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ITER projekt – Izazovi najkompleksnijeg projekta na svijetu
Contributors
• Maria Ortiz de Zuniga : „ITER : The World’s
Largest International Partnership”- OPSIG Online
Series 2013
• Bernard Bigot DG – „Welcome to ITER” - ITER
International Project Management Conference
Sadržaj
• O Primakonu
• Oracle Primavera ukratko
• ITER projekt
– O projektu
– Dosadašnji problemi
– Akcijski plan za spas projekta
• Oracle Primavera in Fusion for Energy
• ITER schedule – primjer integracije projektnih
planova u ITER projektu
Tko je Primakon?
Primakon d.o.o. usmjeren je na razvoj i implementaciju
rješenja za upravljanje poslovanjem na području Europe i
regije Jugoistočne Europe.
Primakon d.o.o. na tržištu nudi jedinstvenu kombinaciju
proizvoda i usluga – informatičkih alata, stručne i tehničke
podrške, obuke i edukacije iz područja strateškog
upravljanja i upravljanja projektima.
Što nudi Primakon?
Primakon nudi širok spektar usluga za krajnjeg korisnika koje obuhvaćaju:
edukaciju
konzalting
razvoj metodologije za upravljanje projektima
implementaciju poslovnih procesa
implementaciju IT rješenja
potporu u radu
Partneri
Oracle - Primavera ., SAD – vodećisvjetski proizvođač softvera zaupravljanje projektima na razinipoduzeća (EPM - Enterprise Project Management)
Microsoft – Microsoft Project Online, SAD – najrašireniji program za upravljanje projektima u svijetu
Tenstep Inc. SAD – modularnametodologija za upravljanjeprojektima
Edukacijski programi
Primakon d.o.o. član je Hrvatske udruge za upravljanje projektima (HUUP) s kojom usko surađuje te provodi predcertifikacijsku edukaciju kroz program "Project Management akademije" u suradnji s učilištem Algebra.
U suradnji s HUUP-om Primakon d.o.o. organizira i certifikaciju po IPMA 4-L-C programu koji je standard unutar EU i široko rasprostranjen diljem svijeta.
Kao dio TenStep mreže, Primakon ima status REP-a pri PMI.
HUUP/CAPM
Industrijske grane na koje je Primakonusmjeren
• IT i razvoj novih proizvoda (NPD – New Product Development)
• Financijski sektor
• Javna uprava
• Energetika i procesna industrija
• Graditeljstvo
• Telekomunikacije
• Farmaceutika
Primakon radi na slijedećim tipovima projekata
• Razvoj novih proizvoda i usluga
• Implementacije novih tehnologija (IT)
• Investicijski projekti
• Održavanja i prenamjene (remonti, modifikacije)
• Organizacijski projekti
Primakon reference
Graditeljstvo
• Građevinski fakultet, Zagreb
• Tehničko veleučilište, Graditeljski odjel, Zagreb
• Građevinski fakultet Osijek
• Konstruktor d.d. Split
• Tehnika d.d. Zagreb
• GPG Grosuplje, Ljubljana
• Grupa Investinženjering Zagreb
• Conex, Zagreb
• IGH d.d. GP Krk
• Walterbau Zagreb
• Viadukt d.d. Zagreb
• Rijekaprojekt Niskogradnja Rijeka
• Muhlos d.o.o. Split
• Valamar turistički projekti Zagreb
• Ingra d.d.
• HAC
• Carin d.o.o.
• Emonika Ljubljana
Energetika i procesna proizvodnja
• Ekonerg d.o.o. Zagreb
• Nuklearna elektrana Krško
• NUMIP d.o.o. Krško
• Končar mjerni transformatori Zagreb
• Končar energetika i transporti
• HEP sektor toplinarstvo, HEP OPS
• Plinacro
Brodogradnja
• Brodogradilište Viktor Lenac, Rijeka
• Brodogradilište Uljanik, Pula
ICT
• Iskratel d.o.o. Kranj
• T-Hrvatski Telekom d.d.
• Proplus Ljubljana
• Nova TV, Zagreb
Javna uprava
• Hrvatske vode
• Zagrebački holding d.o.o.
