Case 1: Superconducting Super

Collider Project

Presented by :
3AGHE
Outlines
Introduction

The Inception Phase

The Development Phase

The Implementation Phase

The Closeout Phase

Summary of Project Assessment and Analyss 2

1
Introduction

3
 Introduction

▰  The case study covers various prospective

of the project management. There is four
phases of the project: initiation,
development, implementation and closure.
In each phase of the project, activities,
achievements and The shortcomings of Initiating,
planning, performing, monitoring, controlling
and closing process groups processes will be discussed.

4
2
The Inception Phase

5
The Inception Phase
The primary goals of the Inception phase are to achieve stakeholder
consensus regarding the objectives of the project and to obtain funding.
The major activities of the phase include:

1- Define project scope

2- Estimate cost and schedule
3- Define risks
4- Determine project feasibility
5- Prepare the project environment

6
 The goal of the SSC was to recreate the “Big Bang” safely in a laboratory setting.

 From a logistical perspective, a 86.9 km tunnel, ranging from 15 m to 76 m below ground,

would have to be built for the SSC.

 Over 6,475 hectares of land would be needed to accommodate the necessary facilities

 The total project baseline cost is estimated to be US$8.25 billion.

 The project was estimated to take from 10 to 12 years to complete,

7
Project Managment Area Implimentation phase

Scope Managment 89,526,124$

Good

Time Managment Poor

Cost Managment Very poor

Quality Managment Poor

185,244
Human Ressources Managment Very poorusers

Communications Managment Excellent

Risk Management Good

Procurement Management Good

Integration Management
100%
Very poor

8
The major areas of strength in the management of this phase of the project:
• The US Congress has agreed to allocate preliminary funds to the SSC
• Despite the restrictions imposed by financial and technical problems the project was
successfully launched
• The prototype construction team is very talented

9
The major areas of strength in the management of this phase of the project:
• The DOE received only one response to its request for proposal which resulted in
accepting a response that was not as good as they had desired.
• Selecting URA as the prime contractor was a poor choice.
• The cost estimate is far from reality and has been increased several times
• Lack of commitment to the system by staff
• There was no methodology in place to ensure compliance with the terms of the contract
with URA
• The CSCS was not given enough importance.
• Too many problems in the project, the team had no experience required in the
construction field

10
3
The Development Phase

11
Development phase

During the development phase, everything that will be needed to implement

the project is arranged. Potential suppliers or subcontractors are brought in, a
schedule is made, materials and tools are ordered, instructions are given to the
personnel and so forth. The development phase is complete when
implementation is ready to start. All matters must be clear for the parties that
will carry out the implementation.

12
Project Managment Area Implimentation phase

Scope Managment 89,526,124$

Poor

Time Managment Very good

Cost Managment Good

Quality Managment Excellent

185,244
Human Ressources Managment Very poorusers

Communications Managment Poor

Risk Management Good

Procurement Management Very poor

Integration Management
100%
Good

13
The major areas of strength in the management of this phase of the
project:

• A work breakdown structure (WBS) was developed and used effectively. There
were no technical showstoppers for both the accelerator and experimental
systems, when the project was ultimately terminated
• The time planning and the financial plan for the project was respected.
• The results delivered by the team are excellent
• the dimensions of the project were in conformance with the theoretical model
• The global scientific and business communities were also interested parties in
the outcome of this project.

14
The major opportunities for improvement in the management of this
phase of the project:

• The project managers could have been more implemented in the plan by
promoting a good communication plan.
• The requested founds are less then the budget needed.
• Consulting the chart is a must since it is considered as a way to evaluate
the performance within a structured CSCS.

15
 Conclusion

 The SSC project was taking shape as envisioned, and the

dimensions of the project were in conformance with the
theoretical model.
 The technical and construction challenges were being
overcome. The configuration of the SSC project
appeared to be on course.

16
4
Implementation phase
17
Implementation phase:

The project takes shape during the implementation phase.

