某企业国际项目管理手册The Project Managers Manual

TheProjectManager'sManual

TheProjectManager'sManual

PREFACE

ProjectManagementconsistsofplanning,organizing,directing,monitoringandcontrolling

theactivitiesforthedesign,procurement,constructionandstartupofaproductionfacility.

ProjectManagementisateameffortwithallprojectactivitiesunderthedirectleadershipof

theProjectManagerforthedurationoftheproject.

Thismanualincludesanumberofguides,checklistsandformstoassisttheProjectManagerin

runningasuccessfulprojectandshouldbereadandusedinconjunctionwithstandard

CompanyProceduresandDepartmentalProcedures.

Theguidelinesandprincipleshereinareapplicabletoallprojects.Theyareintendedtobe

flexibleenoughtoserviceallelementsofsoundprojectmanagementinacontinuing

competitiveenvironment.

TABLEOFCONTENTS

PREFACE

RECORDOFREVISIONS

DISTRIBUTIONLIST

TABLEOFCONTENTS

SECTION1-GUIDELINES

1-THEPROJECTMANAGER1-1

RoleoftheProjectManager1-2

QualitiesoftheIdealCandidate1-3

AssignmenttoaNewProject1-4

ClientRelations1-5

TheContract1-6

TheProjectTeam1-7

GettingStarted1-8

InProduction1-9

Reports1-10

Communications1-11

OnCompletion1-12

2-PROJECTORGANIZATION2-1

ProjectInitiation2-2

Planning2-3

Estimating2-4

CostControl2-5

ProjectAccounting2-6

Engineering2-7

Procurement2-8

Subcontracts2-9

CoordinationandReviews2-10

QualityAssurance2-11

QualityControl,InspectionConstruction2-12

PrecommissioningandCommissioning2-13

ProjectCloseoutandCompletion

IndividualResponsibilities2-14

ProjectManager2-15

PlanningCoordinator2-16

CostEngineer2-16

ProjectEngineeringManager2-16

ProjectEngineers2-17

LeadEngineers2-17

ProjectProcurementManager2-17

ProjectBuyer2-17

DocumentController2-18

QualityAssuranceEngineer2-18

ConstructionDepartmentRepresentative2-18

ConstructionManager2-18

ProjectAccountant2-18

3-PROJECTPRACTICES3-1

ProjectStaffing3-2

AssignmenttotheProject3-2

Publicity3-2

SecurityandSecrecy3-3

WorkingWeek3-3

OvertimeWorking3-3

ProjectProcedures3-4

TimeSheets3-4

CodeofAccounts3-4

AnnualVacation3-4

BusinessTravel3-5

ExpenseClaims3-5

CorrespondencetotheClient3-5

CorrespondencefromtheClient3-6

ClientInstructions3-6

CorrespondencewithLicensorandThirdParties3-7

CorrespondencewithVendors,Subcontractors3-7

MeetingswiththeClient,ThirdParties,Others3-7

ConversationsandtheTelephone3-8

Inter-OfficeMemos3-8

DrawingForms,CheckingandSignature3-8

DocumentDistribution3-9

FilingSystem3-10

4-PROPOSALPREPARATION4-1

ProposalNotification4-2

Bid,NoBidMeeting4-3

44

Responsibilities-

4-5

TheProposalManager46

TheProposalStrategy-

4-7

ProposalKick-offMeeting

4-8

ApproachtotheEstimate

4-9

Man-hourEstimate

4-10

TheProposal4-10

TransmittalLetter4-10

ExecutiveSummary4-11

ProjectPlanofApproach4-11

ProjectOrganizationChart4-12

FieldOrganizationChart4-12

ProposedProjectSchedule4-13

PreliminaryEngineeringSchedule4-14

ManpowerHistogram4-14

ScopeofServices4-14

ScopeofSupply4-15

ProjectDescription4-15

EquipmentList4-16

SitePlanorOverallLayout4-16

DrawingList4-17

Clarifications4-18

SubsequentPresentations

51

5-PROJECTINITIATION-

5-2

General

5-2

RoleoftheProjectManager5-3

NewContractAward5-3

ContractScope5-4

ProjectDescription5-4

ScopeofServices5-5

ScopeofSupply5-5

ProjectPlanofApproach5-6

OfficesandFacilities

57

JobInstructions-

5-8

JobBulletins58

DesignBasis-

5-8

Kick-offMeetingwithClient

5-9

ProjectOrganization

5-9

ProjectOrganizationandKeyPersonnel5-9

ProjectStaffing5-10

ProjectScheduleandMilestones5-11

ProjectKick-Off5-11

InternalKick-offMeeting5-12

ProjectReviewMeetings5-13

ProjectControls5-13

CostCoding5-14

Estimating5-15

Engineering5-15

