The Project Executive and Project Teams in Automation Projects

A steadfast leader... learns from the past, energizes the present, creates the future.

"To know all things is not permitted." - Horace

The Project Executive

The Project Executive for any automation project must......
  • Define the "As Is" Situation: the organization of the company, the main business areas, and the existing use
    of automation - existing application systems for industrial and business automation.
  • Determine the individual business units of the company and create logistics and communications diagrams.
  • Determine the application systems that are used in the various business units and within the layouts of the
    various business units and create a relationships / organizational diagram.

The communications and relationships diagrams then are used to evaluate what is needed, what can be improved,
and what can or must be discarded.  This is all part of implementation evaluation and planning for system selection
and installation.
An Example:   A facility is using a PC Autocad v.10 application in its engineering department,  Great Plains modules
in some parts of finance and accounting,  Office Professional in some of the offices with a LAN.  It has a distant
facility that manufactures widgets.  It's production cost are out of line with its competitors.  It recently lost a large
widget order to a competitor who was contacted by the customer through the internet.  Last month, it lost a very
lucrative order of blue widgets to another competitor who could deliver the special widgets the next day from
production, not inventory!  What is the problem?  Heck, the company is automated, isn't it?  We have some
conveyors in our factory, and we have computers in our plant and offices.  Why aren't we doing better?
You know the answer to that question by the fact that you found this site on the internet!!

Evaluate the determined situation and develop conceptual automated solutions for this particular owner in this
particular market and industry. It will take a combined automation effort on both the hard side and soft side of
automation.  The needs become clear after a thorough analysis of now and the future.  The "ground up" Project
Executive must understand what is needed, possible and affordable. Then he must be able to implement the right
systems to accomplish the goals, ever vigilant for opportunities to save the project time and money on every line
item while maintaining the required quality.

Define the standards to be used on the project.

Major areas requiring standards definition in MST are motors, drives, plc's, proximity switches, software applications,
communications capability among the various systems in the plant, etc.

Major areas requiring standards definition in MIS are conformance to owner's strategic plan, system infrastructure,
project management, issue resolution, system enhancements, communication, documentation, and training
proficiencies.

Major areas requiring definition in HRM are capabilities and training requirements for:  senior and middle
management in automation, , cross-functional skilled technician personnel,  operating technicians, predictive and
preventative maintenance, workforce rules in an automated plant , etc.

Design the Project Implementation Plan - Development of the project plan can be broken down into three levels of
detail. First a rough cut plan is created to set completion dates for each work package and milestones for the four
implementation phases. In preparing the detailed plan the rough cut plan is used as an outline to schedule individual
implementation and configuration activities.   

In plant automation, the "4" implementation phases are:
  1. Pre-financial Closing Phase including the feasibility studies, investment memorandums, engineering and
    systems packages, financial commitments, contracts, etc.
  2. Construction Phase including detailed design, fabrication, construction, and installation of automated systems
    and their supporting infrastructure and site.
  3. Start-up and Test Phase leading to Substantial Completion of the automated facility. This includes all
    automated plant system commissioning and successful completion of performance and productivity tests
    guaranteed by the various system component vendors.
  4. Full Commercial Operation.  This is reached after a successful Start-up and several months after Substantial
    Completion.  The "ramp-up" period allows management and personnel to apply their training to the new plant
    while under warranty and still supported by vendors technicians in attendance at the site. It allows adequate
    time for any further de-bugging and adjustments to the systems before the facility is asked to assume full
    performance and productivity based operational and financial responsibilities.

In business processes automation, the "4" implementation phases are:
  1. Concept - Conceptual Design and Organization / Communication Understanding
  2. Design & Install - Detailed Design and System Configuration and Set-ups
  3. Start-up - Preparation for going live, testing, system and personnel burn-ins
  4. Operational - Full Productive Operation

In software, the business automation application life-cycle phases:
  1. Design - Determining your requirements for the application.  Drawing up a blueprint for how you'll meet those
    requirements by implementing particular application features.
  2. Setup - Doing the groundwork necessary to ensure a successful, orderly project and a well-constructed
    application.
  3. Development - Building the features you've designed for the application.  Testing and debugging those
    features.
  4. Deployment - Packaging up the completed application and delivering it to end users.

