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Project Management Plan

Project approach multidisciplinary projects

 

 

For larger projects it is important to implement a good project approach.
In many cases the exact scope is not yet clear or the set of requirements is still uncertain.

To gain more clarity about the total project scope of a larger multidisciplinary project, VHE applies a "Project Management Plan".
This document describes all facets that occur in a project so that it becomes clear to everyone involved what the expectations and the final result of the project will be.

Some parts from the project management plan:

  1. The project overview
  2. Activities
  3. Management aspects

1       The project overview

The project overview describes aspects such as the scope, the problem definition, the goal and the result of a project.

Subjects that return each time are briefly described in the following paragraphs.

1.1      Success criteria and key figures

The success criteria briefly indicate which objectives are achieved by the project such as meeting the latest safety guidelines, fewer maintenance stops on a machine, availability of components secured for the next 10 years etc.

The key figures are the measurements of the project result and is a reference for the SAT of the project. Key figures can be, for example, the time efficiency, the material yield, a product range, the process settings.

1.2      The project organization

Describing which participants form the project team and whether a steering committee is needed. The steering committee will monitor the progress process as provided by the project manager. The steering committee meets on an ad hoc basis.

In addition, a review team could also be appointed and will discuss the technical and organizational issues on an ad hoc basis.

1.3      Responsibilities and activities

The client and supplier work closely together during a project. Nevertheless, responsibilities and activities are appointed and recorded:
Customer specific matters: The package of requirements, utility, footprint current installation, RIE and CE marking, release, test products.
Supplier specific issues: Project management, hardware and software design, planning, capacity, the correct implementation of the project, budget monitoring.

1.4      Specifications

The drafting of the specifications is an important part of the project. There are several specifications to name.

User Requirement Specification (USR)

Here the package of requirements is determined and is often supplied by the customer.

Functionele Design Specification (FDS)

Describes the desired functionality of the machine / installation / control.

Electrical Design Specification(EDS)

Uses the FDS and describes the electrical design of the control and forms the basis for the hardware engineering for the design of the electrical drawings package.

Software Design Specification(SDS)

Uses the FDS and describes the software design of the control and forms the basis of the software engineering for designing the software program.
All specifications also serve as a guide for the FAT and SAT documents, but also for manuals and other documentation.
  

At the start of the project, there will be intensive contact between the customer and the supplier to clarify all the preconditions. The outcome of this phase is a document in which the most important questions have been answered. A draft risk assessment has also been prepared. Both are reviewed by both parties and serve as the input for the actual engineering and subsequent orders. In this way, it is prevented that in the beginning wrong decisions are taken which can be disastrous in the final stage. During the design process, reviews will also be held.

In addition, the risks must be appointed in advance in order to minimize setbacks during the project.

Possible risks may be: changes during the design, project boundaries unclear, lead time not realistic, supplied data incorrect.

2      Activities

The activities that are carried out during the project are the planning, the acceptance of the end customer through FAT (Factory Acceptance Testing) and SAT (Site Acceptance Testing), the project evaluation and aftercare.

Crucial within a project is a planning in which the feasibility of the project is made transparent. The project planning is drawn up in advance to obtain consensus with all parties involved. Immediately it becomes visible which tasks form the critical path during the execution of the project.

The project manager monitors this planning and adjusts as necessary. A planning is often drawn up in Microsoft Projects or Excel.

Another aspect is to obtain the acceptance of the (end) customer. For this, two validation moments are selected and chosen in the project, the FAT and the SAT.

The FAT can be a decrease of a control box or the completion of a simulation of the software.

The second validation moment is the SAT. This is the purchase time at the (end) customer during commissioning / commissioning of the entire control / installation.
During these tests the described functionality and requirements of the specifications will be tested.
Consensus must be obtained with the customer in advance about the content of both documents.

After completion of the project, a project evaluation will be carried out as described in the project-based working procedure. This evaluation will take place both internally and externally
VHE will be made available for sufficient time for necessary aftercare during the start of production, following the "learning curve". This learning curve is coordinated with the client in advance.

3      Management aspects

For the management aspects of a project, VHE uses the QLTC method.

Q(uality):          Quality control within VHE is guaranteed according to ISO 9001 procedure.

L(eadtime):      Monitoring and following the planning.

T(echnique):    Monitor the technical aspects, the feasibility, the complexity.

C(osts):            Monitor the specific budget of the entire project.