Project Management Approach (PMA) for small projects

General Information about the project

Company
Project Name
Project Client
Project Manager
Date

Holcim Mexico (Cement Plant Apaxco)

Optimization of the Planning and Scheduling Process
Mariano Vilchis G.
Jos Enrique Rosales M.
28/07/2013
Phase II

Phase I

Project
Definition

Project
Planning

Phase III

Project
Realization

Project Number:
Revision Number:
Phase IV

Phase V

Project
Completion

Project
Evaluation
& Transfer

Please find below some general guidelines for the usage of the PMA templates

Project Management is not about filling in templates!

The PMA templates are intended to be a means for the project managers to keep an up to date project
documentation. This allows all team members and project client to know what the current scope of the
project is, what is everyone's responsibility, due dates, etc.
It is crucial to have an up to date project documentation if we want to report on progress or share lessons
learned.
If you are working on a small, low complex project which fulfills the following criteria you may find the
following templates more appropriate:
1. Are project costs under 20'000 USD?
2. Is the project duration under 3 months?
3. Are there less than 3 people in the project team?
4. Are all team members from the same department?
5. Are there only a few important stakeholders and few severe risks?
In case you have any problem while working with the files, please contact us. If you have any suggestion
for improvement, please go to our Improvement section in the PMA Website and submit it to us. You can
access our PMA Website from here:

PMA Site Link

PMA Enrique Rosales (Reviewed).xls

Company name: Holcim Mexico (Cement Plant Apaxco)

Project name: Optimization of the Planning and Scheduling Process

Phase I

Phase II

Phase III

Project
Definition

Project
Planning

Project
Realization

Phase IV

Phase V

Project
Completion

Evaluation
& Transfer

Project client: Mariano Vilchis G.

Project manager: Jos Enrique Rosales M.

Phase I and II: project definition and planning

Step 1: Assessment of initial situation
Major opportunity areas have been identified regarding the work order system and the planning and scheduling
Root Causes to start the
process:
Project
1. So far of 2014, despite the percentage of the scheduling compliance is high (94%), failures related to
maintenance issues still occur. The MTBF of most of the equipment is beneath the target.
2. The maintenance plan is scheduled only a week in advance and interference of activities between specialties is
not foreseen.
3. Lack of control of the work order system,
3.1 There are 30 different users that create work orders. Only 60% created more than 10 PM01 in the last 12
months.
3.2 At the time there were still 164 active work orders created in 2012 and 2013.
4. Although last MAC assessment did not focus in calculating the current status of all the KPI and SPI, it showed
important deviations. The most significant were,
4.1 Workforce capacity is underutilized. At the time, it was planned by 60%. The rest is managed "outside" the
system because some maintenance activities are carried out independently.
4.2 There is not a planning and scheduling dedicated team. It is carried out by each supervisor. Work orders are
created after notifications on time but prioritization is not done.
4.3 The material reservation usage needs improvement due to the actual high cost of warehouse inventory.

Client's Objectives Related to

the Project:

1. Comply KPIs PMR %, PMR efficiency, Scheduling compliance according to MAC and make it long term
sustainable.
2. Comply SPIs Schedule ratio, PMR not performed, Aging maintenance request, Material reservation usage and
Aging work order.
3. Improve the material reservation and maintain the deviation of planned cost vs. real cost of the completed work
orders of the second semester of 2015.
4. Get the scheduling ready for a 4 week basis in advance up to 75%.

Project Mission (Project team's 1. Redefine the gatekeeper role to assure the adequate management of notifications and creation of work orders
with the proper priority.
assignment)
2. Check the roles and responsibilities and define the suitable strategy to manage the creation, planning and
scheduling process.
2. Assure the proper utilization of the SAP elements to plan and schedule the work orders and minimize its
management (priority usage, 5 user status, task list, bill of materials, etc.).
3. Improve backlog management and take it to the adequate limits according to MAC standards.
4. Increase the accuracy of the material reservation usage to help in the reduction inventory.
5. Improve the quality of standards and specifications of PMRs and PM01 by including the findings of RCA and
Pareto analysis.

Step 2: Stakeholders analysis

Stakeholders

(Other than the Client, PM and the project team)

Category (C/I/A)
Interest in project
Measures to be taken & how to communicate

Plant Manager

Improve the plant

Review progress monthly.
maintenance and its KPI.

Electrical and Mechanical

Maintenance Managers

Fulfill related MAC KPI

and SPI. Improve
maintenance reliability.

Maintenance supervisors

Fulfill related MAC KPI

Close collaboration required. Weekly review, advisory and
and SPI. Improve
feedback.
planning and scheduling
skills.

