Project managers

The project manager s team needs to include all or some of the following resources  

On the other hand, on larger, more complicated sites, one person might have only one job, or one piece of a job. As described earlier, the SSHO may have many levels of competence. We previously mentioned three levels commonly accepted at government sites. There may be three levels or more of SSHO. Each site may be different, yet the principles are the same. The HASP should show how safety issues are addressed. Typically, a flow chart can be used to clearly depict levels of responsibility along with straight-line versus dotted-line levels of reporting. 

The following sections describe roles and responsibilities that may be included in a project team. 

The project manager (PM) is typically responsible for making sure that the necessary personnel are available for the project and that the reporting, scheduling, and budgetary obligations are met. 

The PM is probably ultimately responsible to make sure that all project activities are completed in accordance with requirements as outlined in the HASP. In some cases the PM may be required to perform at least one on-site safety review during the project. The PM is also responsible for making sure that all incidents are reported promptly and 

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It is good practice to reviewa project on completion and record the reasons for departure between planned and actual performance. Where lessons can be learned, or opportunities exploited, they should be incorporated into project management guidelines. Some companies hold post project sessions with their contractors to explore better ways of handling particular issues, especially when there is an expectation of additional shared activities. 

Although a single project manager may direct activities throughout a project life, he or she will normally be supported by a project team whose oomposition should reflect the type of project and the experience levels of both company and contractor personnel. The make up and size of the team may change over the life of a project to match the prevailing activity levels in each particular section of the project. 

Many oil and gas companies do not consider the detailed design and construction of production facilities as part of their core business. This is often the stage at which work is contracted out to engineering firms and the client company will switch manpower resources elsewhere, although some degree of project management is commonly retained. 

The cheat/server model oftea allows easier iategratioa with other aetwork apphcatioas (eg, fiaance, project management, or human resources) which typically operate ia the environment of the server component of the cheat/server system. Gheat/server can be gradually iatroduced ia an existing minicomputer environment, often with httie adverse incremental impact ia terms of retraining and additional cost. 

The detailed analysis, involving many respondents inside and outside the company, led to changes in the overall innovation process, ie, a company-wide priority system for innovation projects, measures of innovation for each functional and business area, training and supportive management systems for project managers, informal multifunctional teams in concept development and market development, a stmctured needs identification process, and appointment of a process steward to monitor the innovation process, measure how it functions, and coordinate innovation projects. 

If the product is an engineering service, then the price is determined by the availabiHty, reputation, and price of competitive providers, as well as the uniqueness and scope of the service. Examples iaclude engineering design, technical laboratory services, project management, and constmction. 

Eric Jenett, M.S.Ch.E., Manager, Process Engineering, Brown Root, Inc. Associate Member, AIChE, Project Management Institute Registered Professional Engineer (Texas) (Section 29, Process Macliinery Drives)... 

Edgar B. Klunder, Ph.D., Project Manager, Energy Technology Center (Pittsburgh), U.S. Department of Energy (Section 27, Energy Resources, Conversion, and Utilization)... 

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. 

Maylor, H. 1996 Project Management. London Pitman Publishing. 

The organizational chart further identifies key positions in the project team, including the project director, project manager, site safety and health officer (SSHO), site supervisor, emergency response coordinator, site security, and other specialized positions. 

For smaller projects, the field team leader and project manager will likely be the same person. 

This is important information that describes the site and provides workers, visitors, and other personnel with pertinent site information. In addition to studying job specifications, contracts, and talking with project management, the author(s) should develop a detailed operating history of the site. The history is useful when determining potential site hazards. The type of information that can typically be located includes ... 

Project Managers or Project Health and Safety Staff... 

Project managers or health and safety staff are responsible for obtaining and verifying training and medical certifications for individual subcontractors employees assigned to a project. 

Wlien a contractor/subcontractor is hired to perform work in a potentially hazardous area on one of your facilities or that of a client, the project manager shall provide the contractor/subcontractor a copy of the contractor site safety rules checklist for completion. The form and any other rules specific to that site must be signed, dated, and returned prior to any work being performed at a particular site. An executed copy will be made a part of the project file. 

The standard requires systems to be in place to ensure management of appropriate activities during concept development, prototype, and production according to customer advanced product quality planning and control plan manual or project management manual. 

Create project management procedures (where applicable) that define interfaces with line departments, customers, and suppliers. 

Product realization in the automotive industry is either called advanced product quality planning (APQP) or project management. In terms of their objectives there is no difference. In terms of the mechanics there may be some differences, depending on the methodologies employed by the organization. 

The standard requires that if a project management approach is used, a project manager and project team be assigned, that appropriate resources be allocated, and any special responsibilities and organizational interfaces be defined. 

In some respects this requirement is ambiguous as there are no equivalent requirements for when the APQP approach is used. The APQP manual merely offers guidance. With the APQP approach the equivalent of the project manager is the project team leader and the equivalent of the project team is the product quality planning team. 

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