• Komunalac d.o.o. Opatija
• Ministarstvo MTPR
• Vodovod kanalizacija Ljubljana
• Grad Zaprešić
Financijski sektor
• Privredna Banka Zagreb
O Oracle - Primavera
• Primavera predstavlja svjetski brand za izbor rješenja u upravljanju projektima i portfeljima
• Preko 76,000 korisnika po cijelom svijetu
• Osnovana 1983, uz uzastopnih 23 godine profitabilnosti
• Preko polovine Fortune 100 tvrtki koristi Primavera rješenja
• Fokusirana na kontinuirane inovacije svojih proizvoda, uz 18% izdvajanja
od godišnjih prihoda za istraživanja i razvoj
• Industrijski orijentirana rješenja za građevinarstvo, javnu upravu,
energetiku i procesnu industrije, proizvodnju te za organizacije koje
pružaju stručne usluge
Reference ICT
Pozicija unutar ORACLE Primavera rješenja
Identify, select, and prioritize
the right strategic initiatives
What?Portfolio Management
Plan and execute high quality projects on time,
on budget
When?Project Management
Mitigate project risk through
predictive analytics
Sure?Risk Management
Manage contracts,
commitments, changes
Changes?Contract Management
Job Cost tracking and
Earned value reporting
How Much?Cost Management
Right people. Right projects.
Right now.
Who?Resource Management
Primavera Enterprise princip
TvrtkaSektor ili odjelUpravljanje
programom
projekata
Radna grupaSamostalno
računalo
Mogućnosti upotrebe
A unique international collaboration to demonstrate the feasibility of fusion energy
ITER
Fusion in the Universe
• In a fusion reaction, two light hydrogen nuclei combine, form a heavier helium nucleus and release a huge amount of energy.
• Fusion powers the Sun and stars since billions of years.
• Magnetic fusion aims at reproducing a similar reaction on Earth.
E=mc2
A tiny loss of massA huge liberation of energy
The ITER challenge
The ITER site in July 2015
To demonstrate the capacity of fusion technology to tap
nearly unlimited natural resources for producing
economically competitive, safe, climate-friendly and
environmentally benign power at a large industrial scale
ITER
Project
The ITER Project:ITER Organization & Seven ITER Members
• The 7 ITER Members make in-cash and in-kind contributions to the ITER Project. They have established Domestic Agencies
• The ITER Organization manages the ITER Project in close collaboration with the 7 Domestic Agencies
• The ITER Members share the intellectual Property
ITER is being built through the in-kind contributions
of the seven Members of the ITER Organization
China, India, Japan, Korea, Russia
and the United States have
responsibility for ~ 9% of
procurement packages.
Europe’s share, as Host Member,
is ~ 45% (construction and
manufacturing).
Unique project contributions
Central solenoid
Toroidal field coils (18)
Cryostat
Blanket modules
Thermal shield
Correction coils (18)
Internal coils
Poloidal field coils (6)
Vacuum vesselDivertor
Procurement distribution
Cooling water system
Project Diversity
• EU(28) + 6
large nations
• 2000 staff
members
• 35 nations
• 40 different
languages
• 5 different
scripts
Early problems
• 2006. ITER was agreed – original budget estimate
5.000.000.000 €
– Plan – start 2008 – finish 2018
• 2009. design review – new budget estimate
– 10.000.000.000 €
• 2013. project is delayed significantly
• In 2014 US Senate threatens to widraw from
project
Early problems
• 2014. Osama Motojima ITER director in „Nature”
• „There are a lot of rumours. I have the target date, but I
need to demonstrate that we can do it with a high-enough
probability. It will be around 2022 or 2023 and I will report
to the ITER council next June. If the date is 2025, the
project will never survive. That I know clearly.”
• „…the success of ITER is not demonstrated with the first
plasma, but when the deuterium–tritium plasma operation
is realized — currently scheduled for 2027.”
William Madia report
• Recommendation 1:
Create a project
culture
• Recommendation 5:
Strengthen system
engineering
• Recommendation 8:
Align IO and DA
interests
Back on track
• Late 2014. - New IO Director : Bernard Bigot
• Revised timetable:
– First plasma 2025
– Tritium-deuterim plasma operation 2035
• 2016. budget estimate – 20.000.000.000 €
An action plan in 7 points
1. The DG is given full authority to take all technical decisions for the
best interest of the project.
2. A overall simplified Project-oriented organization characterized by a
profound integration of the DAs and the CT for all decisions on
technical matters of the Project;
3. An Executive Project Board (EPB) empowered to take the needed
decisions in due time for an effective global project management;
4. A cost effective “Reserve Fund” under DG control to cover specific
operations for the best interest of the project decided by the EPB;
5. Tight coordination of the activities of CT and DA staff jointly in
charge of specific tasks through the creation of Project Teams;
6. Implementation within the entire organization (CT+DAs) of powerful
coordinated tools for establishing a nuclear project culture
fulfilling the best world standards;
7. New staff regulations for an improved efficiency and cost
effectiveness.