Procurement Department
Manager

Decrease the inventory

value indicator.

PMA Enrique Rosales (Reviewed).xls

Review progress weekly.

Assistance in material reservation reports. Review progress

weekly.

Company name: Holcim Mexico (Cement Plant Apaxco)

Project name: Optimization of the Planning and Scheduling Process

Phase I

Phase II

Phase III

Project
Definition

Project
Planning

Project
Realization

Phase IV

Phase V

Project
Completion

Evaluation
& Transfer

Project client: Mariano Vilchis G.

Project manager: Jos Enrique Rosales M.

Phase I and II: project definition and planning

Step 3: Search for Lessons learned
Project name

Evaluation of PMR's quality and implementation including planning and scheduling process at AfriSam (South
Africa) (Pty) Ltd.

Lesson Learned No.

Topic

2
Development and implementation of the PMRs for the critical A equipment of the Mill 8 line and the Implementation
of a Planning and Scheduling system for the maintenance team.

What happened?
Why did it happen?
What is the Lesson Learned?

The performance of milling at Roodepoort plant had a diving trend of Key Performance Indicators.
Planning and scheduling process deviations. Poor quality of PMRs.
A good system and quality of PMR's is needed to prevent failures from occurring. This also would be more
appreciated if the planning and scheduling is also in place and functioning efficiently.

Source

Holcim Portal

Project name
Lesson Learned No.
Topic
What happened?

Improvement Maintenance performance by better Planning and Scheduling

1
Redefine the R&R and strategy of planning and scheduling.
Bad results for the MAC element 7 after an assessment. The planning and scheduling process was not in order.

Why did it happen?

What is the Lesson Learned?

Administrative overload of maintenance supervisors. Roles and responsibilities needed a change.

Improvement starts with people. Information contained in a work order are a key for a safe and efficient work
execution. Work planning and scheduling plays also a significant role in the cost reduction of TPSM.
HTEC

Source
Project name
Lesson Learned No.
Topic
What happened?
Why did it happen?
What is the Lesson Learned?
Source

Improvement of the maintenance index based on increased effectiveness of PMRs

1
PMRs effectiveness. Characteristics that PMRs must comply with and the best way to be sure those characteristics
are met in order to increase effectiveness.
MTBFs of main equipment and indicators of mills (ball and vertical roller) behave cyclically with up and down
periods.
Administrative overload of maintenance supervisors. Roles and responsibilities needed a change.
Mindset switch. Top priority flag that people are assigning to preventive over corrective, it is well understood that is
it important to finish inspections instead of interrupt them in order to perform corrective.
HTEC

Step 4: Definition of product or service

Product 1

Specification product 1

Roles and responsibilities regarding work order system and

planning and scheduling management redefinition.

It is required to define the strategy for the work order system and planning and scheduling
process success. And its related indicators compliance.
Reduce the number of users that can create work orders to what it is really necessary.

Product 2

Specification product 2

ABC criticality classification update.

Assure that all code A equipment have its PMR.

Verify that "new" equipment have its PMR and are included in the classification.

Product 3

Specification product 3

Optimized PMRs program and work load balance.

Review the PMR's and its frequencies.

Apply the load balancing tool according to the current MMS. Avoid interference of activities
between specialties.

Product 4

Specification product 4

Task list creation.

Identify the most important and repetitive activities to create the task list.

Product 5

Specification product 5

Overdue debugged and backlog within to MAC standards.

Check the status of the long age work orders. Close all of the unnecessary activities and
cancel the material reservation and purchase orders if possible.

Product 6

Specification product 6

Optimization of standards and specifications of PMRs

regarding critical failures.

Assure that all the activities and modifications required, product of RCA's and Pareto's of
2014 are included in the PMRs.

Time constraints: 6 months

Cost constraints:

PMA Enrique Rosales (Reviewed).xls

CHF

Company name: Holcim Mexico (Cement Plant Apaxco)

Project name: Optimization of the Planning and Scheduling Process

Phase I

Phase II

Phase III

Project
Definition

Project
Planning

Project
Realization

Phase IV

Phase V

Project
Completion

Evaluation
& Transfer

Project client: Mariano Vilchis G.

Project manager: Jos Enrique Rosales M.

Phase I and II: project definition and planning

Step 5: Milestone schedule (or project schedule)
Milestone

Due date

Responsible

Undertake an opening meeting with client, team members

and stakeholders to start up the project and communicate
the main objectives.

15.01.2015

Mariano Vilchis, Enrique Rosales

Perform a gap analysis of MAC KPIs and SPIs related to

planning and scheduling.

