Durations total project

Initial Contact Project Manager s Contribution Total Project Duration... 

In a typical chemical process plant, the duration of the construction phase is approximately 80% of the total project duration from the start of engineering (after completion of Phase 1) to the mechanical completion of the construction work. The remaining 20% is the lead time required for engineering and procurement activities before construction can start in a cost-effective manner. It must be noted, for initial planning purposes, that the lead time allowed should not be less than three months. Historically, the engineering hours spent during this period are normally between 30 and 40% of the project total. 

The total project duration and anticipated engineering and process design staffing can now be easily approximated. 

The validity check shows a construction duration of 10 months, one month longer than anticipated in the Initial Plan of Action in Chapter 5. Since an 18-month total project duration is important due to business considerations this delay could have a serious impact on the project economics and corrective action must be taken. 

For instance, Fig. 5.16 the shows the results of a simulation with 2 persons (actors), whereas Fig. 5.17 gives the results for 5 persons. In the second simulation, the activities are parallelized as far as possible. Nevertheless, the decrease of the total project duration is not large (180 simulation units [SU]... 

Dependence of the Total Project Duration on the Number of Work Tools... 

As the total project duration does not significantly depend on the variance... 

For the PA6 design project, the minimum total number of tools is 9. This means that each work tool must be available at least once otherwise the project cannot be carried out. If some work tools are available more than once, the effect on the total project duration is specific to the work tool. Moreover, several work tools are needed only once or only in a work area with sequential activities in these cases, additional work tools of the same tjqje have no positive effect on the duration of the process. 

Total project duration is reduced by fast tracking. 

The input values of the criterion task quantity are not completed. A total project time between the 1 st and the 5th month constitutes a very low task quantity project. A total project time of 12 months constitutes a low task quantity project. The consideration of 6 months between very low and low task quantity project is missing. For the sake of convenience the missing input values are here completed by the allocation of 6, 7 and 8 months duration to the characteristic of a very low task quantity project and 9, 10 and 11 months to the low task quantity project. 

The overall schedule for both options was evaluated using the same advance rates for ramps and raise excavations. The total duration from project initiation to the commissioning of the system was 103 weeks for the conveyor option and 129 weeks for the hoisting option. In both cases, as would be expected for an underground project, the longest portion of the project was the construction phase but there were other factors that led to the duration difference. Figure 6... 

Author Contract number Duration Total Budget Head of project Contractor Address ... 

A certain number of the tests will have been designated as witness tests. One is usually the hydrostatic test, which does not require an engineer but can be witnessed by an inspector. As a cost-saving measure, if engineers from another project happen to be in the plant at the time of the hydrostatic test, they may be able to arrange to witness the test, because the duration of the test is normally not long. It may take a total of two hours. 

Estimated costs for a slnrry-phase treatment system are presented in Table 2. The figures are based on the following assumptions the total volume of material is 10,000 yd, with 5000 yd removed by soil preparation slurry in the reactors is a 25% solids concentration the reactors are operated in batch mode, and require 30 to 35 days for each batch the system is operated for 7 days a week for the duration of the project (D129401, p. 356). 

QA splits are particularly valuable for field screening with definitive analysis confirmation and for the verification of field laboratory analysis. The frequency of the QA sample collection is best determined based on the project duration and the total numbers of samples to be collected. Typically, they are collected at a 10 percent frequency (one QA sample for every 10 field samples). It is beneficial to establish data comparability in the early phase of field implementation. If data are comparable, the frequency of QA sampling may be reduced as the confidence in field screening or field laboratory results has been established. But if the data are not comparable, the project team needs to identify the cause of the differences and resolve them as soon as possible in order to avoid making decisions on inaccurate or unrepresentative data. 

The determining parameter for establishing the duration of any project activity is the hours required to execute it. Consequently, the engineering and construction hours, especially the latter, determine the project duration. If they are not available, the Project Manager must develop them. The scope provided by the project sponsor must contain sufficient information to develop, through literature and/or company files research, the approximate Total Installed Cost (TIC) of the proposed facility and/or equipment count. Both are used in the preparation of conceptual engineering and construction hours estimates. 

The total duration far exceeds the 18 months dictated by the marketing requirements. In this particular case study, the picture is complicated by a long delivery item that, under normal circumstances, would be delivered to the field more than 19 months after project start. Refer to Fig. 5.2. 

It must be noted at this point that Fig. 5.1 is based on total field hours, direct and indirect, and that the construction hours shown in the estimates must be adjusted before being used to determine project durations. 

