plc phases: overview - mpc
TRANSCRIPT
1
PLC Phases: Overview
2
Exploration
Program Termination
Approval (PTA)
Concept
Approval
(CA)
Development
Investment
Approval
(DIA)
Implementation
Plan Approval
(IPA)
Approval
Meetings:Product
Readiness
Approval
(PRA)
Ship
Release
Approval
(SRA)
Product
Readiness
Review
(PRR)
PDT
Postmortem
Product
Documents
and Reviews:
Product
Requirements
Document or
Statement of
Work
(PRD/SOW)
Project
Management
Plan
(PMP)Technical
Product
Specification
(TPS)
Product
Discontinuance
Approval
(PDA)
Planning ProductionDevelopmentExploration
Market
Segment
Analysis
(MSA)
Business
Inputs:
Business
Requirements
Document
(BRD)
Mid-Point
Review
(MPR)
Product
Certification
Compliance
(PCC)
Product
Materials
Approval
(PMA)
Risk
Assessment
(RA)
Quality
Plan
(QP)Technology
Inputs:
12 3 4
56 7
AB
C
D
E
F
G H
I
Project Selection
3
Exploration
◼ Nonnumeric Models
➢ The Sacred Cow / Boss
➢ The Operating Necessity
➢ The Product Line Extension
➢ Comparative Benefit
◼ Numeric Models : Profit / Profitability
➢ Payback Period
➢ Average Rate of Return
Value Capability BudgetRational Resource
Key Points in Project Set-up
◼ Create Project Management Plan (PMP)
◼ Be clear of scope and objectives
◼ Establish clear statement of what is to be
done (WBS)
◼ Establish Risks to be Managed
◼ Establish Costs and Durations
◼ Establish Resources Required
4
Project Management Plan - PMP
◼ Master Document for Project
◼ Defines the following:-
Project Objectives, Scope, Deliverables
Stakeholders (Internal & External)
Work to be done (WBS)
Project Organisation and Resources
Project Costings
Project Schedule
Procurement/Contract Strategy
Risk Management
Quality management
Change Management
5
Project Planning
6
Project Planning
◼ Adequate planning leads to the correct
completion of work
7
◼ Inadequate planning leads to frustration
towards the end of the project & poor
project performance
Project Start Project End
Work Breakdown Structure (WBS)◼ The Work Breakdown Structure is the
foundation for effective project planning, costing
and management.
◼ It is the most important aspect in setting-up a
Project
◼ It is the foundation on which
everything else builds
8
“A Work Breakdown Structure (WBS) is a hierarchical
(from general to specific) tree structure of
deliverables and tasks that need to be performed
to complete a project.”
Example WBS - Top Level Project
Key ProjectMilestones
1.1.1.0.0
Key Project
Deliverables1.1.2.0.0
Key ITER
Milestones & IPL1.1.3.0.0
Overall
Management1.1.4.0.0
Safety & HP
Management1.1.5.0.0
Risk
Management
1.1.6.0.0
Quality
Management
1.1.7.0.0
LIDAR Project
Management1.1.0.0.0
Overall ClusterCo-ordination
1.2.1.0.0
Performance
Analysis1.2.2.0.0
LIDAR
Neutronics1.2.3.0.0
Scattering
Theory1.2.4.0.0
R&D
Tasks1.2.5.0.0
Radiation
Effects Data
1.2.6.0.0
Remote
Handling
1.2.7.0.0
Item
Test Unit
1.2.8.0.0
Engineering
Analysis
1.2.9.0.0
LIDAR System
Concepts1.2.0.0.0
Lasers1.3.1.0.0
Laser
Layout1.3.2.0.0
Laser Beam
Combiner1.3.3.0.0
Laser
Systems1.3.0.0.0
Collection Optical Design
1.4.1.0.0
Collection
Windows1.4.2.0.0
In-Vacuum
Collection Mirrors1.4.3.0.0
Ex-Vacuum
Collection Optics1.4.4.0.0
Collection Optics
Mechanical Design1.4.5.0.0
Spectrometer
System
1.4.6.0.0
Detectors
1.4.7.0.0
Alignment
System
1.4.8.0.0
Calibration
System
1.4.9.0.0
Collection
Optics1.4.0.0.0
Laser PathOptical Design
1.5.1.0.0
Laser
Windows1.5.2.0.0
Plasma Facing
Laser Mirrors1.5.3.0.0
Other Laser
Mirrors1.5.4.0.0
Laser Path
Mechanical Design1.5.5.0.0
Beam
Dump
1.5.6.0.0
Alignment
System
1.5.7.0.0
Calibration
System
1.5.8.0.0
Laser Path
Optics1.5.0.0.0
Control SystemInterface Definition
1.6.1.0.0
Control
System1.6.2.0.0
Acquisition
System1.6.3.0.0
LIDAR
Instrumentation1.6.4.0.0
Safety
Interlocks1.6.5.0.0
Safety
System
1.6.6.0.0
Control &
Acquisition1.6.0.0.0
Shutters1.7.1.0.0
Labyrinth
1.7.2.0.0
Extension Tubes &
Mirror Mounting1.7.3.0.0
External Port Optics
Mounting1.7.4.0.0
Bioshield
1.7.5.0.0
BSM
Penetrations
1.7.6.0.0
EM Analysis for
In-Port Comp.