Procurement5-16

Construction5-17

ProjectAccounts5-17

NumberingSystems5-18

ProjectAdministration&Procedures

61

6-PROJECTMEETINGS-

6-2

ReviewMeetingsinGeneral

6-3

EngineeringandDesignReview6-4

ProcurementReview6-5

PlanningandCostReview6-6

ConstructionReview6-7

ManagementReview6-2

ProjectManager'sReport

SECTION11-CHECKLISTS

1-PROPOSALPREPARATION

ProposalPreparationChecklist

Client'sInquiry

CommercialAspects

ApproachtoEstimate

TheProposal

ExecutiveSummary

ProjectPlanofApproach

ProposalIndex

TechnicalDescription

ProcessDesignByOthers

ProposalScheduleandControlEngineering,General

PlantSite

ComputerStrategy

FeeStructure

PaymentSchedule

2-SCOPEOFSERVICESCHECKLISTS

ProjectManagement

Estimating

Planning

CostControl

ProcessDesign

ProcessControlandInstrumentation

Pipelines

SubSea

OffshoreStructures,Jackets

OffshoreStructures,Topsides

WeightControl

MechanicalEquipment

HVAC

FireProtection

FabricationEquipment,Vessels&HeatExchangers

Materials

InsulationsandPainting,PipingandVessels

Safety

Civil,Structural,Architectural

Electrical

PipingEngineeringandDesign

ComputerAidedDesign(CAD)

QualityAssurance

QualityControl

Purchasing,Expediting,Shipping

MaterialControl

SiteMaterialControl

ConstructionSubcontracts

Construction,HomeOffice

ConstructionManagementatSite

ScopeofWorkByClient

ScopeofSupply

3-JOBINSTRUCTIONSCHECKLIST

ProjectDescription

OrganizationandPersonnel

ClientAddressesandKeyPersonnel

ClientRepresentativesinJohnBrownOffice

ABBLUMMUSAddressesandKeyPersonnel

ProjectOrganizationChart

Correspondence

ToClientfromABBLUMMUS

FromclienttoABBLUMMUS

WithotherParties

ProjectAdministration

DocumentDistributionSchedule

ClientApprovals

ProgressReportstoClient

CostControlandProjectAccounting

ProjectCloseout

ProjectCoordination

GeneralEngineering

ProcessDesign

DesignandOperatingManuals

As-BuiltDrawings

Planning

Procurement

MaterialControl

ConstructionSite

ContractDetails

ContractwiththeClient

BillingArrangements

InsuranceRequirements

ProjectSchedule

ProjectOverview

4-DESIGNBASIS

Engineering-General

CodesandSpecifications

ProcessDesign

Safety

SiteDetails

PlantLayouts

BatteryLimitConditions

FuelSystems

LiquidFuels

UtilitySystems

Condensate

WaterSystems

WaterAnalysis

AirSystems

Electrical

RangeofKilowatts

InstrumentsandControls

ClimaticConditions

CivilandStructural

SewersandWasteDisposal

OffshoreStructures

5-PROJECTMANAGEMENTAUDIT

Contract

Progress

Costs

Payment

InsuranceandBonds

ProfitandContingency

ProjectCoordination

JobKick-Off

ProjectControl

ProjectAdministration

CostControl

Procurement

Construction

ProjectCloseout

SECTIONIII-STANDARDFORMS

1-STANDARDFORMS

PROJECTREPORTFORM

SECTION1

GUIDELINES

1-THEPROJECTMANAGER

SCOPE

ThisguideestablishesabroadframeworkfortheroleoftheProjectManagerwithinABB

Lummus.

INTRODUCTION

EachClientisdifferent.Eachindividualisdifferent.Eachprojectisdifferent.Thereisonly

onehardandfastruleinapproachinganewjob-TheProjectManagerisresponsiblefor

leadingtheprojecttomeettheClientandABBLummusobjectives.

ThisguideprovidesaperspectiveandoverviewoftheProjectManager'sassignment,role,

andfunctionwithinABBLummus.ThisSectiondiscussesthequalitiesandstrategiesthe

ProjectManagershouldseektoimposeandencourageinthepursuitofasuccessfulproject.

ROLEOFTHEPROJECTMANAGER

TheProjectManagerrepresentsABBLummustotheClient.AtthesametimetheProject

ManagerrepresentstheClientwithinABBLummus.

AProjectManagerisdesignatedforeachprojectundertakenbyABBLummus,however

largeorsmall,andregardlessoflocationorduration.TheProjectManagerhasthe

responsibilitytoservebothABBLummusandtheClient.