This phase involves the construction of the actual

project result.

The project becomes visible to outsiders, to whom it

may appear that the project has just begun

The implementation phase is the doing phase, and it is

important to maintain the momentum.
18
Project Managment Area Implimentation phase

Scope Managment 89,526,124$

Poor

Time Managment Very good

Cost Managment Poor

Quality Managment Poor

185,244
Human Ressources Managment Very poorusers

Communications Managment Very poor

Risk Management Poor

Procurement Management Very poor

Integration Management
100%
Very poor

19
The major areas of strength in the management of this phase of the project:

• This project could be a marking point in the history of physics as it was planned to
answer a lot of doubtful questions.

• The research stuff was highly qualified.

• Generation of accelerated-generated proton beams which helps to cure cancer.

20
The major opportunities for improvement in the management of this phase of
the project:

• It was said that during the implementation phase, scope management was critical
and extremely complex which leads to a constant change in the scope as a result the
financial part was directly effected.
• Out of fear of being controlled by the project’s stakeholders the situation turns to
be messy as there were no concern given to CSCS so they couldn’t manage to track
the objectives and to evaluate there position and to take a corrective action.
• All decisions must suits the plan
• The budget approval has to be certain
• Look for a contractor with a large experience
• Together with a good stuff an effective management plan needs to be set.
• Implement a clear risk mitigation plan
21
5
The Closeout Phase
22
 The Closeout Phase

Closing a Project or Phase

“Close Project is the process of finalizing all activities for the project, phase,
or contract.
The key benefits of this process are the project or phase information is
archived, the planned work is completed, and organizational team resources
are released to pursue new endeavors.
This process is performed once or at predefined points in the project.

23
 Project Management Area Closeout Phase
 
 
Scope Management Very good
Time Management Very good
Cost Management Very good
Quality Management Good
Human Resource Management Poor
Communications Management Poor
Risk Management Very good
Procurement Management Very good
Integration Management Very good
     

24
The major areas of strength in the management of the closeout phase of
the project are :
 
- Scope Management : Identifying and documenting the list of all the
project goals, tasks and deadlines.
- Time Management : Managing to terminate the project in time
- Cost Management : Terminating the project without overuning the
allowed budget
 
 
 
 

25
The major opportunities for improvement in the management of this
phase of the project are :
 
- Human Ressources Management : In such disappointements, the HR
departement should know how to procede in order to motivate project
team members and to make them accept that kind of decesion (closure of
the project), get them to understand that not every project is meant to be
completed and that there are many things to learn in such work
(terminating the project).
 
- Communication Management : The employees should’ve been informed
that their rights are preserved so that formal records especially about the
problems that occured in the different phases of the project could be kept.
These formal records need to be shared and discussed for the purpose of
learning and avoiding the mistakes made in this project.

26
 6
Summary of Project Assessment
and Analysis
27
The inception Phase

From errors made during this project and which were the reason for
its cancellation, we can remember thatit's important to : Recognize
the level of project management effort that would be required
• Implement effective project management and control systems
• “Nail-down” the scope of the project at its inception
• Promote the project to Congress and to the public
• Implement effective organizational structure.

28
Development phase

During the development phase, everything that will be needed to

implement the project is arranged. Potential suppliers or
subcontractors are brought in, a schedule is made, materials and
tools are ordered, instructions are given to the personnel and so
forth. The development phase is complete when implementation is
ready to start. All matters must be clear for the parties that will carry
out the implementation..

29
Implementation phase

The objectives of this phase couldn't be achieved due to multiple factors. To start
with the scope management was complex and the output are not well define as a
consequence cost of the project has been doubled and till the last minute the budget
approval was not certain we don't really know where the money did go. In
addition, the was no communication between the manger and the operator they said
they were communicating through reports. The management plan was massy and
the lack of commitment was huge at some point things could have changes if there
was an attempt for change and the need for corrective actions were obvious.

30
31