Streamline project planning and execution of deliverables
The implementation strategy usually adopted for the project delivery process for EPC companies is twofold. In the initial phase the Planning department and assigned project manager identifies the project team, defines a schedule and budget based on approximations. In the actual execution phase the engineering department adds more deliverables to the initial budgeted list.
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CAPTURING INFORMATION FROM A DISTRIBUTED ENVIRONMENT FOR EFFICIENT REPORTING
Reports are the medium in which the project status is translated into a management perspective. An efficient mechanism in managing reports in an organization will ensure that the decision making process is backed by correct data. Timely and accurate data go a long way in helping the project manager to counterbalance
conflicts by taking corrective actions so as to offset the damages caused.
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DERISK YOURSELF BY PRACTICING EARNED VALUE METHODOLOGY
Earned Value Project Monitoring in Oil and Gas Sector
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EXPEDITING PROJECT SCHEDULES AND
ENSURING RIGHT QUALITY
The high risk and cost involved in projects in the oil and gas industry calls for highly efficient project management skills. The challenge is in executing the project on time and at the same time compiling to the quality
specifications of a project that involves more than 2000 deliverables that have to traverse through different lifecycles.
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Challenges in following a manual and a paper based process for Document Control
Streamlining Document Control to aid Critical Quality Processes
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Challenge of Enforcing a Specification driven System when the Quality Management System is outside the working methodology
Oil and Gas – Highly Specification driven to ensure Quality
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‘Lean construction’ as a business strategy for global Turnkey
Project companies. Using technology to get ‘lean’
In today’s market, going ‘lean’ may be the best long-term solution for ‘Design and Build’ (turnkey) project companies who continually battle external pressures and internal bottlenecks. With the construction slowdown in once-booming geographies, ‘lean construction’ is a tried-and-tested way to address hostile markets, demanding customers, cut-throat competitors and increasing costs, and also resolve internal/operational issues like low resource utilization, manual/inefficient work process, multi-located teams and outsourcing-induced quality concerns.
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Sources of Carbon in an TURNKEY project
A construction project generates anywhere from 80,000 to 100,000 documents, most of which are printed out for convenience and secure storage. This includes hard copy documents like technical drawings, reports, and correspondence. (The bulk of documentation, around 80%, is correspondence i.e. emails/email conversations, letters, memos, proposals, couriers, etc. most of which are printed out and filed.). Today’s average construction/engineering organization is global i.e. it concurrently runs multiple projects across multiple locations. Along with the current trend of outsourcing some deliverables like design, this has created a situation where team members working on the same project are scattered over different locations and time zones.
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