Scope and change management

Transcription

1 Scope and management 6th African Rift Geothermal Conference ARGeo-C6 Short Course 1 Project Management for Geothermal Development Carine Chateney and Yngvi Gudmundsson

2 Subjects Processes INITIATE PLAN IMPLEMENT MONITOR CLOSE Integration Stakeholder Scope Resource Project charter Project plan Direct project work Control project work and project s Identify stakeholders Establish project team Scope WBS Define activities Resource estimate Project organization Manage stakeholders Develop project team Control scope Control resources Manage team Close project phase or project Lessons learned Time Cost Risk Quality Sequence activities Activity duration Schedule Cost estimates Budget Identify & assess risks Plan quality Treat risk Quality assurance Control schedule Control cost Control risk Quality control Procurement Plan procurement Select suppliers Administration Communication Plan communication Distribute information Manage communication

3 Develop project scope management Plan scope management Collect requirements Create WBS Define scope and create interface schedule Validate scope Control scope If required, initiate management

4 Most important in first phase: What s my scope What s the scope of others What does the interface between the scopes look like

5 Establish an interface schedule Purpose: Define boundaries between your scope and the scope of others, as well as between entities within your project. Examples:...

6 Interface schedule, cont. Examples for geothermal, external interface: Electrical interface. Grid company provides HV side circuit breaker, measuring transformers, line to substation and line protecton. IPP provides Step-up transformer and protection. Protection has access to CB trip circuits and interlocks to prevent energising if transformer is not ready, both via potential free contacts that can withstand 110 V DC voltage. IPP provides control cables for these functions. Tariff metering is common in the substation. Grid company provides a cubicle and measuring cables, each party provides one high precision Engergy meter.

7 Scope control PMBoK: The actual results are compared against the scope baseline and the requirements in order to ensure that all of the approved scope is in fact being delivered Scope control prevents scope requests from overwhelming the project and ensures that they are all handled properly, i.e. with the previously defined control routines.

8 Progress control

9 What is? Change is the only constant in construction.

10 Change control Change control affects many processes, e.g.: Planning / design estimating of impact on cost/time Budgeting, approval by PM/Governance body Planning / design final design modifications Cost management - modifications Time management modifications Procurement management modifications...other technical processes??...and last but not least... Communication.

11 Manage or be managed by! Change is common in projects and should be an opportunity to improve the project as it is being developed and implemented. At the same time, drastic s adding no value to the project are not desired. Change management contributes to making informed decisions and to incorporate s at appropriate level.

12 Stages of management Change proposed Summarize impact Make decision Implement Close

13 Documentation Change Log Change request form (optional) Change Order/Amendment

14 1. Change proposed Change proposed Summarize impact Make decision Implement Close Either party can propose Proposal should include description of, reason for and expected benefit Change request form if in place

15 2. Summary of impact Change proposed Summarize impact Make decision Implement Close Quantifiable cost savings and benefits Legal, regulatory or other unquantifiable reason for Estimated cost of Impact on schedule Impact on resources/materials Impact on other projects/contractors and business New risks and other issues of impact

16 Change management form?

17 3. Make decision Change proposed Summarize impact Make decision Implement Close Decision at appropriate level If needed the baseline will have to be revisited (scope, cost, schedule)

18 4. Implement Change proposed Summarize impact Make decision Implement Close Notify the team Update baseline and plans Step often facilitated by a formal process

19 5. Close Change proposed Summarize impact Make decision Implement Close

20 Contract amendments In most cases, the requires one or more of the following: New contracts Contract amendments Extra work orders Daywork / timework orders All of the above may require negotiations

21 6th African Rift Geothermal Conference ARGeo-C6 Short Course 1 Project Management for Geothermal Development Organized by: Financed by: Coordinator: Lecturers: United Nations University Geothermal Training Programme (UNU-GTP) Icelandic Ministry for Foreign Affairs ICEIDA and Nordic Development Fund Ingimar G. Haraldsson, UNU-GTP Anthony Ng ang a Ngigi, Geothermal Development Company, Kenya Carine Chatenay, Verkís Consulting Engineers, Iceland Peketsa Mwaro Mangi, Kenya Electricity Generating Company, Kenya Yngvi Gudmundsson, Verkís Consulting Engineers, Iceland