There are many ways to build and manage a schedule. Here we are discussing Earned Value Management. Let's recap where we ended last week.

 Today's Date is March 31

Let's say that as of March 31 you have actually completed activity A, B, C and D. Let's calculate AC, PV and EV.

Many projects struggle. Sometimes the causes are subtle and complicated. Other times the causes are pretty straightforward. Here are ten reasons why projects struggle. If your project has one or more of these characteristics you can expect to struggle - maybe even fail.

1. Insufficient resources. 

2. Impossible deadlines. 

3. Not managing expectations. 

4. Lack of focus. 

5. Low morale. 

6. Lack of sponsor support. 

7. Scope creep. 

8. The project is too long. .

9. Lack of tools and processes. 

10. Insufficient of customer involvement. 

...................
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Learn About Earned Value Management (EVM)
(Part 1 of 2)

Have you ever been asked how far along you were on a project? Of course you have. If you do not have a valid schedule, or if you are not keeping the schedule up-to-date, you know that your answer is pretty much a guess. If you have a good schedule and you are keeping it up-to-date, you should have a sense for how much work is remaining and what the projected end-date is. But are you 50% complete? Or 90% complete? It is not always easy to know.

Earned value management (EVM) was established to remove the guess work from determining where you are in relation to your baseline schedule and budget. Using it allows a project manager to know precisely how far along he is, how much work is remaining, what the expected cost will be, and all sorts of other interesting information.

Are you using earned value on your project today? Probably not. You are not using earned value because your organization has not adopted it. Implementing earned value on your project requires a tremendous level of discipline and a common set of processes. It is hard to apply earned value one project at a time, since no one else would understand what you are doing and why. It required an organization focus.

Цель данных технических условий заключается в определении требований по технике безопасности для наземного оборудования законченных скважин (включая выкидные линии и нагнетательные трубопроводы), а также для активных устройств безопасности. В данных технических условиях не приводятся требования по технике безопасности при обслуживании скважинного оборудования, а также правила техники безопасности, входящие в проект фонтанной арматуры и заканчивания скважин

Целью настоящих общих ТУ является определение принципов безопасности для зданий, используемых при добыче и переработке углеводородов.

В настоящем документе представлены три основных класса требований:

• К местоположению здания на нефтегазовом объекте
• К типу оборудования в здании
• Общие требования к зданиям, в которых находятся люди.

The CII Registered Education Provider Program offers a qualified corps of instructors who are familiar with CII publications and available to teach at CII member organizations and other venues. To find detailed information about this program online, please visit the CII Registered Education Provider Program.

For more information about an offering or a custom program, please contact the provider directly.

Since small projects are much easier to define and complete quickly, they typically do not have many scope change requests. If scope changes occur, they are typically also small in nature. Even though the changes are small they still need to be documented and managed.

The following simple process should be used able to be performed quickly.

1. Identify scope change request

2. Enter change in Scope Change Log

3. Determine the impact of the request

4. Determine the value of the change  

5. Take the information to the appropriate approver

6. Update Scope Change Log

This simple process will ensure you maintain control of scope and reduce scope creep - even on small projects. 
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Piping and Instrumentation diagrams can be very confusing for anyone who hasn't worked with them before! Even if you've worked with them, but never had any formal training, it's very hard to be sure you have a firm grasp of the concepts. When participating in a design review or a PHA or any process that involves reviewing P&IDs, Operators, EITs and experienced Engineers need to understand how to read the drawings in order to contribute.

Portfolio management is a process that ensures the scarce resources of the organization are allocated to the work that is more important. There are two major components required to carry this out. First the management team completes a planning process to determine which work is most important. Second, the staffing managers ensure that the right resources are applied to execute the work as efficiently as possible.

Establish Approved Work Schedule Baseline 

A Project Management Office can add significant value to your projects and to your entire organization. Contact Tom Mochal now to discuss your situation

План выполнения проекта должен быть подготовлен для всех проектов НИПИ.
НИПИ намеревается использовать стандартную форму Плана выполнения проекта (ПВП) для подготовки ПВП всех своих проектов. Рекомендуемая стандартная форма ПВП подходит для разработки ПВП, как с фиксированной стоимостью, так и возмещаемой.
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Процедура включает в себя:
- СООТВЕТСТВИЕ СМК
- ПРЕДЛОЖЕНИЯ ПО ПОДГОТОВКЕ
- ГРАФИК ПОДГОТОВКИ
- ИСПОЛЬЗОВАНИЕ СТАНДАРТНОЙ ФОРМЫ ПЛАНА ВЫПОЛНЕНИЯ ПРОЕКТА 
- РАБОТА С ЭЛЕКТРОННЫМИ ФАЙЛАМИ
- МЕТОД НАЙТИ И ЗАМЕНИТЬ
- НУМЕРАЦИЯ И ФОРМАТИРОВАНИЕ ТЕКСТА
- ОБНОВЛЕНИЕ ПРИЛОЖЕНИЙ
- РУКОВОДСТВО ПО СТИЛЯМ
- ПРЕДЛОЖЕНИЯ И КОММЕНТАРИИ