2010-04-15 Bonus Program Erie CMI Project

Bonus Program – April 15, 2010
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CMI Project
Management Study
Group
CMI Energy Advantage
HRSGs Supplied with Quality,
Reliability, and Experience
CMI Group Worldwide Success
Supplying Products and Services around the Globe: Operating Facilities in 18 Countries
CMI Group Structure
CMI ENERGY
CMI DEFENSE
CMI INDUSTRY
CMI SERVICES
BOILERS
WEAPONS SYSTEMS
PROCESSING LINES
ENERGY SERVICES
NORTH
ENERGY SERVICES
SOUTH
EMI
ROLLING MILLS
LOCOMOTIVES
BELGIUM-LIEGE
BELGIUM-HAINAUT
CHEMLINE
LUXEMBOURG
FRANCE-EAST
FRANCE-NORTH
FRANCE-SOUTH
THERMLINE
BRAZIL
GERMANY-RUHR
Organizational Sectors
CMI Energy in Europe and the USA
CMI HRS, Seraing, Belgium
CMI EPTI, Erie, Pennsylvania
CMI Energy: A Strong Presence in the USA
CMI EPTI Company History
1840 – Founded as Presque Isle Foundry by B.B. Vincent
1851 – Name changed to Erie City Iron Works
1966 – Purchased by Zurn Industries, Zurn - Energy Division
1997 – Purchased by Aalborg of Denmark, Aalborg Industries
2002 – Purchased by DKME, Erie Power Technologies, Inc.
2004 – Purchased by CMI, Belgium; renamed CMI EPTI, LLC
Gebze, Adapazari,
Izmir (Turkey)
Image
CMI EPTI Overview
CMI Energy EPTI retains core HRSG
technologies from EPTI, Aalborg Industries,
and Zurn Energy.
CMI EPTI’s 72 dedicated employees have
over 520 total years experience in the boiler
business.
Over 50% of CMI EPTI employees have
more than 10 years experience in the boiler
industry.
Primary business: New HRSG sales and
HRSG aftermarket service/support.
CMI Energy Heat Recovery Steam Generators
Horizontal Gas Flow HRSGs
Over 250 Units Installed
71 MW to 280 MW
(109 Units)
Other
(2 Units)
31 MW to 70 MW
(51Units)
3 MW to 10 MW
(20 Units)
11 MW to 30 MW
(47 Units)
Comparison of CMI Project Management to PMI Principles
PMI
CMI EPTI
Comments
Project Charter
Project Manager assigned in
Proposal Stage
Specifi cation, Scope, Budget,
Quotations and Risk Review
Stakeholder ID &
Analysis
Major Stakeholder and Sponsor
Identifi ed
Currently a weak area
Collect Requirements
Spec Clarifi cations & Expectations
Discipline Reviews
Defi ne Scope
Standard WBS
Specifi cations Review
Scheduling
Primavera and “Man-Loading”
New Standard Schedule
Template – Benchmarking
Estimate Costs
Proposal Quotations or “Last
Project”
ETC and EAC also; manhour updates – Monthly
Progress Reviews via SAP
Procurements
Proposal and Contract Sourcing
Plan
Usually Korea and Thailand
Quality Plan
Source Inspections + customer
GE and Siemens
Requirements
Comparison of CMI Project Management to PMI Principles
PMI
Risk Management
CMI EPTI
Identifi cation of Risks
Comments
Simplifi ed Approach
Project Execution Plan Yes, drafted in Proposal Stage; fi nal
within 2 weeks of Award
Includes Communications,
Field Activities, not HR
Acquire/Develop
Project Team
Teams assigned via Matrix Org;
Development is Dept. function
As small Company, can be
overloaded in Engineering
Control Scope
Project Variance Tracking and
Request Drawing Revision System
Making progress
Control Schedule
Weekly Engineering Assignments
Meetings
P3 Monthly Schedule
Updates
Control Cost
Man-hour forecasts; Monthly ETC
After-the-fact SAP data;
need early warning
Integrated Change
Control
Project Variance Tracking and
Drawing Revision System
Making progress; needs
work. Changes approved
before Work starts (usually)
The Tallest Tower Case Study
EPTI
EPTI
EFCO
Survey Says…
? In your own words, please defi ne Project Management.
§
“a structured form of organization that provides the best opportunity for everyone
involved in project execution to succeed…PM provides a Project framework to plan,
execute, report and close out project required activity.”
§
“I would say that Project Management is pretty self explanatory in that it is the
process of managing a project. It’s what’s involved in the PM process that can be
complicated, i.e. leading a project to completion within the triple constraints.”
§
“Executing, planning and managing resources to achieve a specifi c goal.”