This can be done easily by first laying out the duration of the various construction activities over the estimated 10-month construction duration period in the sequence indicated in Fig. 9.1. The estimated hours for each activity are then distributed over their corresponding durations and totaled, as illustrated in Fig. 9.2, to draw the projected construction staffing and progress curves. The staffing curve peak is 115 versus the 135 estimated with the rules of thumb in the conceptual estimate. 

It should be remarked that both, the long-term goals and the principal approach of IMPROVE [343], were not changed within the whole project period, i.e. - if also counting preliminary phases of the project - within a duration of 11 years. This stability of goals and approach shows that we have addressed a fundamental and hard problem which cannot be solved in a short period. It, furthermore, shows that the undertaken approach went in the right direction. Therefore, it was not necessary to revise the approach within the whole project period, neither in total nor in essential parts. 

Concerning the structural validation of the simulation model, the adjustment of the numerous parameters is particularly critical these parameters include the number of actors (more than 20 attributes for each actor), the number of tools (five attributes for each tool), the dispersion and the variation of the activity durations, the probability of occurrence of certain activities, and many more. The values of these parameters can result in extremely complex system dynamics. Therefore, in the first runs of the organizational simulation, the number of persons was varied, and afterwards it was set to the optimal number. Subsequently, the number of tools was also varied. The other factors were not examined in the first test runs. Then, the influence of the number of actors and tools on the simulation results for the total time of project duration was examined in order to judge the internal validity of the simulation model. To do so, the expected durations of the individual activities were established in multiple expert workshops. As described in the following, these test runs... 

The relationship between the total duration of the project and the number of organizations involved - in the present case identical to the number of persons - was analyzed in simulation runs. The analysis was restricted to the simple case that a single activity is executed by a single person. Further extensions of the simulation model will allow for the synchronous execution of single activities by several persons. 

Hen The dependent variable total time of project duration (TTpd.) is... 

Ko2 There is no effect of the independent variable variance of the activity duration (Vm) on the dependent variable total time of project duration (TTpd). ... 

The Petri net simulation was used to investigate these different comparative hypotheses. Independent variables were the number of persons, the variance of the duration of each single activity, and the number of available work tools. The main dependent variable was the total time of project duration TTpd-These results can conversely give the indication of the optimal project constellation of persons and work tools. 

To compare different constellations of input variables in this project, the total number of involved persons was varied between one and eleven. For more than five persons, no significant reduction of the total time of project duration could be detected. To ensure that 5 is the optimum number of persons for this project, the number of persons was increased up to eleven. For six or more persons, no significant effects could be detected (satiation). The variance of each expected activity duration, estimated by experts, was regarded as an... 

The corresponding hypothesis states that the duration of the design project decreases for each additional employee. Experts had predicted that the influence of the number of employees would have the most significant impact on the variable total time of project duration . The experts also had given another reason to analyze this independent variable personnel expenditures affect more than 80% of the total costs of development projects. Therefore, the total duration and the operating grade of the employees were to be analyzed. 

A highly significant (Fio 297 = 1226,015 p < 0.0001) dependence of the total time of project duration on the number of persons (independent variable) was discovered. The variance of the predicted processing times, however, was not significant. 

Therefore, the null hypothesis Hoi must be rejected. Instead, its negation Hi ( The dependent variable total time of project duration (TTpd) is influenced by the independent variable number of persons involved (Ajp) ) is confirmed. Furthermore, the expectation that a proper estimation of the duration of each activity can abbreviate TTpd is not fulfilled instead, the null hypothesis H02 is confirmed. 

According to Eimer [653], the measure of effect (o ) of the individual variables occurs as follows 97.4% of the variance is due to the number of persons, whereas the variance of the individual activity durations, the interaction factor (number of persons, multiplied with the variance), and the errors are not significant. Thus, independent of the variance of the individual activities, there are no significant differences within the individual groups. Next, the total time of project duration was related to the different values for the number of persons. Starting at one person, the number of persons involved was successively increased by one. In addition, the variable variance of activity duration (Vjd) was held constant at 10%. 

The Tukey test was used post-hoc to compare the individual groups consisting of a constant number of persons to each other (see Table 5.2) up to 5 persons, increasing the number of persons resulted in a significant decrease of the total time of project duration TTpd). Beyond 5 persons, no significant reduction of the total time of project duration can be attained (cf. Fig. 5.15). 

Fig. 5.15. Effect of the number of persons on the simulated total time of project duration and on the variance of the expected value (average values shown)...

Fig. 5.18. Connections between the total time of project duration and the number of tools under procedures a) and b)...

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