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Effective Planning and Project Management

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Presentation on theme: "Effective Planning and Project Management"— Presentation transcript:

1 Effective Planning and Project Management
Liam Tolton Second Sight Technical

2 Topics Introduction to Energy Programme Planning
Introduction to Project Planning Workshop : How to Prioritise Your Energy Projects Introduction to Project Management Workshop How to Plan Your Energy Projects Linking Projects to Results

3 Introduction to Energy Programme Planning :
What is the difference between a programme and a project ? A programme Will usually be part of a continuous improvement model Will extend for a long time , perhaps continuously Programme Goals may change over time Team Members may change over time The techniques used may change for different aspects of the programme An energy programme may generate energy projects

4 A Project A Project Has a defined goal
Has a defined schedule, usually relatively short The Team usually remains intact Uses well defined Project Management Techniques Progress is monitored closely during the life of the project

5 Programme Fundamentals Identify Pillar : Step 6 Overview Use
Define the Programme Scope and Objectives Energy Management What kinds of energy? Electrical Thermal What about other utilities (Water /Nitrogen)? Cost Reduction Is Energy Purchasing part of the scope? Energy Demand Reduction

6 Programme Scope & Objectives
Environment Is Carbon Footprint important? Is the site a Carbon Emissions Trader? How much “Energy” was used in creating Waste ? Is the Site Licensed by EPA under IPPC? Objectives & Targets Does the site have Defined Energy Reduction Objectives and Targets?

7 Energy Programme Planning The Plan Pillar Step 11 Plan
The Four Fundamental Planning Questions : What ? Who ? How ? When ? The What Question defines the SCOPE The Who Question defines the TEAM The How Question defines the METHOD The When Question defines the SCHEDULE

8 The Scope : What ? Commit Pillar Steps 3 & 4 Energy Policy & Communication
Define the Scope of the Programme at the outset Write it down !! Formally Agree the Scope with your Management Team Present it to the Management Meeting Seek a clear Mandate from the whole management team Seek formal sign off by the CEO / MD Try to formulate it into an Energy Policy and have it displayed on site.

9 The Team : Who ? Commit Pillar Step 1 The Senior Manager
Set up an Energy Programme Team Start at the Top Look for a Programme Champion who Is a Member of the Management Team Has an interest in Energy Conservation Has some technical knowledge (desirable but not absolutely essential) Is good at clearing roadblocks !!

10 The Team Leader Commit Pillar Step 2 The Energy Manager
Look for a Programme Leader who Has an interest in Energy Management Is preferably part of his /her existing job Has the time to lead the team Has support from his/her own line manager Has some technical knowledge (desirable but not essential) Is passionate about Energy !!

11 The Team Members Look for team members who : Are Enthusiastic
Are Cross Functional (e.g. engineers, supervisors, operators, maintenance personnel) Are Cross Departmental (Representatives from Production, Engineering, Quality, Admin etc.) Will feedback regularly to their constituents Are team players. Will stay the course !!

12 The Method : How? The Entire Identify Pillar Steps 6 to 9 The Plan Pillar Steps 10 & 11 Planning & Resources An Energy Management Programme must have : An Annual Programme Plan Annual Programme Targets Regular Meeting Schedule Regular Programme Reports An Annual Summary of Results

13 The Programme Plan The Plan Pillar Steps 10 & 11 Plan & Resources
Generation of Ideas for the First Annual Programme Plan Team brainstorming At Team Level At Department Level Ask the Energy Users Ask the Internal Energy ‘providers’ (the Utilities team) Divide the ideas into two broad areas Technical Interventions Human Interventions Look for a balance between the two

14 Prioritise the interventions Start with “Low Hanging Fruit”
The Programme Plan Prioritise the interventions Start with “Low Hanging Fruit” Encourages the team with quick successes Launch the Programme and Introduce the Team Canteen Launch , Notice Boards, Posters

15 Programme Delivery Take Action Pillar Steps 13,14 Awareness & Training
Meet at least every 2 months Plan an intervention / event for each quarter at least. Keep the initiatives varied Some Awareness Initiatives Some Training Initiatives Some Project Initiatives Some “Fun” Initiatives e.g. quizzes, poster competitions Involve the employees via Home Energy Conservation Initiatives Strive for Site Wide Involvement

16 Programme Delivery Link to other Site Wide Initiatives e.g. Environment Maintain Regular Communication via Notice Boards s Newsletters More of this in Steps 13 & 14 of the MAP !!

