國(guó)際項(xiàng)目管理手冊(cè)The Project Manager’s Manual

1、the project managers manual the project managers manualconfidential page 241of 241 2021/10/7the project manager's manualprefaceproject management consists of planning, organizing, directing, monitoring and controlling the activities for the design, procurement, construction and start up of a pro

2、duction facility. project management is a team effort with all project activities under the direct leadership of the project manager for the duration of the project.this manual includes a number of guides, checklists and forms to assist the project manager in running a successful project and should

3、be read and used in conjunction with standard company procedures and departmental procedures.the guidelines and principles herein are applicable to all projects. they are intended to be flexible enough to service all elements of sound project management in a continuing competitive environment.table

4、of contentsprefacerecord of revisionsdistribution listtable of contentssection 1 - guidelines1 - the project manager1 - 1role of the project manager1 - 2qualities of the ideal candidate 1 - 3assignment to a new project1 - 4client relations1 - 5the contract1 - 6the project team1 - 7getting started1 -

5、 8in production1 - 9reports1 - 10communications1 - 11on completion1 - 12 2 - project organization2 - 1project initiation2 - 2planning2 - 3estimating2 - 4cost control2 - 5project accounting2 - 6engineering2 - 7procurement2 - 8subcontracts2 - 9coordination and reviews2 - 10 quality assurance2 - 11qual

6、ity control, inspection construction2 - 12precommissioning and commissioning 2 - 13project closeout and completionindividual responsibilities2 - 14project manager2 - 15planning coordinator2 - 16cost engineer2 - 16project engineering manager 2 - 16project engineers2 - 17lead engineers2 - 17project pr

7、ocurement manager2 - 17project buyer2 - 17document controller2 - 18quality assurance engineer2 - 18construction department representative2 - 18construction manager2 - 18project accountant2 - 183 - project practices3 - 1project staffing3 - 2assignment to the project3 - 2publicity3 - 2security and sec

8、recy3 - 3working week3 - 3overtime working3 - 3project procedures3 - 4time sheets3 - 4code of accounts3 - 4annual vacation3 - 4business travel3 - 5expense claims3 - 5correspondence to the client3 - 5correspondence from the client3 - 6client instructions3 - 6correspondence with licensor and third par

9、ties 3 - 7correspondence with vendors, subcontractors 3 - 7meetings with the client, third parties, others 3 - 7conversations and the telephone3 - 8inter-office memos3 - 8drawing forms, checking and signature 3 - 8document distribution3 - 9filing system3 - 10 4 - proposal preparation4 - 1proposal no

10、tification4 - 2bid, no bid meeting4 - 3responsibilities4 - 4the proposal manager4 - 5the proposal strategy4 - 6proposal kick-off meeting4 - 7approach to the estimate4 - 8man-hour estimate4 - 9the proposal4 - 10transmittal letter4 - 10executive summary4 - 10project plan of approach 4 - 11project orga

11、nization chart4 - 11field organization chart 4 - 12proposed project schedule4 - 12preliminary engineering schedule4 - 13manpower histogram4 - 14scope of services4 - 14scope of supply4 - 14project description4 - 15equipment list4 - 15site plan or overall layout4 - 16drawing list4 - 16clarifications4

12、- 17subsequent presentations4 - 185 - project initiation5 - 1general5 - 2role of the project manager 5 - 2new contract award 5 - 3contract scope5 - 3project description5 - 4scope of services5 - 4scope of supply5 - 5project plan of approach5 - 5offices and facilities5 - 6job instructions5 - 7job bull

13、etins5 - 8design basis5 - 8kick-off meeting with client5 - 8project organization5 - 9project organization and key personnel5 - 9project staffing5 - 9project schedule and milestones5 - 10project kick-off5 - 11internal kick-off meeting5 - 11project review meetings5 - 12project controls5 - 13cost codin

14、g5 - 13estimating5 - 14engineering5 - 15procurement5 - 15construction5 - 16project accounts5 - 17numbering systems5 - 17project administration & procedures5 - 186 - project meetings6 - 1review meetings in general 6 - 2engineering and design review6 - 3 procurement review6 - 4planning and cost re

