Project Management. Terry Ring Chemical Engineering University of Utah

Transcription

1 Project Management Terry Ring Chemical Engineering University of Utah

2 Fundamental Rules of Project Engineering 1. While there is never enough time to do it right. When is there ever enough time to do it again? 2. No surprises. 3. At some point you have to build the plant.

3 Why Are ChE s Paid So Well To Work in So Many Different Industries? They can start from a vaguely defined problem statement such as a customer need or a set of experimental results From the problem statement they develop an understanding of the important underlying physical science relevant to the problem Using this understanding they can develop a plan of action and set of detailed specifications, which if followed will lead to a predicted financial outcome All the other ChE classes you took The design course addresses these 2012 G.P. Towler / UOP. For educational use in conjunction with Towler & Sinnott Chemical Engineering Design only. Do not copy Chemical Engineering Design

4 Problem statement The Design Process XYZ Co. Plan Financial outcome Implementation 2012 G.P. Towler / UOP. For educational use in conjunction with Towler & Sinnott Chemical Engineering Design only. Do not copy Chemical Engineering Design

5 Design Work Process Determine Customer Needs Set Design Specifications Generate Design Concepts Build Performance Models Predict Fitness For Service R&D if Needed Customer Approval Evaluate Economics & Select Design Detailed Design & Equipment Selection Procurement & Construction Begin Operation Common to all design problems in all industries 2012 G.P. Towler / UOP. For educational use in conjunction with Towler & Sinnott Chemical Engineering Design only. Do not copy Chemical Engineering Design

6 How do companies implement this design process? 2012 G.P. Towler / UOP. For educational use in conjunction with Towler & Sinnott Chemical Engineering Design only. Do not copy Chemical Engineering Design

7 The Design Team Project Sponsor Business Input Project Manager Process Engineer(s) Technical Specialists Control Engineer Cost Engineer Consultants R&D Specialists Mechanical Engineer(s) Civil Engineers Contractors 2012 G.P. Towler / UOP. For educational use in conjunction with Towler & Sinnott Chemical Engineering Design only. Do not copy Chemical Engineering Design

8 Nowadays (For most companies, most sectors) Operating Company Project Sponsor Business Input Project Manager Process Engineer(s) Technical Specialists Control Engineer Cost Engineer Consultants R&D Specialists Mechanical Engineer(s) Civil Engineers Contractors Technology Vendor E&C Company 2012 G.P. Towler / UOP. For educational use in conjunction with Towler & Sinnott Chemical Engineering Design only. Do not copy Chemical Engineering Design

9 Implications Most major projects involve several companies working together OpCo might itself be a joint venture between several companies The companies might all be based in different regions of the world Teamwork, technology transfer and effective communications have high impact and value Good project management is more important than ever 2012 G.P. Towler / UOP. For educational use in conjunction with Towler & Sinnott Chemical Engineering Design only. Do not copy Chemical Engineering Design

10 Stage Gated Project Life Cycle P1 P2 P3 P4

11 Project Life Cycle

12 Project Estimates, Plans, Schedules Each Engineering Discipline normally submits an estimate of hours needed to complete the project, along with a resource loaded schedule showing milestone dates for completion of deliverables, or specific % complete targets relevant to each project phase. These are built around the deliverables and known activities for each engineering discipline.

13 Typical Process Engineering Deliverables for Stage Gated Project Deliverables P1 Conceptual P2 Evaluate P3 Define P4 Detailed Design Process Engineering Process Capacity(s) A D D Process Design Basis P D IFD Block Flow Diagams (BFD's) Process Sketches P Process Simulation P D Heat & Material Balance D Process Flow Diagrams (PFD's) P IFD IFC Material Selection Diagram (MSD's) P IFD IFC Piping & Instrumentation Diagrams (P&ID's) P (?) IFD IFC PSV Files P D PHA Study A A HAZOP Study D LOPA Study D Hydraulic Calculations P D Process Equipment Data Sheets P D IFC Sparing Philosophy A P D LEGEND BLANK = Not Required or Applicable A = Assumed (no engineering developed) IFD = Issued for Design P = Preliminary (limited engineering work) D = Definitive Based on Completed Work IFC = Issued for Construction

14 PMAC Deliverables P1 Conceptual P2 Evaluate P3 Define P4 Detailed Design Project Name & Location D D D Project Scope Description P P D Product Description P D D Interfaces with Existing Facilities P P D Site Visit Results P D Project Work Breakdown Structure P D Engineering, Equipment & Installation Job Specifications & Standards A D IFC Labor Availability A P Current Labor Market A P Taxes/Laws Cost Impact A D APP D D D T/A Interdependability P P D Project Execution Plan A P D Contracting Strategy A P P Purchasing Strategy P D Approved Vendor List D Estimate Plan D D D Schedule P P D Constructability Study P D Construction Laydown Area & Crane Access P Analyzed Final Cost Report D Benchmarking Study & Performance Analysis P Closeout Report D Project Services Estimate D D D Estimate Confidence Range -50%+100% +-30% +-15% TIC Estimate Basis D D D Approximate Unallocated Provision (Contingency) 25% 20% 10% Risk (Cost) Analysis yes yes Estimating Method RATIO/ Equipment Factored from CAPACITY Quotes & Equipment CURVE MTO's Engineering Percent Complete <1% <5% LEGEND BLANK = Not Required or Applicable A = Assumed (no engineering developed) IFD = Issued for Design P = Preliminary (limited engineering work) D = Definitive Based on Completed Work IFC = Issued for Construction Definitive using IFC Packages (90% Engrg)

15 For Other Types of Projects See Text Chapt. 1 Techno-Economic Analysis (aka Feasibility Study).see Table 1.1 for Deliverables-Engineering Report Sections. Technical Proposal.see Table 1.2 for typical parts of a proposal that must be generated. Note: A Basic Engineering Design Report (BEDR) Table 1.3 puts together all the typical Stage Gated Project Deliverables at different Phases of each Project.