31.01.2015

Enrique Rosales, Gabriel Medrano, Agustn Hernndez

Update the forecast of material reservation withdrawal.

First day of each month, Enrique Rosales, Aldo Garca, Genaro Moreno
starting on 31/01/2015

Work orders management roles and responsibilities defined

of the team involved.

13.02.2015

Enrique Rosales, Gabriel Medrano, Agustn Hernndez, Mariano

Vilchis

ABC criticality classification updated and frequencies of

PMRs adjusted according to MMS.

13.02.2015

Enrique Rosales, Gabriel Medrano

MR notifications and PM01 work orders debugged. Work

center analysis performed.
PMR standards and specifications updated from the results
of the RCA and Pareto's of 2014.

28.02.2015

Enrique Rosales, Gabriel Medrano

28.02.2015

Enrique Rosales

PMRs optimized and workload balance applied to plant

section 200 and 300.

28.02.2015

Enrique Rosales, Gabriel Medrano

PMR standards and specifications updated from the results

of the current RCA and Pareto's of 2015.

Every 15th of each

month, starting
on15/03/2015

Enrique Rosales

PMRs optimized and workload balance applied to plant

section 400.

15.03.2015

Enrique Rosales, Gabriel Medrano

Task list created for all the equipment with criticality A.

31.03.2015

Enrique Rosales, Gabriel Medrano

Overdue and backlog on proper values.

30.04.2015

Enrique Rosales, Gabriel Medrano

PMRs optimized and workload balance applied to plant

section 500.

30.04.2015

Enrique Rosales, Gabriel Medrano

Perform a MAC assessment for the related indicators and

analyze the results.

31.05.2015

Enrique Rosales, Gabriel Medrano, Agustn Hernndez

Carry out corrective measures to eliminate deviations.

15.06.2015

Enrique Rosales, Gabriel Medrano, Agustn Hernndez, Mariano

Vilchis

Step 6: Project organization

Client responsibilities:

Project Client

1. Provide the necessary resources to fulfill the project.

2. Sensitize people involved about the importance of it and the
collaboration required.
3. Review and feedback the progress of the project and its
milestones monthly.
4. Timely inform about possible changes or important issues to
be included within the scope.

Mariano Vilchis

Project Manager
J. Enrique Rosales

Team Member

Gabriel Medrano

Team Member
Aldo Garca

Team Member
Genaro Moreno

PM responsibilities:

Team Member
Agustin
Hernndez

1. Lead the implementation of the project.

2. Coordinate the tasks to be done in order to achieve the
products and main objectives.
3. Prepare and submit the advances to client and stakeholders
according the established schedule.

Team responsibilities:
1. Prepare the information required and execute the tasks
assigned on time.
2. Contribute and display a proactive approach during the
performance of tasks and the overall project.

PMA Enrique Rosales (Reviewed).xls

Company name: Holcim Mexico (Cement Plant Apaxco)

Project name: Optimization of the Planning and Scheduling Process

Phase I

Phase II

Phase III

Project
Definition

Project
Planning

Project
Realization

Phase IV

Phase V

Project
Completion

Evaluation
& Transfer

Project client: Mariano Vilchis G.

Project manager: Jos Enrique Rosales M.

Phase I and II: project definition and planning

1
Cost item
Personnel
Material, equipment
Expenses
Third party
Other items
Total

Cost (CHF)

Accuracy

8'500.00
500.00
1'000.00
200.00
2'000.00
12'200.00

Benefits (CHF):
+-10% Not appraisable yet.
+-10%
+-10%
+-10% Benefits (Text):
+-10% Benefits will be obtained by the impact in MTBFs, maintenance
cost, warehouse inventory value.

Step 8: Risk identification and evaluation

Risk description
Risk (High-medium- Countermeasure
low)

Responsible

Due date

Lack of involving of stakeholders.

High

Sensitization of people
Mariano Vilchis
involved about the
importance of the project
and their participation.

As needed

Full compliance with all indicators.

Planning and scheduling accuracy
compromised by changing the
availability of equipment though
based on MMS.

Medium

Immediate adequacy of Agustin Hernndez

the weekly plan schedule
according to the
extraordinary changes
established in
managerial meetings.

Weekly

Step 9: Agreement with the client

Date:
Signature:

Date:
Signature:

Date:
Signature:

Name: Mariano Vilchis G.

Project client

Name: Jos Enrique Rosales M.

Project manager

Name: Serge Montani

Plant manager

Attachments: Make sure to attach the following to this definition

Project schedule (if the milestone schedule is not sufficient)
Project budget (if the estimation of cost is not sufficient)

PMA Enrique Rosales (Reviewed).xls