Project execution plan

Methodical business and project execution planning is necessary. 

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. 

Business Planning/Project Development Initial Involvement/PIan of Action Process Design Estimating Project Execution Plan/Master Project Schedule Engineer, Procure, Construct... 

Project Execution Plan/Master Project Schedule... 

One of the most important project management activities is the preparation of realistic execution plans. Project execution plans can, and should, be prepared for any type of estimate conceptual, preliminary, and definitive. It is the Project Manager s responsibility to prepare them. A thorough execution plan must address ... 

Project Execution Plan (Chapter 9). This includes the contracting plan, the preliminary schedule, and the preliminary estimate. 

Compliance to and documentation of regulations increase the engineering hours required to execute the project and the Project Manager must ascertain that they are acknowledged and the impact on cost, and sometimes schedule, is included in the cost estimate and project execution plan. 

A small project does not require such a formal approach. An experienced Project Manager would be fully familiar with all the conventional risks and pitfalls encountered in project execution and will avoid or mitigate them following the deliberate approach propounded in this book and basing the project execution plan on the guidelines included herein. 

PROJECT EXECUTION PLAN/ MASTER PROJECT SCHEDULE... 

Trying to execute a project without an execution plan and a master project schedule (MPS) is like trying to drive from here to there without a map or a elock. Eventually you will get nowhere, you will be late getting there, and you won t even know it. A project execution plan combined with the MPS provides a road map with criteria to judge where you are at any time and to know when you have arrived. It also provides the basis for the control system and is an excellent communication tool. 

The project execution plan is intimately related to the cost estimate each one depends on the other and neither can be totally complete without the other. For example, the total number of construction hours may be a determining factor in the contracting strategy, while the contracting strategy will affect productivity, which in turn impacts on the hours. Furthermore, both will influence schedules. Ideally,... 

The level of a project execution plan discussed in this book is basically a master bar chart schedule showing the required labor loading, indicating the contracting strategy and the expected rate of progress. 

Project execution planning is one of the most important responsibilities of the Project Manager in both large and small projects. In the early stages of all... 

All the factors listed below can affect project cost and/or schedule. Some will have a favorable impact, others a negative one. Some are controllable, while others are not. Since no two projects are alike, the effect will vary with the circumstances surrounding each one. Every factor must be considered and analyzed before finalizing the project execution plan. The Project Manager must "make things happen," make the most out of the favorable and controllable factors while striving... 

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. 

The Project Manager developing the project execution plan has the responsibility to ... 

A detailed project execution plan prepared by a contractor for a large project can take dozens, maybe hundreds, of pages, breaking the schedule and the work into minute details. This level of effort may be cost effective for certain critical projects, but could be wasteful for many others. After all, it is not easy to foresee the future in precise details. Fortunately for the Owners project managers, they don t have to go into that level of detail. However, their execution plans must be concise, yet clear, and convey all the essential information outlined in Section 9.1. 

As mentioned in a previous chapter, estimating and project execution planning go hand in hand neither can be completed without input from the other. It is the Project Manager s responsibility to insure, through direct and/or supervisory action, that the crossfeeding takes place and that both the estimate and the execution plan are thorough and realistic. 

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. 

The cost estimate must be consistent with the Project Execution Plan and reflect the execution approach. If the approach is to use multiple construction contractors, the estimate backup must contain sufficient details so that it can be recast with minimum effort to reflect the scope and cost of each contract. 

The contracting strategy is an important element of the Project Execution Plan, affecting cost and schedule, that must be developed early in the project between the Project Manager and the Contract Engineer. It must be reviewed and approved at the proper management level. 

Potential bidders must be screened thoroughly to determine their technical competence as well as their organizational capability and/or willingness to meet project specific requirements, size fit, construction approach, etc. Contractors should not be placed on the bidders slate unless they are considered fully capable of performing quality work within the criteria established in the project execution plan. The criteria are the responsibility of the Project Manager, who must consider, as a minimum, the following factors ... 

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

A well-thought-out and timely issued project execution plan chooses the most cost-effective route and avoids costly vacillations, false starts, and unexpected changes in direction. It anticipates and avoids pitfalls and plans alternate routes for the blatant ones. 

A firm project execution plan and MPS as outlined in Chapter 8. Activity Breakdown... 

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. 

The successful startup must begin at the very onset of the project. Its planning must be part of the Project Execution Plan developed during Front End Loading ... 

Definitive and appropriation type estimates should consider project specific conditions with potential effects on productivity and incorporate provisions to minimize their adverse effects and/or cover their cost impact. As mentioned previously, most of the potential adverse effects can be eliminated or, at least, minimized by good project execution planning and management. 

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