By Pablo F. Navarrete
Includes additional chapters emphasizing the significance of selecting the proper venture and defining venture pursuits. Stresses the necessity for sufficient entrance finish loading (FEL) and descriptions the accountability of the enterprise supervisor in venture choice. offers up to date case reports and examples on technical evaluate standards, development growth tracking, offshore estimating, and extra. The authors talk about such subject matters as preliminary involvement and course of action, approach layout, regulatory compliance, possibility research, undertaking execution plan/master venture agenda, estimating, contracting, exact engineering, procurement, development administration, venture keep an eye on, contracts management, communications, and plant start-up.
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Additional info for Planning, Estimating, and Control of Chemical Construction Projects
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. This meeting should be documented with a memo confirming the Project Manager's understanding of the scope and objectives. The Project Manager must then prepare and publish, as soon as possible, an initial plan of action. This plan of action must address all the activities required for the preparation and approval of an AFE (authorization for expenditures) and assign execution responsibilities within the organization.
As part of a Venture Manager'smonthly report. this tracks and forecasts how well a project is doing in regards to meeting the spending and timingrequirements. That management is kept informed of anything that affects the outcome of the project, including their actions orlack of actions. 0 That managementdoes not dictate arbitrarilyunrealistic schedulesand estimatesthat would doom the project to failure unless the scope of the work is changed. 18 Chapter 3 HELPINGTHEINTEGRATEDTEAMAVOIDTHESE SITUATIONSCANBETHEHARDESTPART VENTURE MANAGER’S JOB.
They should also agree with each other before committingthat the pro-ject can be done faster. THEPROJECTTEAMSHOULDNEVERAGREETOA SCHEDULE THAT IS NOT ACHEIVABLE. DON’T PROMISE SOMETHING IF YOU DON’T KNOW THAT YOU CAN DO IT. These same companies along with project management consultants have determined that the major reason for these missed objectives is generally not due to the project execution, but is due to the project selection. Yes, bad project execution can be devastatingto aproject’s success, but the selection of thewrong project will guarantee failure.
Planning, Estimating, and Control of Chemical Construction Projects by Pablo F. Navarrete