1.7.7.0.0
LIDAR
Port Engineering1.7.0.0.0
WaterServices
1.8.1.0.0
Interspace
Vacuum1.8.2.0.0
LIDAR
Power1.8.3.0.0
Spectrometer
Area1.8.4.0.0
Laser
Room1.8.5.0.0
Port Cell/
Interspace
1.8.6.0.0
LIDAR
Services1.8.0.0.0
LIDARInterfaces
1.9.1.0.0
Mock-up
Facility1.9.2.0.0
Basic Mock-up
Tests1.9.3.0.0
Tokamak
Tests1.9.4.0.0
Final System
Testing1.9.5.0.0
System Assembly
& Dis-assembly
1.9.6.0.0
Interfaces &
Integrated Testing1.9.0.0.0
Thomson ScatteringCore (LIDAR)
5.5.C.1.0.0.0.0
Optical
Systems
5.5.C.0.0.0.0.0
9
Project Planning – WBS (1)
◼ Lowest Level of WBS is the Work Package
(WP)
◼WP can be clearly defined allowing package
to be costed, scheduled and resourced
◼WP contains a list of Tasks to be Performed
that form the basis for the Schedule
◼WP allows assignment of responsibilities
(Work Package Leader, WPL)
10
Project Planning – WBS (2)
◼WBS allows hierarchical build-up of costs
and schedule
◼Cost and Schedule can be reported at any
level of the WBS
◼WBS facilitates strong management during
project execution (Cost and Schedule
control)
◼WBS can be used for many other things -
Document Management, Risk Management
etc.11
Project Planning
◼A word about Scheduling
– Schedules (task durations) can have a wide
variation
– There is no unique answer. Rather, there is a
statistical variation depending on assumptions
– Need to understand the basis of scheduling
(Most challenging; Most likely; Absolute certainty
- bet your life on it!)
– Most people are very optimistic / naive
12
Calculating Activity Times
0
1
2
3
4
5
6
13
a = optimistic time estimate
b = pessimistic time estimate
m = most likely time estimate
TE = expected time
a bm TE
TE =( a + 4m + b )
6
TE =( 10 + 4[20] + 40 )
6
= 22
If :
a = 10
b = 40
m = 20
TE = ?