17 The Annual Results The Entire Review Pillar Steps 17 to 20
Prepare an Annual Summary of Results Keep it Simple What did we plan? What did we do? How much energy did we save? How much did it reduce our Carbon Footprint? What Lessons did we learn? What is our plan for next year? Present it to Management Publicise the Results Widely More of this in Steps 17 to 20 of the MAP

18 The When : The Programme Schedule The Plan Pillar Step 11 Plan
The Programme must have a defined schedule : A timeline for each activity Start Date End Date Important Milestone Dates defined Regular Monitoring against the Schedule

19 Example Energy Management Programme Available on MAP Website

20 Introduction to Project Planning The Entire Plan Pillar
Ideally Projects should emerge from the EM Programme Carefully Evaluated Linked to the Overall Business Strategy Correctly Prioritised Properly Planned Adequately resourced Professionally Executed

21 Register of Opportunities Template available on Website

22 Project Evaluation The Plan Pillar Steps 10 & 11 Targets & Plan
Each project in your Register should be initially screened: Initial Screening Is the project technically viable? Is the technology proven or radical? Is the project financially viable? Payback? IIR (Internal rate of return)? NPV (Net Present Value)? Are there commercial / technical risks? Has a Sensitivity Analysis been done? Is the project linked to the overall business strategy ? Once you have answers for the above you are ready to prioritise your projects.

23 Will work for a small range of projects
Project Prioritisation The Plan Pillar Step 11 The Take Action Pillar Step 15 Savings Register There are many ways to Prioritise projects: Two methods are presented here: The Basic Method: Will work for a small range of projects Relies on more subjective evaluation The Cause and Effects Matrix Will work for a larger range of projects Removes a lot of the Subjectivity Facilitates a clearer link to overall strategy

24 The Basic Prioritisation Tool The Plan Pillar Step 11Plan
Decide on a very small number of Criteria for Prioritisation: Simple Payback Period e.g. 2 years Total Capital Required e.g. < 10k Amount of Energy Saved per annum Step 1: Rule out all projects > 2 year payback Step 2: Rule out all projects > 10k Step 3: Prioritise the remaining based on Energy Saved Other criteria may be added e.g. Is the technology proven / new? Can the project be resourced internally or not?

25 The Cause & Effects Matrix Method The Plan Pillar Step 11 Plan & The Take Action Pillar Step 15 Savings Register This method allows you to link projects to decision criteria using a weighting system : Step 1: List all potential projects with their cost estimate , savings, payback and total energy saved. (Not in any order)

26 The Cause & Effects Matrix
Step 2 : Decide on your assessment Criteria : These should be linked to overall business strategy

27 The Cause & Effects Matrix
Step 3: Rate the Importance of the Criteria to the Overall Objective of Energy Management: Rate 1 to 10 (10 being the highest importance)

28 The Cause & Effects Matrix
Step 4 : Rate the Projects against the Criteria using the following method: 1: Very Loosely Related 3: Moderately Related 9: Very Strongly Related If you feel it is between 3 and 9 rate it 6 but try to avoid using that score if possible

29 The Cause & Effects Matrix
The Matrix then looks like this : The Spreadsheet then multiplies the Rating by the Importance and adds the results across the spreadsheet

30 The Cause & Effects Matrix
The final spreadsheet then looks like this:

31 Advantages The Assessment Criteria can be defined and agreed
The Criteria can be weighted against the overall objective Other Non Energy Related Criteria can also be used A lot of the Subjectivity is removed All projects are treated in the same way The Process is simple to carry out

