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TheProjectManager'sManual
TheProjectManager'sManual
PREFACE
ProjectManagementconsistsofplanning,organizing,directing,monitoringandcontrolling
theactivitiesforthedesign,procurement,constructionandstartupofaproductionfacility.
ProjectManagementisateameffortwithallprojectactivitiesunderthedirectleadershipof
theProjectManagerforthedurationoftheproject.
Thismanualincludesanumberofguides,checklistsandformstoassisttheProjectManagerin
runningasuccessfulprojectandshouldbereadandusedinconjunctionwithstandard
CompanyProceduresandDepartmentalProcedures.
Theguidelinesandprincipleshereinareapplicabletoallprojects.Theyareintendedtobe
flexibleenoughtoserviceallelementsofsoundprojectmanagementinacontinuing
competitiveenvironment.
TABLEOFCONTENTS
PREFACE
RECORDOFREVISIONS
DISTRIBUTIONLIST
TABLEOFCONTENTS
SECTION1-GUIDELINES
1-THEPROJECTMANAGER1-1
RoleoftheProjectManager1-2
QualitiesoftheIdealCandidate1-3
AssignmenttoaNewProject1-4
ClientRelations1-5
TheContract1-6
TheProjectTeam1-7
GettingStarted1-8
InProduction1-9
Reports1-10
Communications1-11
OnCompletion1-12
2-PROJECTORGANIZATION2-1
ProjectInitiation2-2
Planning2-3
Estimating2-4
CostControl2-5
ProjectAccounting2-6
Engineering2-7
Procurement2-8
Subcontracts2-9
CoordinationandReviews2-10
QualityAssurance2-11
QualityControl,InspectionConstruction2-12
PrecommissioningandCommissioning2-13
ProjectCloseoutandCompletion
IndividualResponsibilities2-14
ProjectManager2-15
PlanningCoordinator2-16
CostEngineer2-16
ProjectEngineeringManager2-16
ProjectEngineers2-17
LeadEngineers2-17
ProjectProcurementManager2-17
ProjectBuyer2-17
DocumentController2-18
QualityAssuranceEngineer2-18
ConstructionDepartmentRepresentative2-18
ConstructionManager2-18
ProjectAccountant2-18
3-PROJECTPRACTICES3-1
ProjectStaffing3-2
AssignmenttotheProject3-2
Publicity3-2
SecurityandSecrecy3-3
WorkingWeek3-3
OvertimeWorking3-3
ProjectProcedures3-4
TimeSheets3-4
CodeofAccounts3-4
AnnualVacation3-4
BusinessTravel3-5
ExpenseClaims3-5
CorrespondencetotheClient3-5
CorrespondencefromtheClient3-6
ClientInstructions3-6
CorrespondencewithLicensorandThirdParties3-7
CorrespondencewithVendors,Subcontractors3-7
MeetingswiththeClient,ThirdParties,Others3-7
ConversationsandtheTelephone3-8
Inter-OfficeMemos3-8
DrawingForms,CheckingandSignature3-8
DocumentDistribution3-9
FilingSystem3-10
4-PROPOSALPREPARATION4-1
ProposalNotification4-2
Bid,NoBidMeeting4-3
44
Responsibilities-
4-5
TheProposalManager46
TheProposalStrategy-
4-7
ProposalKick-offMeeting
4-8
ApproachtotheEstimate
4-9
Man-hourEstimate
4-10
TheProposal4-10
TransmittalLetter4-10
ExecutiveSummary4-11
ProjectPlanofApproach4-11
ProjectOrganizationChart4-12
FieldOrganizationChart4-12
ProposedProjectSchedule4-13
PreliminaryEngineeringSchedule4-14
ManpowerHistogram4-14
ScopeofServices4-14
ScopeofSupply4-15
ProjectDescription4-15
EquipmentList4-16
SitePlanorOverallLayout4-16
DrawingList4-17
Clarifications4-18
SubsequentPresentations
51
5-PROJECTINITIATION-
5-2
General
5-2
RoleoftheProjectManager5-3
NewContractAward5-3
ContractScope5-4
ProjectDescription5-4
ScopeofServices5-5
ScopeofSupply5-5
ProjectPlanofApproach5-6
OfficesandFacilities
57
JobInstructions-
5-8
JobBulletins58
DesignBasis-
5-8
Kick-offMeetingwithClient
5-9
ProjectOrganization
5-9
ProjectOrganizationandKeyPersonnel5-9
ProjectStaffing5-10
ProjectScheduleandMilestones5-11
ProjectKick-Off5-11
InternalKick-offMeeting5-12
ProjectReviewMeetings5-13
ProjectControls5-13
CostCoding5-14
Estimating5-15
Engineering5-15