Critical Path and Time – PERT / CPM
14
2
1 3
4 5
6
7
PERT – Program Evaluation and Review Technique CPM – Critical Path Method
a
b
c
d
e
f
g
h
i
j
Activity Expected Time (TE) Cost Estimate
a 20
b 20
c 10
d 15
e 10
f 14
g 4
h 11
i 18
j 8
No Path Add Days
1 a-d-j 20 + 15 + 8 43
2 b-e-j 20 + 10 + 8 38
3 b-f 20 + 14 34
4 b-g-i 20 + 4 + 18 42
5 c-h-i 10 + 11 + 18 39
Gantt Chart
15
Day
01
Day
03
Day
05
Day
07
Day
09
Day
11
Day
13
Day
15
Day
17
Day
19
Day
21
Day
23
Day
25
Day
27
Day
29
Day
31
Day
33
Day
35
Day
37
Day
39
Day
41
Day
43
Day
45
Day
47
Day
49
Day
51Activity
a
d
j
b
e
f
g
i
c
h No Path Add Days
1 a-d-j 20 + 15 + 8 43
2 b-e-j 20 + 10 + 8 38
3 b-f 20 + 14 34
4 b-g-i 20 + 4 + 18 42
5 c-h-i 10 + 11 + 18 39
16
eDashboard vs eNotepad schedule
WW
01
WW
02
WW
03
WW
04
January
WW
05
WW
06
WW
07
WW
08
WW
09
WW
10
WW
11
WW
12
WW
13
WW
14
WW
15
WW
16
WW
17
WW
18
WW
19
WW
20
WW
21
February March April May
Eval
Complete
with EMI
WW
22
WW
23
WW
24
WW
25
WW
26
WW
27
WW
28
WW
29
WW
30
June July
Mfg
site
Fab A
TO
Legal
ODMFab A
PO
WCIT
2008
BOM
Freeze
Pilot
Regulatory
Compliance
Start PRR PRA SRA
Fab A
BIOS
ICT
Fixture start
ICT
Fixture
Ready
Design
review
Legal
OEM
IPA
CBAFab A
Eval
Start
Fab B
TO
MPR
Fab B
Eval
Start
Qual
Build
(MST)
Prod
BIOSECO
Control
Mfg
site
Fab A
TO
Legal
ODM
Fab A
Valid.
start
Fab A
PO
BOM
Freeze
Pilot
Regulatory
Compliance
Start
IPA
PRR PRA
CAD
Freeze
Fab A
BIOS
ICT /FT
Fixture
start
Design
review
CBA
Legal
OEM
CAD
Freeze
Full
Regulatory
Compliance
iDOLA
Showcase
JEN-ii
ShowcaseValidation
Complete
eDashboard
eClipboard
eNotepad
eNotebook
JEN-ii
Launch
iDOLA
Launch
Prototype
SampleCPU
PRQ
SRA
17
eNotepad Project Schedule (Master Plan)
WW
52
WW
53/01
WW
02
WW
03
January WW
04
WW
05
WW
06
WW
07
WW
08
WW
09
WW
10
WW
11
WW
12
WW
13
WW
14
WW
15
WW
16
WW
17
WW
18
WW
19
WW
20
February March April May
Standard
PCB ready
SMT
Phase 2
Tape Out
Validation
Start
Design
Review
Validation
End
Prototype
End
Phase 2
Kickoff
Standard
PCB ready
SMTPhase 2
Tape Out
Validation
Start
Design
Review
EMI
Scanning
Validation
End
Project
Completion
(PRA)
Prototype
End
Phase 2
Kickoff
ECO,
Production
BIOS,
BOM ready
HVM
Pilot
Board
Assembly
(MSCSB)
19/3/09
Board
Assembly
(MSCSB)
MPR SRA
MPR
SRA
PoC
Deployment
eNotepad
PRA
EMI
1st Scan
EMI
2nd Scan
SIRIM,
MCMC
& UL
Certificate
EMI
3rd Scan
EMI
4th Scan
Driving Schedule – Intel experience
18
Day
01
Day
03
Day
05
Day
07
Day
09
Day
11
Day
13
Day
15
Day
17
Day
19
Day
21
Day
23
Day
25
Day
27
Day
29
Day
31
Day
33
Day
35
Day
37
Day
39
Day
41
Day
43
Day
45
Day
47
Activity
Committed
Aggressive
(Planned / IPA)
Extreme
No Path Add Days
1 Committed (IPA) 20 + 15 + 8 43
2 Aggressive (20 + 15 + 8 ) x 80% 34.5
3 Extreme (20 + 5 + 8 ) x 65% 28
(Bonus)
(Bonus + Share)
Actual
20%
35%
Project Costing
19
Activity Expected Time
(TE)
Cost
Estimate
Weeks
1 2 3 4 5 6 7
a 20 20,000 7,000 7,000 6,000
b 20 10,000 3,500 3,500 3,000
c 10 10,000 7,000 3,000
d 15 15,000 1,000 7,000 7,000
e 10 20,000 2,000 14,000 4,000
f 14 14,000 1,000 7,000 6,000
g 4 12,000 3,000 9,000
h 11 11,000 4,000 7,000
i 18 9,000 3,500 3,500 2,000
j 8 8,000 7,000 1,000
Total / Sub Total 129,000 17,500 17,500 23,000 40,500 20,500 9,000 1,000
2
1 3
4 5
6
7
a
b
c
d
ef
g
h
i
j
Project Risk Management
20
Project Risk – Definition
“Project risk is an uncertain event or condition
that, if it occurs, has a positive or negative
effect on a project objective”
21
“A combination of the probability of a defined
threat or opportunity (Likelihood) and the
magnitude of the consequences of the
occurrence (Impact) defines a Risk Index”
Risk Impact
Threat → Scope → Poor Quality Product
Threat → Schedule → Late Delivery
Threat → Cost → Overspend
◼ In addition there are health, safety and
environmental threats that must be
managed (OSHA Regulations)
22
Risk Management Process
◼ Identify Risks
◼Assess likelihood and impact
◼Rank risks and prioritise
◼Define risk management approach & actions
◼ Implement actions
◼Monitor & review
23
Project Monitoring and Control
24
25
25
Product Life Cycle & Gate System
Project Management OfficeProject Mgt by PMO,
Labs & Finance
Technology Transfer or
Commercialization by TPM & Finance
Exploit
IP?
