Project Tracker

Project: Date Created:

Initiate Status Notes
1.1 Complete Charter, obtain approval
1.2 Obtain Management Support

Develop
Review Lessons Learned and share
2.1
appropriately
Ensure EHS Department is aware and
2.2
involved
2.3 Firm up Project Team
2.4 Complete a work breakdown structure
Complete Design review with process
2.5
flow
2.6 Complete project schedule
2.7 Complete a layout drawing
Identify necessary spare parts and
2.8
associated costs for budget
2.9 Complete project budget
2.10 Confirm commissioning requirements
2.11 Complete Risk Assessment
Identify training needs for Operations,
2.12 Maintenance, Front Office, Quality, and
all other functions
2.13 Create an Open Issues Tracker
2.14 Submit Capital Appropriations Request

Execute
Hold Kick-Off Meeting upon Capital
3.1
Request approval
Consider purchasing long lead spare
3.2
parts
Consider local supply of spare parts for
3.3
quick turn-around
Consider purchasing enough raw
3.4
materials for the Commissioning run
Develop plan for confirming controls
3.5
operate as expected
Ensure lockout procedures are developed
3.6
and in place prior to start-up
3.7 Finalize Timeline
Confirm responsible persons are
3.8
identified for each task
 Complete written scope of work for
3.9
contractors
Enter Purchase Orders for equipment
3.10
and Contractors
3.11 Establish project meeting schedule
Review Risk Assessment and adjust as
3.12
necessary
3.13 Log significant scope changes
3.14 Equipment installation complete

Commission
4.1 Confirm training has been completed
4.2 Confirm all appropriate Job Instructions
are in place prior to Commissioning Run
4.3 Confirm part quality is sufficient
4.4 Confirm all customer requirements have
been satisfied

4.5 Conduct a comissioning run to verify

process

4.6 Confirm significant open issues are

complete
4.7 Issue Commissioning Run report
4.8 Confirm all necesary spare parts are on
hand

Close
5.1 Close out spending
5.2 Confirm customer is in agreement that
scope has been met

5.3 Confirm all safety concerns have been

addressed
5.4 Schedule Lessons Learned discussion
5.5 File all project information and data
5.6 Schedule review to compare actual
results vs target
5.7 Project Closed, now an ongoing process Date:
 Responsible Party
Project Manager
Project Manager

Project Manager

Project Manager
Project Manager
Project Manager
Engineering
Project Manager
Engineering
Engineering
Project Manager
Project Manager
Project Manager

Project Manager

Project Manager
Project Manager

Project Manager

Engineering

Engineering

Engineering

Engineering

Project Manager
Project Manager
Engineering
Engineering

Project Manager
Project Manager
Project Manager
Engineering
Project Manager

Project Manager
Project Manager
Project Manager
Project Manager

Project Manager

Project Manager
Project Manager
Engineering

Project Manager
Project Manager

Project Manager
Project Manager
Project Manager
Project Manager
Project Manager
 Project Charter
Project:
Project Manager: Approximate Cost:
Plant Location:
Driver for the Project

Project Includes (Scope)

Project Excludes

Major Milestone / Work Stream

Finalized plan and CAR submittal
CAR approval
Equipment on order
Equipment Delivered
Installation Complete
Start Of Production

Approver Name Role Title Signature or email confirmation

Sponsor

Project Oversight

Technical Support
Customer
er Purpose of a Charter
Date Modified: 1) Confirm management support, before extensive investment in time & ener
Approximate Payback: 2) To ensure management and project team members have a clear understan

Tentative Completion dates

1-Dec-18
1-Feb-19
1-Mar-19
15-Jun-19
1-Aug-19
15-Aug-19

ure or email confirmation Date

estment in time & energy is made
have a clear understanding of the project's goal and path to reach that goal
 Project Budget
Project: Date Modified:
Budget Estimate Cost/each Qty. Total Cost Actual Cost
1 Equipment A 0
2 Equipment B
2A Main piece 0
2B Robot 0
2C Conveyor 0
3 Installation
3A Rigging 0
3B Removal 0
3C Equipment Set-up 0
4 Risk Mitigation
4A Risk A 0
4B Risk B 0
4C Risk C 0
5 Safety 0
6 Facility Prep 0
7 IT 0
8 Shipping 0
9 Taxes / Duty 0
10 Contingency @ 7% 0
11
12
TOTAL 0 0
t

Note/comment PO
 Project Risk Log
Project: Date Modified:

$ Impact Counter Counter

>100K = Likelihood Measure Risk Score Measure
No. Issue or Risk 5 Current = 5 Strong = 1 >27 = Red
Counter Measure Owner Estimated Contingency
<100K Likely = 3 Weak = 3 <27>9 = Completion Allocation $
>50K =3 Possible = 1 Yellow
<50K = 1 None = 5 Date

1 0

2 0

3 0

0
0

0
 Training Log
Project: Date Modified:
Before / After / Before / During
Trainer During Shift Start-up
Operations
HMI Operation
Line Operation
Safety Precautions
ChangeOvers
Maintanence
Filter changes
Lubrication
Wear part inspections
Other
Forklift drivers
General Labor
Engineering
Training Log
Completed Training
Name Position Date Training Received
 Project Team
Project:
Role Responsibility
·   Champion the effort
·   High level oversight, direction, and support
Project Sponsor ·   Address significant budget issues
(typically ·   Approve any major project scope changes involving additional funding or delays
Director level) ·   Approve project initiation and conclusion

