Many people assume that all human beings are ruled by the same basic desires, motivations, or instincts, yet this assumption lads to considerable misunderstanding between people. In reality, we see both similarities and differences that exist among people’s actions and desires, and we see ourselves as more like some people than others. 

Engineering work related to installations in Russia needs to recognise the requirements of Russian codes and standards, known as GOST and SNIPS. Custom and practice in Russia appears to adopt a policy of selecting the most convenient or appropriate standard for a particular application rather than the latest issue of the standard as is convention with International standards. 

This Procedure identifies the requirements to track financial liabilities and payments on projects which have been substantially closed out with regard to manning and project reporting, but where liabilities and payments are still very relevant.

The detailed manning levels, by discipline, will normally be defined during the Tender phase to allow the Estimator to derive costings. At the project kick-off these levels must be confirmed with each lead engineer.

The purpose of this document is to provide a guide to the Project Team to accomplish these tasks and should be read in conjunction with the following:

• Project Close Out and Archiving..
•  Plant Acceptance and Demobilisation.
•  Contract Liabilities and Receipts.
•  Lessons Learnt
•  Archiving

The front-end engineering section of this guide is split into 2 sections; the following overview of front-end activities, and a companion narrative on front-end best and value improving practices () VIP’s

The following Value Improving Practices (VIP’s) are used by the most comprehensive upstream and downstream benchmarking groups of major/independent E&P, Refining & Chemicals companies. These VIP’s have been proven over the past 10 years to have the most significant impact on project results. They are intended to be applied primarily during front-end engineering.

Risk Management is one of the four Processes “owned” by Project Management. Whilst there are other processes covering specific requirements ( Manage Business Risk and Prepare Tender Cost Estimate), it is vital that the Project Manager applies a structured approach to Risk Management throughout the project lifecycle.

Performance reviews can be a stressful time for staff - and managers. It takes a great deal of thought and care to give honest and thorough performance feedback. If you have to deal with negative performance, the anxiety level can be off the scale. Because performance feedback is difficult, many, if not most, performance reviews are shallow at best.

It's a team that exceeds the goals you set by working hard and smart as a group, not iividuals. It's a team that enjoys working together. Most teams do not reach the higndh-performing stage. That is why they are so special when you finally achieve this feat. You can help a team reach a high-performing state with a number of basic steps.