phases Processes Work Products Support Materials Roles Help The purpose of the work product 'Project Charter' is to provide authority to the project manager Project Charter to apply organizational resources to project activities. Project Manager produces the charter during project initiation and revisits during the initiation of a new phase Description of the project. Home My Project Tailoring Phases Processes Work Products Support Materials Roles Help The purpose of the work product 'Project Charter' is to provide authority to the The impact of not having project a manager Project Charter to apply Project is organizational on Charter documenting resources the business to project activities. Project needs, project justification Manager and produces understanding the charter the customer during project s requirements. initiation and revisits during the initiation of a new phase of the project. Description The purpose of the work product 'Project Charter' is to provide authority to the Process Description The impact of not having a Project project Charter manager is on documenting to apply organizational the business resources to project activities. Project needs, project justification and understanding Manager produces the customer the charter s requirements. during project initiation and revisits during the initiation of a new phase of the project. Support Materials Process Description The impact of not having a Project Charter is on documenting the business needs, project justification and understanding the customer s requirements. Project Charter Guideline Project Charter Template Support Materials Input Process Work Products Description Project Charter Guideline IT Plan Project Status Report Project Charter Template Project Charter Support Materials Input Work Products Project Charter Guideline IT Plan Project Status Report Project Charter Template Project Charter Work Products Input Work Products Setup IT Plan Project Status Report Project Charter Project Charter Project Management Work ProductsPlan Review Checklist Project Organization Project Progress Review Setup Report Acquisition Plan Project Charter Agreement Project Management Work Plan Products Review Checklist Project Organization System Design Project Progress Review Report Setup Risk Management Plan Acquisition Plan Project Charter Tracking of project Agreement cost (standard projects) Project Management Plan Review Checklist Work Breakdown Structure (WBS) Project Organization Business Case (P) System Design Project Progress Review Report Cost Estimates (P) Risk Management Plan Acquisition Plan Tracking of project cost (standard Agreement projects) Save Work Changes Breakdown Structure (WBS) Generate WBS Business Case (P) System Design Cost Estimates (P) Risk Management Plan Tracking of project cost (standard projects) Save Changes Work Breakdown Structure (WBS) Generate WBS Business Case (P) Cost Estimates (P) Document Management System Templates Save Changes Generate WBS Work Products Project Performance Measurement (PPM) Project Management System RPlan Templates PLM System Project Cycle Time [days] Project Type Deployment Realization System Design Initialization Setup Project Phase Work Products ACTANO IDS Scheer GmbH AG 2007 www.ids-scheer.com
RPlan4CMMI/SPICE 27.08.2007-27 RPlan4CMMI/SPICE SPICE Capability Levels Enrichment of RPlan with - Integration of process optimization tools -keyperformanceindicators (standard elements) - RPlan 5 Optimizing 4 Predictable 3 Established 2 Managed RPlan4SPICE 1 Performed 0 Incomplete
Information about the speaker 27.08.2007-28 Dr.-Ing. Rupert Stuffer CEO ACTANO Group 1993 Doctor s degree at the TU of Munich Planung und Steuerung der Integrierten Produktentwicklung since 1994 General manager of ACTANO GmbH Initiator of the concepts of Collaborative Project Management Growth of ACTANO business from 5 to 200 employees Internationalization of business with subsidiaries in the US and CH and with partner companies in D, CH, F, USA, JP Contact Mail: rstuffer@actano.de Phone: +49 89 206044 0