Project scoping

Technical and business rationales (increase process robustness, process efficiency, improved quality, cost reduction, etc.) 

Process description (equipment, materials, process steps, etc.) 

Normal process conditions (temperature, flow, pressure, etc.) 

Process startup and shutdown effects on product quality Current and desired process capability (Cp) 

What is the measurement intent determining a quality attribute, detecting a process event (end point or fault), etc.  

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A company selecting a toller will be well served if they ensure candidates received a clear set of proposal requirements. When qualified finalists are given a project scope based upon an accurate technology package, they can produce a bid that is easily evaluated. 

When the project begins to exceed budget, consider the work remaining and whether or not cost overruns can be recouped on work yet to be completed. If this isn t practical, consider narrowing the project scope or obtaining more funding from your client. 

Narrow project scope Perhaps non-essential elements of the project can be eliminated, thereby reducing costs and/or saving time. X X... 

The influence of changes on capital projects is considerably affected by when those changes occur. The earlier a change is considered and incorporated into the project scope, the greater its potential influence on the project s profitability and the greater the ease of... 

The process simplification VIP does far more than just evaluate and simplify processing steps. This very productive VIP ensures that low- or zero-value functions or equipment included in the project scope are challenged by experienced world-class experts and eliminated, if possible. This VIP tries to systematically differentiate wants from needs and remove the wants. It can be especially effective for providing a neutral professional environment for identifying and challenging sacred cows and then removing them. Removal of these low- or zero-value functions yields significant profitability improvements to the overall project. Process simplification results in... 

Preinvestment included in the project scope that may not be value added... 

Incorporate the planned VIPs into the project scope of work and schedule... 

The conceptual phase The team then reviews the ideas against relevant project criteria such as potential impact on long-term project economics, impact on operations and maintenance costs, effect on the capital cost for the project, validity to the project scope of work, technical risks associated with implementation of the new concept, impact on project schedule, and cost required to implement the improvement. Each study has specific criteria against which proposed alterna-... 

The presentation phase The VIP team formally presents the profitability recommendations consistent with the objectives and constraints of the workshop and their implementation plans to the steering committee or the project management team. The steering committee then approves those recommendations that pass muster and authorizes the project team to begin the implementation effort. Often, this approval is conditional on early validation by subject matter experts within the project owner s organization, but not present within the workshop. This external feasibility check is meant to provide support to the project team for any additional resources and schedule time needed to fully incorporate the improvements into the project scope of work. 

Report and follow-up After completing the intensive VIP workshop, the workshop facilitator completes the written VIP final report for the project record. During this time, the project management team assigns each approved recommendation to a member of the project team, estimates the engineering time and resources required to incorporate the improvement into the project scope of work, and communicates the results of the VIP within the integrated project team. This follow-up action plan creates a very positive and cost-conscious attitude within the project team that leads to Further improvements in project value. 

It is imperative that a thorough evaluation of the internal capability of an organization is performed before any decision to outsource is made. Once the decision is made, a clear definition of the project scope is listed on a form. At a minimum, the form should identify the following items ... 

A relocation of production transfers production to a more suitable site where usually a new plant has to be built. Even if the value chain s other plants are not included in the project scope, locating the new plant requires a network design phase. A site selection phase might also be required if the new plant is not to be built at an existing site or several existing sites have to be considered. 

An approved version of the validation plan should be available when a computer technology supplier or contract developer is being selected, and should be updated whenever project events or verification results require a change. An example of a project event would be a change in project scope. 

Depending on the project scope and objectives, the DQO process may need the input from an extensive team of environmental professionals and scientists. For small projects, it can be conducted by a single, well-informed individual. Organizations that use the DQO process for their planning, observed the following improvements in the execution of their projects (EPA, 2000a) ... 

The assessment of project activities may include performance and systems audits, data quality audits, peer review, PE samples, as appropriate for a given project. Assessment enables project personnel to identify field and laboratory problems or variances from the project scope and to implement timely corrective action. The findings and response actions originating from assessment activities are documented in reports to management. 

These premobilization activities take place not long before the project is mobilized to the field. Premobilization activities require a great deal of organizational skills and, depending on the project scope, may take several days. The most important issues in premobilization planning are communications with the field crews and, thoughtful, systematic, efficient preparation. 

The sampling crew is also responsible for obtaining field instruments and test kits, if required by the project scope. Field instruments should be calibrated prior to mobilization as a rule, they come with manufacturer s instruction manuals and calibration standards. Field test kits, which became widely used in the recent years, are also obtained in advance in sufficient quantity and of the quality specified in the SAP. Because different manufacturers make field instruments and test kits in different formats, members of the sampling crew may require special training in their use. 

The project scope, a committee roster, and meeting information are accessible on the National Academies web site. Access and search by name for Food Chemicals Codex. ... 

Project scope standord y VVVMC9 Product, capacity, location 8 site requirements. Utility 8 service requirements. Building 8 auxiliary requirements. Row materials 8 finished product handling 8 storooe requirements ... 

Now the phases of the method. In the initial phase - often called Product Planning - a small group of people collects ideas that might be worth developing. These people also check what can be done with the available resources, and make a first description of each product and the project needed to develop it. This project scope or mission statement is the starting point for a project team that is formed for phases 2 and 3. Phase 1 is a vague and uncertain phase. However, it is important for the long-term success of a firm. 

As said, the design team gets a project scope that has been put together during the begin phase (Figure 5-5). This gives the team some idea of what is expected. The project scope contains ... 

At the beginning of this method, the team only has the project scope. At the end it has a ranked list of customer needs. 

In this last lesson we discuss the initial phase of product development (Figure 18-1). This phase is also known as product planning. A little thought will tell you that this phase considers what you are going to develop. Actually, we were vague about this if you look back you will see that the project scope appears out of the blue in lesson 5. The decision had already been made for us. 

When we have a coherent (and not overloaded) product plan the last step is to write the project scopes (Figure 18-9) and to form project teams. You already know the rest. 

All expenses due to changes in process and equipment after completion of construction but excluding those due to changes in project scope... 

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