Appunti completi di Project Management

PROJECT MANAGEMENT

• INITIATION
  • Requirement gathering
  • Scope definition
  • Feasibility study
  • Approval
• PLANNING
  • Schedule
  • Resources
  • Budget
  • Risks
• EXECUTION
  • Resource allocation
  • Task assignment
  • Monitoring
  • Collaboration
• MONITORING
  • Performance metrics
  • Progress tracking
  • Quality control
• CLOSURE
  • Deliverables
  • Sign-off
  • Documentation
  • Review

Project Management

Introduction

• Process Classification

• Operations
  • Repeating process (flow)
    • Repeat the same activities over and over (fixed cycle repeat)
  • Standardized product/process
    • Coordination by rules/procedures
    • Permanent organization
  • Previously defined requirements
    • Use knowledge of the product/process
    • Performance comparison
  • Coordination by rules/procedures
  • Permanent organization
  • Relying on past experiences with the given activity
    • The solution does exist
    • No new research needed
    • Long-term relationship (you’re expected to expect it)
• Project
  • New cognitive process (improve)
    • Here is something new
    • Unique product/process
    • Temporary organization
    • Requires great coordination effort
  • Coordination by direct intervention
  • Use indirect measurement
  • Use indirect interaction
  • Project organization
  • Relying on future possibilities
  • Project planning of the job
  • Objectives belong to the project
  • Paths along the project
  • Project definitions may vary in complexity
    • If we don't know the objectives we cannot define the output
    • Often changing objectives

Project Processes

1. Operational
   • Previous activities
     • Engineering
     • Production
     • Construction
2. Managerial
   • Initiation (startup)
     • What to do?
     • Planning - paths and schedules
     • Monitoring (continuous process)
     • Close out
3. Organizational
   • Human resource
     • Resourcing
     • Selection
   • Training

Project Manager

• Main Features
• Knowledge - something you learn studying (theory)
• Skills - something that you gain during working experience (practice)
• Attitude - related to the person, leadership attitude
• Failure reasons (most frequent mistakes)
  • Inability to learn from mistakes
  • Lack of core management skills (interaction between hard and soft skills)
  • Diverse ideas
  • Lack of responsibility (all should take responsibility of the events)
  • Lack of initiative

GASTHER EXAMPLE

to manage a plant

• PROCESS (PHASES)
• EQUIPMENT (ITEM)
• LAYOUT (LOCATION)

1. WBS
   • Purpose
   • Give the benchmarks to the project
   • Breakdown to achieve the total amount of effort on each piece

   1^st LEVEL → Deliverables (from contract) → Intermediate (blueprints of product / process)

   2^nd LEVEL → Functional division (product breakdown logic) → Primary units

   3^rd LEVEL → process breakdown logic (main process & process) → Entrance / Exit units

2. MILESTONES
   • Types
     • DPRE → process design/revision completion (process engineering)
     • APUR → purchase request (raised by detailed eng. to purchase department)
     • PTER → issue of purchase order (procurement)
     • VENDOR(N) → approval of vendor's technical documents (by detailed eng.)
3. GANTT DIAGRAM (scheduling)
   • Disadvantage → you can't see the relationship between activities (implicit!)
4. MATERIALS
   • Items → main components (ex: pump)
   • Bulk materials → large quantity (piping, cables...) not provided for a specific application
   • Package → purchased units
   • Damaged ordered quantities → open order = exact quantity is defined later (more explanation)
   • Sequence of immediate tasks in order to achieve the requirements with increasing accuracy
   • With time, we increase the amount of info, so we can give a more accurate estimation of the requirements

   while you order you can order before

   and then realize the items of the project

   Problems if activities that are logically in sequence.

   • Use start-next to find a logical description of the end materials requirement!

-CRITICAL PATH → sequence of activities determining the duration of the project

-BACKWARD → arrival date is fixed (by contract) and then you go backward and schedule the previous activities

We know that the last activity in engineering is the print task (in construction is usually startup (the ‘aspen incinerator’))

Bid Bonds - in order to participate in a competitive bidding you have to pay a bond to the owner:

• If you leave the auction → owner keeps the money
• If you complete the competitive bidding → contractor receives the money back

Downpayment Bonds - advanced payments: the owner pays the contractor an advanced payment at the signature of the contract.

• The owner will keep a percentage of this downpayment issued in order to assure future contractor steps in the contract.

Performance Bonds - payed by the contractor to the owner, as a prelude to the advance payment or penalties:

• If the plant is not completed → owner keeps the penalties
• If the plant is not adequate, specifications received at the test phase
  1. Fault discovered → owner keeps the penalties
  2. Reparation → if the time lost is not penalized

Contract Classification

BY MODE OF WORK

• CASH FLOW
• Feasibility
• Construction
• Commissioning

TYPE OF CONTRACT:

• Turn-key
• Fixed sum for work
• Build-operate-transfer A company finances, builds and operates the project, where the installed plant

• TYPICAL TYPE OF CONTRACT IN EXC
1. EPC contract - Engineering, Procurement, Construction
2. Turnkey lump sum contract - scope of work + selection of risk
3. Build operate transfer

BY PRICE AUCTION

• Curricular
• Turnkey lump sum contract → start of work + reaching the time of completion

Quotation

• Fixed price
• Unit price
• Cost + % fee = a variation of this contract, if the contractor calculates the work of the platform construction (draft/host) the owner gives no incentives (lex)
• Reimbursable
• obeying the project configuration →
  • Financial to contractor

Unit price → no clarity between the two prices → owner takes responsibility

No escalation

Escalation → connected to inflation. Consider a price based on face amounts or subcontractor.