Procurement5-16
Construction5-17
ProjectAccounts5-17
NumberingSystems5-18
ProjectAdministration&Procedures
61
6-PROJECTMEETINGS-
6-2
ReviewMeetingsinGeneral
6-3
EngineeringandDesignReview6-4
ProcurementReview6-5
PlanningandCostReview6-6
ConstructionReview6-7
ManagementReview6-2
ProjectManager'sReport
SECTION11-CHECKLISTS
1-PROPOSALPREPARATION
ProposalPreparationChecklist
Client'sInquiry
CommercialAspects
ApproachtoEstimate
TheProposal
ExecutiveSummary
ProjectPlanofApproach
ProposalIndex
TechnicalDescription
ProcessDesignByOthers
ProposalScheduleandControlEngineering,General
PlantSite
ComputerStrategy
FeeStructure
PaymentSchedule
2-SCOPEOFSERVICESCHECKLISTS
ProjectManagement
Estimating
Planning
CostControl
ProcessDesign
ProcessControlandInstrumentation
Pipelines
SubSea
OffshoreStructures,Jackets
OffshoreStructures,Topsides
WeightControl
MechanicalEquipment
HVAC
FireProtection
FabricationEquipment,Vessels&HeatExchangers
Materials
InsulationsandPainting,PipingandVessels
Safety
Civil,Structural,Architectural
Electrical
PipingEngineeringandDesign
ComputerAidedDesign(CAD)
QualityAssurance
QualityControl
Purchasing,Expediting,Shipping
MaterialControl
SiteMaterialControl
ConstructionSubcontracts
Construction,HomeOffice
ConstructionManagementatSite
ScopeofWorkByClient
ScopeofSupply
3-JOBINSTRUCTIONSCHECKLIST
ProjectDescription
OrganizationandPersonnel
ClientAddressesandKeyPersonnel
ClientRepresentativesinJohnBrownOffice
ABBLUMMUSAddressesandKeyPersonnel
ProjectOrganizationChart
Correspondence
ToClientfromABBLUMMUS
FromclienttoABBLUMMUS
WithotherParties
ProjectAdministration
DocumentDistributionSchedule
ClientApprovals
ProgressReportstoClient
CostControlandProjectAccounting
ProjectCloseout
ProjectCoordination
GeneralEngineering
ProcessDesign
DesignandOperatingManuals
As-BuiltDrawings
Planning
Procurement
MaterialControl
ConstructionSite
ContractDetails
ContractwiththeClient
BillingArrangements
InsuranceRequirements
ProjectSchedule
ProjectOverview
4-DESIGNBASIS
Engineering-General
CodesandSpecifications
ProcessDesign
Safety
SiteDetails
PlantLayouts
BatteryLimitConditions
FuelSystems
LiquidFuels
UtilitySystems
Condensate
WaterSystems
WaterAnalysis
AirSystems
Electrical
RangeofKilowatts
InstrumentsandControls
ClimaticConditions
CivilandStructural
SewersandWasteDisposal
OffshoreStructures
5-PROJECTMANAGEMENTAUDIT
Contract
Progress
Costs
Payment
InsuranceandBonds
ProfitandContingency
ProjectCoordination
JobKick-Off
ProjectControl
ProjectAdministration
CostControl
Procurement
Construction
ProjectCloseout
SECTIONIII-STANDARDFORMS
1-STANDARDFORMS
PROJECTREPORTFORM
SECTION1
GUIDELINES
1-THEPROJECTMANAGER
SCOPE
ThisguideestablishesabroadframeworkfortheroleoftheProjectManagerwithinABB
Lummus.
INTRODUCTION
EachClientisdifferent.Eachindividualisdifferent.Eachprojectisdifferent.Thereisonly
onehardandfastruleinapproachinganewjob-TheProjectManagerisresponsiblefor
leadingtheprojecttomeettheClientandABBLummusobjectives.
ThisguideprovidesaperspectiveandoverviewoftheProjectManager'sassignment,role,
andfunctionwithinABBLummus.ThisSectiondiscussesthequalitiesandstrategiesthe
ProjectManagershouldseektoimposeandencourageinthepursuitofasuccessfulproject.
ROLEOFTHEPROJECTMANAGER
TheProjectManagerrepresentsABBLummustotheClient.AtthesametimetheProject
ManagerrepresentstheClientwithinABBLummus.
AProjectManagerisdesignatedforeachprojectundertakenbyABBLummus,however
largeorsmall,andregardlessoflocationorduration.TheProjectManagerhasthe
responsibilitytoservebothABBLummusandtheClient.
