Project controlling

The preparation or compilation of the inquiry or tender documents will be followed by the following operator s activities  

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The accuracy of a fixed capital estimate tends to be a function of the design effort involved. As the project definition is refined, the estimates evolve from the various preliminary phases, ie, order of magnitude, predesign, factor estimates, etc, into the more detailed estimates used for budget authorization, project control, and contracts. At the same time, the uncertainty in the estimate decreases from 50% to as Htfle as 5%. 

Definitive e.stimate (project-control e.stimate). Based on considerable data prior to preparation of completed drawings and specifications probable error within 10 percent. 

Project Control Having made a good estimate of the capital cost and the expected construc tion time, it is essential to introduce an effective system for controlling expenditure of time and money during construction. Good capital-cost control can cut down expenditures even when the definitive estimate is not veiy accurate. It is most important for management to receive early warnings if overruns in expenditure or time are likely to occur. 

Project Control (factored and take off) 5% Mechanical Flowsheets, Preliminary Plot Plans, Location, Off Site Definition... 

Successful project control includes understanding and anticipating organizational issues that may occur with contractors and subcontractors. Once the contractor relationship is formalized, it is then communicated to all affected personnel on the site. 

Another helpful tool is a project control chart, which uses budget and schedule plans in a quick status report of the project. It compares actual to plan, calculates a variance on each task completed, and tallies a cumulative variance for the project. 

To prepare a project control chart, refer to the work breakdown structure and list all of the tasks of the project. Then, use the schedule to list the time planned to complete each task, and use the budget to list the expected cost of each task. 

As each project task is completed, record the actual time and actual cost. Calculate variances and carry the cumulative total forward. This technique can easily be put into a spreadsheet format on your personal computer. Some large projects may be able to create this format for a report that uses cost and schedule data that is routinely captured by the company s computerized accounting system. Figure 51.10 illustrates a typical project control chart. 

R D management tends to be dominated by a project management paradigm, and most organizations develop systems based upon standard project management software, for example, Microsoft Project . This is very useful for project control, but of much less help in decision support. John Gittins claimed in 1997 [10] that very few pharmaceutical companies practice use of decision analysis in planning their work. Decisions tend to be made only for a baseline plan, and typically... 

Each piece of equipment shown on the flow-sheet must be identified with a code number and name. The identification number (usually a letter and some digits) will normally be that assigned to a particular piece of equipment as part of the general project control procedures, and will be used to identify it in all the project documents. 

Definitive estimate (project control estimate). "The data needed for this type of estimate are more detailed than those for a preliminary estimate and inclnde the preparation of specifications and drawings. The probable accuracy is -10 to -1-15 percent. 

Establish project control, including qualification control Project status reports, including qualification state Establish project SOPs, including qualification SOPs Choice of suppliers with respect to qualif. know-how Work out equipment and facility master plan... 

All projects have a life of their own and each person has a different methodology and timing for getting the job done. Success in computer systems validation will depend on the operating committee s ability to keep the process moving. One means of project control is a tracking format that identifies the key steps in the validation process and the anticipated and actual completion dates. 

Project Manager (PM) has monitoring and coordinating authority and project control. 

Definitive estimate (project control estimate) based on almost complete data but before completion of drawings and specifications probable accuracy of estimate within 10 percent. 

User project controls may need to be introduced to compensate for any snpplier deficiencies identified. 

The complexity of the project dictates the execution approach. The coordination of a major project requires a well-structured organization, with formal lines of communication and procedures to insure quality, schedule and cost control. To achieve this, the direct execution and project control responsibilities are assigned to an engineering and/or construction firm to act as general contractor under the supervision of the Owner s Project Manager. In the conventional approach required for major projects, the general contractor is a must. 

Contractor Selection Detailed Engineering Procurement Construction Management Project Control Contract Administration Communications Regulations Compliance Startup... 

PROJECT CONTROL IS A CONTINUUM AND IS EXERCISED THROUGH THE EFFECTIVE EXECUTION OF ALL PROJECT ACTIVITIES. 

Keeping management well informed avoids unpleasant surprises and allows it to exercise overall project control. It is essential that the Project Manager report accurately, factually, and promptly all problems, errors, significant cost variations, and potential problems. Tlie most critical requirement of any report is that it "tells it like it is."... 

The Project Manager must avoid imposing project control requirements that could be beyond the capability of the small subcontractors usually employed in small projects. A better approach is to wait and see what the bidders propose. 

The discussions are limited here to only the execution of detailed engineering. All other related functions, project and construction management, purchasing and subcontracting, as well as project controls, are discussed in other chapters. 

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