Initial project planning

In the initial stage the project is planned in accordance with the main milestones of the Master Plan which results from the feasibility analysis of the project. The planning indicates the dredging capacity required to produce sufficient sand volume within a certain anticipated time frame. Other important inputs for the planning are the time required for the design, to obtain permits and to acquire the ownership of the site where the project is to be realised. The outcome of the initial findings is important information in view of the judgement with respect to the feasibility of the project. 

---

Again regardless of in-house or outsource development, document a list of features and prioritize them. Break the project down into short, timeboxed iterations, each focusing on one or two of these features (Chapter 5). Do not let the iteration deadline slip. Reduce the scope of the iteration if necessary. Implement features with high business values and high business and technical risks in early iterations. Make sure each iteration delivers a production quality partial system to solicit feedback and let the system grow incrementally. The project plan should be adjusted based on the feedback. It is OK if the initial project plan is not accurate. However, it should become more and more accurate as more iterations are completed. Test and integrate early and frequently. 

The three major tasks of overall project management were initial project planning, progress monitoring, and transition and maintenance planning. 

Because commissioning comes at the back end of the project there is a danger that the work may be under-resourced, because the funds have been pilfered to pay for budget overruns. It is essential to comprehend the scope and length of commissioning activities and include them in the initial project plan and budget allocations, and ensure that this commitment is maintained. 

When the Clean Air Act of 1990 was signed into law, electric utiUties were requited to estabUsh plans and initiate projects to comply with that Act s Tide IV. Each utihty had to evaluate how the various commercial and emerging clean coal systems fit into the utiUty s technical and business environment resulting in strategies to utilize fuel switching and wet throwaway FGD processes almost exclusively (38,85,86). 

The form these end products take should be consistent with your company s style for example, if you have specific protocols for project planning or developing Standard Operating Procedures, these will probably apply to comparable tasks within the PSM initiative. 

Project validation plans should be started during the early stages of a project. Initial project concepts and planning estimates should be elements in the creation of a project validation plans. The initial project verification activities will assess the project team s capability to produce a validated system and provide input for defining the level of testing effort expected. Project verification will identify any critical deviations to the expected project timing and quality levels, as well as other issues affecting the timely approval of the validation report. 

The U.S. EPA issued the Polybrominated Diphenyl Ethers (PBDEs) Project Plan report in May 2006.90 It identified a number of activities that the EPA was conducting regarding PBDEs, as well as activities it intended to initiate or consider. In March 2008, the second progress report, Tracking Progress on U.S. EPA s Polybrominated Diphenyl Ethers (PBDEs) Project Plan Status Report on Key Activities, was issued.91 Updates were reported to the assessment of substitutes for penta-BDE and octa-BDE, assessment and evaluation of deca-BDE, assessment of the risks of penta-BDE and octa-BDE, and tracking of developments concerning other brominated flame-retardants of interest. 

The foundation for systematic project planning is the conceptual site model (CSM). Under Triad, a CSM is developed for each site, based on all available historical and current information to estimate where contamination might be located how much is there and how it varies across the site possible fate and migration of the contamination exposure risks associated with the site and contaminants and means of mitigating exposure risk. Once the project team develops an initial CSM, it identifies data gaps and seeks additional information to resolve those gaps. Throughout the project, the team updates the CSM to reflect new data and identify additional needs for data collection. This iterative process continues until the site project team is confident in its decisions about actions that need to be taken to address the site contamination. 

This is essentially the same document as described earlier for the Project Initiation phase but defining the scope of the supplier s role and responsibility. The Supplier Quality Plan should act as an extension to the Supplier Proposal and Contract of Supply. The Supplier Quality Plan should be approved before the Functional Specification is approved. If the supplier is an internal function of the pharmaceutical or healthcare company, these plans do not need to exist as separate documents but rather can be integrated within overall project Validation Plans, Project Plans, and Quality Plans. 

Since the process design hours determine the cost and duration of the initial project activities, it is very important that the initial plan of action be based on realistic estimates. Unfortunately, as mentioned before, the level of information required to prepare accurate estimates is rarely available at this stage of the project. Nevertheless, this section tries to provide some criteria and guidelines to allow project managers to make the best out of the scant information available. 

The project execution plan and master project schedule developed by the Owner s Project Manager during the initial project stages (Chapter 9) set the basis and execution logic for the entire project and, normally, are all that is needed to execute small projects. However, in major projects, the responsibility for the actual execution is eventually turned over to an EPC contractor who must assume the planning and scheduling functions and issue an expanded execution plan and MPS in details commensurate with the size and complexity of the project. 

During the initial project analysis and the preparation of the Initial Plan of Action several important facts became evident. 

We have already established that the undertaking of a CRM project should be conducted in a controlled and logical manner. Importantly the project should be carried out not in isolation but as an integrated component of the general product lifecycle or implementation. For these reasons wider project plans should contain explicit references to the CRM activities especially in the Project Initiation Document (PID). 

---