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Project Management

Project Management. What is a project? What management tools are being used? UH-specific solutions US regulations International comparison of best practices. Project: A (linear) Progression of Tasks. Scientific goal * Scientific requirements * Technical requirements *

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Project Management

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  1. Project Management • What is a project? • What management tools are being used? • UH-specific solutions • US regulations • International comparison of best practices

  2. Project: A (linear) Progression of Tasks • Scientific goal * • Scientific requirements * • Technical requirements * • Conceptual Design • Cost estimate • Preliminary Design • Final Design • Industrialization • Fabrication • Integration • Testing * • Commissioning * • Operation * • Scientific Research ** • Maintenance • Upgrades *

  3. The Ideal Project • Project goals and requirements are stable • Sponsor support and funding is stable • Project success is undisputed goal • Resources must be matched to the project • Resources must be controlled by the project • Project team “owns” the project It is rare to find all these conditions fulfilled.

  4. Usually less than ideal conditions Problems create distractions for management Management must bring perturbances under control, or the project might become chaotic. The Real Project For astronomical instrumentation: Cost overruns have ranged from 10 % to 400 % Schedule overruns from zero to infinity (never delivered)

  5. The Astronomer’s Role • Principal Investigator • Project Scientist • Project Manager • Special Technology Expert (e.g., detectors) • Science Team

  6. Grant (NSF ATI, NSF MRI, NASA) Federal Contract (Gemini, AFRL) Other Contracts (e.g. NOAJ, LMU) Commercial Contracts (Oceanit, MKIR) Contractual Models • UH-specific constraints: • No “cost plus fixed fee” contracts • Purchase orders (for relatively simple things) • Fixed price contracts (very dangerous) • Cost-reimbursable service agreements (if you are lucky)

  7. Contractual Models • The P.I. does not do the final contract negotiations. • The Office of Research Services does • P.I. writes proposals, incl. schedule and budget • ORS approves proposal • ORS negotiates grant or contract • Both P.I. and fiscal officer must approve expenditures.

  8. Different Accounting Methods US: All costs are being charged to the project, including labor costs. Europe: Labor is usually paid from Institutes’ base budget, only materials, subcontracts, supplies etc. are charged to the project. Japan: Rigid adherence to fiscal year budgeting.

  9. UH vs. RCUH • Research Corporation of the University of Hawaii • A company set up to get around UH purchasing and personnel rules • Most instrumentation projects service order their project to RCUH. • Biggest difference are purchasing rules and the ability to hire staff on a temporary basis.

  10. Financing and funding • UH and RCUH usually work under the model of a federal grant: funds get granted in each budget year, get used, and the funding agency gets billed in regular intervals. • Most other contract partners understandably wish to pay after a product (instrument) got delivered. • UH can provide bridge funding in the form of interest-free advance-spending accounts.

  11. Cost Estimates: • Comparison with similar projects • Cost scaling (power 2.5) • Inflation adjustments • Bottom up cost estimate after CDR • Best cost estimation method: • Initial estimate based on comparable projects • Final cost not defined at onset of project • Step-by-step approach to funding • Conceptual Design (error 50%) • Preliminary Design (error 20%) • Critical Design (error 10%) • Contractual contingency • Contract amendments • Incentives (e.g. observing time) for on-time, on-budget delivery

  12. Purchasing (RCUH) • A large instrument project generates 1000 purchase orders. • 3 quotes above $ 2500, but you can select who receives the requests for quotes. • Sole brand purchases • Sole source purchases • Price reasonableness form

  13. Personnel Management • Faculty time (G-funded) • Salary buyout • Summer overload • Direct staff hires • JOS

  14. Job Order System • A system set up to allow staff allocation by the hour • Gives flexibility. • Controls on spending are difficult. • Control over resources is split. • Team coherence is difficult to achieve.

  15. ITARInternational Traffic in Arms Regulations • A cold-war relic to protect key military technologies from falling into enemy hands. • Administered by the State Department • Complex and constantly evolving regulations • Our problem: IR detectors were military equipment • Our other problem: UH is still learning • UH now has an “Empowered Official” • Technology Assistance Agreements • Screening of publications • IR Detectors have now been moved from ITAR to EAR • Export License process (ITAR or EAR)

  16. Planning Tools • Gantt chart • Resource load chart • Funding/Spending profile

  17. Gantt Chart

  18. Work Breakdown Structure (WBS)

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