§
“the planning of, directing/guiding of, and controlling of a task, job, or undertaking
from start to successful completion.”
§
“administration of any variation of a project from beginning to end; all the while
attempting to avoid the pit-stops that create unexpected threats to the project.”
Survey Says…
? What does Project Management mean to you?
§
“the overall management responsibility to ensure that the assigned company
resources understand the Contract requirements, the schedule and our budget. PM is
responsible to develop the Project Execution Plan and then communicate,
communicate, communicate.”
§
“as a Project Manager, Project Management means you control the fate and fortune
of that project. If you fail, the project fails, If you succeed, the project is a success.”
§
“Provides you with an standard structure for executing a project.”
§
“the responsibility to oversee and guide to successful completion any given task.”
§
“To me, Project Management is like a puzzle. We are provided with all of the
“pieces” and our job is to use our knowledge (PMBOK), resources, training and
education to successfully put the puzzle together. Project Management means I
should have all the tools/techniques to successfully put the puzzle together the fi rst
time.”
Survey Says…
? How do you apply Project Management?
§
“It is everything I do in my daily job. Thinking about all the possibilities that can
happen, spoon feeding the “plan” and constantly communicating what has been
completed, what is being worked on, and what still needs to be done - is the key to
success.”
§
“My job is very much centered around PM fundamentals. I was taught PMI tools
and principles before I even knew what PMI was. The class has been a very natural
elaboration of the fundamentals I learned on the job, while also correcting some
things that I have been doing wrong.”
§
“Project Management can be applied to many different tasks, form a major G.O. at
work, to a home improvement project like the case study we are studying, even
trying to teach some of the principles to my son who has started his Eagle Scout
project.”
§
“I apply Project Management by thinking more strategically and by identifying
Risks (whether they be threats or opportunities) more frequently.”
Survey Says…
? Given what you know now after having studied Project
Management, what would you have done differently in
your job a year ago? To what extent has this study
helped your profession?
§
§
§
“Spent more time in sit-down meetings with Customer across the table from each
other. We do have a lot of Conference Calls but I have realized the time spent seeing
each other live in the same room is important. It causes a stronger focus and
commitment. It makes you more of a team. I also strongly believe the entire Project
Team should sit together.”
“I believe that I could have played a bigger part in attempting to maintain a set
schedule instead of just accepting that deliverables were late. At this time last year,
schedule was everything.”
“Studying Project Management has helped me better understand our process at CMI
for managing projects.”
Survey Says…
? Given what you know now after having studied Project
Management, what would you have done differently in
your job a year ago? To what extent has this study
helped your profession?
§
§
“Knowing what I know now, a year ago I would have focused more heavily on the
“Triple Constraint” with any/every project. This study group has allowed for me to
gain education in something I believe can be beneficial in any profession. Whether
you are working in as zoo keeper or as Project Manager with a multi-billion dollar
campaign.”
“I review requested changes more thoroughly to better determine the impact to the
overall project. It has helped me recognize the many impacts a choice/decision has
on a project that I may not have otherwise realized. Like the decision to use a
specific supplier can have many impacts to the project (pricing, scheduling, quality
of goods/services) not just one.”
Survey Says…
? What would be a way to interest you in attending the Erie
PMI Chapter meetings? If you have attended a PMI
meeting before, what are your thoughts on how to
improve the Program?
§
§
§
§
“Somehow you have to identify something that makes it “value added”. (education,
friendships, new tools/techniques)
“I like the tie to local companies and how they use Project Management to help their
success.”
“I think a complimentary cocktail half-hour with some finger foods would brighten
up the evening a little bit.”
“Hold the meeting in the respective speakers’ environment. This may potentially
allow the speaker to feel more at ease, and it would also allow for the PMI members
to experience different environments. With this approach, PMI could potentially
gain interest from where the meeting is being held. This would also provide
excitement – holding a meeting in a different place each month.”
Discussion Questions
•
•
•
What lead you to become a Project Manager? What interested you?
•
How has your view of Project Management changed over the span of
your experience?
•
What are the qualities, abilities, skills, personality traits needed to become
a successful Project Manager within your organization/company?
How does you/your company deal with continuous improvement?
Is there further education that you feel would be beneficial besides
completing the Project Management Certification Exam?
Discussion Questions
•
What are the most important/least important Processes within your
organization? What Processes are necessities for daily work? What are
the least important processes?
•
How do you deal with Change Control? (Triple Constraint) Do you find
when the Triple Constraint is altered you are more so “chasing it” or
“ahead of it”?
•
To what extent are the elements of the Triple Constraint considered to be
equal? Do some elements outweigh others?
•
PMI says that you could manage ANY project if you follow the
rules/guidelines set by PMI. Do you believe this is true in reality?