1 / 7

Planning and Budgeting CSPEC Detector delivery project

Learn how to successfully manage and deliver the CSPEC detector project by creating a project plan, tracking progress, and implementing earned value methodology for performance monitoring. Understand the importance of budgeting, resource allocation, and change control in ensuring project success.

ctammy
Download Presentation

Planning and Budgeting CSPEC Detector delivery project

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Planning and BudgetingCSPEC Detector delivery project Marie-Louise Ainalem NSS Project Planner European Spallation Source ERIC 18 January 2019

  2. How to successfully manage and deliver the CSPEC detector project • Agree on a project plan • Why, What, Who and When! • Goals, Scope, Milestones and Major Deliverables, WBS, Budget, Resources, Risks, change management.... Once the project is launched • Maintain an updated project schedule and continuously review the critical path • What needs to be performed and in which timeframes the project activities needs to be completed • Resource loaded (cost and budget) • Containing all relevant activities, sequenced and linked and with realistic work periods • Keep track of time, actions, issues and risks • Communicate, monitor and review

  3. ESS EV project management • We will apply the Earned Value methodology to monitor this project’s performance. Earned value analysis uses three key pieces of project information: • Planned Value (PV) is the budgeted cost for the work scheduled to be done. This is the portion of the project budget planned to be spent at any given point in time. • Actual Costs (AC) is the money spent for the work accomplished. • Earned Value (EV) is the percent of the total budget actually completed at a point in time. Schedule Variance and Cost Variance are two important parameters in earned value management SV = EV – PV >0: ahead of schedule.
CV = EV – AC >0: under budget.


  4. ESS Project reporting cycle The NSS construction project is ring fenced and manages change control, including that for IK, within the project - A change to the project scope can only be implemented following approval of a written change request - A change request should be sent to Shane and will be reviewed at PCT

  5. Context The ESS delivery of the CSPEC detector • The CSPEC CB value is 16.5 M€(and includes a 10% contingency) out of which the CSPEC Detector CB value is 3,853M€ (scope setting). • The CSPEC instrument is an In-kind collaborative project between the TechnischeUniversität of München (TUM) and the Laboratoire Léon Brillouin (LLB), both sharing equally the budget. • The project will be tracked under the CSPEC instrument umbrella, but under a new separate PCC. • Decision on contingency management needed

  6. A resource loaded project delivery schedule CSPEC in first 8. Detector planned to be ready for HC by BOT DRAFT VERSION

  7. NSS Project Division 2nd floor, Ship 6!

More Related