Project execution phase

Project control is the only activity that spans all other project execution phases. 

To work a minimum of xxx weekly volunteer hours during the project execution phase. 

The results of this VIP are used by the project management team to update its project execution plan for each FEL phase. The class of facility quality VIP provides the best results when conducted prior to executing any other VIP eftbrt in the conceptual phase (FEL-1) of the project. 

The integration process is typically split into two phases. During the first, the design phase, management makes all the fundamental decisions on the orientation of the new company and plans the implementation. This can take two to three months depending on the project s scope and complexity. The second phase, the execution phase, is when the company works out the individual integration actions in concrete terms and implements them. This tends to take one to two years. 

This book will provide all project managers and engineers acting on behalf of owners effective yet simple tools and guidelines to optimize all phases of project execution, thus enhancing the overall project performance. 

However, the preparation of execution plans is a bootstrap operation, where a preliminary plan must first be developed to make the execution decisions, which in turn may impact the original data and determine the firm execution plan. The information required to prepare a preliminary project execution plan is essentially the same as that required for the initial plan of action discussed in Chapter 5, except that it is now based on more accurate data. Whereas the latter is based on conceptual data and educated guesses, the preliminary execution plan must reflect, at least, a Phase 0 design and a preliminary or conceptual cost estimate. 

These estimates are prepared when the basic process design is essentially complete and the scope of the offsite and waste treatment facilities has been established but not completely defined. Preliminary estimates are normally used to prepare firm project execution plans, to complete the project economics, and, frequently, for appropriation purposes. The Phase 1 design package, described in Chapter 6. contains the necessary information for the preparation of a preliminary estimate. In fact, a thorough Phase 0 package could also be used for this purpose. Appendix L illustrates a preliminary estimate. 

Site Selection Phase 0/Phase 1 Project Execution Plan MPS Contracting... 

Once the project is defined, cost control must continue, mainly as a tracking and monitoring activity during the execution phases of ... 

The effort and duration estimates should be developed from the bottom up, preferably by the persons responsible for their execution, in contrast to the top-down, high-level estimates prepared during the project definition phase. They should take into account past experiences with similar, standard processes, to the extent possible. As predictions, the estimates should be equally Ukely to be above or below the actual results rather than represent the minimum or maximum time. Figure 4 provides an example of task time estimates. 

Figure 18.2 shows that project expenditures during Phase III rise from about 5% of the total cost to the 30%—40% range. However, it is when the project enters Phase IV that the organization becomes fully committed financially to the execution of the project. It is during Phase IV that large equipment items are fabricated and the facility is constmcted and installed. By the conclusion of Phase IV, the facility will be mechanically complete and about 90% of the funding will have been committed. 

Execution phase 1 is demonstrated in Fig. 2. A lot of randomly generated points within the projection plane with constant cost, which is demonstrated by dotted line, are investigated to find out the point with minimal unavailability l/i(x) and not exceeding the constraint Uo, as well. The point is designated as blank point. The starting point is the point found in step 1, which is denoted by full black point in the Fig. 2. 

So that in the Execution phase 1 of the step 2 we try to move to the point with minunal unavailability maintaining constant cost while in the Execution phase 2 the cost is effectively dropped maintaining the unavailability constraint Uq. The algorithm may be finished either in the phase 1 (Fig. 2), in case that the initial black point minimizes the unavailability within the intended projection plane, or in the phase 2 (Fig. 3), in case that the initial black point minimizes cost within intended line. If it be to the contrary, step 2 is repeated till such a point in which the difference against previous point is inconsiderable. 

Decommissioning To ensure proper review, sector organization, and ensure Safety Instrumented Function (SIF) remain appropriate. 18 Apply appropriate safety lifecycle phase during project execution... 

Risk analysis is the key to determine the minimum amount of test cases needed in order to release a new version to the field. This evaluation shall be executed when the project or phase is initiated but also when a new functionality or change is considered risky.. .. Determine the items that require inspection taking into account risk analysis, changes introduced, number of defects found. .. Functional test execution is mandatory only for new functionalities or changes, and to cover risk mitigation. .. Test report analyzes severity of potential risks associated to open known defects. .. 

The project planning phase aims for a detailed planning of the project progress. Thus, the project is first systematically decomposed into sub-projects and work packages presented in a work breakdown structure (WBS). Furthermore, a time-, cost-, and resource analyst evaluates first the duration of the execution regarding the individual project activities as well as the timely relation of the activities within the project. In addition, the required resourced for the execution of the project such... 

Starting into decommissioning of a nuclear power plant without chances of preplanning causes two to three years additional project execution time, equivalent to approximately 250 million s DM in the case THTR. This is why latest schedules for decommissioning up to green field include preplanning phases of up to four years. 

The most important activities during the phase of platming and execution are shown in Figures 1.6 and 1.7. The project development phase comprising the period from the idea for the project to the invitation to tender usually requires one to three years. Owing to difficulties in the field of research and development or problems arising from political arguments, to mention only two possible reasons, the phase of project development may, in individual cases, span up to ten years. 

The actual phase of realization, which is equivalent to project execution, comprises two to four years and depends essentially on the scope of the project Of course, considerable delays may also arise owing to climatic (violent storms etc.) or political difficulties (military conflicts etc.). 

In the following sections, the phases of execution mentioned above shall be treated as chronologically as possible. However, there is no importance attached to a complete representation of all thinkable design activities. The aim is rather to convey, with the help of examples, principal procedures repeatedly occurring in the process-engineering practice. Special emphasis is placed on the strongly interdisciplinary character and the team capabUity within the framework of the project execution. 

CAD/CAE In the field of CAD/CAE appUcations, it is necessary to differentiate between the application in the phase of project planning and the application in the phase of execution. During the project planning phase, mainly CAD solutions are applied which quickly provide practical solutions. Here, mainly the basic layout, the process flow diagram and basic flow diagram are of interest. 

Seamless integration with ABB s current BDM was a feature considered equally important for the CB, for us and for the BUs. In order to track and manage the phases of complex products development, organizations use detailed procedures that have been assembled into models. The models are different depending on the layer they are aiming to control. Often, organizations divide project controlling into a business decision layer and a project execution layer. 

An important activity during the project initiation phase is to analyse the project feasibility. This study assesses the viability of the (total) project and must support the decision to go ahead with the project or not. Although not really within the scope of this Manual, the feasibility study is briefly discussed in this section because the physical and environmental conditions at the envisaged borrow area and reclamation site, the equipment proposed for executing the reclamation works and the design (including technical specifications) may affect the outcome of this study. 

The editor of this second edition is to be applauded for enhancing what was already a very useful and readable guide, and for providing clear advice on the overall subject of process plant commissioning, which is obviously a key phase of project execution. 

The project s SHE programme for project execution will include the-necessary activities for follow-up and verification of contract work. At the end of this phase, the project must be able to hand over adequate documentation to the operations organisation to meet the criteria for decision gate four (DG4). In all, operations has to be able to give positive answers to the following questions before the platform is ready for start-up and introduction of oil and gas into the process systems ... 

In this phase of the toller selection process, we assume the long list became a short list and now one or more candidate tollers from the short list will be given an opportunity to prepare a commercial bid. This by no means indicates the short listed tollers are perfect. There may be deficiencies that need to be corrected in concert with the client. With proper effort, one will be successful and be engaged for the toll. Sometimes it is appropriate to decide on a backup toller, as complications can develop that prevent the primary candidate from executing the project as originally planned, due to an incident in their plant, departure of key personnel, or unexpected production demands on the toller. 

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