Project strategy

Very early in the project, fundamental decisions have to be taken concerning the manner in which the totality of activities and their corresponding responsibilities are to be divided into lots. The sort of questions to be addressed are as follows  

Interfaces are potentially where mistakes occur, so they should not be excessive in number and should be placed logically in terms of physical works and documentation. Bitter experience shows that indiscriminate division of a project into a multiplicity of contracts with badly defined boundaries is detrimental to quality inter alia because the EPCM contractor s supervision is diluted over too large a number of suppliers and construction contractors with their associated interfaces. 

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A Supplier Audit is an opportunity to establish good working relationships among the likely project team. A collaborative conduct of an audit can greatly facilitate project strategy through a realistic, constructive assessment of capabilities, reducing overall project risk. An independent assessment provides objective review of the supplier capabilities. 

Pre-Assembly and Site Erection. A study was conducted as part of final structural concept design, to ascertain the optimum degree of modularisation, and the resultant erection sequencing for the main headframe and skyshaft components. Owing to the project strategy for offshore steel fabrication, a compromise between offshore fabrication (at a low cost) and freight costs for break-bulk items. The solution involved ... 

Although the issue of terminology may appear trivial, it is useful to bring this up because method users need to be aware that protocol modifications may alter the way panellists face the task and produce slightly different results. For example, as Dehlholm (2012) has shown, the shape and size of the frame affect the projection strategies the panellists adopt (particularly the use of the first and second dimension). Further, data analyses other than MFA on unsealed data may yield results that do not reflect individual panellist s use of the space (Morand and Pages, 2006). 

The interaction between project strategy and engineering execution operates in two directions. It will be seen within this text that the adoption of project strategy - including for instance the structure of the relationship between client and contractor - has major implications for the way in which engineering is optimally conducted. In reverse, the best project strategy (for each party) is likely to depend on some of the engineering realities. 

At the project strategy level there are three further questions to be asked that heavily impact on engineering. 

Connectivity between modules or components or peripherals can be a difficult or even life-limiting issue, due to lack of spare obsolete plugs and sockets. There should be awareness that major refurbishment projects can have major business impact. This can be mitigated by a project strategy, which replaces the peripherals on a piecemeal basis, although obsolete connectors and software protocols can cause difficulties. 

Having already determined the project strategy as proposed in Section 1.4, which defines how the job is to be cut up and responsibilities for the various parts allocated, it is essential that at as early a stage as possible, the owner and the EPCM contractor formally review the project from start to finish in order to define relationships and interfaces. This joint exercise should include a review of the construction phase. Figure 3.1 outlines, in the form of a system, exchanges between the principal entities on site, that is, the owner, the EPCM contractor and the construction contractors. Also shown are the links to their respective head offices and with the utility companies, the insurer and the authorities, which together constitute the environment in which the site system is set. As the future arrangements take shape the discussion can focus onto a more detailed definition of who does what on site in the form of a matrix, an example of which is shown in Table 3.1. This anticipates a more detailed treatment presented in subsequent chapters and sections. 

Identify how the retained project strategy has divided up the responsibility for the various phases of the project, in particular for construction (Section 1.4 and Figures 1.1-1.3). 

The major aspects relevant for the project management of safety-related projects are the determination of the project life cycle, the definition of the project strategy and conformity with the relevant standards. Project life cycle and project strategy must be adequately estabhshed to the extent required by project size and complexity. 

The PLAN feature allows you to create plans to group strategies together for a facility or a project. Strategies are added to a plan in the LIST tab of EXPLORE by clicking the ADD button next to the strategy name. You must create a plan and add strategies to it in order to print a written report. 

The purpose of the Define phase is to develop a problem statement, the requirements and the objectives of the project.The objectives of this phase are to focus on critical issues with the problem statement, establish a defined project strategy, and list customer requirements. The customer is the user of the process, i.e., employees. The Define phase includes obtaining the leadership team support, buy-in, budget, and approval to define and continue the project. 

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