IP Protection IP ExploitationIP Management Process
Redefine
National Roadmaps
Yes
No
End
Ministry
Updating
IP disclosures IP disclosures
Funding request
BoD
No
Approved
project
TRB
(EOL)
Yes
PlanningAnalysis
TRB
Secretariat
TCRCExploration
MarketTRB
University
Termination
No No
Updating
Area of research study & project initiator by
TPM, TSP, Labs & Finance
Commercialization
Development
Technology
Shelf
Yes
CB
IPA MPR PRA
26
Advanced Technology (AT) Product Life Cycle Gates Criteria
Commitment Book
Development
• G4 Criteria:
• Gather market and technology inputs
• Commitment Book Development & Approval by Stakeholders (IP due diligence)
Project
Kick-off
• G3 Criteria:
• Project Code assignment
• Detail Project Schedule
• Risk Management Plan (including IP Risk Chart)
• Legal requirement identified
• Budget breakdown by cost element
• Project team formation & development
• Procurement Plan
ProjectDevelopment
• G2 Criteria:
• Project >50% completion
• Test Plan & Requirement Book baseline
• IP Matrix Card completion, audit & mining
• Product specifications freeze
• ECN signed (if applicable)
Project Completion
• G1 Criteria:
• Project 100% Completion
• Technology Transfer Team list (by Lab)
• IP disclosure, IPC approval, IP search, drafting & filing
• Release Readiness Review (RRR) achieved.
Shipped Release
Readiness
• G0 Criteria:
• Refer to Ministry / Agency Process
• Aligned with SMEs
product marketing / launching strategy
• Spins out option
• Outcome Study Report
• Impact Study Report
1-3 months 3 months
Technology Commercialization Process
CBA
(G4)
‘x’ months ‘y’ months
Legend: CBA – Commitment Book Approval IPA – Implementation Plan Approval
PRA – Product Release Approval SRA – Shipped Release Approval MPR – Mid-Point Review
PRA
(G1)
MPR
(G2)
IPA
(G3)
SRA
(G0)
LAB/TPM PMO TMDPMO PMO
Project Monitoring
◼Typical Monitoring Activities
– regular reviews of progress against schedule
using WBS as basis (Plan against Baseline)
– regular review of actual costs (O/P from SAP)
against budgeted costs and Earned Value at
WBS level
– regular review of resource loading
– regular progress meetings with project team
– regular meetings with contractors
– production of periodic progress reports
– risk reviews
– inspections/ audits27
Project Control
◼Typical Control Activities
– assign responsibilities at Work Package level
– staged authorisation of work to be done
– staged release of budgets (staged release of
WBS(e) numbers)
– ensure PM has a ‘Management Reserve’ under
his control
– seek corrective action reports when WPs go ‘off
track’ (overrunning or overspending)
– release Management Reserve carefully
28
29
Schedule
Budget
BehindAhead
Under
Over
Project : Budget vs Schedule
Project Monitoring and Control
Summary
◼Monitor against the plan – status regularly
◼Take a factual approach to decisions
◼ Identify management action early
◼Check that defined controls are being
applied – correct if necessary
◼Apply change control
30
Confidential © 2020 Winnotech Solutions Sdn Bhd. All Rights Reserved. 31