Implement the Plan
This is where a Project Executive really starts to earn his keep (and generate a fortune in savings to the owners,
etc.).  To implement the plan, the project executive must resolve or have in place the following:

During the early stages of the project the most critical success factors should be identified and the ability of the
organization to meet these requirements should be assessed. This will help the project management team to focus
on high priority issues, and to identify any deficiencies in the organization's ability to meet these factors.
  • A strong executive sponsorship with an appointed executive project owner to report to.
  • Have the best people from the IS and user community assigned to the project full time and relieved of their
    regular duties.
  • Company's ability to manage organizational change.
  • Willingness to invest in education and training for strong functional knowledge.
  • Clear project goals, scope and objectives communicated throughout the organization.
  • Ability to quickly address and resolve issues, using ADR or equal.
  • Ability to balance business process re-engineering with reality.
  • Empowering the project team to make decisions so issues can be resolved quickly.
  • Have users involved both as full time team members and part time expert participants.
  • Clear milestones and objectives.
  • Company's or country's culture creating model transfer differences and possible losses.
  • Implementation is aligned and supports the business strategy of the company.

The Project Teams in Automation Projects

The Project Teams in Automation Projects range in variety based on the size and scope of the automated project
being contemplated, and the level of automation implementation. I will discuss (A) the requirements of a capital-
intensive start-up project in plant automation from ground-up (green-acre) as an example of a "macro automation
projects", and (B) the requirements of ( i ) an incremental plant automation project , and/or ( ii ) a business process
automation project in a client-server environment, as examples of a "micro automation projects."

Ranges of Automation

The range can be ( A ) complete automation projects on green acre sites and concepts from ground up including
financing and implementing into fully operational facilities with supporting business process automation to ( B )
incremental industrial automation of a line or expansion in an existing facility or the simple automation of business
processes by implementing new MIS or simply the integration of existing business processes with additional MIS
capabilities.

Levels of Automation

The levels can be ( A ) serial or phased implementation, ( B ) "Big Bang" implementation which covers functional,
geographical and organizational areas, or ( C ) initial implementation with subsequent roll-outs.  Each have their
pros and cons involving trade-offs.  What all this really means is that a company must approach their automation
needs with a clear understanding of where they have been, where they are, and where they want to go in the short-
term and long-term.

The Project Executive's Responsibility for Teams

The Project Executive must make sure that the automation contemplated "can in fact" yield the results expected.  He
should be involved in taking the project from concept to fruition and in the various areas that can and do impact the
success of the implementation.  The executive must be knowledgeable in the technical arena of automation,
contracts, business processes, project management, critical management, and administrative methodology.  He
should be a proven leader and seasoned project developer who easily gains respect due to his  experience, technical
knowledge, and personnel handling skills, before and during the project.

His primary task is to manage expectations by having the expertise to understand and resolve problems, lead the
teams in the implementation efforts, and give guidance and course corrections to the project as needed to keep it on
course to meet the owner's expectations.  

Macro Project Teams - leadership is the critical factor, experience and competence are the foundations.

Feasibility / Planning Team

Studies in Marketing, Engineering, Construction, MST Systems, MIS, HRM and Finance. (Again, these teams can vary
in size and make-up depending on the project)

followed by thorough ....
  • Financial Planning
  • Implementation Planning

Project Management Team and Support Teams
Project Management Team - Project Executive with lean administrative assistance.

