Big Chemical Encyclopedia

Chemical substances, components, reactions, process design ...

Articles Figures Tables About

Project teams implementation

Review Follow-up Verification In addition to someone tracking the follow-up through progress reports, responsibility should be assigned to verify that any process changes were ac tuaUy made in the field. This verification can be done by a review team as part of a process pre-start-up review. It could also be part of the project team management responsibihty or assigned to a particular functional (i.e., safety and loss prevention) representative. The closure of the review process is complete once implementation is verified. [Pg.2286]

HAZWOPER sites are subject to the same rules and requirements as other operations. This holds true whether the site is being managed by private industry, DOE, or the Army Corps of Engineers. Identifying and implementing a project team in the early phases of the project to address health and safety issues will help to achieve seamless integration and to reduce duplication. [Pg.20]

Although the standard does not specifically require a quality planning procedure, to ensure that such planning is carried out in a manner which avoids conflict with existing practices and in a format which suits your operations, you will need to prescribe the method to be employed in a procedure. Some contracts may stipulate a particular format for contract-specific procedures, especially when they are to be submitted to the customer for approval. If these procedures are only used by the project team, this may not cause any conflict. However, if they are to be used by staff in the line departments, you may have to reach a compromise with the customer so that any differences in format do not create implementation problems. [Pg.187]

A multidisciplinary approach is another term for a cross-functional team or a project team. Such teams comprise representatives from each line and staff department so that decisions are taken close to the development work by those who will need to implement the decisions or verify their implementation. Such teams facilitate communication and overcome delays that often occur when reliant upon line-staff relationships. If you have adopted the project management approach this requirement is not additional to that in clause 4.2.4.1. [Pg.200]

Training. The project team will define the training needed for implementation of each new PSM system. The amount and type of training, and the number of staff requiring training, will be identified in the procedure developed. [Pg.121]

The scheme was implemented and co-ordinated by a MIDAS project team, which amsisted of three women Sheila Flannery, the Project Manager, Keara Dunne, the Project Executive, and Adrienne Buchanan-Murphy, the Project Officer. Having formerly implemented a mentoring scheme at a division of Aer Rianta, Sheila Flannery possessed substantial experience with running such programs. [Pg.64]

Most project risk comes from two sources business requirements and technology infrastructure. It is common for a project team to evaluate complexity based mostly on the business requirements—the problem domain itself—and vastly underestimate the effort it will take to implement all the plumbing and supporting pieces that are not domain-specific. [Pg.520]

Since the constructability VIP has seen widespread implementation in industry for capital projects over the last 20 years, in order for this VIP to remain consistent with the definition of a VIP (i.e., above what project teams can do on their own), at least one large engineering and construction company has enhanced this VIP to include a formal facilitated workshop that seeks profitability improvements above those already identified by me project team in the course of its normal work (KBR Value Improving Practices Program, 2001 through 2005). Both work processes described below are mutually additive, flexdble, and compatible. [Pg.50]

The presentation phase The VIP team formally presents the profitability recommendations consistent with the objectives and constraints of the workshop and their implementation plans to the steering committee or the project management team. The steering committee then approves those recommendations that pass muster and authorizes the project team to begin the implementation effort. Often, this approval is conditional on early validation by subject matter experts within the project owner s organization, but not present within the workshop. This external feasibility check is meant to provide support to the project team for any additional resources and schedule time needed to fully incorporate the improvements into the project scope of work. [Pg.53]

The results of the risk analysis review must be documented. To adequately analyze the risks, a comprehensive requirements specification deliverable is required. The best time to perform an initial risk analysis is immediately after the project team has completed the review of the requirements specification deliverable. The review of the solutions agreed upon and implemented as a result of the risk analysis should be performed during a technical design review. [Pg.212]

Needless to say, these were stretch targets. Nevertheless, in four months, the project teams came up with 430 projects that made it possible to meet the aspiration. A total of 45 of these projects were A projects, which were to deliver 60 percent of the improvement. Implementation plans for A projects were very detailed with clear activities and milestones, as well as monthly resource plans and impact by activity. For the less important B and C projects, there were simpler planning requirements. [Pg.351]

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. [Pg.76]

To complete the planning phase, the project team will develop a series of documents that summarize the outcome of the DQO process and describe the planned field operations. The SAP, prepared to address all of the data collection requirements, will establish the performance standards for the project implementation and assessment phases. The planned field operations may be documented in the Work Plan other planning documents may include the Health and Safety Plan, the Contractor QC Plan, and the Environmental Protection Plan. [Pg.77]

To improve their skills in project planning and implementation, the team members seek guidance from recognized subject matter experts, such as the United States Environmental Protection Agency (EPA), Department of Defense (DOD), and Department of Energy (DOE). However, at this point they encounter an impenetrable... [Pg.360]

Communications have an important part to play in the successful implementation of a project. External communications have already been discussed as part of the formal launch of the project. It is a good idea to have similar communications at important milestones during the project s lifetime. Internal to the project team it is necessary to have progress reports for team members and the human resource responding to them. To be effective the reports must be concise, accurate, and produced at regular intervals, with just sufficient detail for them to be speedily read. Progress reports, as well as notes on meetings, will also be required for inclusion in Project Folders as a part of the quality procedures within the company. [Pg.269]

There is a direct relationship between the quality of the documentation produced during this review process and the quality of the finally installed system. This is because clear, concise, and accurate documentation describing the required implementation will allow the project team to generate test scenarios most closely matching the system use and boundary conditions. [Pg.525]

Security should encompass both development and production systems. Implement necessary security measures during the preimplementation phases of a project. For example, install key locks on field construction offices and establish access control guidehnes for system developers (and other project team members, as necessary) who are using tools such as development systems and process simulators. [Pg.633]

From the above discussions a detailed FS can be prepared which can be compared against GxP requirements and, if deemed to be acceptable, can be approved by members of the project team, including the quality representative. The FS must be cross-referenced with the URS to ensure that it encapsulates all of the users requirements. The creation of the FS is critical in terms of validation as the Operational Qualification (QQ) test scripts will be written against this document, ensuring that all implemented functionality is tested. [Pg.772]

It is equally important to identify and test for functionality what should not happen as well as checking that the system works as expected e.g., in a workflow that involves parallel review followed by approval, the test should check that the document is not forwarded to the Approver until all the parallel reviews have been completed. Unless the users have been provided with a test EDMS, this will be the first time the full system is available to the project team and so there may be a tendency to try to make improvements to the system as it is tested. The project team must be clear whether such enhancements, or in the systems integrator s language functionality creep, will be implemented with the associated cost and delays or whether only major concerns such as noncompliant GxP functionality will be corrected. If faults are found during OQ it is better to complete the full protocol, if possible, in order that all required changes are identified and resolved prior to running the OQ again. [Pg.774]


See other pages where Project teams implementation is mentioned: [Pg.97]    [Pg.69]    [Pg.111]    [Pg.313]    [Pg.103]    [Pg.145]    [Pg.25]    [Pg.26]    [Pg.27]    [Pg.28]    [Pg.42]    [Pg.42]    [Pg.270]    [Pg.27]    [Pg.52]    [Pg.53]    [Pg.23]    [Pg.24]    [Pg.26]    [Pg.26]    [Pg.251]    [Pg.338]    [Pg.41]    [Pg.438]    [Pg.9]    [Pg.527]    [Pg.772]    [Pg.793]    [Pg.959]   
See also in sourсe #XX -- [ Pg.191 ]




SEARCH



Implementation project

Project team

© 2024 chempedia.info