Design,

Integration and

Project

Management of

Complex

Engineering

Projects

Alexander Walsh

Executive General

Manager Engineering at

ASC Pty Ltd

Agenda

Brief introduction to me, ASC and major programs

Introduction to Project types and Project Lifecycle

Organisational development of projects

Roles of Designer, Platform and Combat system

integrator, Programme manager

About the importance of Engineering and related

topics

2

Major Projects

Rolls Royce 1982-1989

Steam Generating Heavy Water

Reactor. 1989-1991

Sizewell B (1991-1999)

BAE Systems 1999-2009

AMEC/EDF 2009-2013

About ASC

9

ASC has facilities in Adelaide, SA

and Henderson, WA.

ASC - Major Projects

Collins Class submarines

Among current largest conventional submarines in the world

6 boats built : 1990-2003

10

ASC - Major Projects

Hobart class Air Warfare Destroyer

3 ships being built

11

Hobart class Air Warfare

Destroyer

Length: 146.7 metres

Beam: 18.6 metres

Draft: 7.2 metres

Full Load Displacement: 7,000

tonnes

Top Speed: 28+ knots

Range: 5,000+ nautical miles

at 18+ knots

Crew: approx.1806 boats built

: 1990-2003

Project Complexity

Context

Project

Leadership

Style

Staff

Characteristics Example

Simple Local and Small Project Top-down Like defined tasks Ship Repair

House Build

Complicated

but

Reductionist

Cause & Effects

discoverable

Known unknowns

Fact based

More than one right

answer

Top-down

Like defined tasks • Design and Produce a

jet engine

• Control 2010 Upgrade

Complex A • Change & Unpredictability

• No obvious right answers,

emergent instructive

patterns

• Many competing ideas

• Need for creativity

• Pattern based

leadership

• Sense, analyse

respond

• Listen to

conflicting ideas

• Comfortable with

ambiguity

• Emotional

intelligence

• System thinking

• Defence Systems

• Integration

• Space

• Explanation

Complex B Wicked problems

• requirements volatile

• constraints changing,

• stakeholders can't

agree

• target is constantly

moving,

• Probe, sense,

respond

• limited

experiments

As above • Organisational Redesign

• Culture change

programmes

• National programme for

IT in the UK NHS

Adapted from Project Management Association, Project

Perspectives 2013, Gorad, White, Gandi & Sauser

Changing Focus in Project Lifecycle

13

Functional design CAD Model Procure Build Completion Test and

Commission

System Contract Area Area System Area/System

Another View of the Project

Lifecycle

Enthusiasm

Frustration

Panic

Assigning the blame

Bayonetting the survivors

Rewarding the non-contributors

14

Changing Responsibilities in Project

Lifecycle (1)

15

Designers

Designers

Builder,

Suppliers,

Maintainer

• Focus on project life

• Test, evaluate, adjust cycle

• Adaptive to change

• Focus on efficiency and execution

• Defined tasks

• Agility to cope with design change

• Regular organisational transitions of

accountability and responsibility

• Focus on asset life

• Continuous learning and

reduction of uncertainty

• Proceduralised and

repetitive tasks

Changing Responsibilities in Project

Lifecycle (2)

16

Construction Manager

Commissioning Manager

Completions

Management

H

Disrupts Efficiency Risks Program

Project Organization Development

Plan Mobilization plans – common

Culture and organizational change strategy not

properly addressed.

Leads to

Insecurity for individuals

Confused accountability

Power Hogging and Change resistance

Mismatch between individuals and culture

required – Innovation or Schedule driven?

17

From Chaos to Control

18

Ambiguity, Variability, Change

Lean Production

Engine

Clarity, Stable,

Smooth

Outcomes

$ Cost of

Change

Readiness Decision

Gates.

Maturity Measures?

Don’t start unless you

can finish.

