By Pablo F. Navarrete
Comprises additional chapters emphasizing the significance of selecting the proper undertaking and defining venture targets. Stresses the necessity for enough entrance finish loading (FEL) and descriptions the accountability of the enterprise supervisor in undertaking choice. offers up to date case stories and examples on technical assessment standards, building development tracking, offshore estimating, and extra. The authors talk about such issues as preliminary involvement and course of action, approach layout, regulatory compliance, danger research, undertaking execution plan/master venture agenda, estimating, contracting, designated engineering, procurement, building administration, venture keep watch over, contracts management, communications, and plant start-up.
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Additional resources for Planning, Estimating, and Control of Chemical Construction Projects
Example text
PROBLEMS AND POTENTIAL PROBLEMS MUST BE FACED REALISTICALLY PERMIT TO TIMELY CORRECTIVE ACTION. Failuretocomplywith them will result in severe penalties. It isup toVentureand ProjectManagerstobeawareofallapplicable regulations and insure that they are complied with. In certain cases the law makes thempersonallyresponsibleandliableforaccidents or damages resulting from noncompliance. ThistakesanintenseeffortledbytheManufacturingManager, engineers, operators, and other craftsmen. The rest of the project team are waiting in the wings to assist the Startup team in correcting any deficiencies that must be addressed before the project is considered complete.
Risk analysis. - Processdesign. The Project Manager usually joins the project during the project development stage and supports theVenture Manager by providing: - Order of magnitude and preliminary cost estimates. - Initial plan of action. - Execution plan and master schedule. 8 Chapter 2 Initial Involvement/Plan of Action Promptly after being assigned to the project, the Project Manager must contact the VentureManagertoreviewtheprojectscopeandobjectivesanddetermine whether further scoping is required.
The goals should be stated in the most basic terms. 4 Identifying the Alternatives The next step of the process is to examine the alternative pathways to achieve the prqjectobjective. Technically, there maybetwoor three waystoachievethe improvedquality. We mustnow comparethe alternatives. In examiningthe differentalternatives. However,these factors generally boil down to a few basic areas: technical performance, cost requirements, schedule requirements, and relative risk. Defining and Comparing Alternatives This is often an area where companiestend to get bogged down.