ForABBLummustheresponsibilityistodelivertheProjectaccordancewiththetermsofthe

Contract,thetargetedprofitandtoestablisharelationshipwiththeClientthatwillensure

favorableconsiderationforfollow-onwork.

FortheClienttheProjectManagermustensurethattheprojectgetsitsfairshareofABB

LummusresourcesandthatourperformanceissuchastocompletetheClient'sworkon

scheduleandwithinbudget.TheProjectManagerwillalsokeeptheClientadvisedof

unavoidabledeviations,andaimtocreateasenseoftrustbetweenourtwofirmsthatwilllead

tonewwork.

TheProjectManagermusthavethepersonalstandingtoensurethesegoalsareachieved.

Withaminimumofconstraints,theProjectManagerrepresentsABBLummusontheproject.

TheProjectManagermustbethemostinformedaboutthespecificobjectivesofthejob,have

knowledgeoftheprincipalobstaclestobeovercome,motivatetheprojectteamtoresolve

them,andaccomplishallthisinacooperativespiritwiththeClient.

ThesuccessfulProjectManagerisonewhoinstillsintheprojectteamastrongsenseof

TEAMWORK,URGENCY,andENTHUSIASM.

QUALITIESOFTHEIDEALCANDIDATE

InselectingProjectManagersandmeasuringtheirperformance,welookforpersonalskills

andcapabilitiesinthefollowingareas:

LeadershipCanhegiveindependentandconsistentdirection?Doeshelead

frominfrontandseta"followme"example?

AttitudeFewproblemstotallydefysolution.Themostimportantfirststep

Istoadoptapositiveandwillingattitude.

StrengthDoeshehavethepersonalitytoleadtheprojectteam,moral

fiber?

Andtenacityaswellastechnicalexperience?

PerspectiveCanhekeephiseyeonthetarget:todesignandbuildaplant,

Andavoidperipheraldistractions?

SetsObjectivesThefirstmoveonanyjobistoidentifyclearlywhathastobe

Done.Canhedistinguishthemainthrustfromthelessessential?

MakesthePlanSuccessfulworkgenerallydoesn'tjusthappen.Thesuccessful

ProjectManagerpreparesaplan,getsteamcommitmentand

Worksitthrough.

OrganizesStaffAsuccessfulteamisstrongerthanthesumofitsindividualstars.

DoestheProjectManagerorganizethestafftogetthemostout?

Oftheteam?

DelegatesWorkHowdoesthesuccessfulProjectManagerfreehimselfofroutine

Activitiesandstillmaintaineffectivecontrolofhisproject?

ResponsibilityThebuckstopsatthedeskoftheProjectManager.Hmustthink

Throughproblemsandstatehispositionclearly.Accept

Upper-levelmanagementdecisionsasupportthem.

Tough,Resilientfewprojectsprecedewithoutproblems.TheProjectManager

Mustbeconfidentinhisjudgmentsandstickbythem.Sometimes

Decisionswillnotbeinhisfavor.Hemustacceptthis,rebound

Andresumecontrol.

ResourcefulThere'ismorethanone-waytoskinacat.Beimaginativein

Solvingproblemswhenordinarymethodsfail.

CandorDoesheplacehiscardssquarelyonthetable?Mostproblems

Canbesolvedifcaughtatanearlystage.Hemustfirstrecognize

Aproblemthreatens,andiswillingtotalkaboutit.

ClientRelationsTheClientiswhyweareinbusiness.Nevercriticizeopenly.Work

Closelytounderstandhispositionandtoensurethathe

Understandsyours.

ConstructionRelationsTheQualityofEngineeringhasadirectimpactontheproductivity

Oftheconstructioneffort.DoestheProjectManagerunderstand?

Theimportanceofbringingconstructionintotheteamonday

one?

ASSIGNMENTTOANEWPROJECT

Havingdeterminedthequalitiesfoundintheidealcandidate,itisthennecessarytolookat

theindividual'sspecificexperience.Thesize,nature,andlocationofthework,prior

associationwiththeClient,andotherpertinentfactorswillfeaturelargelyintheselectionof

theindividualtohandleagivenproject.

ThefirstactionoftheProjectManageristoaccepthisrolewithgenuineenthusiasm.Takeon

eachprojectorassignmentwiththeknowledgethatitisgoingtobedesignedandbuiltonly

once.Doitwithasenseofprideintheexpectedresults.

Thedesiretodoatop-notchjobiscontagious.Itpermeatesthewholeprojectteam.Itbegins

atthetopanditmustbesetonthefirstdayofthejob.

Onceappointedtothejob,thenewProjectManagerwillfindthefollowingsectionsauseful

guideinsettinguphisprojectandmanagingittoasuccessfulconclusion.