Integrated Solution for Maximum Productivity

Engineering

Stable Mature Design

Engineering Flexibility (Agility)

Decision Making Authority Design Control

Organisation

Aligned Focused Leadership

Integrated Information Management Systems

Commercial Arrangements

Continuous Improvement Culture

Production

Production Method

Production Management

Production Infrastructure and Tools

Procurement

Supply Chain Management

Strategic Key Supply & Developed

On-Time Procurement

Artefacts at Decision Gates –

Engineering Templates System level

Systems Description

Process and Instrumentation Diagrams

Single Line electrical Diagrams

Control Logic

System design substantiation

Test and Inspection Plan

Isometrics

Design codes and standards

etc

Component Level

Specification

Procurement Contract

Erection contract

Location

Quality Plan

Factory acceptance tests

Interface specifications

Etc

20

Cabling

Parent Child Relationships

Routings

Cable Type

Connection details

Segregation group

etc

Structures

Structural drawings

Penetration, foundation/seat drawings

Weld specifications

Inspection plan

Etc

Software

Operational Concept Document

Performance Specification

Requirements definition document

Unit/sub-systems test

procedures/results

Interface specifications

IPDE Concept

RAN (Operator)

DMO (Contract Authority) Design Authority

Supplier

Other roles, such as...

Platform SystemsIntegrator

Platform SystemsMaintainer

Combat Systems Maintainer

Disposal

Master Product

Management · Authority / Governance· Service Level Agreements· Policy

Information Traceability

Requirements Management

Certification Management

LogisticsConfiguration Management

· Standards· Regulations· Schema· Digital Product· IP & Export Controls

Change Management

· Security & Access· Information search and navigation· Document Management· Data quality management· Business process management· Data integration

Concept Design

Acquisition

Preliminary Design

Acquisition

Detailed Design

In-Service

Operate

In-Service

Maintain

In-Service

Capability Enhancement

Disposal

Designer

IPDE

IPDE Concept for SEA1000© ASC 2013

Data

Data

Process

Technology

Acquisition

Build

· Class Capability Integrator· Platform· Combat· Engineering

· Platform System Build· Support System Build· Project Management· Workforce Services· Facilities· Integrated Logistics Support

· Materials & Inventory· Spares Management· Tests & Trials· End User Training· In Service Support· Crewing

· Sub Contractor· Part Supplier· Materials Supplier

Materials Management

· Asset Management· Availability Management· Performance Management· Contract Management

· Platform· Combat· Support System· Engineering

· Project Management· Platform System Maintenance· Spares Component Build· Materials & Inventory Control· Workforce Services· Facilities Maintenance· Integrated Logistics Support

· Collaboration· Orchestration· Visualisation

IPDE Kernel

IPDEFoundation

Risk Management

QualityManagement

· Combat System Maintenance· Spares Component Build· Materials & Inventory Control

Platform SystemsIntegrator

· Platform System Enhancement· Support System Enhancement· Project Management· Workforce Services

Combat Systems Integrator

· Project Management· Combat Systems Integration· Workforce Services

Combat Systems Integrator

· Project Management· Combat Systems Integration· Workforce Services

Product Safety CDRL Management

Ship/Submarine Integrator

22

6 Core competencies The Ship/Submarine Integrator is

an intelligent customer of ship or

submarine designs who co-

ordinates the industrial entities

involved in build and maintenance

to ensure a seaworthy ship or

submarine is delivered to the

Royal Australian Navy and

supported throughout its

operational life.

Engineering Aspects of the

Integrator

23

• Australian Context

• Demonstrating Technical Integrity

• Influencing the designer

• Co-ordinating verification activities

• Industry co-ordination:

• Knowledge Management

• Contracts

• Risk management

• Information and change management

• Technical integrity demonstration management

• Integrated Product Development Environment Management

• Submarine/ship systems technology management

(American Production and Inventory Control Society)

Some Laws of Project Management

Projects progress quickly until they are 90% complete.

Then they remain at 90% forever

If the project content is allowed to change freely, the rate

of change will exceed the rate of progress.

When things are going well something will go wrong.

When things just cannot get any worse they will. When

things appear to be getting better you have overlooked

something.