The Primavera database is the core Project Management system:
Schedule: schedule
summaries for the Project Plan, PA
schedules,…
Procurement Strategy:
forecasts of calls and contracts, on-
going calls and contracts
Budget: commitment
information for these contracts
Work Breakdown Structure
Oracle Primavera at F4E
[email protected] 2828
Oracle Primavera at F4E
Project Management
Since 2006 Primavera Project Management
has been the reference P&S tool for F4E and
for the entire ITER Project
EPPM Versioning
• Change of version dictated by IO to all the
DAs
• Currently project reference is P6 v16.2 and
F4E is on P6 R15.1
System Integration
Primavera, key tool of the F4E Integrated
Project
Management System
Reporting System
IDM – ITER Document
Management
Cobra
SAP-based Finance tool
Primavera P6 R15.1
Primavera Risk Analysis
• The main users of Primavera are:
• Planning Officers: 12 persons writing schedule information
• two Project Officers: 2 persons filling out procurement details
• Aprox. 50 Technical Officers: reading the last official schedule
• More users are foreseen in the near future
• F4E needs:
• A database which is: Fast Stable
Secure Simple
Reliable
Oracle Primavera at F4E
[email protected] 3030
Schedule Development
Schedule development during these phases evolves in terms ofmaturity, granularity, interface and information content
Schedule Development
• Difficulties faced
– The nature of the project: long time line, multi-party, multi
procurement package and in-kind approach
– Development of detailed schedules when a number of design
features are not fully addressed
– Time frame for reference schedule scenario changed more than
one time
– F4E was not formally created when the schedule was required
• Schedule quality is a must in a complex & multi-party project like
ITER
• The target is simplicity, transparency, accuracy, communication &
direction
• Implementation in Primavera exclusively by means of
single pairs (one-to-one correspondence) of IPL (inter-
project link) milestones, i.e., an IPL pair identifies a
single schedule interface (whatever relationship with an
activity belonging to a different Primavera project
schedule)
• Each IPL milestone coded with its level of integration
(when IPL is activated a unique Interface-ID is assigned
by IO)
Schedule Integration
Sli
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F
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90
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83
577
272180
30
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182
22
Num
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inte
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es i
s in
dic
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e
Horizontal Integration
DWS of SuccessorUDF
Activity Name Interface ID Activity IDIPL < ITEMS abc
RECEIVED FROM RFINT.0185 EU.hh.640
DWS of PredecessorUDF
Activity ID Interface ID Activity Name
RF.ss.001 INT.0185IPL > ITEMS abcDELIVERED TO EU
between RF-EU
F
S
Schedule Integration
Sli
SMP
SMT
ICTIO-DWS (at Level 6) DA-DWS IO-DWS (at Level 6)ICT
Vertical
Integration
Schedule Integration
SMP is built upon key milestones and resulting 3 typical phases
The SMP is a baselinedsummary of the entire project
based upon a phase-based template applied at level of each system/PA
PA Signed
Preliminary Design Approved
Final Design Approved
Fabrication Contract Award
Required On-Site
Installation Completed
Delivery to Site
Schedule Integration
PA Signed
Preliminary Design Approved
Final Design Approved
Fabrication Contract Award
Required On-Site
InstallationCompleted
1st Plasma
DWS 2
DWS 3
DWS 1
First Step: the key milestones (as in SMT) are extracted directly by DWS
being the SMP time skeleton
Delivery to Site
Schedule Integration
PA Signed
Preliminary Design Approved
Final Design Approved
Fabrication Contract Award
Required On-Site
Installation Completed
1st Plasma
Second Step: the phase based summary bars in between each pair of key milestones are
automatically calculated in duration
Delivery to Site
DWS 2
DWS 3
DWS 1
Schedule Integration
PA Signed
Preliminary Design Approved
Final Design Approved
Fabrication Contract Award
Required On-Site
Installation Completed
1st Plasma
Third Step: finish-start logic is applied to phase based summary bars for the only purpose to carry-out live in management meetings what-if (trend) analyses (to be
confirmed after that at DWS level)
Delivery to Site
DWS 2
DWS 3
DWS 1
Schedule Integration
DA No.1
Contract Award
Delivery A
Delivery B
DA No.2
Required A
Required B
Delivery X
Delivery Y
Contract Award
Start/finish dates come from DWS
SMP tracks milestones for first and last delivery per each procurement
contract. Not only deliveries to IO, but also to other DA (indicating
also the related required dates) -> DWS interface
Schedule Integration
Schedule Integration
• The SMP managed successfully by limited resources within the update cycle time
• SMP is “automatically” updated from DWS enabling rapid comparison to the baseline dates
• The SMP is designed to provide instant recognition of strategy & progress at a level suitable for senior management including “live” use at management level meetings
• The SMP relies on good quality detailed schedules (DWS)
• An improved and simplified method to communicate, configuration control and manage the project baseline
Schedule Complexity
Delivering this project couldn’t
be easy. And it isn’t.
…. And it couldn’t be more important.
HVALA NA PAŽNJI!
ITERA promising way to new energy,
a fascinating scientific, technological and managerial challenge
Q & A