·  Responsible for setting the direction for all operational activities and decisions during the
project including:
Operations Lead o   material storage and flow
(typically o   operational training
Operations o   staffing plans
Manager) o   all other operational activities

·   Responsible for overall project execution and for ensuring the project meets objectives
·   Facilitating team development of a comprehensive project plan and project charter to:
o   set expectations for project deliverables and work streams
o   establish timelines for getting project activities completed
·   Manage project communication
·   Manage project performance versus the project plan
·   Manage project costs versus budget
·   Manage project risks and any issues with the project team
Project Manager ·   Provide bi-weekly SLT status reports
·   Ensure resource availability to support project activities
·   Escalate project issues as necessary to address project hurdles
·   All other project management activities

·       Responsible for all equipment design and related activities, including design specifications,
Engineering build, and equipment shipments
Lead ·    Responsible for maintenance plan for new equipment and procurement of spares and
maintenance parts (with input from Design Engineering Manager and Maintenance Manager)
·    Managing all supplier purchase orders

·       Responsible for overseeing all on-site construction activities including:

o   managing contractors on-site, including daily safety protocols
Plant o   equipment installation
o   site modifications/requirements including foundation
Engineering o   managing equipment inventories
Lead
o   equipment laydown space and flow in/out of the plant
o   plant layout
o   all other construction related activities and decisions

Tech Services ·       Responsible for all technical services related activities and decisions including:
o   trials and testing
Lead o   lab related activities
 ·       Responsible for all supply chain related activities and decisions including:
o   plan to meet customer demand during project activities
o   supply chain plan during the project
o   supply chain plan to meet production needs for new equipment
Supply Chain o   warehousing needs
Lead o   safety stock (if needed)
o   procurement of all raw materials
o   production schedules
o   shipping and receiving
o   all other supply chain activities

Commercial ·       Responsible for all commercial related activities, including:

Lead o   working with Supply Chain Manager to make certain we have a plan to meet customer
(typically demand activities
o   customer communication plan(s)
Account o   monitoring/facilitating new program launch process (if applicable)
Manager) o   all other commercial activities

Safety ·       Responsible for all safety related activities and decisions , including:
Lead(typically o   safety plan during construction phase of the new equipment
EH&S Mgr) o   safety plan associated with day-to-day operations of the new equipment (including FMEA
risk analysis)
o   all other safety activities

·       Responsible for all finance related activities and decisions including:
Finance Lead o   performing post-mortem financial analysis
(typically o   facilitating process to get machine costing assumptions updated
Controller) o   facilitating process to get profitability calculator updated
o   all other controller activities

·       Responsible for all Information System activities

o   Data communications systems
IT o   Project related databases
o   Hardware(?)
o   Software purchases related to the project
Date Modified:
Name
 Open Issue Log
Project: Date Modified:

Open Target
# Date Item Status Owner Completion
Date
 Actual
Completion
Date
 Scope Change Log
Project: Date Modified:
Scope Change Requested by Date
og

Impact to Cost and Timing

 Communication Reference Chart
Project:
Communication Purpose Audience Timing
Internal Status Report outs for status on tasks for the week, Bi-weekly or
Meeting status on those commitments, and tasks Entire project team Weekly?
assigned for the following week

Bi-weekly SLT Status Report out progress to SLT and project sponsor Entire project team and SLT Bi-Weekly
Report Out

Customer Status Call Review project status and progress with

customer
Customer, select TWB
employees TBD

Equipment Supplier Engineering, Project Bi-Weekly or

Review project status with supplier Weekly? As
Status Meeting Manager, OEM supplier needed?

Bi-Weekly or
Raw material supplier Ensure timely delivery of quality product from
the production start
Operations, PM, Supply Chain Weekly? As
Manager
needed?

Installation Review project status with Installation Engineering, Project Bi-Weekly or

Contractor Status Contractor Manager, OEM supplier Weekly
Meetings

Notes:
1) Consider an escalation process for when hurdles arise which cannot be addressed by the Project Management level
2) Keep in mind that meetings need to be efficient and productive. Also keep in mind that information transfer can be handled via emai
consuming a large number of resources needed for a meeting
hart
Date Modified:
Media/Activity Owner
Teleconference / Live Project
Meeting Manager

Slide Deck Project

Manager

TBD Commercial
Lead

Teleconference / Live Project

Meeting Manager

Teleconference / Live Project

Meeting Manager

Teleconference / Live Project

Meeting Manager

ment level
sfer can be handled via email, rather than
 Commissioning Run
Project: Date Modified:
Planned Commissioning Run Date:

Commissioning Run Targets Actual Results

1 Throughput:
2 Downtime:
3 Scrap:
4 Length of Run:
5
6
 Lessons Learned
Project:
Project Stage TGW / Issue Encountered Lesson Learned Source
TGR
rned
Date Modified:

Corrective Action Responsible Corrective

Party Action Status
Cost Under consideration In Process
Schedule In Process Implemented
Performance Complete
Not Applicable