the impact mega projects have on in-plant project execution
DESCRIPTION
The Impact Mega Projects have on In-Plant Project Execution . Paul G Williams 19 June 2013 Houston, TX . Industry Perspective. Owners in today’s chemical and hydrocarbon process industries have aggressive expansion plans - PowerPoint PPT PresentationTRANSCRIPT
![Page 1: The Impact Mega Projects have on In-Plant Project Execution](https://reader035.vdocument.in/reader035/viewer/2022062400/568168b5550346895ddf8c04/html5/thumbnails/1.jpg)
Paul G Williams19 June 2013Houston, TX
THE IMPACT MEGA PROJECTS HAVE ON IN-
PLANT PROJECT EXECUTION
![Page 2: The Impact Mega Projects have on In-Plant Project Execution](https://reader035.vdocument.in/reader035/viewer/2022062400/568168b5550346895ddf8c04/html5/thumbnails/2.jpg)
Owners in today’s chemical and hydrocarbon process industries have aggressive expansion plans Incorporates additional yearly capital spending
and several mega-scale expansions Resurgence driven by low energy costs –
contributes to over 50% of production cost for most facilities
INDUSTRY PERSPECTIVE
![Page 3: The Impact Mega Projects have on In-Plant Project Execution](https://reader035.vdocument.in/reader035/viewer/2022062400/568168b5550346895ddf8c04/html5/thumbnails/3.jpg)
Major expansions, new facilities and increased maintenance are draining available engineering, construction and fabrication resources Mega projects draw resources from small in-plant
projects and plant based technical/operational organizations
Large projects also suffer from lack of skilled resources from project management level to craft worker
BACKGROUND
![Page 4: The Impact Mega Projects have on In-Plant Project Execution](https://reader035.vdocument.in/reader035/viewer/2022062400/568168b5550346895ddf8c04/html5/thumbnails/4.jpg)
Problem deepens when project drivers are defined by business goals to achieve completion date during high price cycles Forces organizations to implement
execution strategies without understanding complications that would occur (compared to conventional execution)
Example: the fast track execution Requires level of organizational maturity and rigid
and detailed planning from early project phase to completion
BACKGROUND
![Page 5: The Impact Mega Projects have on In-Plant Project Execution](https://reader035.vdocument.in/reader035/viewer/2022062400/568168b5550346895ddf8c04/html5/thumbnails/5.jpg)
Plant based project resources must plan and manage projects out of range of their experience level Concepts are similar Volume of data & complex interfaces is
overwhelming Traditional decision-making processes
/communication lines not structured to address management’s need for decision-making details required on mega projects
PROJECT IMPACT
![Page 6: The Impact Mega Projects have on In-Plant Project Execution](https://reader035.vdocument.in/reader035/viewer/2022062400/568168b5550346895ddf8c04/html5/thumbnails/6.jpg)
Plant based practice of going to local alliance contractors does not always work Typically focus on small, in-plant, project
workload and do an excellent job When overstretched, they struggle to execute
quality deliverables in a timely manner Pricing is also an issue
PROJECT IMPACT
![Page 7: The Impact Mega Projects have on In-Plant Project Execution](https://reader035.vdocument.in/reader035/viewer/2022062400/568168b5550346895ddf8c04/html5/thumbnails/7.jpg)
Resources experienced in planning /executing complex projects tend to cost 12% to 17% more per man hour than plant-based counterparts
Large-sized projects warrant experienced team members Typically comes with high price Needs to be planned for accordingly
REALITY
![Page 8: The Impact Mega Projects have on In-Plant Project Execution](https://reader035.vdocument.in/reader035/viewer/2022062400/568168b5550346895ddf8c04/html5/thumbnails/8.jpg)
Good time to become a Project Manager (PM) from a demand standpoint
OPPORTUNITY
![Page 9: The Impact Mega Projects have on In-Plant Project Execution](https://reader035.vdocument.in/reader035/viewer/2022062400/568168b5550346895ddf8c04/html5/thumbnails/9.jpg)
Unfavorable time to become a PM from a guidance standpoint Minimal mentorship Thrown into a plant-based PM role soon after being
hired No time for honing skills through execution of
various day-to-day roles /responsibilities
Expected to manage with 1 - 3 years experience rather than 10–15 year maturation process that once existed
Can be excellent plant-based project PMs, but with limited “battle wounds” and lessons learned, may have difficulty being successful on major projects
PITFALLS
![Page 10: The Impact Mega Projects have on In-Plant Project Execution](https://reader035.vdocument.in/reader035/viewer/2022062400/568168b5550346895ddf8c04/html5/thumbnails/10.jpg)
Owners sometimes hire Project Management Contractors (PMC) as Owner representatives Not always a successful tactic
They believe this addresses lack of owner personnel in key project positions
PMCs are usually EPC contractors who are unfamiliar with Owner role
TRENDS
![Page 11: The Impact Mega Projects have on In-Plant Project Execution](https://reader035.vdocument.in/reader035/viewer/2022062400/568168b5550346895ddf8c04/html5/thumbnails/11.jpg)
Effectively executing mega-scale project in a plant-based environment can be achieved
As in any project, planning is key Knowing what skills are available Identifying gaps that exist Understanding what drives our projects Identifying how success is measured
These plans will NOT look similar to those of 10 years ago!
ADDRESSING THE ISSUE
![Page 12: The Impact Mega Projects have on In-Plant Project Execution](https://reader035.vdocument.in/reader035/viewer/2022062400/568168b5550346895ddf8c04/html5/thumbnails/12.jpg)
Innovative methodologies need to be developed to allow execution of projects in resource-constrained environments Innovative contract strategies are required to
capture best available resources Pricing realities need to be built into baselines Realistic schedules are necessary to communicate
achievable results Validated cost estimates are required to assure
cost expectations are able to be met Resource plans need to be better defined (but
may not match traditional organization charts)
ADDRESSING THE ISSUE
![Page 13: The Impact Mega Projects have on In-Plant Project Execution](https://reader035.vdocument.in/reader035/viewer/2022062400/568168b5550346895ddf8c04/html5/thumbnails/13.jpg)
CONTACT INFORMATION
Stephen L. CabanoPathfinder, LLC
Corporate Office11 Allison DriveCherry Hill, NJ 08003P: (856) 424 – 7100F: (856) 424 – 6414
Gulf-Coast Office16225 Park Ten PlaceSuite 500Houston, TX 77084P: (281) 292 – 5655F: (281) 419 – 9977
Calgary Cherry Hill Houston Mexico City