An Introduction to Project ution Rev 4 Aug 7 2013在卡尔加里大学学习时的项目管理培训资料

1、An Introduction to Project Execution,D. Chan, Calgary, AB Rev 4 Aug 7 2013 Providence Enterprise Inc. dchanprovidenceenterprises.ca,Content,Seminar Key Emphasis. Execution Objectives Project Development Plan Project life cycle. Project Governance. Project HSE Project Quality Project Risks Project Ex

2、ecution Modularization Project Execution in Alberta.,Content (Contd),Project Management Stakeholder management Project Organization Engineering Plan Project Control Management Procurement and Contracts Modularization Construction and Completion,Project execution objectives,Project Execution Objectiv

3、es Define What to do Have a plan How to do Execute it within budget, schedule, safely with good quality and no environmental violation.,Project Development,Project Development Plan Consideration Resource development program. Hence determine the number of phases and the size of and duration of each p

4、hase. Factors to consider: Infrastructure and resource limitation e.g. manpower Market window Availability of capital Regulatory approval Technology development Owners experience Risks,Project Life Cycle:,Gate/phase approach Purpose of the gate/phase approach is to refine the information available i

5、n order to make business decision. The business commitment increases for the project to progress and therefore, more information is required. Typically the project life cycle can be defined into: Conceptual Phases, Feasibility Phase, Basic Engineering Phase, Execution Phase and Operation Phase. The

6、project is increasingly better defined and therefore, risk is reduced as it passes the project phases. Most operating companies, PMI, COAA, etc. provide a project life cycle definition in order to allow good decision making.,Execution Framework,Project Phases,Conceptual Phase (Identify): A high leve

7、l study for a business consideration to determine if the business can be viable. Feasibility Phase (Select): A better definition of the project and evaluation of alternatives. Basic Engineering (Front end engineering) Phase (Define): Establish project business objectives. Define the basic engineerin

8、g requirements and a project execution plan for project sanction. The concept of FEL index for project approval is to ensure that the project is well defined. Execution Phase (Execute): Provides detail engineering documents, equipment and material, a detail execution control plan, construction and c

9、ommissioning. Operation and evaluation (Operate) Phase: Monitor the first years of plant operation and compares with initial business objectives to provide feedback information.,Project Lifecycle,Project Lifecycle,Provide a scope of work from check list for each phase.,Project Lifecycle,Completion S

10、ign-off / Summary Checklist The summary checklist is a communications tool to help track the completion of items on the scope, execution, and decision-making checklists. There is space on this form for noting exceptions or for giving reasons for not completing any item. If a management review is con

11、sidered appropriate, there is also a signature space for indicating approval Checklists (Scope, Execution, Decision Making While these checklists are typical for large ($25 million) down-stream and diversified projects, they are intended as a guide to assure that the important tasks in each phase ar

12、e completed before moving to the next phase. Review the items on these checklists carefully and modify them to meet the needs of any individual project.,Project Charter,A high level statement for the team to focus and guide the teams behaviour. Developed in Feasibility Phase Forms basis for executio

13、n e.g. Project Execution Plan. Define project objectives, scope and risks Define deliverables, schedule and estimated costs Define project organization, governance structure,Project Governance,Decision making process and participation by senior management, Senior VP, Project Management Committee. St

14、eering. Give direction to project team. Supervising. Close enough to add value. Supporting. Expert knowledge, resources funding etc. Assuring. Making sure activities are carried out to instill confidence in the project execution.,Health, Safety & Environment,Develop by stages,Project HSE,Level 1, Co

15、mpany reference manual. Level 2, Project specific manual Level 3, Contractors execution plan,Project Quality Plan,Project Risks,Geotechnical risks, safety and environmental, stake holders, permitting, location, weather, labour, vendor, contractors, transportation, market, project change control etc.

16、,Project Risks,Geotechnical risks: Lack or imprecise geotechnical information, muskeg, shale layer, sand lance, rock, unusable clay, water bodies, artifices etc. Safety and environmental: Identification of potential safety issues such as availability of safety personnel, medical personnel, hospital,

17、 transportation etc. Identification of location specific environmental requirements such as construction and operation waste management, special vegetation and animal care (e.g. rare vegetation, caribou, bird migration etc.) Stake holder risks: internal and external partners, locals, natives, specia

18、l interest groups etc Permitting: Identification of all the permits required, Timeliness of permit issue, Identification of permit requirements, Town hall hearing, additional requirement imposed on permits. Location: Infrastructure (water, power, roads, airport, gravels, sand, concrete, labour camps

19、 etc) availability, access road, road bans, cargo weight and dimension limits, Business commitment to Locals and Natives. Weather: Unexpected rain, snow falls and low ambient temperature causing difficulty in road access, ground compaction, earth work, concrete etc. All these affect construction eff

20、iciency.,Project Risks,Labour: Interruption in labour availability, unexpected union settlement, i.e. change in labour contract, competing projects, camps, transportation of labour to site, i.e. market forces. Vendors: Delay in delivering drawings and equipment/material. This needs serious considera

