Project Management

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Project Management for Industrial Plants

• What is a Project?
• What is an Industrial Plant?
• Industrial
• 4 M for a Plant Creation
• A Plant as Summary of Many Elements
• What is an EPCC?
• EPC Projects
• Projects vs. Labels
• Some Definitions of Project
• Project Management and other Activities
• Typical Characteristics of a Project
• General Project
• Temporariness Concept in Project Management
• Concept of Product/Service Uniqueness
• Project Example
• Internal Projects and Projects for Third Parties
• Project Management
• Project vs Design: 2 Words 2 Concepts
• Project vs Design: Different Concepts
• “Control” Word
• PM Areas
• Project Management Activities 1/3
• Project Management Activities 2/3
• Project Management Activities 3/3
• Project Management Similar Conditions
• Project Development Phases
• Project Development Phases for a Plant
• Interactions among the different Plant Project Phases
• The Project Life Cycle
• Some Examples of General Concepts in the Life Cycle
• Development Phases in the Plant Life Cycle
• Curve S
• Rolling Wave
• Life Cycle
• Morris Representation
• Murphy Representation
• Muench Representation
• Nested Life Cycles
• Curve of the Estimations Precision
• The Stakeholder Concept
• Project Participants
• Project Stakeholders and mutual Relationships
• Contracts Acquisition
• Plants Development Contracts Types
• Marketing for a Plant Construction
• Feasibility Study Example
• Marketing Phase in a Plant Development Project
• The Contract for Plants Project
• Contractual Typologies based on Risks Repartition
• Project Budget
• Plant Cost Estimation
• Semi-Analytical Evaluation
• Analytical Estimation
• Plant Project Cash Flow
• Different Project Typologies
• Cooperation for the Project Realization
• Plant Projects: Contract & Milestones
• Guarantees per for Plant Project Contracts
• Control Tools in the Plant Contract
• Plant Project Processes and their Phases
• Project Phases & Correlations
• Systems and Specialist Processes for Plants
• The Project-Oriented Organization Structure
• Concepts and Problems related to PM-Oriented Structures
• Functional Organization vs. Design Engineering
• Functional Organization and PM
• Project-Oriented Organization and PM
• Weak Matrix Organization
• Balanced Matrix Organization
• Strong Matrix Organization
• Combined Organization
• Organization Structure Influence on the Projects
• Project Manager Skills and Features
• Drive and Manage a Project
• Communications & Project Manager
• Negotiation & Project Manager
• Problem Solving & Project Manager
• Influencing the Organization
• Socio-Political Aspects and Project Management
• Cultural Influence & Project Management
• Standards & Regulations
• Project and Processes
• Project Processes
• Processes Groups in Project Management
• The Five Processes Groups for a Plant Project Development
• Processes Groups Overlapping
• Interaction among the Different Phases: an Example for Better Understanding
• Groups Interactions
• Start Up Process
• Planning Processes
• Execution Processes
• Control Processes
• Closure Processes
• Start up and Closure Processes
• Planning Processes: Core Processes
• Planning Processes: Facilitating Processes
• Execution Processes and their Components
• Control Processes
• Processes and Interactions: Tailoring
• The Nature of the Processes

Project Integration Management

• Project Integration Management (Scheme)
• Practical Objectives of the General Plan Development
• Input for the General Project Development
• Tools for the General Project Development
• General Project Development Output
• Performance Measurement Baselines (PMBs) vs Project Plan
• The Logistic Curve for Plant Projects
• Correlations between Progress and Regularity Curves
• Project Progress
• General Plan Execution
• General Plan Execution Input
• Tools for the General Plan Execution
• General Plan Execution Output
• Project Changes Control
• Input for the Project Changes Control
• Tools and Techniques for the Project Changes Control
• Results of the Project Changes Control

• Project Scope Management (Scheme)
• Preparation Analysis
• Preparation Analysis Input
• Tools and Techniques for the Preparation Analysis
• Preparation Analysis Output
• Tools and Techniques for Objectives Planning
• Objectives Planning Output
• Statement of Work
• SOW: Problems Causes
• SOW: Guidelines for the PM
• SOW: Guidelines for the Documentation
• SOW Checklist
• Scopes Definition: Input & Output
• Tools and Techniques to define the Objectives
• WBS: the Project Manager planning
• WBS: a Hierarchical Structure
• WBS: General Concepts
• WBS: Structure for Control and Evaluation
• The Critical level of Work Packages Management
• Work Packages
• WBS Example for a Plant
• WBS Development
• WBS: Decomposition Problems
• WBS: Guidelines for the Development
• Checklist for the WBS
• Rules for the Correct Development of the WBS 1/2
• Rules for the Correct Development of the WBS 2/2
• Plant Disaggregation Logic
• WBS based on Functional Logic
• WBS based on a Spatial Logic
• WBS based on Working Processes Logic
• WBS based on Physical decomposition logic
• WBS based on Objectives Logic
• Methods to build a WBS at various levels
• WBS Presentation: Tree Diagram & Logic Flow
• WBS: Work Breakdown Structure
• WBS: Structure Subdivision & Life Cycle
• Breakdown Structures used in the Projects
• Objectives Verification: Input, Tools & Output
• Objectives Changes Control: Input
• Tools for Objectives Changes Control
• Objectives Changes Control: Output

