Design, Integration and Project Management of Complex Engineering Projects. Alexander Walsh Executive General Manager Engineering at ASC Pty Ltd

Transcription

1 Design, Integration and Project Management of Complex Engineering Projects Alexander Walsh Executive General Manager Engineering at ASC Pty Ltd

2 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

3 Major Projects

4 Rolls Royce

5 Steam Generating Heavy Water Reactor

6 Sizewell B ( )

7 BAE Systems

8 AMEC/EDF

9 About ASC ASC has facilities in Adelaide, SA and Henderson, WA. 9

10 ASC - Major Projects Collins Class submarines Among current largest conventional submarines in the world 6 boats built :

11 ASC - Major Projects Hobart class Air Warfare Destroyer Length: 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 : Hobart class Air Warfare Destroyer 3 ships being built 11

12 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 Complex A Change & Unpredictability No obvious right answers, emergent instructive patterns Many competing ideas Need for creativity Top-down Like defined tasks Design and Produce a jet engine Control 2010 Upgrade 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

13 Changing Focus in Project Lifecycle Functional design CAD Model Procure Build Completion Test and Commission System Area Contract Area Area/System System 13

14 Another View of the Project Lifecycle Enthusiasm Frustration Panic Assigning the blame Bayonetting the survivors Rewarding the non-contributors 14

15 Changing Responsibilities in Project Lifecycle (1) 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 15

16 Changing Responsibilities in Project Lifecycle (2) Construction Manager Commissioning Manager Completions Management H Disrupts Efficiency Risks Program 16

17 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

18 From Chaos to Control Ambiguity, Variability, Change Readiness Decision Gates. Maturity Measures? $ Clarity, Stable, Smooth Don t start unless you can finish. Cost of Change Lean Production Engine Outcomes 18

19 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

20 Artefacts at Decision Gates Engineering Templates System level Cabling 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 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 20

21 IPDE Concept IPDE Concept for SEA1000 ASC 2013 Disposal DMO (Contract Authority) Asset Management Availability Management Performance Management Contract Management Other roles, such as... Class Capability Integrator Design Authority Platform Combat Engineering Platform Systems Integrator Platform System Enhancement Support System Enhancement Project Management Workforce Services IPDE Combat Systems Integrator Project Management Combat Systems Integration Workforce Services In-Service Capability Enhancement In-Service Maintain Certification Management Master Product Management Logistics Disposal Quality Management Product Safety Collaboration Orchestration Visualisation IPDE Kernel IPDE Foundation Authority / Governance Service Level Agreements Policy Process Technology Data Data Security & Access Information search and navigation Document Management Data quality management Business process management Data integration CDRL Management Concept Design Standards Regulations Schema Digital Product IP & Export Controls Requirements Management Information Traceability Change Management Configuration Management Acquisition Preliminary Design Acquisition Detailed Design Designer Platform Combat Support System Engineering Supplier Sub Contractor Part Supplier Materials Supplier Risk Management Materials Management Combat Systems Maintainer Combat System Maintenance Spares Component Build Materials & Inventory Control Platform Systems Maintainer Project Management Platform System Maintenance Spares Component Build Materials & Inventory Control Workforce Services Facilities Maintenance Integrated Logistics Support In-Service Operate Materials & Inventory Spares Management Tests & Trials End User Training In Service Support Crewing RAN (Operator) Acquisition Build Platform Systems Integrator Platform System Build Support System Build Project Management Workforce Services Facilities Integrated Logistics Support Combat Systems Integrator Project Management Combat Systems Integration Workforce Services

22 Ship/Submarine Integrator The Ship/Submarine Integrator is an intelligent customer of ship or submarine designs who coordinates 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. 6 Core competencies 22

23 Engineering Aspects of the Integrator 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 23

24 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. (American Production and Inventory Control Society)