Support Teams (must be in identified and in place)

  • Planning Team - Feasibility studies, financial proforma, business plans, prep for finance
  • FIN Team - Finance Team for the Project Financing, if applicable, and risk management
  • DPC Team - Turnkey Contractor for the design, procurement, and construction of site/plant building and
    systems installation.
  • ENGR Team - Engineering for Preliminary, Final  for Finance, Construction, and Substantial Completion needs.
  • MST Team - Turnkey sub-contractors for automated facilities (industrial plant automation utilizing motion
    systems technology along with automated modules as required for the specific automation processes - will
    usually consist of various participating vendor's teams with a lead vendor).
  • MIS Team - Turnkey sub-contractors for automated business systems (business process automation through
    integrated management information systems - will usually consist of various participating hardware and
    software vendors with a lead vendor). An example of a client-server automation project team is covered
    below under Micro Project Management.
  • HRM Team - Turnkey sub-contractor for training of personnel, including management and labor, in MST, MIS
    and HR skill set proficiencies required for successful operation. The premise is design and implementation of a
    knowledge-base by knowledge engineering.
  • Start-up Team - Turnkey sub-contractor for an independent and professional start-up of the automated
    facility and systems focused on accomplishing Substantial Completion and Turnover (turnover of the
    automated plant to owners).

The Project Roles @ Notice to Proceed
  • The Automated Project Team
  • The Project Executive

AUTOMATION PROJECT TEAM
  • Project Mgr of DPC Contractor Automated Systems (MST) Lead HRM Lead
  • Engineer (ENGR) Lead Automated Systems (MIS) Lead  Start-up Lead

The Project Executive

The Project Executive acts in the role of Owner's Representative. This involves responsibility and authority for any
and all change orders (positive or negative), overall project direction and administration, and success of the project
implementation.  He also will deal directly in matters pertaining to automation in analyzing, planning and approving
automation components going into the project from a quality and quantity standpoint.

The Project Financing Lead will coordinate with the Project Executive, and report directly on financing matters that
impact the project and its implementation.  The Project Executive will be involved in all financing matters that may
impact the project and its ability to be successfully implemented.

The ENGR Lead will report directly to the Project Executive, and report any and all concerns on engineering matters
that impact the project and its implementation.  The Project Executive will be involved in all engineering matters that
may impact the project and its ability to be successfully implemented before and after financing and during the
project implementation.

The Project Manager - DPC, the MIS Leader, and the HRM Leader will report directly to the Project Executive.  The
ENGR and MST Leaders will report directly to the Project Manager, DPC, and keep the Project Executive totally
informed of any matters that may directly or indirectly impact the projects successful implementation and / or
expectations in time, money, quality, performance, and / or any other project element.  

The Project Manager - DPC

There must be a "single point" contracted DPC responsibility for the project.  The turnkey DPC contractor must have
had experience in automated plant installations and be familiar with liquidated damages contracting and full
knowledge of construction, installation, start-up and testing requirements to reach Substantial Completion.  In
addition, there must be severe penalties built into the contracts, both the DPC contract, and the sub-contracts with
vendors payable to the owners of the project if at anytime the project fails to receive the appropriate technical
support from the various vendors during the project or cause a delay in the project counter to there previous
commitments.

Note:  The Project Manager - DPC is not an employee of the Project Executive, but as the DPC contractor's
representative,  he reports to the Project Executive directly as he would an owner, since the Project Executive is, in
fact, the Owner's Representative on the project.

(The MIS and HRM Team Elements will coordinate with the Project Manager, DPC Team, and the Start-up Team
Leader just prior and throughout the start-up period for testing and training to reach Substantial Completion to
insure a smooth and successful effort.)  

The ENGR Lead

Takes the lead in all engineering aspects of the automated facilities: civil, electrical, structural, HVAC, etc. including
the site borings, surveys, permitting and regulatory requirements for the site and various components, buildings,
right of ways, environmental assessments phase I (and others if necessary), etc. The ENGR reports directly to the
Project Executive and coordinates with the Project Manager prior to Notice to Proceed.  Thereafter, the ENGR Lead
reports directly to the Project Manager - DPC, and coordinates with the Project Executive in all matters pertaining to
project implementation.

Prepares the project preliminary engineering report in support of the systems engineering requirements.  Prepares
the final project engineering package to be financed, and works with the DPC contractor in implementation and
support during the project construction, installation, start-up and testing.  All infrastructure support for MST and MIS
system engineering must be coordinated with the ENGR Lead to ensure compatibility and appropriate dovetailing.