• General Structure: Project Time Management
• Activities Definition and Input
• Tools and Activities Definition Output
• Logic Constraints Definition among the Activities
• Activities Sequencing Input
• Tools for Activities Sequencing
• Activity on Arrow & Activity on Node
• Network Models
• PDM Graphs and Dependencies Relationships
• The Sophisticated Precedence Network
• Different PDM Representations
• ADM Graphs and Dependencies Relationships
• PERT History
• PERT Advantages and Disadvantages
• PERT Basic Logic
• PERT Structure
• PERT Preparation
• The CPM as Industrial Reply to the PERT
• Comparison Among Some Analytical Techniques
• Comparison between CPM and PERT
• PERT vs. CPM
• Hierarchical PERT and CPM
• Alternative Models to PERT/CPM
• Precedence Networks & PM Software
• Activities Sequencing Output
• Activities Durations Estimation and Input
• Tools for Activities Duration Estimation
• Durations Estimating Output
• Project Schedule Development and Input
• Project Schedule Main Objectives
• Tools for the Project Schedule Development
• Backward Scheduling
• Rolling Wave for Operational Scheduling
• Re-planning Techniques related to Resources
• Parallelization Risk
• The Critical Path
• Comparison between Duration and Standard Deviation
• Critical Path Determination
• PERT with Time Scale
• CPM: Slack e Crash Times Representation
• Crashing Time to Respect Times
• Ratio Cost/Efficiency in the Crashing
• Scheduling Real Objective
• Software for the Project Management
• SW Classification for the PM
• SW Assessment for the Project Management
• Duration Risks: Simulation and Calculus
• PERT & Critical Path Identification, ES, EF, LS & LF
• PERT & Critical Path Estimation, Te & e Tf
• CPM & Activities Crash
• CPM & Critical Path Estimation, ES, EF, LS & LF
• CPM/PERT to improve the Project: Crash and Parallelization
• Output from the Scheduling
• Formalisms to Present a Project
• Gantt Diagram
• Examples of Project Schedule Diagrams
• Project Schedule Control and Input
• Tools for the Project Schedule Control
• Project Schedule Control: Output

• Project Cost Management (Scheme)
• Resources Planning
• Costs Estimation and Input
• Support Tools for Costs Estimation
• Costs Estimating Results
• Costs Budget and PMB
• Project Costs Control
• Tools for Costs Control
• Costs Control Results
• EAC: Projection to the Project Costs
• Planning and Consumptive Histograms

• Quality Management in Projects
• Project Quality Management General Overview
• Quality Plan and Input
• Quality Planning Tools
• Flow Diagrams to support Quality
• Quality Planning Output
• Quality Assurance and Input
• Quality System Application: Tool and Output
• Quality Control
• Input for Quality Control
• Tools and Techniques for Quality Control
• Quality Map in the Project Management
• A Pareto Diagram for Project Management
• Quality Control Results

• Human Resources and Project Management
• Project Human Resources Management: General Presentation
• Organizational Planning
• Input for Organizational Planning
• Tools for the Organizational Planning
• Personnel Structure
• Assignment & Work Load Procedure
• Organizational Planning Output
• RAM: Responsibility Assignment Matrix
• Typical Organization of a Project for Constructions
• Project Organizational Chart
• Staff Hiring and Input
• Tools and Techniques for Staff Hiring
• Results provided by the Staff Hiring
• Organizational Chart: First Step
• Organizational Charts Step Two: Project Structure
• Sharing Top-Quality Personnel
• Project Team Building and Input
• Tools and Techniques for Team Development
• Results of Team Development

• Project Communication Management Layout
• Communications Planning and Input
• Tools and Techniques to Plan Communications and Process Output
• Information Distribution: Input, Output and Tools
• Report on the Performance of the Project and its input
• Tools for Project Performances Report
• EVA: Earned Value Analysis
• EVA : Interpretation of Different Terms
• EAV a Cumulative Parameter
• Output del Performance Reporting
• Administrative Closures : In, Out Tools

• Project Risk Management: General Approach
• Risks Identification
• Techniques and Tools for Risks Identification
• Sources of Risk
• Risks in Plants Contracts
• Risks Identification Results
• Risk Quantification and Input
• Techniques and Tools for Risks Evaluation
• Decisional Tree for EMV Evaluation
• Tangible and Intangible Risks
• Statistical Sum: Combinations in Sequence
• Combine the statistical Distribution based on a, m & b
• Path Convergence and Risk Assessment
• The Monte Carlo Simulation and Risk Analysis
• Total Risk Determination
• Monte Carlo Simulation and Replications
• The Simulation for Environmental Risks
• Ranking List of the Risks
• Fuzzy Techniques for the QRR
• Fuzzy Allocation Matrix & Risk
• QRR: Combination of Results
• Risks Evaluation Results
• Risk Management Planning
• Techniques and Tools for Risks Management
• Risk Management Output
• Risk Control: In, Out e Tools

• Project Procurement Management (Scheme)
• Procurement Planning: Input, Out and Tools
• Techniques and Tools for Procurement Planning
• Losing Profits by Excessive Sub-Contracting
• Margins on Subcontracts
• Output of Purchasing Planning
• Proposal Management Plan: In, Out & Tools
• Results of the Proposal Planning for Outsourcing
• Collecting Proposals and Quotations from Suppliers
• Supplier Selection
• Techniques and Tools for Supplier Selection
• Example
• Results on Supplier Selection: Supply Contracts
• Supply Contract Management
• Results and Tools for SubContract Management
• Certification of Project Managers
• SubContract Closure

Copyright (c) 2009 Agostino G. Bruzzone, Simulation Team