Transcript Document

Project Management
Lecture
2/9/2015
Fundamental “Rules” of Project Engineering
1. While there is never enough time to do it
right, there is always enough time to do it
again.
2. No surprises.
3. At some point you have to build the plant.
Why Are ChE’s Paid So Well
To Work in So Many Different Industries?
•
They can start from a vaguely
defined problem statement such as a
customer need or a set of
experimental results
•
From the problem statement they
develop an understanding of the
important underlying physical science
relevant to the problem
•
Using this understanding they can
develop a plan of action and set of
detailed specifications, which if
followed will lead to a predicted
financial outcome
© 2012 G.P. Towler / UOP. For educational use in conjunction with
Towler & Sinnott Chemical Engineering Design only. Do not copy
All the other ChE
classes you took
The design course
addresses these
Chemical Engineering Design
The Design Process
Problem statement
XYZ Co.
Plan
Financial
outcome
Implementation
© 2012 G.P. Towler / UOP. For educational use in conjunction with
Towler & Sinnott Chemical Engineering Design only. Do not copy
Chemical Engineering Design
Design Work Process
Determine
Customer Needs
Set Design
Specifications
Build Performance
Models
Generate Design
Concepts
R&D if Needed
Predict Fitness
For Service
Evaluate Economics
& Select Design
Customer
Approval
Detailed Design &
Equipment Selection
Procurement
& Construction
Begin Operation
Common to all design problems in all industries
© 2012 G.P. Towler / UOP. For educational use in conjunction with
Towler & Sinnott Chemical Engineering Design only. Do not copy
Chemical Engineering Design
How do companies implement this
design process?
© 2012 G.P. Towler / UOP. For educational use in conjunction with
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Chemical Engineering Design
The Design Team
Project
Sponsor
Business
Input
Project
Manager
Process
Engineer(s)
Technical
Specialists
R&D
Specialists
Control
Engineer
Mechanical
Engineer(s)
© 2012 G.P. Towler / UOP. For educational use in conjunction with
Towler & Sinnott Chemical Engineering Design only. Do not copy
Cost Engineer
Civil
Engineers
Consultants
Contractors
Chemical Engineering Design
Nowadays
(For most companies, most sectors)
Project
Sponsor
Operating
Company
Business
Input
Project
Manager
Process
Engineer(s)
Technical
Specialists
R&D
Specialists
Control
Engineer
Mechanical
Engineer(s)
Technology
Vendor
© 2012 G.P. Towler / UOP. For educational use in conjunction with
Towler & Sinnott Chemical Engineering Design only. Do not copy
Cost Engineer
Civil
Engineers
Consultants
Contractors
E&C
Company
Chemical Engineering Design
Implications
• Most major projects involve several companies working
together
• “OpCo” might itself be a joint venture between several
companies
• The companies might all be based in different regions of
the world
• Teamwork, technology transfer and effective
communications have high impact and value
• Good project management is more important than ever
© 2012 G.P. Towler / UOP. For educational use in conjunction with
Towler & Sinnott Chemical Engineering Design only. Do not copy
Chemical Engineering Design
“Stage Gated” Project Life Cycle
P2
P1
P3
P4
Project Estimates, Plans, Schedules
• Each Engineering Discipline normally submits
an estimate of hours needed to complete the
project, along with a resource loaded schedule
showing “milestone” dates for completion of
deliverables, or specific % complete targets
relevant to each project phase.
• These are built around the deliverables and
known activities for each engineering
discipline.
Typical Process Engineering Deliverables for Stage Gated Project
Deliverables
Process Engineering
Process Capacity(s)
Process Design Basis
Block Flow Diagams (BFD's)
Process Sketches
Process Simulation
Heat & Material Balance
Process Flow Diagrams (PFD's)
Material Selection Diagram (MSD's)
Piping & Instrumentation Diagrams (P&ID's)
PSV Files
PHA Study
HAZOP Study
LOPA Study
Hydraulic Calculations
Process Equipment Data Sheets
Sparing Philosophy
P1
Conceptual
P2
Evaluate
P3
Define
A
P
D
D
D
IFD
P
P
D
A
A
P
P
P (?)