ForABBLummustheresponsibilityistodelivertheProjectaccordancewiththetermsofthe
Contract,thetargetedprofitandtoestablisharelationshipwiththeClientthatwillensure
favorableconsiderationforfollow-onwork.
FortheClienttheProjectManagermustensurethattheprojectgetsitsfairshareofABB
LummusresourcesandthatourperformanceissuchastocompletetheClient'sworkon
scheduleandwithinbudget.TheProjectManagerwillalsokeeptheClientadvisedof
unavoidabledeviations,andaimtocreateasenseoftrustbetweenourtwofirmsthatwilllead
tonewwork.
TheProjectManagermusthavethepersonalstandingtoensurethesegoalsareachieved.
Withaminimumofconstraints,theProjectManagerrepresentsABBLummusontheproject.
TheProjectManagermustbethemostinformedaboutthespecificobjectivesofthejob,have
knowledgeoftheprincipalobstaclestobeovercome,motivatetheprojectteamtoresolve
them,andaccomplishallthisinacooperativespiritwiththeClient.
ThesuccessfulProjectManagerisonewhoinstillsintheprojectteamastrongsenseof
TEAMWORK,URGENCY,andENTHUSIASM.
QUALITIESOFTHEIDEALCANDIDATE
InselectingProjectManagersandmeasuringtheirperformance,welookforpersonalskills
andcapabilitiesinthefollowingareas:
LeadershipCanhegiveindependentandconsistentdirection?Doeshelead
frominfrontandseta"followme"example?
AttitudeFewproblemstotallydefysolution.Themostimportantfirststep
Istoadoptapositiveandwillingattitude.
StrengthDoeshehavethepersonalitytoleadtheprojectteam,moral
fiber?
Andtenacityaswellastechnicalexperience?
PerspectiveCanhekeephiseyeonthetarget:todesignandbuildaplant,
Andavoidperipheraldistractions?
SetsObjectivesThefirstmoveonanyjobistoidentifyclearlywhathastobe
Done.Canhedistinguishthemainthrustfromthelessessential?
MakesthePlanSuccessfulworkgenerallydoesn'tjusthappen.Thesuccessful
ProjectManagerpreparesaplan,getsteamcommitmentand
Worksitthrough.
OrganizesStaffAsuccessfulteamisstrongerthanthesumofitsindividualstars.
DoestheProjectManagerorganizethestafftogetthemostout?
Oftheteam?
DelegatesWorkHowdoesthesuccessfulProjectManagerfreehimselfofroutine
Activitiesandstillmaintaineffectivecontrolofhisproject?
ResponsibilityThebuckstopsatthedeskoftheProjectManager.Hmustthink
Throughproblemsandstatehispositionclearly.Accept
Upper-levelmanagementdecisionsasupportthem.
Tough,Resilientfewprojectsprecedewithoutproblems.TheProjectManager
Mustbeconfidentinhisjudgmentsandstickbythem.Sometimes
Decisionswillnotbeinhisfavor.Hemustacceptthis,rebound
Andresumecontrol.
ResourcefulThere'ismorethanone-waytoskinacat.Beimaginativein
Solvingproblemswhenordinarymethodsfail.
CandorDoesheplacehiscardssquarelyonthetable?Mostproblems
Canbesolvedifcaughtatanearlystage.Hemustfirstrecognize
Aproblemthreatens,andiswillingtotalkaboutit.
ClientRelationsTheClientiswhyweareinbusiness.Nevercriticizeopenly.Work
Closelytounderstandhispositionandtoensurethathe
Understandsyours.
ConstructionRelationsTheQualityofEngineeringhasadirectimpactontheproductivity
Oftheconstructioneffort.DoestheProjectManagerunderstand?
Theimportanceofbringingconstructionintotheteamonday
one?
ASSIGNMENTTOANEWPROJECT
Havingdeterminedthequalitiesfoundintheidealcandidate,itisthennecessarytolookat
theindividual'sspecificexperience.Thesize,nature,andlocationofthework,prior
associationwiththeClient,andotherpertinentfactorswillfeaturelargelyintheselectionof
theindividualtohandleagivenproject.
ThefirstactionoftheProjectManageristoaccepthisrolewithgenuineenthusiasm.Takeon
eachprojectorassignmentwiththeknowledgethatitisgoingtobedesignedandbuiltonly
once.Doitwithasenseofprideintheexpectedresults.
Thedesiretodoatop-notchjobiscontagious.Itpermeatesthewholeprojectteam.Itbegins
atthetopanditmustbesetonthefirstdayofthejob.
Onceappointedtothejob,thenewProjectManagerwillfindthefollowingsectionsauseful
guideinsettinguphisprojectandmanagingittoasuccessfulconclusion.
