•The intent of the MAC is to deliver a complete and operating integrated automation  solution which will monitor, control, ensure plant and asset safety, manage plant operations and business objectives.
Why use a MAC?
• Accountability– Acts as a single point of accountability for entire automation scope.
• Experience/Knowledge– Makes use supplier’s expertise in their core area of capability.
• Integration– Purchased solutions, not individual components
• Leverage– Leverages size and scale in the market (eg. Incremental initial cost savings of +/- 20% over conventional individual bids)
• Reduced risk– Improved interoperability of “smart”components critical to guarantee proper connectivityand operability.
• Total Cost– Aftermarket and life cycle costs are typically included in scope
Where has it been successful?
- Huntsman, Shell, BP, ExxonMobil and others

This document contains the technical requirements and execution strategy for a Standardized Purchase Agreement (SPA) for a Main Automation Contractor (MAC), covering the engineering, purchasing (if applicable), supply, coordination, execution, installation and commissioning of an automation system for the  Project.

This document will cover the main aspects and refer to all relevant other documents for the project MAC. This document will detail:

• the expectations and benefits from a MAC 
• the scope of supply and services
• the contractual form and execution steps
• the schedule covering the various phases of the procurement activities, from the FEED phase to the start of the EPC phase of the project
• initial responsibilities for Owner/PMC, EPC and MAC for EPC phase of the project (attachment)
• requirements for Table of Compliance and MAC supplier execution plan

Here are four reasons training is invaluable to you as a Project Manager.

1. Training keeps you engaged. 

2. Training helps your career. 

3. Training introduces new ideas.

4. Training exposes you to other people. 
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You know it - you need training. Check out e-classes and in-person classes for you and your organization.

Programming is typically a solitary affair. Even though there may be dozens of people working on the code, each person typically works by himself to perform the initial construction and unit testing. In fact, most programmers prefer it that way. They enjoy the challenge of developing code to perform a business function and they like the feeling of accomplishment that comes with getting the code completed and successfully unit tested.

A good technique to ensure initial code quality is to have a code review. This allows another person or a small group to walk through the code and provide additional feedback about the structure and quality of the code. Since the program was probably written and unit-tested independently, this is the first opportunity for others to see the work. (Pair programming note. Of course, this code review step would not be needed if your team is utilizing the pair programming technique. In pair programming the code is reviewed and critiqued by a second person while it is being developed. This is the topic for a future column.)

Is it Agile?

• Find bugs faster. 
• Enforce construct standards. 
• Ensure sufficient documentation. 
• Collective ownership. 

Many people find quality management to be one of the more difficult project management processes to implement. This is because quality is hard to define, and formal quality management requires you to collect metrics to validate the state of quality. The following process will help create a framework for the quality management process.

1. Create a Quality Management Plan 

2. Determine the customer requirements for quality

3. Define a set of metrics to validate quality requirements are met

4. Execute quality control activities

5. Execute quality assurance activities

6. Monitor and resolve deliverable quality

Get a complete set of quality management templates here.

Project Management Process, once the project is executing, all of the project management processes are integrated in the schedule. The integration occurs here because of an overriding philosophy of the TenStep process – “what’s in the schedule gets done”. In other words, all of the work of the project should be in the schedule and if an activity is not in the schedule, it should not be worked on. 

The schedule is the focal point of managing the project, and all the project management processes are integrated in the schedule. You should have activities and time allocated in your schedule for communicating, managing scope, updating the schedule and all other project management activities. The integration occurs when the project management processes touch each other, as well as when the project management and project lifecycle activities overlap. Consider the following examples:

Procurement refers to obtaining goods and services from outside companies. This specifically refers to vendors and suppliers. It does not refer to other internal organizations within your own company. (For the purposes of this discussion, "purchasing" and "procurement" are equivalent terms.) This is an area that project managers definitely need to understand at some level, and it is an area into which the project manager will give input. However, in many, and perhaps most companies, procurement is an area that the project manager does not own. Usually a vendor management or procurement group has overall ownership. Project managers do not usually have the ability to sign contracts on behalf of the company. (In some organizations the project managers have this authority, but my perception is that in most organizations they don't.) 

Issues are more than just common problems. They are problems that meet specific criteria. An issue is a formally-defined problem that will impede the progress of the project and cannot be totally resolved by the project team without outside help. The processes used to manage issues can be simple or more rigorous depending on the size of the project.

Use the following process to manage issues on large projects.

1. Formally define the issue on an Issues Form.

2. Determine if the problem is really an issue.

3. Enter the issue into the Issues Log.

4. Determine who needs to be involved in resolving the issue.

5. Assign to team member for analysis and alternatives.

6. Gain agreement on resolution.

7. Close the Issues Log.

8. Close the Issues Form.

9. Add action plan to the schedule.

10. Communicate through the Status Report.

Smaller projects do not need all of these steps. For instance, the issue can be documented directly in the Issues Log without the need for the separate Issues Form. 

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Project Management Suite. Get pre-built issues management process and much, much more with the TenStep Project Management Suite. Companies and individuals. Click here for more information.

Для постоянного улучшения работы при одновременном соблюдении этапов графика и контроле затрат компания создаст модель известную под названием «Создание ценностей». Создание ценностей - это действия, которые предпринимает проектная группа компании вне рамок простого исполнения базового контракта и это больше, чем просто удовлетворение требований заказчика. Сюда входит удовлетворение заказчика, повышение эффективности, повышение стоимости, а также мероприятия по обеспечению технических характеристик. Эта программа начинается на стадии запуска проекта и продолжается на стадии проектирования, поставок и строительства до завершения проекта.

Руководитель проекта и/или менеджер на площадке вместе с назначенным координатором по созданию ценностей разработают необходимый подход по постоянному улучшению эффективности работ, что соответствует требованиям проекта. Некоторые программы по созданию ценностей  могут быть более формальными, чем другие, однако они предназначены для:

Охрана труда и безопасность проектного персонала, охрана окружающей среды являются первостепенными при централизованной реализации проекта компанией . Система управления охраной труда, окружающей среды и промышленной безопасностью (ОТОСБ) корпорации предоставляет комплексный инструмент управления для внедрения намерения компании постоянно улучшать выполнение ОТОСБ.

Цель данного раздела - резюмировать процедуры ОТОСБ и защиты, необходимые в ходе реализации этапов проектирования, закупок и строительства по проекту. Цель данных процедур заключается в: