Managing the project

The project team organization, referred to in item 2 of the plan, varies according to the size, complexity, and scope of the project. Smaller projects are best handled by a small team of all-rounders working full-time, rather than a multitude of part-time specialists less communication and better teamwork more than compensate for any lack of more 

The main groups of operational activities are engineering, procurement, construction, and commissioning. 

The engineers also follow up on their work by provision of technical guidance, ensuring that the plant is procured, manufactured, and erected according to the design requirements. 

The responsibility of procurement then extends to include follow-up activities required to manage the performance and administration of orders and contracts - manufacturing surveillance and expediting, correspondence and records management, management of deUvery to site, payment management, disputes resolution, and order or contract close-out. 

Construction includes all the work needed to build the plant on site. This can be organized in a variety of ways. A typical large project scenario is to appoint a construction management team led by a resident construction manager (RCM), and appoint one or more contractors to carry out the work. The various forms of contract and their impUcations will be addressed later. Whatever the system by which the work is performed and the contractual arrangements organized, the issues which have to be addressed include  

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Static and Flexible Budgets Overhead cost can significantly affect the profitability of a projec t and is the only cost outside the control of the project manager. The project is expected to contribute a definite amount toward the expenses of the company and will be charged this amount even if the production rate is zero. This is the fixecTcomponent of the overhead cost and will include directly allocable costs such as depreciation and a proportion of general costs such as office salaries and heating. 

The landowner, the EPA representative, the project manager, the statistician, and the chemist, experienced in sampling, analysis, and field and laboratory QA/QC. The facility manager, the project manager, and the chemist experienced in sampling, analysis, and field and laboratory QA/QC. The stakeholders are a group of local citizens, who are concerned with the quality of their drinking water. 

Close collaboration between the Project Manager, the project team and those involved in the organising of field and customer trials is necessary. This needs to be done in order to deliver the bulk material in time to meet certain deadlines. Examples include the need to have material available to spray crops during the growing season, having samples ready to go in to a long term testing trial for corrosion protection or available to produce a new paint formulation in a customer s plant and to use this at a trade show. 

Even in the best-planned projects, changes to the plans are often required due to influences beyond the control of the project team. If these non-controllable factors are fundamental, for example a policy change instigated by senior management, the project criteria will also need to be changed. 

Copies of the HAZOP or What-If reports are to be prepared by the Team Leader and delivered to the project manager. The project manager is responsible to formally distribute copies of the reports. Information stored on computer software disks may be considered original copies. 

The same money invested in a project with a (DCFRR) of 10 percent would, by Eq. (9-108), obtain an entrepreneurial returni = 8.37 percent on the whole investment, i.e., 8.37/ 100. Investment of the entrepreneur s own money would only achieve an aftertax return of (0.1)(1 - 0.40) = 6 percent on 50, or 3/ 100 of total investment. The incentive to the entrepreneur to manage the project thus corresponds to a tax-free income of 5.37/ 100 of total investment. In practice, money is borrowed from more than one source at different interest rates and at different tax liabilities. The effective cost of capital in such cases can be obtained by an extension of the above reasoning and is treated in detail by A. J. Merrett and A. Sykes Capital Budgeting and Company Finance, Longmans, London, 1966, pp. 30-48). 

The Health Services group is kept informed of hazards problems by the Venture Manager. The Project Manager and design team seek advice, recommendations, and assistance from this resource. 

The authors thank the AWWA Research Foundation (AwwaRF) for its financial, technical, and administrative assistance in funding and managing the project through which this information was discovered. The comments and views detailed herein may not necessarily reflect the views of AwwaRF, its officers, directors, affiliates or agents. 

Project Manager Someone to manage the project, create timelines, project documents, and project communication. 

Once all the queries have been resolved and updated to the image files and database, the database is officially locked. A database release memo (Table 22.11) should be issued to the project statistician, all other team members and management. The project statistician will then merge the file of the randomization codes to the database to generate the analysis data sets. 

Various methods have been and are used for the calculation of internal costs, two of which have been published widely the Hoechst Marion Roussel model, derived and published by Thom Hill (Hill and Hubbard 1996) and the MSD BARDS model (Papazian and Wise 1995). A reliable and reproducible method must include the calculation of the cost of a full time equivalent (FTE) employee for each function or task involved in executing and managing the project. Hill s model (Table 42.4) provides a useful illustration of how this may translate into sterling or dollars. This exercise is in itself useful (i.e. even if there are no definite plans to outsource), since clinical development functions are working increasingly in an environment of cost containment. Obviously, such calculations also provide a necessary basis for the comparison of internal costs vs. proposed CRO costs for... 

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