| Session: | Management |
| Chairman: | Robert Charles Parker |
| Secretary: | Rosario Principe |
| Duration of session : | 110 min (presentations 50 min., discussions 60 min.) |
| La Connaissance des Coûts Complets des Activités et Autres Outils de Management |
| Abstract
Ce sont les activités qui consomment les ressources et non les produits (activité : unité de travail participant à un processus ou fonction). L’analyse des activités doit passer par « value analysis » et par « reengineering ». Les coûts complets comprennent : frais fixes , variables et coûts cachés. Les coûts sont à comparer par « benchmarking ». On peut pratiquer le « target costing » soit : définir un prix cible du marché, soustraire la marge attendue et en déduire le coût cible maximal de l’activité. La principale source des coûts est générée par les ressources humaines, même si les différences entre les savoir-faire diminuent, c’est sur le vouloir que tout se joue. Le management des projets est une affaire de communication et d’intégration de différentes logiques. Les prix de cessions internes sont issus du coût complet, partiel ou du prix du marché. Enfin connaissance et comparaison des coûts des activités sont déterminantes face à l’alternative Faire ou Faire-faire. |
| Technical and Financial Project Management Tool (TFPM) |
| Abstract
In order to control the technical and financial aspects of the civil engineering contribution to the LHC project an autonomous data management tool has been put in place to integrate drawings, schedules and cost analysis. To assemble this very heterogeneous data in its support and naming a uniform Product Breakdown Structure (PBS) and Works Breakdown Structure (WBS) has been introduced in between the different files. For up-dating reasons the technical menu has a direct access to the CERN Drawings Directory (CDD) and to the civil engineering Microsoft Project planning database. The budget menu compares, for each structure, the initial estimates with the actualised ones, the latter compared permanently with the paid invoices. The total amount of the civil engineering cost is available online. |
| Planning LHC: Procedures |
| Abstract
ST division is playing a key role in the realisation of the LHC project. It will adapt the existing, and provide the new infrastructure in the most economical manner possible in order to meet the exact needs of the new accelerator and its experimental areas. The success of the project will hinge on the detailed planning and co-ordination of all the associated activities. ST division will provide Civil Engineering, Cooling and ventilation, Access control, Safety, Telecommunication and Transport services for the project. ST division has established its own internal planning and co-ordination network in anticipation of the projects requirements. Key links, planning processes and procedures have already been established between ST planners and the LHC Project Management Team. The project critical path is developing in response to the needs of the project leaders and the key event today is the shut-down of the LEP accelerator and the removal of its components to enable the installation of the LHC ready for commissioning in 2005. |
| A Proposal to Follow up Costs Using the Connection between EDH (Destinations) and BHT (Activities) |
| Abstract
External constraints like budget for materiel and personnel may be set outside the division. However, the division may measure the output main activities to justify the need for its resources and to maintain an optimal allocation of the resources within the division. Before using resources (material + personnel = money) the expected output/performance should be defined. This helps us to us to allocate the resources where best needed and also justifies the needs for resources. Possible deviations of expected output/performance might be caused by factors that should be known in advance or by factors that could not be known in advance. This should be regarded as something positive – a possibility for continuously improvement. This paper tries to highlight the problems and possibilities measuring the output and what how this may help us to allocate our resources. |
| Project Management as a Breakthrough at CERN |
| Abstract
Building and maintaining control systems for high-energy physics is becoming an increasingly complex and costly activity. The quickly evolving technology and budget constraints require today a better management of our engineering activities. This situation led us to organise these activities as "projects" and to use modern project management practices already widespread in industry. In this context, the re-engineering of the controls infrastructure of CERN's largest particle accelerators (SPS and LEP), as well as the supervision of the CERN technical services, are fully conducted as projects with special control over the costs, resources, objectives, activities and maintenance aspects. This paper presents our experience in project-based management with special emphasis on its applicability in a research environment, on the impact on the current working practices, and on the potential benefits for the future. Some key concepts and techniques of project management are introduced and illustrated through practical examples. |
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