16 The Project Plan Is developed & implemented by the project manager Sets deadlines for completion of activities & intermediate deliverables Allows scheduling of subordinate or dependent tasks Allows estimation of the required manpower resources at each stage of the project Determines the procurement schedule & gives an estimate of when cash outlays are expected 2012 G.P. Towler / UOP. For educational use in conjunction with Towler & Sinnott Chemical Engineering Design only. Do not copy Chemical Engineering Design

17 Example: 11-Week Plan for a Process Design Project 2012 G.P. Towler / UOP. For educational use in conjunction with Towler & Sinnott Chemical Engineering Design only. Do not copy Chemical Engineering Design

18 What s In a Project Plan? List of tasks 2012 G.P. Towler / UOP. For educational use in conjunction with Towler & Sinnott Chemical Engineering Design only. Do not copy Chemical Engineering Design

19 What s In a Project Plan? Durations, start and end dates 2012 G.P. Towler / UOP. For educational use in conjunction with Towler & Sinnott Chemical Engineering Design only. Do not copy Chemical Engineering Design

20 What s In a Project Plan? Predecessor tasks 2012 G.P. Towler / UOP. For educational use in conjunction with Towler & Sinnott Chemical Engineering Design only. Do not copy Chemical Engineering Design

21 What s In a Project Plan? Resource allocations 2012 G.P. Towler / UOP. For educational use in conjunction with Towler & Sinnott Chemical Engineering Design only. Do not copy Chemical Engineering Design

22 What s In a Project Plan? Gantt chart 2012 G.P. Towler / UOP. For educational use in conjunction with Towler & Sinnott Chemical Engineering Design only. Do not copy Chemical Engineering Design

23 Tools for Project Planning Specialized software for larger projects MS Project SureTrak Primavera Project Planner Enterprise PM Cobra Small project plans & Gantt charts can be drawn in spreadsheets or using cheap software (<$100) AceProject (free on-line) TurboProject Project Vision Quick Gantt 2012 G.P. Towler / UOP. For educational use in conjunction with Towler & Sinnott Chemical Engineering Design only. Do not copy Chemical Engineering Design

24 How do you develop a Project Plan? 1. Develop Project Scope, and Design Basis (Rough Draft-Outline Based on what you have been told) 2. Develop Project Man Hour Estimate 3. Develop Project Schedule 4. Resource Load the Schedule based on Man Hour Estimate 5. Iterate with Resource and Schedule Constraints to meet project requirements. 6. Publish Documents (Scope, Estimate, Schedule) for Review & Approval

25 How do you develop a Project Plan? Start by Scoping your project: In Scope means you have deliverables for your project. Out of Scope means no deliverables, or any other considerations, calculations, etc. Write up a Scope of Study document, listing project intent and deliverables. Develop and initial Design (or Study) Basis Document, to identify your basis (and things you need to pin down in your project later as TBD).

26 Project Plan Development, cont. Next - Estimate the man-hours needed for each deliverable. Note that each deliverable may have several separate activities/tasks you need to estimate. Add in required hours for reviews, meetings, travel, etc. Include your own safety/risk review.

27 Project Plan Development, cont. Develop the Schedule. Organize your separate activities/tasks in order by which you can complete them (Identify predecessors). Start from Deadline and work backwards or.. Start with Kick-off date and work forwards. Identify Milestone dates. These can include: Completion dates (or % Complete dates). When Deliverables are to be issued for review & comment. Review Meetings. Key Decision Points.

28 Project Plan Development, cont. Document resources available to accomplish required man-hours Iterate? Demonstrate Plan via GANT chart, Flowchart, etc.

29 Cost Estimates for Stage Gated Project Life Cycle P1 P2 P3 P4 PFD s 0% 100% P&ID s 0% 30 to 50% 100%

30 Project Cost Estimate Quality P1 P2 P3 P4 Text Book AACE Cost Estimate Classes: Class 5 Estimate Class 4 Estimate Class 3 Estimate Class 2 Estimate

31 Project Life Cycle

32 Inherently Safe Design (ISD) P3 P4 P1 P2

33 Impact of Cost & Schedule + Need for ISD on Process Engineering You must PLAN your work. You must Estimate your work. You must Schedule your work. You must Track your progress on your work. You must report your progress and update your Estimate & Schedule as Needed.

34 Fundamental Rules of Project Engineering (For Process Engineers) 1. While there is never enough time to do it right, there is always enough time to do it again. You have to Scope, Estimate, and Plan (Schedule, and Resource Load) your project. 2. No surprises. You need to update your Estimate & Plan Inform Project Manager of any surprises Minimize the damage of any surprises 3. At some point you have to build the plant. You need to produce your Deliverables on Schedule.