The purpose of the Project Commissioning Manual (PCM) is to provide an overview of the commissioning program for the Project. 

When a project is first defined, you rarely know exactly all the resources you will need. As the project initially progresses, however, you start to define the scope, assumptions, deliverables, approach, etc. This gives you enough information to put together an initial estimate of the resources required for the project.

In some cases, such as a government project, periodic audits may be called for as a part of the overall contract. The audit could also be described in the Quality Management Plan. An audit is conducted by a third-party. This third party could be any qualified person outside of the project manager and project team. In some cases, your organization may have a project audit specialist. 

This Project Execution Plan (PEP) defines the methods and project management elements used to manage the execution of the  Well Expansion Project.  It describes the project scope of work, and defines the organization, work processes, and systems necessary for management of the project.  This execution plan is based on Baseline Centric execution philosophy, where a project defines the baseline through key documents, including the prime contract, 

В настоящих ТУ определены минимальные требования к проектированию, материалам и строительству фундаментов на грунтовых и свайных основаниях для сооружений и оборудования. В этих ТУ не рассматриваются просадочные и расширяющиеся грунты, сплошные фундаменты на грунтовом основании, сплошные фундаменты на свайном основании, подпорные стенки или шпунтовые сваи.

В настоящем документе рассматриваются основные требования к проектированию, материалам, технологии изготовления и монтажа стальных конструкций береговых сооружений, за исключением свайных конструкций.

В настоящих Технических Требованиях определен минимальный объем требований к обустройству городков, необходимых на период строительства трубопроводов по проекту.

ОТЧЕТ О ПРОВЕДЕНИИ АНАЛИЗА (PHSER)

Группа PHSER была создана для проведения аудита предпусковой готовности объектов к началу добычи нефти и эксплуатации.  Задачи аудита представлены в Приложении № 1

As a project manager, you cannot do all the project work yourself. You can't create all the deliverables, respond to all the risks, solve every issue, perform all communication, etc. You have to be able to delegate. Some of the delegation is natural - such as assigning schedule work to team members. The schedule includes the names of the people assigned to do the work, so that is usually pretty easy to manage. 

Risks are future events or conditions that have a probability of occurrence and an impact to the project if they occur. Identifying risks is only the start of the risk management process. After you identify risks, you need to analyze them to see which ones are important enough for you to manage. For all "high" risks you must create a risk response. There are a number risk response options that the project manager should consider.