P
A
P
P
P
D
IFD
IFD
IFD
D
D
D
D
D
D
LEGEND
BLANK = Not Required or Applicable
A = Assumed (no engineering developed)
P = Preliminary (limited engineering work)
D = Definitive Based on Completed Work
IFD = Issued for Design
IFC = Issued for Construction
P4
Detailed
Design
IFC
IFC
IFC
IFC
Deliverables
Estimate
PMAC
Project Name & Location
Project Scope Description
Product Description
Interfaces with Existing Facilities
Site Visit Results
Project Work Breakdown Structure
Engineering, Equipment & Installation Job
Specifications & Standards
Labor Availability
Current Labor Market
Taxes/Laws Cost Impact
APP
T/A Interdependability
Project Execution Plan
Contracting Strategy
Purchasing Strategy
Approved Vendor List
Estimate Plan
Schedule
Constructability Study
Construction Laydown Area & Crane Access
Analyzed Final Cost Report
Benchmarking Study & Performance Analysis
Closeout Report
Project Services Estimate
Confidence Range
TIC Estimate Basis
Approximate Unallocated Provision (Contingency)
Risk (Cost) Analysis
Estimating Method
Engineering Percent Complete
P1
Conceptual
P2
Evaluate
P3
Define
D
P
P
P
D
P
D
P
P
P
D
D
D
D
D
D
A
D
A
A
A
D
P
P
P
P
P
P
D
D
D
D
P
D
D
D
D
D
P
D
P
A
A
D
P
D
P
P
P4
Detailed
Design
IFC
D
P
D
D
D
D
-50%+100%
+-30%
+-15%
D
D
D
25%
20%
10%
yes
yes
Equipment
Quotes &
MTO's
25-30
RATIO/
CAPACITY
CURVE
Factored from
Equipment
<1%
<5%
LEGEND
BLANK = Not Required or Applicable
A = Assumed (no engineering developed)
P = Preliminary (limited engineering work)
D = Definitive Based on Completed Work
IFD = Issued for Design
IFC = Issued for Construction
Definitive using
IFC Packages
(90% Engrg)
For Other Types of Projects – See Text Chapt. 1
• “Techno-Economic Analysis” (aka Feasibility Study)
….see Table 1.1 for Deliverables-Engineering Report
Sections.
• “Technical Proposal” ….see Table 1.2 for typical parts
of a proposal that must be generated.
• Note: A Basic Engineering Design Report (BEDR) –
Table 1.3 puts together all the typical Stage Gated
Project Deliverables…at different Phases of each
Project.
The Project Plan
• Is developed & implemented
by the project manager
• Sets deadlines for completion
of activities & intermediate
deliverables
• Allows scheduling of
subordinate or dependent
tasks
• Allows estimation of the
required manpower resources
at each stage of the project
• Determines the procurement
schedule & gives an estimate
of when cash outlays are
expected
© 2012 G.P. Towler / UOP. For educational use in conjunction with
Towler & Sinnott Chemical Engineering Design only. Do not copy
Chemical Engineering Design
Example: 11-Week Plan for a Process Design Project
© 2012 G.P. Towler / UOP. For educational use in conjunction with
Towler & Sinnott Chemical Engineering Design only. Do not copy
Chemical Engineering Design
What’s In a Project Plan?
List of tasks
© 2012 G.P. Towler / UOP. For educational use in conjunction with
Towler & Sinnott Chemical Engineering Design only. Do not copy
Chemical Engineering Design
What’s In a Project Plan?
Durations, start
and end dates
© 2012 G.P. Towler / UOP. For educational use in conjunction with
Towler & Sinnott Chemical Engineering Design only. Do not copy
Chemical Engineering Design
What’s In a Project Plan?
