Project Management (PM) in Industrial Plants

Agostino Bruzzone, Genoa University

Email: agostino@itim.unige.it - URL: www.itim.unige.it/pm

Course Program in "Project Management in Industrial Plants"

• Lectures:
• What is a Project, Project Definitions, Typical Project Elements & Components, Project Types, Temporary Nature of the Project, Unique Nature of the Product/Service within a Project, Project Management vs General Management, Project Management Definitions, Project vs. Design and Engineering: Different Words and different Concepts, Examples on Projects and on Engineering and on Desing, Control Concept within a Project, Thematic Areas in Project Management, Project Management Activities
• Project Management and Other Activities, Similar Condition to Project Management, Development Phase in a Project, Project Life Cycle, Examples on General Concepts on Lify Cycle, Lify Cycle Representations, Morris Life Cycle Representation, Murphy Life Cycle Representation, Muench & Co. Life Cycle Representation, Stakeholder Concepts, Subcontractors and Suppliers, Partners and Customers, Different Stakeholder Attitudes
• Project and Organizations, Project Oriented Organization, Concepts and Problems in PM Oriented Organizations, Functional vs. Project Organization, Functional Organization and Project Management, Project Oriented Organization and Project Management, Weak, Medium and Strong Matrix Organizations, Impacts of Organization on Projects
• Industrial Plants and PM, Main Activities, Main Phases, Feasibility Study, Tenders and Proposal Management, Contracts and Risks, Project Manager and Project Startup
• Characteristics and Capabilities of a Project Manager, Leading and Managing a Project, Communications & Project Management, Negotiation in Project Management, Project Manager and Problem Solving, Capability to Influence on Organization, Social and Political Issues and PM, Cultural Influence and PM, Standards and Regulations
• Project and Processes, Process Groups in PM, 5 Main Groups in Project Management, Overlapping among different processes and groups, Interaction among groups, Preparation Processes, Planning Processes, Execution Processes, Control Processes, Closure Processes, Startup and Closure Processes and their components, Execution Processes and their Components, Control Processes and their feedback, Tailoring Processes and Interactions, Nature of PM Processes
• Integrated Management of the Project, Specific Objectives and Aims, Project General Plant, Performance Measurement Baselines (PMBs) vs Project Plan, Execution of Project General Plant, Change Control in Projects
• Project Scope Management, Preparation Activities, Objective Planning, Statement of Work, Problem Sources within SOW; SOW General Guidelines in PM, SOW: General Guidelines in Documentation, SOW Checklists, Objective Specification, Work Breakdown Structure, WBS, WBS as Planning support for PM, WBS Hierarchical Structure, WBS General Concepts, WBS as support for Control and Evaluation, Critical Level in Work Package Management, Work Packages, Examples of WBS for Industrial Plants, WBS Classification Approach, WBS Preparation, WBS at different level, WBS Presentation: Tree Diagram & Logic Flow, WBS: Structure Explosion and Life Cycle, Other Breakdown Structures, Objective Verification, Change Control in Objectives.
• Project Time Management, Activity Definition, Precedence Definition and Logic Constraints and Relationships among activities, Precedence Diagram Methods, Activity on Arrow, Activity on Node, PDM Graph and Dependency Relationships, GERT and other Complex Precedence Networks, Different Representations of PDM, ADM and relationships, PERT, PERT Origins, Advantage and Disadvantages, Basic Logic on PERT, PERT Structure, PERT Preparation, CPM as Industrial Alternative to PERT, Comparison with Analytical Techniques, Comparison CPM and PERT, PERT vs. CPM, PERT and CPM in Hierarchical Form, Alternative Models of PERT/CPM, Precedence Networks and PM Software, Activity Duration Estimation, Project Schedule Development, Replanning Techniques related to Resources and Calendars, Risks and Opportunities in apply Concurrent Engineering and Activity Paralleling, Critical Path, Activity Duration and stochastic nature, Standard Deviation, Critical Path Identification, Temporal Representation for PERT , CPM: Highlights on Slack and Crash Times, Crashing Time for Respecting Deadlines, Cost/Benefit Ratio in Crashing, Real Goals of Project Schedule, Software for PM, Classifying SW Solution for PM, Evaluation of PM SW, Risks on Durations: Simulation, Exercises on: PERT & Critical Path / Activity Slack Times and Constraints on PERT: ES, EF, LS &LF / PERT Risk Analysis / Event Slack Times and Constraints: Te and Tf / CPM and Activity Crashing / CPM and Critical Path Identification / Activity Slack Times and Constraints on CPM: ES, EF, LS &LF / CPM and PERT for Improving Project by actions directed toward Crashing and Concurrent Engineering
• Project Schedule result, Project Schedule Representations, Gantt Diagrams, Project Schedule Diagrams, Milestone charts, project schedule control
• Project Cost Management, Resource Planning, Cost Estimation, Cost Budget, PMB and Cost, Project Cost Control, Estimation at Completion: Project Cost Projections, Histograms and Graphs for Cost Planning, Cost Planning and Control
• Project Quality Management, Overview of Total Quality Control, Specific Nature of Quality Control in Projects, Quality Planning, Flow Charts, Pareto Diagrams and Diagrams for Quality Control in PM, Quality Charts in Project Management, Quality Assurance & PM
• Human Resource Management in Projects, Project Organization Planning, Tools for Project Organization Planning and Control, Personnel Structure, Procedure Assignments & Work Loads, RAM: Responsibility Assignment Matrix, Typical Project Organization in Construction and Engineering, OBS and Project OBS, Hiring the Staff, Organizational Charts: preparation and presentation, Sharing Top quality Personnel, Project Team Development
• Project Communication Management, Planning Communications, Information Distribution, Project Performance Report, Earned Value and Estimation Criteria for the Project Performance, Cumulative Analysis, Administrative Closures.
• Project Risk Managment: General Approach, Risk Identification, Risk Sources and Symptoms, Risk Quantification, Decision Tree, Comparative Performance Evaluator (i.e.Equivalent Monetary Value), Tangible and Intangible Risks, Statistical Sums, Sequence and Combinations, Combining Statistical Distributions, Path Convergence, Risk Estimation, Monte Carlo Simulation and Risk Analysis, Overall Risk Evaluation, Monte Carlo Simulation and Replications, Simulation for analysis of Risk on Safety, Simulation for Risk on Environmental Impacts, Ranking List for Risk, Fuzzy Techniques and QRR, Fuzzy Allocation Matrices, Planning Risk Management, Standing Operating Procedures, Risk Control
• Project Purchasing Management, Supplying and Subcontracting in PM, Make or Buy, Profits Limits and Cost/Benefits in Sub Contracting, Sub Contracting Margins, Planning Purchasing, Requests for Proposals, Proposal Acquisition, Selection Process, Examples of Suppliers/SubContractors/Contracts, Administrative Management, Sub Contract Closure
• R&D and case study in Project Management: PM in Genoa Area, Researches in PM, Virtual and Augmented Reality and PM, Development of a Virtual Power Plant, Concurrent Engineering (CE) and PM, Traditional and Integrated Approaches to PM, ERP (Enterprise Resource Planning) and PM, Bulk Terminal Project and CE, LASS (Local Area Service Simulation) and LAPIS (Lean Advanced Pooling for Intelligent optimization & Simulator) for PM in Power Plant Service, Risk Analysis in PM for Shipbuilding Industry, Environmental Risk in Industrial Plant Projects, Innovative Industrial Plant Engineering & Technologies, PM Certification Initiatives


