Section A
Project Launch
A project at rest will continue at rest unless acted upon by internal and external pressure.
Adapted from Isaac Newton
Whilst project launch is conventionally applied to launching the project execution phase it can also be applied to other phases that can be treated as projects in their own right. For example: launching a tendering and proposal process or launching a feasibility study. See Part III.
To launch a rocket you need to light the blue touch paper and release energy. Launching a project is the same. It requires the injection of energy and enthusiasm. Once you have your project in motion, it will only continue in motion if it is acted upon by internal forces – your leadership and enthusiasm. Unfortunately, for every project action, there is an equal force of inaction. Namely, there are always people who say, “You can't do that.” Consequently, you must be familiar with the rules of the company, not necessarily because you are going to use them, but because you are going to interpret their flexibility in your favour. If you bend the rules, you had better be right! If you are right, it is difficult for anyone to say, “You shouldn't have done that.”
The main elements involved in the project launch phase are:
- Building a team
- Understanding the scope
- Developing the execution strategy
- Developing the project plan
- Establishing the project infrastructure, facilities, and administration requirements.
Too often, not enough attention is paid to this last item. Without the right infrastructure and administration facilities, the remaining issues will only be semi‐effective.
The key to completing a project ahead of schedule is to have a really efficient and effective launch phase, as indicated in Part I, Section G Achieving Success, Subsection 8. Also, an ideal situation is for the proposal team that develops the tender documents to continue as the core project team.
Under these circumstances the initial base curve of the project ‘S’ curve will be achieved early and the straight line portion of the ‘S’ curve, will be shifted to the left (see Figure IV.A.1). Provided regular progress is achieved on the straight line portion and the completion/close‐out stage runs to plan, then the project will be completed early. The time saved at the end of the project is the same as the amount of time saved by the completion of the launch phase. See Part V, Section N, ‘S’ Curves.
The end of the launch phase can be defined as when the start‐up curve becomes a straight line. Perversely this is not detectable until it is truly over. It requires repeatable rates of progress to demonstrate that the straight line portion of the ‘S’ curve, mentioned above, has been established.
John Adair's Task/Team/Individual three circles is a useful model to bear in mind during the project launch phase. The three elements need to be in balance. If you spend too much time on one element at the expense of another, then you run the risk of project failure. See Figure IV.A.2. I have added the project elements.
If you do not define the task element sufficiently, then you take a piece out of the individual's motivation and similarly the team element is reduced. If the individual element is not addressed sufficiently, then a chunk will be taken out of the effectiveness of the team. Similarly, the individual may not be motivated to achieve the task. Finally, if the group is not formed into an effective team, the individuals will work to their own agendas, and the task will suffer accordingly.
Figure IV.A.2IV.A.2 Copyright John Adair
The purpose of the launch phase can be summarised by the following formula:
To maximise performance, in order to shift the ‘S’ curve as shown above, we need to maximise the other components of the formula.
Capability: the individuals' capability is pretty much fixed. It might change minimally if some training is carried out, but in reality it is not going to change.
Facilities: this element may be only at, say, 30 to 40 per cent of its potential, but with proper attention to maximising the project infrastructure, facilities, and administration requirements (see Section C, Getting Organized), it should be possible to increase it to 60 or 70 per cent.
Motivation: this one is different. Not only can it be zero, but it can also be negative. If you have elements in the team that are negative and they don't change pretty quickly, remove them. However, the opposite is what we want; we want to maximise motivation. With good team building, this can be multiplied up by 10, 100, or even a 1000 per cent.
The following list is a quick checklist for the activities in this initial phase grouped in categories. Some of the details are developed in subsequent lists that follow.
1 Project Checks
1.1
Confirm the project job number or cost authorisation code.
1.2
Organize space for the project.
1.3
Establish key legal, intellectual property rights, and patent(s) issues.
1.4
Identify and publish the project confidentiality and security requirements.
1.5
Check any insurance needed and details of bank account(s) required.
1.6
Obtain a copy of the contract documents and/or a copy of the feasibility study. Also review the site checks carried out (see Part V, Section O).
1.7
Establish local government contacts.
1.8
Order telecommunications and information technology and computing facilities.
1.9
Establish an intranet or project website. Establish an e‐mail address(es) and make courier arrangements.
1.10
Define how the various communication mechanisms are to be used. See Part VI, Section A Communications.
1.11
Book a conference room for the project duration.
1.12
Order special stationary and issue standard documentation.
1.13
Arrange for any special signs to be made.
1.14
Issue project procedures.
1.15
Obtain copies of post‐project appraisals/lessons learned from recently completed similar projects. (This could save you money!)
1.16
Arrange and advise signature authority levels – project expenditure, cash advances, travel authorisation, expense reports, timesheets, and so on.
1.17
Establish the project filing system (See Part V, Section F, Filing and Archiving).
1.18
Reserve car parking – don't forget your client team requirements.
2 Project Objectives
2.1
Establish the trade‐off between cost, time, and quality for the project.
2.2
Identify any conflicts with company objectives.
3 Scope Launch
3.1
Develop and confirm the product and work breakdown structures.
3.2
Check the contract documents/feasibility study/gate review comments.
3.3
Confirm the project location and/or site plan and identify the access details.