CLIENTRELATIONS
Therelationshipbetweentheprojectmanagerandtheclientisakeyfactorinthesuccessof
anyproject.Thisrelationshipshouldbefoundedonmutualtrustandrespectandbe
committedtoteamwork,innovation,flexibility,andcontinuousimprovement.Thisisthe
relationshipthatwillprovideleadershipfortheprojectandcommitmenttodothingsrightthe
firsttime,everytime.ThroughacommitmenttoTotalQualityManagement,theprojectteam
willfocusatanearlystageintheprojectonestablishingkeyresultareastosatisfythe
customeranddefinetherolesandresponsibilitiesofeachmemberoftheprojectteam.
Throughcontinuousgoodcommunication,nohiddenagenda'sandaClient/ABBLummus
teamwhosecompanyidentityisvirtuallyindistinguishable,successwillbemeasuredbythe
satisfactionoftheultimatecustomer.
Inmostcases,troubledprojectsresultbothfromalackofunderstandingoftheobjectives
andfromtheobjectivesnotbeingproperlyprioritized.ABBLummushasdeveloped,an
alignmentandteam-buildingprogramtoensurethattheclients'objectivesareclearly
understood,communicatedandfollowedthroughouttheproject.Theprogramprovidesa
mechanismfortheidentification,monitoringandcontrolofprojectobjectives.Toassurethat
theclients'ProjectManagement,CentralEngineering,PlantManagementandotherinvolved
groupsagreewiththeproject'sobjectives,itisessentialthatthesegroupsparticipateinthe
alignmentandteam-buildingprogramatprojectinception.
Inservingyourclient'sneeds,itisimportanttorecognizethathisperceptionofABBLummus
islargelythatobtainedinhisrelationshipwiththeproject,andnotwithABBLummus
corporate,marketingorexecutivemanagement.Asthesinglepointofcontactwiththeclient
itisparticularlyimportantthatyoumakeyourclienteasyinhisrelationswithyouandthathe
iscomfortablewithyouinapersonalrelationship.Hewilllookforhighstandardsof
performancefromtheprojectandfromyouinparticular.Payattentiontothesmallthingsas
wellasthewiderprojectissues,withoutgettinginvolvedindetail.Adopta"cando"positive
attitudeandmakeiteasyfortheclienttoadoptthatattitude.
Butrememberthatitisnotonlytheseniorclientrepresentativethatneedstoberecognized,
andencourageotherseniorstaffonyourprojecttorelatetotheiroppositenumberinthe
clientorganizationinasimilarmanner.
Thisrelationalareaishardtoquantifybutisneverthelessextremelytangible.Someaspects
ofthissubtleareaarediscussedintheparagraphsbelow:
QualityofWork
AlwaysensuredocumentsgoingtotheClientarethoroughlycheckedforspellingand
grammaticalerrorsandtheyaretechnicallyconsistentwiththebasisofdesign(ifnot
thereasonwhynotshouldbehighlighted).
Meetin。ClientStaffinaNeeds
WhentheClientrequestsadditionalworktobeundertakenorstaffmobilizedyoumust
readilyagreeandmakethedepartmentsconcernedperformwhenitcomesto
resortingwithinyourrequiredtimescale.
ProjectStaff
AsProjectManageryouaremasterofallyousurvey.Nostaffaretobemovedoffyour
projectwithoutyouragreement;incompetentstaffshouldbesentbacktothe
departmentasyouneedgoodqualitystaffwhoarecapableoftakingfullresponsibility
fortheworktheyundertake.Donotbefrightenedoftacklingtheproblemofpoorstaff,
itwillonlygetworse.
ProblemSolvina
DonotpresenttheClientorABBlummusManagementwithproblemswithout
includingyourrecommendedsolution.
。什iceFacilities
EnsuretheClient'sofficefacilitiesareclean,ingoodconditionandanyconcerns
voicedatanylevelontheproject(i.e.,secretarytosecretary)aregiventhehighest
prioritybyBuildingServices.
TeamSpirit
YoushouldlookontheClientandourstaffasoneteambuteachwithhisownroleto
play.Youareencouragedtoorganizeevents(subjecttomanagementapproval),
whichbringClientsandourstafftogetherthroughsocial/sportingactivities.
ClientEntertainment
YoushouldestablishagoodrelationshipwithyourClient,bothinandoutoftheoffice.Proper
entertainingofClientsisencouraged.OtherRepresentativesshouldnotbeoverlookedand
youorseniorstaffshouldensurenoneoftheClientSeniorStaffareforgotten.
IfconsideredappropriatecorporatemanagementshouldbeinvitedbutABBLummusstaff
mustnotoutnumberguests.
ThelevelofexpenditureonCliententertainmentshouldbeclearedwithmanagement
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