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European Training Network “Quality in Project Management”

Workshop on Scheduling

LGM- Multi-Variant Scheduling -

2011/07/12

2LGM PRESENTATION

Summary

I. LGM in 2 slides

II. Multi-variant scheduling : Scope and feasibility

III. Multi-variant scheduling : Finding the solving path.

I. 2 methodologies for 2 approaches

I. The Explorative approach

II.The project carrying out approach

IV. Questions and Answers

3LGM PRESENTATION

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LGM Group

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Sales 2010

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+10%

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LGM Group

LGM Group facts

UTOCAEAR

4LGM PRESENTATION

Our Customers

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MESSIER BUGATTI

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Process Industries

Process Industries

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VALEO

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AIR LIQUIDE

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VEOLIA

5LGM PRESENTATION

Summary

I. LGM in 2 slides

II. Multi-variant scheduling : Scope and feasibility

I. Context

II. Expectations and Benefits

III. Limits of a traditional scheduling approach

III. Multi-variant scheduling : Finding the solving path.

I. 2 methodologies for 2 approaches


6LGM PRESENTATION

Multi-variant scheduling : IntroductionContext in industry to date

Complexity in systems grows in numbers and dimension Innovation to be incorporated Requirement to explore more ways before finding a good

solution Environment prerequisites

Less time

Less risks

Less money

The Grail Quest of the “Optimal Solution”

7LGM PRESENTATION

Multi-variant scheduling : IntroductionExpectations and benefits

Reducing time, costs and risks by Reusing existing solutionsDeveloping or forging standardsUsing simulations models and virtual prototypingAvoid R&D !!! … ( DI vs NDI) whenever possible…

It’s time to play “LEGO”

8LGM PRESENTATION

Multi-variant scheduling : Introduction

Limits of a traditional scheduling approach

Need : To (re)use the same product/activity in several scheduled variants to explore

Issue : V cycle of the component to fit in different contexts

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Path 1 : I would like to change a property of this activity in all scheduled variant (Starting date, delay, cost,…)

Fact : Seems obvious

A lot of practical difficulties

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Path 2 : I work on a variant, generate the modifications on a block and the would like to evaluate updates on all variants

Fact : Seems obvious

A lot of practical difficulties

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Finding : Modelling issue embedded in softwareTask A in project A ≠ Task A in project B

Core underlying principle “A project is unique”

Neglects reality : What if I want to use the same task in several hypothesis and scenarios ?

Current status : Project tools are commonly using databases rules, with three options to handle building blocks1. External milestones.

2. Project templates.

3. Project insertion. Primavera P6 OPX2 / Planisware 5 PSNext

MS Project 2010 + EPM

12LGM PRESENTATION

1.External milestones :



EngineeringProduction

Variant schedule 2


Variant schedule 1

Assembly

External Milestone

External Milestone

Flaw : 1 task is linked to several projects but the starting date is depending of the latest project-task linked.

13LGM PRESENTATION



2.Project Template :


Variant schedule 2


Variant schedule 1

Assembly

Assembly Project template

Assembly

Project templates :

are a mere copy&paste of an existing project.

do not transfer task paremeters

14LGM PRESENTATION

3.Project insertion :




Variant schedule 2


Variant schedule 1

Assembly

Project insertion

Project insertion : A sub-project can be inserted in only one main project

Assembly

Project insertion

15LGM PRESENTATION

Summary

I. LGM in 2 slides

II. Multi-variant scheduling : Introduction

III. Multi-variant scheduling :2 methodologies for 2 approaches


I. For what need ?

II. Methodology

III. Strengths and weakness of this approach

II. The project carrying out approach

I. For what need ?

II. Methodology



16LGM PRESENTATION

Multi-variant scheduling :An attempt to circumvent the problem

2 methodologies for 2 approaches

1. The explorative approach2. The project carrying out approach

1.Multi scenarios investigations 2.Multi on going project dependencies

17LGM PRESENTATION

The Explorative approach

For what need ?

1.Multi scenario analysis (Astrid, Iter like…) Middle / Long term simulations

Global views and accurate estimations (Zoom in / Zoom out)

Support to data consolidations (Costs, resources, delays,…)

Purpose : To run “What if” investigations Testing ideas / concepts

Fast answers

Risk identifications

Finding the good conceptand the best way.

18LGM PRESENTATION


Response methodology

Put all your planning blocks in a same file “block bibliotheca” . Easier way to compare and manage blocks

Simplify and lighten the variant planning by avoiding complete re-planning and update of the blocks

Finding : It is faster to build a variant with updated blocks than to update each block in each variant

19LGM PRESENTATION

Block A External milestones milestone 1 milestone n Common and Transvariant activities Com: Internal Milestones milestone 1 milestone n Work package 1 milestone 1 milestone n Work package n milestone 1 milestone n Variant 1 : Specific activities V1: Internal Milestones

jalon 1 jalon n Work package 1 tâche 1 tâche n Work package n tâche 1 tâche n Variant 1 : Specific activities Vn: Internal Milestones jalon 1 jalon n Work package 1 tâche 1 tâche n Work package n tâche 1 tâche n