CLIENTRELATIONS

Therelationshipbetweentheprojectmanagerandtheclientisakeyfactorinthesuccessof

anyproject.Thisrelationshipshouldbefoundedonmutualtrustandrespectandbe

committedtoteamwork,innovation,flexibility,andcontinuousimprovement.Thisisthe

relationshipthatwillprovideleadershipfortheprojectandcommitmenttodothingsrightthe

firsttime,everytime.ThroughacommitmenttoTotalQualityManagement,theprojectteam

willfocusatanearlystageintheprojectonestablishingkeyresultareastosatisfythe

customeranddefinetherolesandresponsibilitiesofeachmemberoftheprojectteam.

Throughcontinuousgoodcommunication,nohiddenagenda'sandaClient/ABBLummus

teamwhosecompanyidentityisvirtuallyindistinguishable,successwillbemeasuredbythe

satisfactionoftheultimatecustomer.

Inmostcases,troubledprojectsresultbothfromalackofunderstandingoftheobjectives

andfromtheobjectivesnotbeingproperlyprioritized.ABBLummushasdeveloped,an

alignmentandteam-buildingprogramtoensurethattheclients'objectivesareclearly

understood,communicatedandfollowedthroughouttheproject.Theprogramprovidesa

mechanismfortheidentification,monitoringandcontrolofprojectobjectives.Toassurethat

theclients'ProjectManagement,CentralEngineering,PlantManagementandotherinvolved

groupsagreewiththeproject'sobjectives,itisessentialthatthesegroupsparticipateinthe

alignmentandteam-buildingprogramatprojectinception.

Inservingyourclient'sneeds,itisimportanttorecognizethathisperceptionofABBLummus

islargelythatobtainedinhisrelationshipwiththeproject,andnotwithABBLummus

corporate,marketingorexecutivemanagement.Asthesinglepointofcontactwiththeclient

itisparticularlyimportantthatyoumakeyourclienteasyinhisrelationswithyouandthathe

iscomfortablewithyouinapersonalrelationship.Hewilllookforhighstandardsof

performancefromtheprojectandfromyouinparticular.Payattentiontothesmallthingsas

wellasthewiderprojectissues,withoutgettinginvolvedindetail.Adopta"cando"positive

attitudeandmakeiteasyfortheclienttoadoptthatattitude.

Butrememberthatitisnotonlytheseniorclientrepresentativethatneedstoberecognized,

andencourageotherseniorstaffonyourprojecttorelatetotheiroppositenumberinthe

clientorganizationinasimilarmanner.

Thisrelationalareaishardtoquantifybutisneverthelessextremelytangible.Someaspects

ofthissubtleareaarediscussedintheparagraphsbelow:

QualityofWork

AlwaysensuredocumentsgoingtotheClientarethoroughlycheckedforspellingand

grammaticalerrorsandtheyaretechnicallyconsistentwiththebasisofdesign(ifnot

thereasonwhynotshouldbehighlighted).

Meetin。ClientStaffinaNeeds

WhentheClientrequestsadditionalworktobeundertakenorstaffmobilizedyoumust

readilyagreeandmakethedepartmentsconcernedperformwhenitcomesto

resortingwithinyourrequiredtimescale.

ProjectStaff

AsProjectManageryouaremasterofallyousurvey.Nostaffaretobemovedoffyour

projectwithoutyouragreement;incompetentstaffshouldbesentbacktothe

departmentasyouneedgoodqualitystaffwhoarecapableoftakingfullresponsibility

fortheworktheyundertake.Donotbefrightenedoftacklingtheproblemofpoorstaff,

itwillonlygetworse.

ProblemSolvina

DonotpresenttheClientorABBlummusManagementwithproblemswithout

includingyourrecommendedsolution.

。什iceFacilities

EnsuretheClient'sofficefacilitiesareclean,ingoodconditionandanyconcerns

voicedatanylevelontheproject(i.e.,secretarytosecretary)aregiventhehighest

prioritybyBuildingServices.

TeamSpirit

YoushouldlookontheClientandourstaffasoneteambuteachwithhisownroleto

play.Youareencouragedtoorganizeevents(subjecttomanagementapproval),

whichbringClientsandourstafftogetherthroughsocial/sportingactivities.

ClientEntertainment

YoushouldestablishagoodrelationshipwithyourClient,bothinandoutoftheoffice.Proper

entertainingofClientsisencouraged.OtherRepresentativesshouldnotbeoverlookedand

youorseniorstaffshouldensurenoneoftheClientSeniorStaffareforgotten.

IfconsideredappropriatecorporatemanagementshouldbeinvitedbutABBLummusstaff

mustnotoutnumberguests.

ThelevelofexpenditureonCliententertainmentshouldbeclearedwithmanagement