21、tion in contract terms and schedule contingency allowance. Vendors in here include material and equipment vendors as well as fabrication and module assembly shops. Contractors: Risk of non-performance, construction contracting risks (e.g. management risks in managing the interface between contracts,

22、 in Owners provisions, etc.) Transportation: Risk in road use, permitting (road/bridge, wire lift, oversize/weight cargo), road bans, availability of transportation equipment, requirement of intermediate storage facilities), special transportation routes. Example: recent protest by locals to the tra

23、nsportation of modules via the States. Market Forces: Unexpected market force causing pricing and delivery impact for equipment and materials. This also applies to impact to labour force. Project Changes: This is a common problem. It is also called “Scope Creep”, a number 1 killer of project perform

24、ance. The impact of change on a project increases greatly as the project continues. E.g. adding a 1” control valve causes little change during the basic engineering but a lot after P&ID IFC.,Project Risks,Risk Management should identify thoroughly all the likely risks and assign a mitigation plan to

25、 each risk. Risk mitigation should be assigned to the party who has the most control over it. One of the activities in Contracting Strategy Planning is to assign risks.,Project Execution Plan,Execute Objectives Stake Holder Management Plan Permitting Plan Engineering Plan Contracting Plan Procuremen

26、t Plan Logistic Plan Quality Plan HSE Plan Project Control Plan Construction, Startup and Commissioning Plan Risk Management Plan Team Building Plan.,Execution Objectives:,Consider: Process objectives Facility Objectives Project management objectives Cost and Schedule Goals Project Drivers Quality R

27、equirement and Goals Safety standards and goals Environmental Standards and goals Project execution constrain,Stake Holder Management Plan:,Consider: Identification of stake holders and their objectives Involvement of stake holders in decision making Communication with stake holders Review of stake

28、holders need,Permitting Plan:,Consider: Identification of permit requirements and the application process e.g. environmental, construction, operation, logistics, etc. Identification of third party consultants required. Ensure permit approval schedule aligns with project schedule Identification of pe

29、rmit constraint on project execution.,Engineering Plan:,Consider: Plant sophistication or classification requirement Applicable engineering standards and specifications Engineering contract Engineering execution resources Design review plan Decision making process Value Improvement Practices Enginee

30、ring execution procedure Final documentation requirements,Contracting Plan:,Consider: Contract strategy for engineering, procurement and construction Schedule for issue of contract ITBs Selection of bidders Labour resource review Labour agreement Contract administration procedure,Procurement Plan:,C

31、onsider Procurement strategy for equipment, materials, fabrication ships and module yards. Extent of global procurement Selection of preferred vendors Inspection and expediting plan Purchase order administration procedure Material management,Logistic Plan:,Consider: Logistic study for transportation

32、 to site, i.e. identify routes and restrictions. Travelling restriction and permitting requirement. Road weight and dimension restriction Road and bridge study requirement Selection of transportation companies Module transportation requirement at site Labour force transportation to site,Project Cont

33、rol Plan,Consider: Schedule planning basis Cost estimating basis Schedule and cost risk analysis Contingency and Risk allowance Progress measurement and reporting Change management Project financial reporting Invoice approval process Auditing,Construction Plan:,Consider: Infrastructure requirements:

34、 e.g. roads, gravel supply, concrete supply, camp, etc. Labour resource, local/NA/foreign, labour agreement, union/open site Construction contracting plan Construction Management Plan Material management plan Regulatory approvals Quality control and testing Safety and environmental plan Constructabi

35、lity and Construction Sequence Heavy haul and heavy lift requirement Site facilities maintenance Check list and QA data management plan Emergency plan,Commissioning and Startup Plan:,Consider: Organization planning Commissioning sequence and schedule Check list and QA data management plan for comple

36、te document turnover Permitting plan Resource plan: e.g. staff, vendor reps, etc. Performance testing plan Defect or deficiency clearance plan,Quality Plan:,Consider: Work procedure and Check List Quality Auditing plan Peer Review Findings and NCR closure Site re-work statistics,Team Building Plan:,

37、Consider: Work process feedback Lessons learnt Motivation Project Communication Role conflict resolution Measurable goal,Team Building,To be carried out in each phase.,Risk Management Plan:,Consider: Schedule for risk review Plan to ensure risk impact to safety, quality, schedule and cost is properl

38、y accounted for.,Project Organization,Project Organization,Owner Organization,For major projects with multiple plants/silos: Project Director Plant/silo project managers Overall Engineering Manager Overall Construction Manager Overall Project Services Manager Overall QA manager Overall HSE manager S

39、ilo Managers” Engineering manager Project control manager Construction manager Project services manager HSE manager QA manager,Project Management,The basic principles of project management: Devise an execution plan and execute accordingly. Plan should be thorough and include consideration of all the

40、 project phases and all disciplines. Use suitable Check Lists to ensure thoroughness. Be proactive. Identify risk or contemplate risks early and implement mitigation. Understand and manage stake holder requirements. Be current about the market force. Manage Changes: understand the impact, reject cha