32 Workshop No.1 : Project Prioritisation
Select ca. 6 of the projects from your project list: Prioritise them using the Basic Prioritisation Method with the criteria: Payback Capital Required Total Energy Saved Is the technology proven? Can the project be internally resourced? If you don’t know the exact details take an educated guess and mark it up as such. Time 15 minutes

33 Introduction to Project Planning The Entire Plan Pillar Steps 10,11,12.
You have now prioritised your projects Now its time to PLAN your project: The same concepts apply as we talked about in Programme Planning All Projects should start with a good project charter :

34 The Project Charter Template available on Website

35 The Project Charter

36 Detailed Project Planning The Plan Pillar Step 11Plan
Project Charter outlines the overall plan The Project is then broken down into a TASK List : Each Task is Listed TASK Allocation: Each Task is Assigned to a Team Member TASK Schedule: The Planned time for each task is decided

37 Project Task List Template Available on Website

38 Project Management Task List

39 Gantt Chart

40 Workshop No.2 : Project Planning
Select one of your projects Fill out the Project Charter Template Time : 10 minutes Report Back under the following headings using separate Post It notes Project Champion , Leader & Team Selected? Scope Defined /Measurements Completed /Savings Estimated? Schedule & Budget Defined? Resources Defined? Detailed Task List Completed?

41 Introduction to Project Management The Plan Pillar Step 12 Resources The Review Pillar Step 17,18 Monitor & Measure When the team is selected , the charter agreed, the budget approved , the detailed plan made ….. The rest is SIMPLE !! You need to control only 3 things !! BUDGET SCHEDULE QUALITY

42 Project Control The Plan Pillar Step 12 Resources
Budget: Define All Costs up front Allow sufficient contingency for unforeseens (typically 5 to 10 %) Get Fixed Prices Where Possible Get Estimates for Additional Work Ahead of Time Freeze the Scope EARLY Don’t allow additions unless approved and within budget Set up a Change Control Procedure

43 Project Cost Control Control the budget against COMMITMENTS (Orders) NOT payments Monthly Reporting Commitments versus budget Discuss budget At EVERY PROJECT MEETING ! If an overrun looks likely RAISE A FLAG EARLY !! (Remember the Search for the Guilty, the Punishment of the Innocent and the Promotion of those not involved !!)

44 Project Control The Plan Pillar Step 11 Plan
Schedule Be Realistic in Defining your initial schedule Allow some contingency for unforeseens. Assign Responsibility for Updating the Schedule and publishing reports Agree the Schedule with ALL parties (designers, contractors, internal stakeholders ) at the outset Discuss Schedule at EVERY PROJECT MEETING If it looks like it is straying off plan, regroup and MAKE A DECISION ! Usually Schedule trades off against cost e.g. Overtime working

45 Project Control The Plan Pillar Step 10 Targets
Quality Define the quality standards up front Define these BEFORE finalising the budget Agree these in Writing with Suppliers & Contractors Police the installation closely Quality Suffers when Budget and/or Schedule come under pressure

46 Linking Projects to Results
Projects are linked to results in a number of ways Through Overall Business Strategy By Generating Cost Savings = Additional Profits By providing a firm with an internal Investment Vehicle By Assuring the Long Term Viability of the Enterprise

47 Post Project Evaluation The Review Pillar Step 19 Review
Very Important Link to Overall Success Often completely overlooked Important to determine Did the Project Meet Expectations Returns Within budget On Schedule To agreed Quality Standards What did we learn? What went well ? What could be improved next time round? A critical assessment enhances team credibility with Senior Management

48 When it is all over …. When the project is over…
Disband the Project Team… But First…. Celebrate the Success of the Project…!!!

49 Summary Decide What Area of EM to Address Set up a Team
Draw up a Charter Agree it with Management Prepare a Detailed Project Plan Execute the plan Monitor Progress Assess the Results Learn from every Project !

50 Liam Tolton Tel: 087 2542969
Take Action ! Liam Tolton Tel: Technical

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