Unravelling Complexity

Defence Projects require a solid understanding of the relationship between cost and schedule, and the measurement of Earned vs Actual.
Of course you must also become an expert at TLA's (Three Letter Acronyms) ;-).
At Project Control we've been involved in some amazing projects, challenging and complex but also very rewarding.

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6 x HUON CLASS
MINEHUNTERS

NEWCASTLE | DEFENCE

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Built: ADI Newcastle
Launched: 1999 - 2003
Displacement: 732 tonnes
Length: 52.5 metres
Beam: 9.9 metres
Construction: Reinforced Plastic Single Skin Solid Hull

In 1997 Project Control were engaged by ADI to develop their Integrated Logistics Support (ILS) schedule in Artemis Views for approval by the Navy (within a 3-month period).  We successfully delivered the detailed ILS (Integrated Logistics Support) schedule within the required 8 week time frame to the Project Authority.  This schedule was accepted as the first baseline and we continued with ADI for a total of 24 months until the first ship was launched, and the ILS program was complete.
 
We were to provide full Earned value Analysis to the Navy on a monthly basis and to maintain the schedule which required a thorough knowledge of each and every system on the new Minehunter Vessels.
 
We also developed the MML (Master Materials List) for the project, which provided a useful inter-department cross-reference and data store for every part on the vessels. 

https://en.wikipedia.org/wiki/Huon-class_minehunter

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FFG-7 ADELAIDE CLASS
FRIGATE UPGRADE

GARDEN ISLAND | DEFENCE

​Owner: Royal Australian Navy
Location: Garden Island, Sydney
Construction Value: AUD $1.46bil
Completion date: Mid 90's

ADI;

• As a prime contractor in the Australian naval shipbuilding market, ADI's main projects were the building of six minehunter vessels and the ongoing upgrade of the FFG-7 Adelaide class frigates.   ​

Following the Successful completion of the Minehunter Project with ADI in Newcastle, Project Control were called in to assist in the development of the Contract Master Schedule to gain approval from the Dept of Defense.
Our role was to review the rejected CMS and provide ways to satisfy the Project Authority (Commonwealth Gov.).  We provided analysis of the schedule, the department structure and staff, and I made recommendations to improve the schedule. This schedule had over 4,000 tasks and involved 18 internal departments and 4 major subcontractors.

http://www.seaforces.org/marint/Australian-Navy/Frigate/Adelaide-class.htm

https://en.wikipedia.org/wiki/Adelaide-class_frigate#FFG_Upgrade