4 Team Launch
4.1
Update the project team organization charts.
4.2
Organize secretarial/clerical/admin support/mail services.
4.3
Establish signature delegation limits.
4.4
Issue the mobilization and staffing plans and set up the project roster/project directory/contact list and check work permits.
4.5
Identify which Construction Design and Management (CDM) regulations roles you fulfil (see Section Q Installation and Construction).
4.6
Hold team‐building seminars. Alignment of the team's objectives is the most important aim to be achieved. See Part V, Section Q Selecting and Building the Team, subsection 2.
4.7
Arrange health and safety induction/welfare facilities/coffee machines.
4.8
Ensure that everyone is aware of the security requirements.
4.9
Discuss with the team how to maximise profit. There is the strategic decision to be made, on whether or not to make money out of changes.
5 Execution Launch
5.1
Review/validate the execution strategy/re‐issue the project execution plan.
5.2
Review project procedures for the project manager's requirements before issuing them.
5.3
Identify computer hardware requirements.
6 Launch Controls
6.1
Agree on the working hours.
6.2
Order communication systems hardware.
6.3
Establish a thirty‐day kick‐off schedule. (See subsection 9 of this section for a list of items to be considered in the preparation of the kick‐off schedule.)
6.4
Publish a project calendar.
6.5
Fix key meetings in advance.
6.6
Establish a project budget.
6.7
Establish billing/invoicing/accounting procedures.
6.8
Agree documentation format.
7 Hold Kick‐Off Meeting
7.1
It is probably best to hold two separate kick‐off meetings. Iron out all the issues in an internal meeting and then hold a separate (shorter) meeting with the client's team.
7.2
Despite the effectiveness of determining the project end date in the launch phase and the strong desire by an organization and individuals to demonstrate that the show is on the road, do not hold the kick‐off meeting until you are ready. Resist it until you are fully prepared.
7.3
Obviously, the project team should attend and any lead discipline leaders that have already been appointed. It may be necessary to get some people released from their current assignment just to attend the meeting. It is a good idea to have your boss attend, even though you may not feel comfortable with it, which is another reason not to rush into a meeting without all the information.
7.4
Subsection 8 below provides a suggested agenda for the meeting. See Part VI, Section C for Managing and Conducting Meetings.
8 Kick‐Off Meeting Agenda
8.1
Project name, number and Logo (if used)
8.1.1 Project objectives
8.2 Scope of project/work
- Feasibility study/technology design package
- Product breakdown structure and work breakdown structure
- Job specification/description
- Design specifications
- Local codes/authorities/approvals
8.3 Scope of services
- Other company entities involved
- Office location and space. Facilities/furniture/reproduction
- Project team organization/staffing. Assignment and approval of personnel. Team‐building seminars
- Productivity improvement initiatives. Value management/engineering
8.4 Coordination procedure/Administration
- Client relationships
- Client approvals
- Travel/overtime/expense reports
- Communications
- Document procedures
- Confidentiality
- Project meetings
- Progress/man‐hour reporting requirements
- Computer software programmes/systems to be used. Specialist software needed
8.5 Execution plans/Critical issues
- Safety
- Design
- Spares/lubricants
- Procurement and subcontracting
- Inspection and expediting
- Traffic and logistics
- Construction and/or installation. Direct hire or subcontract
- Prefabrication and modularisation
- Construction camp at remote location
- Mechanical completion definition
- Operations and start‐up.
- Quality assurance. Project procedures
8.6 Schedule
- Milestones
- Kick‐off schedule
- The first 30/60/90 days
8.7 Budget/Man hours/Money
- Cost control and estimating
- Finance and accounting
- Invoicing/cash flow/advance funds
- Foreign exchange rates
- Banking arrangements
8.8 Contract/Agreement
- Reimbursable/non‐reimbursable personnel
- Lump sums
- Variations/changes
- Guarantees/liabilities/liquidated damages
- Definition of contract completion
8.9 Site visit
8.10 Cultural issues
8.11 Immediate actions and responsibilities
9 Kick‐Off Schedule
9.1
Activities to be considered in preparation of the initial kick‐off schedule:
- Receipt of the basic technology design package
- Receipt of other client information
- Availability of environmental data
- Planning permission for the job site
- Archaeology and preservation of artefacts
- Mobilization of the project task force
- Project procedures finalised
- Scope studies
- Development of project specifications
- Critical design requirements
- Initiate basic design
- Identification of long‐lead‐time equipment and materials
- Availability of client funds for early material commitments
- Preparation of the preferred vendors list
- Preparation of bulk material requisitions
- Procurement plan and approved tenderers lists
- Logistic studies
- Preparation of subcontract plan
- Construction site visit
- Initiation of construction camp
- Planning of temporary facilities
- Approved trend base estimate
- Approved project master schedule
- Approved engineering design and construction summary schedules
- Team building and training programmes
9.2
Examination of these activities shows that they are generally applicable to all projects. Consequently, the company that wants to make the most of the launch phase (explained at the start of this section) should have a generic kick‐off schedule already available ‘off the shelf’; only minor adjustments will be required.
9.3
The project controls group are the guardians of the master kick‐off schedule that should be updated at the weekly project team meetings and reissued at weekly intervals.