• Exercises:
• Manatee: Team Working on General Project Planning and Proposal Management
• PICO: Competitive Team Working on Piping Construction and Commissioning
• Project SUMBA: Cooperative Team Working Power Plant Planning, Engineering, Supplying, Construction and Commissioning for a 150MW in Far-East
• Babel Exercise: Cooperative/Competitive Role Play Game with team competing in Large Construction Project with external interaction among bidder participants and inside organization (Engineering, Design, Construction, PM and Communication)
• Project DIA: Evaluation of a Complex Project Analysis Denver International Airport, SOW, WBS, Project Schedule & PMBs
• Exercises EX_TIME: Time and Cost Management in Project Exercise based on PERT, CPM

Educational Approach

This course is delivered in English or Italian based on the audience and includes lectures, exercises, role play games, simulations and seminars.
Industry experts and Professional PM are invited to deliver lectures and to play with the class in interactive role play games and simulations. In fact this course includes several class experiences in competitive and cooperative team work as well as in individual problem solving. The students completing all these experiences are entitled to complete the course by a short oral exam on course topics; working students or other ones unable to complete 4/5 of the experiences are evaluated by a detailed oral interview.

Prerequisites

This course don't have specific prerequisites, due to the fact that it fully address each topic starting from the beginning and providing all the basic elements to use techniques and methodologies in support of Project Management. An Engineering background and Mathematical and statistics fundamentals could be useful

Course Aims

• To educate people in Project Management Methodologies and Techniques.
• To teach Project Management through theory as well as direct experience on realistic cases working with experts from Academia and Industry.
• To provide knowledge of Industrial Plant Project Issues, Risks and Opportunities as application field for the Project Management methodologies and techniques.

Skills and Capabilities provided to the Students by this Course

• To develop skills in Project Management (PM)
• To develop skills in team working within a Project Management
• To prepare the audience to serve as efficient and effective Project Team member in Industrial Plant Projects
• To develop the capability to get the whole project overview
• To develop capability to direct individual contributions toward whole Project Success
• To develop skills in using PM methodologies to properly and quickly assess risks, problems, time and cost issues within Industrial Projects

References

• Main References:
• Bruzzone A.G. (1998) "Industrial Plant Project Management", DIPTEM Technical Report, University of Genoa, Genova, Italy


• Other Recommended Books:
• Kerzner H. (1998) "Project Management", Van Nostrand Reinhold, New York
• Duncan W. (1996) "Project Managment Body of Knowledge", Project Management Institute, Charlotte, NC, USA
• Pierce D.R. (1998) "Project Scheduling and Management for Construction, Means Co, Kingston MA
• Arcibald R.D. (1994) "Project Management ", Franco Angeli, Milan
• Willoughby (1995) "Project management for Builders & Contractors", Salal Press
• Kimmons R.L. (1990) "Project Management Basics", Marcel Dekker Inc.
• Navarrete P.F. (1995) "Planning, Estimating and Control of Chemical Construction Process", Marcel Dekker Inc.
• Kliem R.L. Robertson K.L. Lundin I.S. (1997) "Project Management Methodology", Marcel Dekker Inc.
• Cohen L. (1995) "Quality Function Deployment", Addison Wesley, Reading MA
• Gousty Yvon (1997) "Le Genie Industriel", Presse Universitaire Paris
• Hill David (1996) "Object-Oriented Simulation", Addison Wesley, Reading MA
• Montgomery D.C. (2000) "Design and Analysis of Experiments", John Wiley & Sons, New York
• Spiegel M.R., Schiller L.J.(1999) " Statistics", McGraw Hill, NYC
• Caron F., Corso A. Guarrella F. (1997) "Project Management in Progress", Franco Angeli, Milan

www.itim.unige.it/pm - Copyright (c) 1998- 2012 Agostino G. Bruzzone DIP/DIPEM/DIPTEM/DIME University of Genoa