41、nges if possible, incorporate impact promptly. Ensure that the Quality Plan is executed promptly and accurately. Seek Peer Review to cover blind areas Spend time on team building. Provide clear roles and responsibilities to subordinates and delegate. Fully understand the interface between the discip

42、lines, i.e. the work processes.,Project Management,Disciplines on a typical project: Engineering: Process, Mechanical, Electrical Engineers, Electrical Designers, Piping Engineers, Piping Designers, Civil engineers, Civil Designers, Structural Engineers, Structural Designers, Building Designers, HVA

43、C engineers, HSE specialists, Instrument designers, DCS designers, communication system specialists, engineering application software specialists etc. Procurement: Buyers, inspection, expediters, logistic specialists, material management,Project Cost Ranges,Owner cost, EP contractor (home office), t

44、agged equipment, bulk material, module and fabrication, construction. Engineering : 9 to 12% TIC Capital equipment and materials: 25 to 30% TIC Fabrication and Assembly and transportation: 5 to 10% TIC Construction: 55 to 60% of TIC Commissioning: 5% TIC Note: TIC does not include Owners cost.,Prime

45、 Contracting Strategy,EP, EPCM, EPC, PMC types of contracts EPengineering and procurement EPCengineering, procurement and construction EPCMengineering, procurement and construction manager PMCproject management consultants,Prime Contracting Strategy,In general, EP contractors have limited experience

46、 in CM. This is due to the fact that most major Owners perform CM role themselves while engaging a General Construction Contractor. Sometimes, an EP contractor would joint venture with a construction contractor for an EPC contract. Most contracts in Alberta are reimbursable in various forms e.g. wit

47、h fixed fee, fee and bonus/penalty, etc. For Mega projects, the scope is usually split into several silos, e.g. Extraction, Froth, Ore Preparation, etc. There would be an EP contractor with a construction contractor for each silo. Owner usually retain a CMT team for construction management. The use

48、of PMC team is limited. Most EP companies consider it not profitable to offer their best personnel for this role unless they are promised one of the silos.,Project Schedule and Cost Estimating Plan:,Project Schedule: Project schedule hierarchy : Level 1: Project Master Schedule-Executive summary for

49、 mega project involving several plants containing major milestones. Level 2: Summary Master Schedule Depicts the project broken down into areas and is used for higher level management reporting. Level 3: Project Co-ordination ScheduleInitially developed as an integrated CPM overview schedule and is

50、then maintained as an integrated rollup or summary of the Level 4 schedule. The schedule contains all major milestones, engineering, procurement, construction and commissioning. It also shows the schedule for the formation of all major contracts. Level 4: Project Working Level schedule-Level 4 is th

51、e key working level CPM schedule and is an expansion of the Level 3 schedule. This is generally the working schedule at a discipline level. Level 5: Detail schedule-This is a short term schedule used to map out the task to co-ordinate day to day work. For Construction, this is the FIWP schedule for

52、work of 1 crew for one general foreman for one shift.,Project Schedule and Cost Estimating Plan,Key data for schedule preparation: Engineering: number of tag mechanical equipment, P&IDs, Electrical Single Lines, control valves, buildings, plot plan area. Key quantities: tagged equipment, steel, pile

53、s, concrete, earth work, roads, buildings, pipe length, cable length, DCS I/O.,Schedule Development,mechanical completion 90, 60, 30% model review start of superstructure erection issue of earthwork, piling and concrete IFC drawings start of equipment / equipment module installation issue of piperac

54、k and equipment module PO start of piling issue of steel fabrication PO start of site grading and roads P&ID IFD start of clearing and grubbing long lead equipment procurement construction permit etc. issue of IFC drawings,Start from the project end date and work backward to establish major mileston

55、e dates for the project. Typically these are:,The key quantities information can be used to determine the duration required. With the start fixed, there will be an iterative process to come up with a schedule. Schedule float must be included to account for inaccuracy in the preparation and risks.,Sc

56、hedule Development,Constraints to be considered Permitting: Bird migration, caribou protection, module transportation road permit , road ban due to weather, construction permit Weather: Frozen ground, wet season Camp capacity Transportation capacity Labour capacity,Project Cost Estimating Plan:,At t

57、he beginning of each project phase, a plan for developing the project cost and schedule has to be prepared as this will dictate what information and how much engineering needs to be done before a cost estimate can be done. Cost estimates for Conceptual Phase and Feasibility Study phase are generally

58、 by doing factor estimate, i.e.: factored from existing equipment or other cost data, since the degree of accuracy required does not require more details. Estimate at the end of Basic Engineering will be used for project sanction and therefore requires a higher accuracy, normally +15% to -10%. This

59、will require quantities from material takeoff (MTO) and equipment price from budgetary quotation. Therefore, a certain degree of 3D modeling will be needed.,Project Cost Estimating Plan:,Key elements determining the accuracy of the estimate are: An estimate and schedule basis A IFD Plot Plan A IFD Construction Plot Plan A IFD Site Preparation Plan An adequate geo-technical report that can be used for foundation design with adequate number of bore hole information Project Standards and Specifications A set of IFD P&IDs with Hazop review completed except for vendor equipment A set of I