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Fred Moavenzadeh
Spring 2009
2
BE
Personal Qualities
Required of a Leader
Trustworthiness
Care
Respect for human dignity
Fairness
KNOW Courage
Honesty
DO
Leadership Skills/ Important Steps in
Competencies Leading a Team
Coaching Explain the purpose
Communication Identify the critical
Empowering issues/problems
Developing colleagues Encourage contributions
Problem solving Make a clear decision
Decision making Assign clear tasks
Teamwork Decision making
Planning and organization Monitor progress
Monitoring performance Coach team members
Giving feedback Review the activity
Mentoring
3
Project Management Structure
Customer
Project Manager
Partnering
EPC Relationship
Technical Services Functions (e.g.) Project Manager Business Functions (e.g.)
Engineering Controller
(CFO)
Procurement Technical
Project ES&H and QA
Guidance, Oversight
Resources, and Support
Construction to Projects Legal and
and Tools
to Projects Team Contracts
Regulatory
Project Controls Compliance
Functional Direction
Project Managers
Project Engineer
Project Team
Project
Procurement
Manager
Project Cost/
Schedule
Engineer
Note: Typical project team positions shown.
Team could also incl.. e.g. accounting and start-up
JV Project Matrix Organization
5
Client
Project
Manager
Project Project Project
Construction
Engineering Procurement Controls Startup
Site Manager
Manager Manager Manager
Process Purchasing Planning Constructability Preoperational
Environmental Subcontracts Scheduling Field Engineering Testing
Systems Expediting Estimating Field Procurement Training
Disciplines Supplier Cost Control & Warehousing Startup
Specialists Quality Labor Relations Assistance
Consultants Traffic Construction
Supervision
Safety 6
EPC Project Manager’s Responsibilities
y Customer relations – point responsibility
y Championing safety – zero accidents
y Meeting project quality objectives
y Leading environmental compliance and advocating
sustainable development
y Execution Planning
y Project scope, cost, and schedule control
y Providing the engineering input to the project execution plan, Preparing the
detailed engineering budget and schedule and the list of deliverables.
15
PM Project Execution Processes
(All are listed. Items 4 and 5 are elaborated)
1. Mobilize team/resources
2. Conduct team building
3. Establish and get alignment on the project execution strategy, mission, goals,
and expectations
Schedule
Schedule Baseline
Baseline Cost
Cost Baseline
Baseline
•• Schedule
Schedule Milestones
Milestones •• Budget
Budget Definition
Definition and
and Account
Account Codes
Codes
•• Work
Work Execution Plans
Execution Plans •• Scope Change Control
Scope Change Control
•• Quantity
Quantity Release/Installation
Release/Installation Curves
Curves •• Material
Material Cost
Cost Control
Control
•• Staffing Profiles
Staffing Profiles •• Labor
Labor and Non-Labor Control
and Non-Labor Control
•• Cash
Cash Flow
Flow (Forex
(Forex and
and Cost
Cost of
of Capital)
Capital)
18
Key Baseline Element: Scope Definition
y Focus for program objectives
y Common understanding of specific expectations and
requirements
y Accounting for all the work
y Framework for managing changes
y Basis for schedule and cost development
y Project ownership/sponsor(s)
y Project financing
y Key risks
y Project mission/objectives
y Security
y Project Baseline
y Technical Scope
y Scope of Services
y Work Breakdown Structure
y Organization Breakdown Structure
y Schedule
y Cost
y Proposal team input (handoff to execution team)
y Project team kickoff (assuring the scope and contract requirements are
understood)
y Quality plan
26
Typical Project Execution Plan Contents
Functional Plans
y Automation plan
y Supply chain and contracting plan
27
Typical Project Execution Plan
Constructability
y CII definition: The optimum use of construction
knowledge and experience in planning, engineering,
procurement and field operations to achieve overall
project objectives.
y Constructability ideas can range from something as simple
as new types of nuts and bolts to a complex project
erected from shop-assembled modules
y The most valuable input is provided by experienced
construction personnel integrated into the project team.
This input is provided as the design develops.
WBS OBS
STATEMENT DISTRIBUTION OF
ACCOUNTABILITY
OF ACTUAL
POINTS OF
ORGANIZATIONAL
OBJECTIVES
W
OB BS COSTS
JE
CT
IVE
S
Concrete Structural
III Foundations Frame
IV Reinforcing
Forms Concrete
Steel
33
Work Breakdown Structure
WBS
34
Code of Accounts
y Plot/Area y Commodity
y Facility/Sub-facility y General Civil
y Earthwork
y Process
y Concrete
y Non-Process y Steel
y Yard y Building Finish
y Off-Plot y Mechanical Bulks
y Indirect y Mechanical Equipment
y Construction Temporary y Pipe
Facilities and Services y Electrical Equipment
y Engineering and Other y Raceway
y Wire and Cable
Services y Instrumentation
35
Characteristics, risks and mitigation