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The purpose of this paper is to present modern ways to manage time, resources and progress in a large-scale project. Over the last ten years, new project management techniques and tools have appeared such as concurrent engineering, Continuous Acquisition Lifecycle Support (CALS) and Engineering Data Management System (EDMS). The world downturn of the early 90s influenced project management: increasing constraints on time and budget and more external direction on spending that, for example, requires sophisticated sub-contracting practises. However, the evolution of the software and hardware market makes project control tools cheaper and easier to use. All project groups want to have their scope of work considered as complete projects and to control them themselves. This has several consequences on project staff behaviour concerning project control, and has to be taken into account in every planning process designed today. The system described will be at the heart of the planning and scheduling procedures issued for the Large Hadron Collider (LHC), a ten-year project starting at the beginning of 1995, at CERN in Switzerland. Keywords: project planning, project scheduling, work breakdown structure, interface management, suppliers and sub-contractors' requirements, risk assessment, Microsoft Project, PSDI P/X. |
