1st Edition

Project Execution A Practical Approach to Industrial and Commercial Project Management

By Chitram Lutchman Copyright 2011
    252 Pages 39 B/W Illustrations
    by CRC Press

    252 Pages 39 B/W Illustrations
    by CRC Press

    Written by Chitram Lutchman, a project management professional with more than 20 years of field and business experience, Project Execution: A Practical Approach to Industrial and Commercial Project Management gives you a more optimistic view of this exciting and challenging area. The book focuses on the essential requirements for successful execution of commercial and industrial projects. It differs from other project management books by focusing exclusively on the Execution Stage of the project, leveraging this opportunity for value maximization for the organization.

    Lutchman identifies people, process, and systems readiness as key components of an overall Milestone Readiness Process. When managed properly, this readiness approach to project management greatly increases the ability of project leaders to deliver on budget and on schedule. The author highlights practical measures and tools that can be used by Project Leaders to promote smooth and controlled execution of a project, rewarding all stakeholders through a collective value maximization effort. He also pinpoints safety as a priority, strong leadership behaviors and stakeholder relations and management as key requirements for success. Lutchman draws on his in-the-trenches know-how and frontline experiences to provide practical recommendations for project execution requirements that, while intuitive, are very likely to be forgotten given the many competing priorities of project leaders.

    Whether you are a seasoned professional with years of experience or a novice just getting your feet wet, this book enhances your preparedness, skills, and capabilities in project execution or project support roles. This easy-to-follow road map is well equipped with practical tools, ideas, and concepts that enhances your ability to keep projects on budget and on schedule.

    The Project Cycle
    Introduction
    The Simplified Project Cycle

    Practical Workforce Management Tips
    Introduction
    Have the Right Person for the Right Job: Leadership Skills Are an Absolute
    Make Safety a Priority
    Hire a Mature Workforce
    Place Emphasis on Developing Strong Teams
    Ensure Clear Expectations, Responsibilities and Authorities are Communicated
    Have a Retention Plan (Avoid Being a Training Ground)
    Treat Everyone Fairly and with Respect
    Encourage and Support Leadership Visibility at the Front Line
    Embrace and Promote Diversity in the Workforce
    Recognize and Reward Exceptional Contributions
    Celebrate Milestone Achievements and Successes
    Avoid Conflict among Operations, Construction, and Commissioning Organizations
    Have a RACI Chart
    Communicate, Communicate, Communicate
    Rotate Personnel Out as Required
    Ensure Adequate Facilities Are Available

    Practical Work Process Management Tips for Success in Project Execution
    Introduction
    Do Not Reinvent the Wheel
    Ensure Proper Representations at PHAs and HAZOPS
    Use Construction and Commissioning Organizations with

    Consistently High Standards of Work
    Apply Simple Control Systems that Work
    Ensure Ownership and Buy-In by All Stakeholders
    Get Big Quickly When Required and Lean in a Well-Orchestrated

    Approach
    Delay Process Hazard Introduction as Long as Possible
    Centralize the Work Permitting System
    Use Commissioning and Standard Operating Procedures (SOPs) at All Times
    Maintain a Log of Activities and Events on Critical Systems
    Have a Backup or Contingency Plan
    Flush All Critical Systems Before Putting into Service
    Consider Human Factors in Designs
    Know When to Focus on Optimization and Efficiency Improvements
    Ensure an Effective Document Control System Exists
    Capture and Share Lessons Learned

    The Readiness Processes: An Overview
    Introduction
    Milestone Determination
    Criteria for Readiness
    The Weighting Process
    Who Is Who in the Readiness Process
    Pulling It Together
    Empowerment and Accountability
    The Go-No-Go Decision

    People Readiness
    Introduction
    Building the Operations Organization
    Criteria for Readiness
    Training and Qualification
    Standard Operating Procedures (SOPs)
    Critical Practices
    Codes of Practices
    Training, Qualification, and Competency Matrices
    Push/Pull Effect of the Training Qualification and Competency Matrix
    Competency Assessors

    Process Readiness
    Introduction
    Computerized Maintenance Management Systems
    Criticality of Equipment and Development of Work Packages
    Procurement of Spares, Warehousing, and Maintenance Workshop
    Contractors and Service Providers
    Support Services: Human Resources, Accounting, Communications, Information Technology, Employee Assistance Programs
    Relationship Management
    Critical Ranking of Operating Areas and Operating Personnel Allocation

    Systems Readiness
    Introduction
    Mechanical Completeness
    Design Quality and Operating Standards and Adherence to an MOC Process
    Controls Tested within Design Limits
    Regulatory Compliance
    Safety Systems Installed and Functional
    Live Systems Communication Notices
    System Walkdown, Deficiency Identification, and Deficiency Resolution
    System Turnover Documentation Completed and Adequately Packaged

    Stakeholder Management
    Introduction
    Internal and External Stakeholder Groups
    Stakeholder Communications
    Stakeholder Interest and Expectation Map

    Managing the Budgets
    Introduction
    Wages and Salaries
    Managing Employee Turnover
    Waste Management and Rework
    Competitive Pricing Structures
    Cost Escalation from Lagging Labor Productivity
    Cost Associated with Project Schedule Slippages
    Managing Project Scope
    Treating Expenses Associated with Safety as a Benefit as Opposed to a Cost

    Situ-Transformational Leadership Behaviors: A Model for the Future
    Introduction
    The Frontline Leader
    Senior Leadership (Strategic Leader)

    Conclusion
    Appendix 1: Sample Standard Operating Procedure
    Appendix 2: Sample Critical Practice
    Appendix 3: Sample Code of Practice
    Appendix 4: System Turnover Responsibilities and Method
    Appendix 5: Checks and Tests Performed by the Operations and Commissioning Organizations
    Appendix 6: System Turnover Documentation and Control Glossary of Terms
    References
    Index

    Biography

    Chitram Lutchman