Commun part

Specific part V1

Specific part Vn


Response methodology

Structure your planning blocks (WBS) :

Block A input milestones Common part Milestone 1 Milestone n Variant 1 Milestone 1 Milestone n Variant n Milestone 1 Milestone n Block A output milestones Common part Milestone 1 Milestone n Variant 1 Milestone 1 Milestone n Variant n Milestone 1 Milestone n

Drivers : Anticipate on connectionsSegregate common/specific

20LGM PRESENTATION


Methodology

Common activities schedules : Optimize and avoid redundancy parts of the blocks planning

Internal milestones identification between the common part and the specific parts

Specific activities schedules : Only the variant specific part of the block

Avoid to schedule parts than can be grouped with other variant and create redundancies to manage after

21LGM PRESENTATION


Methodology

Structure your variant planning : Group the project milestones (contract, reporting, main

inputs/deliverables,…)

Plan the main activities of the program (non dependant on a block)

Insert your blocks

Variant Program milestones milestone 1 milestone n Project activities Work package 1 Task 1 Task n Work package n Task 1 Task n Block A Block X Block Y Block Z

Project tasks

22LGM PRESENTATION


Methodology

Link the milestones and filter the variant you want to analyzeWithout filtermulti-variants

With filter V2

Filter on column « Texte1 » :

Criteria:TS + S2

23LGM PRESENTATION


Strengths and weakness of this approach

Strengths: Very flexible method

Variants can be built and mix quite easily

Only one block to maintain for all variants

Weaknesses: A lot of structuring at the beginning of the blocks

building, before starting planning a variant.

Multiplication of milestones that could be unsettling

Works well with light planning (but don’t forget that we are in a explorative approach)

24LGM PRESENTATION

Summary

I. LGM in 2 slides

II. Multi-variant scheduling : Introduction

III. Multi-variant scheduling :2 methodologies for 2 approaches


I. For what need ?

II. Methodology


II. The project carrying out approach

I. For what need ?

II. Methodology



25LGM PRESENTATION

The project carrying out approach

For what need ?

Managing multi projects Project is ongoing

Several services are working on

Some projects use the production of other(interdependency)

Impact analysis and project management Identify who is working on what part

Disentangle links and impacts on what happenon the project

Give a clear view and responsibility on complex impacts

Managing projectsin a multi-interdependencies context

26LGM PRESENTATION


Methodology

Works well with matrix organization .Chief

Executive

Project Marketing Production Finances R & D

Project manager A

Project manager B

Project IntervenerA

Project IntervenerB

Intervener A

Intervener B

Intervener A

27LGM PRESENTATION


Methodology Variant 1

Master Schedule VARIANT

Milestones table

SPM Schedule SYSTEM

LSA

Tech Pub

IPLContractual MilestonesMain Milestones x

Training

Management LotWP Schedule DISCIPLINE

Discipline1 ex : LSA

MAC

ICL

M9

LSAR

Contractual MilestonesMain Milestones xSecondary Milestones

MA Schedule MAIN ACTIVITY

Task 1

Task 2

Dévelopment M9

group 1

Task 3

Task 4

Task 5

group 2

Task 6

Task 7

Task 8

group 3

Task 9

Contractual Milestones Engineering (for example)Contractual Milestones ILS

Contractual MilestonesMain Milestones xSecondary Milestones

Example of variant scheduling:

28LGM PRESENTATION

Variant 1Engineering

ProductionILS

LSA Tech Pub Training

Vari

ant 1

Milestones

Vari

ant N

WBS

WBS

Master Schedule with Disciplines milestones report

Milestones

29LGM PRESENTATION

LSA

Master Schedule DISCIPLINE

Milestone table

V1SPM Schedule VARIANT

V2

V3

V4

V5

WP Schedule MAIN ACTIVITY

Variante 2

MAC

ICL

M9

LSAR

Task 1

Task 2Contractual milstonesMain milestonesSecondary milestones

Dévelopment M9

group 1

Task 3

Task 4

Task 5

group 2

Task 6

Task 7

Task 8

group 3

Task 9

Contractual milestones Variant 1Contractual milestones Variant 2

Contractual milstonesMain milestonesSecondary milestones

Contractual milstonesMain milestones

Example of discipline scheduling:

30LGM PRESENTATION

ILS Variant N

LSA Tech Pub

Engineering shift

12

2 LSA schedule update

1

3

3 Impact analysis / optimisation

4

OK

4 Warning if it can’t be solved

Analyze and decision

Synchronization process

31LGM PRESENTATION


Strengths and weakness of this approach

Strengths: Clear shifts identifications and management

Give a sense of responsibility

Make arbitration easier

Weaknesses: Not only a scheduling method but

needs an organization adaptation

32LGM PRESENTATION

Question and Answers / Contact us

Website : www.lgm.fr

Mail : [email protected]

General manager for South of France (Mr. Arnaud) : +33 (0) 4 42 16 07 82

Nuclear Department contact (Mr. Aprile) : +33 (0) 4 42 16 07 80

LGM Head Office : +33 (0) 1 45 37 34 00

Fax : +33 (0) 1 45 37 34 01

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