15、view6 - 5construction review 6 - 6management review6 - 7project manager's report6 - 2section 11 - checklists1 - proposal preparationproposal preparation checklist client's inquirycommercial aspectsapproach to estimatethe proposalexecutive summaryproject plan of approach proposal indextechnic

16、al description process design by others proposal schedule and control engineering, generalplant sitecomputer strategyfee structurepayment schedule2 - scope of services checklistsproject managementestimatingplanningcost controlprocess designprocess control and instrumentationpipelinessub seaoffshore

17、structures, jacketsoffshore structures, topsidesweight controlmechanical equipmenthvacfire protectionfabrication equipment, vessels & heat exchangers materialsinsulations and painting, piping and vessels safetycivil, structural, architectural electricalpiping engineering and design computer aide

18、d design (cad) quality assurancequality controlpurchasing, expediting, shipping material controlsite material control construction subcontracts construction, home office construction management at site scope of work by clientscope of supply3 - job instructions checklistproject descriptionorganizatio

19、n and personnelclient addresses and key personnelclient representatives in john brown office abb lummus addresses and key personnel project organization chartcorrespondenceto client from abb lummus from client to abb lummus with other partiesproject administrationdocument distribution scheduleclient

20、 approvalsprogress reports to clientcost control and project accounting project closeoutproject coordinationgeneral engineeringprocess designdesign and operating manualsas-built drawingsplanningprocurementmaterial controlconstruction sitecontract detailscontract with the client billing arrangements

21、insurance requirements project schedule project overview4 - design basisengineering - general codes and specifications process designsafetysite detailsplant layoutsbattery limit conditions fuel systemsliquid fuelsutility systems condensatewater systemswater analysisair systemselectricalrange of kilo

22、watts instruments and controls climatic conditionscivil and structural sewers and waste disposal offshore structures5 - project management audit contractprogresscostspaymentinsurance and bondsprofit and contingency project coordinationjob kick-offproject controlproject administrationcost control pro

23、curement construction project closeoutsection iii - standard forms 1 - standard formsproject report formsection 1guidelines 1 - the project managerscopethis guide establishes a broad framework for the role of the project manager within abb lummus.introductioneach client is different. each individual

24、 is different. each project is different. there is only one hard and fast rule in approaching a new job - the project manager is responsible for leading the project to meet the client and abb lummus objectives.this guide provides a perspective and overview of the project manager's assignment, ro

25、le, and function within abb lummus. this section discusses the qualities and strategies the project manager should seek to impose and encourage in the pursuit of a successful project.role of the project managerthe project manager represents abb lummus to the client. at the same time the project mana

26、ger represents the client within abb lummus.a project manager is designated for each project undertaken by abb lummus, however large or small, and regardless of location or duration. the project manager has the responsibility to serve both abb lummus and the client.for abb lummus the responsibility

27、is to deliver the project accordance with the terms of the contract, the targeted profit and to establish a relationship with the client that will ensure favorable consideration for follow-on work.for the client the project manager must ensure that the project gets its fair share of abb lummus resou

28、rces and that our performance is such as to complete the client's work on schedule and within budget. the project manager will also keep the client advised of unavoidable deviations, and aim to create a sense of trust between our two firms that will lead to new work.the project manager must have

29、 the personal standing to ensure these goals are achieved. with a minimum of constraints, the project manager represents abb lummus on the project. the project manager must be the most informed about the specific objectives of the job, have knowledge of the principal obstacles to be overcome, motiva

30、te the project team to resolve them, and accomplish all this in a cooperative spirit with the client.the successful project manager is one who instills in the project team a strong sense of teamwork, urgency, and enthusiasm.qualities of the ideal candidatein selecting project managers and measuring

31、their performance, we look for personal skills and capabilities in the following areas:leadershipcan he give independent and consistent direction? does he lead from in front and set a "follow me" example?attitudefew problems totally defy solution. the most important first step is to adopt

32、a positive and willing attitude.strengthdoes he have the personality to lead the project team, moral fiber?and tenacity as well as technical experience?perspectivecan he keep his eye on the target: to design and build a plant, and avoid peripheral distractions?sets objectivesthe first move on any jo

33、b is to identify clearly what has to be done. can he distinguish the main thrust from the less essential?makes the plansuccessful work generally doesn't just happen. the successful project manager prepares a plan, gets team commitment and works it through.organizes staffa successful team is stro