Predecessor
tasks
© 2012 G.P. Towler / UOP. For educational use in conjunction with
Towler & Sinnott Chemical Engineering Design only. Do not copy
Chemical Engineering Design
What’s In a Project Plan?
Resource
allocations
© 2012 G.P. Towler / UOP. For educational use in conjunction with
Towler & Sinnott Chemical Engineering Design only. Do not copy
Chemical Engineering Design
What’s In a Project Plan?
Gantt
chart
© 2012 G.P. Towler / UOP. For educational use in conjunction with
Towler & Sinnott Chemical Engineering Design only. Do not copy
Chemical Engineering Design
Tools for Project Planning
• Specialized software for larger projects
–
–
–
–
–
MS Project
SureTrak
Primavera Project Planner
Enterprise PM
Cobra
• Small project plans & Gantt charts can be drawn in spreadsheets
or using cheap software (<$100)
–
–
–
–
AceProject (free on-line)
TurboProject
Project Vision
Quick Gantt
© 2012 G.P. Towler / UOP. For educational use in conjunction with
Towler & Sinnott Chemical Engineering Design only. Do not copy
Chemical Engineering Design
How do you develop a Project Plan?
1. Develop Project Scope, and Design Basis (Rough
Draft-Outline Based on what you have been told)
2. Develop Project Man Hour Estimate
3. Develop Project Schedule
4. Resource Load the Schedule based on Man Hour
Estimate
5. Iterate with Resource and Schedule Constraints
to meet project requirements.
6. Publish Documents (Scope, Estimate, Schedule)
for Review & Approval
How do you develop a Project Plan?
• Start by “Scoping” your project:
– “In Scope” means you have deliverables for your
project.
– “Out of Scope” means no deliverables, or any
other considerations, calculations, etc.
– Write up a Scope of Study document, listing
project intent and deliverables.
– Develop and initial Design (or Study) Basis
Document, to identify your basis (and things you
need to pin down in your project later as TBD).
Project Plan Development, cont.
• Next - Estimate the man-hours needed for
each deliverable. Note that each deliverable
may have several separate activities/tasks you
need to estimate.
– Add in required hours for reviews, meetings,
travel, etc.
– Include your own safety/risk review.
Project Plan Development, cont.
• Develop the Schedule. Organize your separate activities/tasks
in order by which you can complete them (Identify
predecessors).
– Start from Deadline and work backwards…or..
– Start with Kick-off date and work forwards.
• Identify Milestone dates. These can include:
– Completion dates (or % Complete dates).
– When Deliverables are to be issued for review & comment.
– Review Meetings.
– Key Decision Points.
Project Plan Development, cont.
• Document resources available to accomplish
required man-hours
• Iterate?
• Demonstrate Plan via GANT chart, Flowchart,
etc.
Cost Estimates for “Stage Gated”
Project Life Cycle
P2
P3
P4
P1
PFD’s
P&ID’s
0%
100%
0%
30 to 50%
100%
Project Cost Estimate Quality
P1
Text Book
AACE Cost
Estimate
Classes:
P2
P3
P4
Class 5 Estimate
Class 4 Estimate
Class 3 Estimate
Class 2 Estimate
Project Life Cycle
Inherently Safe Design (ISD)
P4
P3
P1
P2
Impact of
Cost & Schedule + Need for ISD
on Process Engineering
•
•
•
•
You must PLAN your work.
You must Estimate your work.
You must Schedule your work.
You must Track your progress on your
work.
• You must report your progress and
update your Estimate & Schedule as
Needed.
Fundamental “Rules” of Project Engineering
(For Process Engineers)
1. While there is never enough time to do it
right, there is always enough time to do it
again.
•
You have to “Scope, Estimate, and Plan
(Schedule, and Resource Load) your project”.
2. No surprises.
•
You need to update your Estimate & Plan
3. At some point you have to build the plant.
• You need to produce your Deliverables.