The MST Lead

Takes the lead in all integrated automated industrial applications and supporting applications. Reports directly to the
Project Executive and coordinates with the Project Manager - DPC when selected prior to Notice to Proceed.  
Thereafter, the MST Lead reports directly to the Project Manager - DPC, and coordinates with the Project Executive
in all matters pertaining to project implementation.

The MST Lead will most likely be the Project Manager of the system provider that entails the largest capital
investment and is uniquely fitted for the role. The other vendor's project managers will coordinate as necessary with
the MST Lead, but have direct access to the Project Manager - DPC and the Project Executive on pertinent matters.
Also, the MST Lead will most likely be representative of the guaranteeing party providing the performance and
productivity guarantees on the facility.

The MIS Lead

Takes the lead in overall design and implementation of integrated business automation installation, automated
business process applications,  and any special supporting applications. Reports directly to the Project Executive and
coordinates with the Project Manager - DPC when selected prior to Notice to Proceed.  The MIS Lead continues to
report directly to the Project Executive and coordinates with the Project Manager - DPC in all matters during project
implementation.

The MIS Lead will most likely be the Project Manager of the major system provider that entails the largest capital
investment or the owner's "future" IS executive who will have the on-going responsibility for system modifications
and upgrades for the company in the future. The individual should be uniquely fitted for the role, and be involved in
the new system implementation full-time.   

The MIS Lead should not be the owner's current IS executive,  if one exists.  If the future IS executive is to be the
current IS executive, the current IS executive must be relieved of all current duties permanently from the Notice to
Proceed . This will allow him to focus on the new system design and be fully involved in the implementation without
question.

The other MIS vendors' project managers will work under the direction and administration of the MIS Lead.  The MIS
Lead will be responsible for both the BPR Team (business process re-engineering group - usually the owner's
managers from the various functional areas working with outside facilitators for the BPR effort), and the MIS
Technical Team (hardware and software vendor's project managers with outside facilitators for the implementation
effort) and must coordinate these teams as necessary to achieve the results needed to support the project.

The MIS Lead will have direct access to the Project Manager - DPC on pertinent matters. The MIS Lead could be the
representative of the major software vendor providing the performance and productivity guarantees on the business
systems.

See Micro Project Teams for Team Breakdowns

The HRM Lead

Takes the lead in overall design and implementation of training programs to obtain proficiency in all management
and other personnel involved in automated operations. Designs programs to train at three levels: beginner,
intermediate, and advanced, in MST industrial automation,  and MIS business automation areas as pertinent.  
Designs the company program for management, and trains management in "managing in an automated
environment."

Training is job focused with specific training requirements aimed at developing a satisfactory performance level in
personnel's proficiency by beginning of the project Start-up period. Reports directly to the Project Executive and
coordinates with the Project Manager - DPC prior to, during construction and installation.  Continues to coordinate
but reports directly to the Start-up Lead when Testing and Start-up commence, and completes training reinforcement
modules and future employee training modules by Substantial Completion for use by the owner.

The design and implementation of a corporate-wide knowledgebase through knowledge engineering is the preferred
approach.

The Start-up Lead

Takes the lead in Start-up and commissioning of the automated facility for the owner in order to provide a third
party independent view of plant productivity and performance test requirements. Observes, reports, and attempts
resolution of any start-up problems in commissioning the plant. He is primarily focused on the MST industrial
automation, but can evaluate and assist in noting HR demonstrated proficiencies and MIS support adequacies during
the start-up period.   

The Start-up Lead is selected by the Project Executive and works directly for him, but works with the Project
Manager - DPC on a full-time, on-site basis in reaching Substantial Completion in the role of an assistant to the
Owner's Representative.  He keeps the Project Executive informed as to Start-up progress and makes
recommendations regarding reaching Substantial Completion.

A complete and thorough Start-up Package would be planned and approved prior to reaching this critical phase in
the project.  The flexibility to adjust it during the phase is a needed feature.