34、nger than the sum of its individual stars. does the project manager organize the staff to get the most out? of the team?delegates workhow does the successful project manager free himself of routine activities and still maintain effective control of his project?responsibilitythe buck stops at the des

35、k of the project manager. h must think through problems and state his position clearly. accept upper-level management decisions a support them.tough, resilientfew projects precede without problems. the project managermust be confident in his judgments and stick by them. sometimesdecisions will not b

36、e in his favor. he must accept this, reboundand resume control.resourcefulthere' is more than one-way to skin a cat. be imaginative insolving problems when ordinary methods fail.candordoes he place his cards squarely on the table? most problemscan be solved if caught at an early stage. he must f

37、irst recognizea problem threatens, and is willing to talk about it.client relationsthe client is why we are in business. never criticize openly. workclosely to understand his position and to ensure that heunderstands yours.construction relationsthe quality of engineering has a direct impact on the p

38、roductivityof the construction effort. does the project manager understand?the importance of bringing construction into the team on day one?assignment to a new projecthaving determined the qualities found in the ideal candidate, it is then necessary to look at the individual's specific experienc

39、e. the size, nature, and location of the work, prior association with the client, and other pertinent factors will feature largely in the selection of the individual to handle a given project.the first action of the project manager is to accept his role with genuine enthusiasm. take on each project

40、or assignment with the knowledge that it is going to be designed and built only once. do it with a sense of pride in the expected results.the desire to do a top-notch job is contagious. it permeates the whole project team. it begins at the top and it must be set on the first day of the job.once appo

41、inted to the job, the new project manager will find the following sections a useful guide in setting up his project and managing it to a successful conclusion.client relationsthe relationship between the project manager and the client is a key factor in the success of any project. this relationship

42、should be founded on mutual trust and respect and be committed to teamwork, innovation, flexibility, and continuous improvement. this is the relationship that will provide leadership for the project and commitment to do things right the first time, every time. through a commitment to total quality m

43、anagement, the project team will focus at an early stage in the project on establishing key result areas to satisfy the customer and define the roles and responsibilities of each member of the project team. through continuous good communication, no hidden agenda's and a client/abb lummus team wh

44、ose company identity is virtually indistinguishable, success will be measured by the satisfaction of the ultimate customer.in most cases, troubled projects result both from a lack of understanding of the objectives and from the objectives not being properly prioritized. abb lummus has developed, an

45、alignment and team-building program to ensure that the clients' objectives are clearly understood, communicated and followed throughout the project. the program provides a mechanism for the identification, monitoring and control of project objectives. to assure that the clients' project mana

46、gement, central engineering, plant management and other involved groups agree with the project's objectives, it is essential that these groups participate in the alignment and team-building program at project inception.in serving your client's needs, it is important to recognize that his per

47、ception of abb lummus is largely that obtained in his relationship with the project, and not with abb lummus corporate, marketing or executive management. as the single point of contact with the client it is particularly important that you make your client easy in his relations with you and that he

48、is comfortable with you in a personal relationship. he will look for high standards of performance from the project and from you in particular. pay attention to the small things as well as the wider project issues, without getting involved in detail. adopt a "can do" positive attitude and

49、make it easy for the client to adopt that attitude.but remember that it is not only the senior client representative that needs to be recognized, and encourage other senior staff on your project to relate to their opposite number in the client organization in a similar manner.this relational area is

50、 hard to quantify but is nevertheless extremely tangible. some aspects of this subtle area are discussed in the paragraphs below:quality of workalways ensure documents going to the client are thoroughly checked for spelling and grammatical errors and they are technically consistent with the basis of

51、 design (if not the reason why not should be highlighted).meeting client staffing needswhen the client requests additional work to be undertaken or staff mobilized you must readily agree and make the departments concerned perform when it comes to resorting within your required time scale.project sta

52、ffas project manager you are master of all you survey. no staff are to be moved off your project without your agreement; incompetent staff should be sent back to the department as you need good quality staff who are capable of taking full responsibility for the work they undertake. do not be frighte

53、ned of tackling the problem of poor staff, it will only get worse.problem solvingdo not present the client or abb lummus management with problems without including your recommended solution.office facilitiesensure the client's office facilities are clean, in good condition and any concerns voiced at any level on the project (