Project planning tools

Other new planning processes are being considered to aid the transition. These include variations of probability analysis, optimum planning tools, and short-lead-time projects. None of these addresses all of the constraints discussed above. This should not, however, be construed as an impossible task. 

The EPA first introduced the DQO process in 1986 (EPA, 1986) and finalized it in 2000 (EPA, 2000a). The purpose of the DQO process is to provide a planning tool for determining the type, quality, and quantity of data collected in support of the EPA s decisions. Although developed specifically for projects under the EPA s oversight, the DQO process, being a systematic planning tool, is applicable to any projects that require environmental chemical data collection. 

RCRA strategy project is — it must be stressed — a broad policy planning tool it does not, and is incapable of, developing and revising specific regulations. 

Sensitivity analysis is used to identify and quantify project characteristics that are major factors in the expected value of a project/ and is one of the most powerful tools of modern portfolio management. Sensitivity analyses serve two goals. The first goal is to identify the project characteristics that were used to determine the project value/ the so-called value drivers/ and ensure that the project plan developed by the project team solidly supports these value drivers. For example/ a value driver for a potential sedative hypnotic might be that it has no potentiation or interaction with alcohol. Because much of the value of this project depends on this product characteristic/ the project team will plan to assess this expected value driver as early as possible in the development cycle. 

It is important to point out that these tools are useful only after the project objectives goals Go/No-Go decisions decision criteria and operating assumptions have been established. The project planning management tools are presented in Table 27.8 in the order in which they would be introduced in a project planning process. 

A workflow simulation model of the PA6 design process has been developed in subproject 14 of IMPROVE. Although steady state and dynamic simulations are well known aids for the effective and efflcient design of engineering artifacts [354], project planning and coordination are typically not supported by simulation in a satisfactory manner. In consequence, managerial tools are required... 

Project management tools offer possibilities to define time constraints like deadlines for tasks. But most of these tools do not provide any means to detect violations of constraints and they do not enforce actions to bring the project back on schedule. Such issues will have to be addressed by our developments. The planned management system will permanently calculate the current execution state of the design process and will compare it with the... 

In conclusion, the above life cycle forms are conceptual frameworks for organising a project, but not substitutes for planning tools. It is important to keep in mind that the architecture of the system is the goal, and must precede always the detailed design of components. 

When selecting a firm to manage the design and/or construction of the project, there are a number of strategy and planning tools that these firms must use to effectively manage the overall process. During the various phases of the project, cost estimates and project schedules are prepared. These estimates and schedules are constantly refined as more details of the project are developed. 

Process development activities are planned to run parallel to each other to the greatest extent possible. Standard operating procedures, guidelines, and protocols need to be in place for aU key activities, from lab scale until commercialization. The activities are micromanaged through project management tools. In this section we discuss various key factors associated with process development and their impact on the product quality and yield. Instead of discussing the complete synthetic sequence of any particular product, we illustrate typical problems that could arise in any development process with real-life case studies from our experience. 

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