Micro Project Teams - leadership continues to be the critical factor, experience and competence are the foundations,
and defined skill sets by members form the cement.  Additional efforts must be made by the project executive to
drill down deeper into many of the details.
( i )  The team sizes in an incremental plant automation will resemble the above teams with lesser numbers of
people and lesser DPC scope.  May be some double-hatting in some cases and much more attention to details by the
project executive due to thinner resources in the particular areas supporting the overall project.

( ii )  The team of a business process automation micro project team is formed differently.  An example of a client-
server team is used because this is the focus on current automation efforts. The use of ERP continues to show great
promise and resulting growth.  A real understanding of this team make-up and specific responsibilities is essential for
successful project implementation.

One of the serious barriers to fulfilling the promise of client/server networked computing is the lack of people with
the skills needed to design, develop, maintain, and operate applications in this environment.  In a 1993 report
"Closing the Skills Gap" by Forrester Research, 70 percent of the sample of senior IS executives from Fortune 500
com;anies said their applications development plans are limited by the capabilities of their staff.   There are some
technical and organizational risks associated with right-sizing.  The biggest risk, however, may arise from

Ignorance.  Existing mainframe MIS personnel undertake network application projects with undue confidence - they
don't recognize what they don't know.
Undue Optimism.  Management underestimates the learning period associated with the new technology and raises
expectations that cannot be fulfilled. (See Learning Curves in Implementing Automation, Can You Overcome
Resistance to Change,  Managing Change and Others' Expectations )

You can reduce these risks.  To do so, you must understand what skills are needed, who needs to have those skills,
how to find out whether you already have those skills on your staff, and what steps to take if you don't.

One of the first steps is to understand that development in this environment is a team process.

Only a handful of individuals have all the skills needed to address such diverse issues as data analysis, high-level
application program interfaces, SQL, gateways, graphical interfaces, object-oriented programming (OOP), office-
productivity products, stored procedures, and more. Developing all these skills in one person is a prohibitively long
and expensive process.

You therefore apportion skill requirements among team members, ensure good team communications, and use a
solid methodology so that team members with the right skills are involved at the right points in the development
cycle.

Defining the Team

The team consists of a core group - a client/server application developer, an application architect, and a project
manager - who usually are assigned full-time to the project.  Their work is coordinated with that of the database
administrator, the distributed database administrator, the connectivity (enterprise-wide network) architect/engineer,
the LAN engineer, and the MIS manager, who provides assistance at various points throughout the project.  The
workgroup manager typically becomes involved as the project is readied for production status.  Approaches to
possible team organization is shown below that are very similar and depend on project size.

The Project Roles @ Notice to Proceed

Two Approaches -
  • 1. DAD Team Table
  • Project Management
  • DAD Team - (The Distributed Application Development Team)
  • Workgroup Mgr
  • LAN Engineer Application Developer MIS Mgr
  • HRM Mgr EWN Engineer  Application Architect  
  • Database Administrator  
  • Distributed Database Administrator  

The Project Manager... is responsible for supervising the project team, planning and assigning the work, and
ensuring quality.  Depending on the application project, the project manager may perform one or more of the other
team functions.

Workgroup Manager...is responsible for front-line help to the user community regarding workstations, network
operations, common office applications such as spreadsheets and word processors, and operations of the business
application.  Although this role is not currently recognized by many companies, experience has shown it to be critical
to achieving real user-productivity gains.

HRM Manager...is responsible for any obtaining fits  (needed personnel) for needed skill sets and for the meaningful
training program to be implemented during the project.  Although this role may be downplayed in importance by
some companies, the human element is critical to the successful implementation of any automated project.   

In the initial phases, the HRM Manager will work with the Project Executive to ensure project skill sets are obtained
on the  project  team and effective training is dovetailed as required. There must be coordination between the Work
Group Manager and the HRM Manager for successful "going live" and post period.

LAN Engineer...is responsible for installing the local area network (LAN) environment, monitoring and troubleshooting
LAN operations, and tuning LAN performance.

EWN Architect/Engineer... is responsible for EWN aspects of the application including data communications,
interoperability technology, and gateways. (This team member is optional if the development project has only local
communications and no interoperability considerations.)

Distributed-Application Developer...is responsible for the core effort of the development process.  He or she must
participate in JAD sessions, conduct follow-up interviews with users, perform data analysis, develop proto-types,
write and test programs, and often assume responsibility for systems conversions and user procedures.

Distributed-Application Architect...is responsible for the "look and feel" of the system.  He or she determines the
project standards, often establishes means and methods of program-to-program communication, creates the test
environment, tunes program performance, and implements security.

Database Administrator...is responsible for validating the data analysis (and sometimes participates in the data
analysis process), installing the database management system, implementing the physical database on the database
management system, tuning database performance, and implementing data validation and integrity procedures.  
This role may be assumed by an application developer on projects of limited scope.

Distributed Database Administrator (DDBA).  Managing a distributed database is significantly more complicated than
running a monolithic single-location database.  The DDBA has all the design and implementation issues of a single
location, plus the added complexity of distribution, network latency, time shifts, and remote administration.  The
following are examples of work the DDBA must perform:

Designing and planning the distributed DBMS or replication system, including how and when data is to be shared
amongst users.  It's only after this work has been done that the local DBA can input the necessary information to set
up the replication system.

Coordinating the installation and system configuration at the various sites where the data will be located.
Monitoring the operation, performance, and recovery of the system from an enterprise, rather than a local,
perspective.  (This team member will be needed only when data will be distributed or replicated.)

MIS Manager...is responsible for controlling and setting the direction of the team and ensuring the validity of the
technical and application direction.

  • 2. Assembling the Project Team for Client/server Development  Client/server development projects require a
    number of different skill sets for success.
  • Project Management Decision-making, scheduling, coordination
  • End-user Representative Understanding of what users want the application to do and how they want to
    interact with it.
  • System design of the application to meet its requirements and to fit well in the computing environment
    where it is intended to operate.
  • Database administration Development and management of test and production databases.
  • Network administration Configuration and monitoring of server computers and the networks that
    connect client computers to them.
  • Standards control Establishment and enforcement of conventions and standards for such things as
    user-interface design, coding style, documentation, and error processing.
  • Object management Administration of the application components that developers create (with
    particular attention to facilitating the reuse of these components in multiple applications.).
  • Application development Creation and maintenance of application components, proficiency with the
    language used, familiarity with the target operating system and any other programs to be accessed
    from the application.
  • Documentation Writing of comments, documents, on online Help about the application for reference by
    developers or end users.
  • Multi-media artistry Creation of pictures, sounds, or other multimedia elements to be used in the user
    interface of the application.
  • Quality assurance Testing and debugging of the application.

Skill Sets                                 

In a process independent of skills assessment, you should estimate the staffing requirements for the project (that is,
"need five developers, and one architect, and one project manger," and so on).  After you've completed this
process, you normally will determine that you have some skills deficiencies.  To assemble your team, your options
are to upgrade existing staff, hire new staff, or contract with another firm.  Often, the step taken is a combination of
all three options.  Even if outside integrators and consultants are used, however - and you are fortunate enough to
hire new staff that have both the downsizing technology skills AND knowledge of your business applications -
ultimately you still must find or develop an approach to training your existing staff in the new environment. (See
Learning Curves in Implementing Automation)

Problems for project managers - Identified by survey.
The most frequently mentioned problems include (multiple responses were allowed):
  • meeting design budgets: 22.5 percent
  • internal communication problems: 20 percent
  • poor time management: 17.5 percent
  • trouble scheduling and controlling staff: 16.25 percent
  • lack of project manager authority: 15 percent
  • poor staff training: 13.75 percent
  • need for better project management systems/tools: 11.25 percent
AllenWeb Site - since 1995
The Project Executive and Project Teams in Automation Projects - Jun 1998
Project Management
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