В данном разделе руководства по процедурам проекта приводятся методы, процедуры строительства и ссылки на практики  и другие разделы данного руководства, применимые при ведении строительных работ на площадке в соответствии с принципами Целевого плана проекта. Данный раздел заменяет отдельные Руководства по процедурам на площадке, разрабатывать которые больше нет необходимости.

План выполнения проекта (ПВП) и другие проектные документы дополняют Руководство по процедурам проекта. ПВП, разработанный в начале проекта, описывает строительные работы, необходимые на проекте. В обязанности руководителя проекта и менеджера на площадке (МП), и/или представителя по строительству входит обеспечение того, чтобы ПВП был скоординирован и поддерживался в текущем состоянии на протяжении жизненного цикла проекта.

В данном разделе описываются процедуры для применения во время конечных этапов работ по строительству по условиям Основного Контракта и в соответствии с информацией по испытаниям, передаче и приемке в Плане Выполнения Проекта (PEP). Данный раздел охватывает пуско-наладку, завершение механической части, передачу, ввод в эксплуатацию, пуск, эксплуатационные испытания и окончательную приемку. Данная последовательность работ указана ниже в типовом сводном графике.

Закрытие проекта – это последовательность действий, необходимая для завершения всех оставшихся финансовых вопросов проекта, выполнения всех требований контракта, передачи или уничтожения записей и документов об истории проекта. Сюда также входит официальное плановое завершение контрактных взаимоотношений между  Заказчиком, партнерами и разными подразделениями , занятыми в проекте.

Основные мероприятия, проводимые на стадии завершения проекта, следующие: 

ACM's CEO, Ken Bingham, has recently released a technical post titled "What's at Risk by Ignoring the Data?" The following is the post abstract as well as a link to the full article.

Document management is a part of communication management. It is important for the project manager to recognize the stages that a document must go through from creation to completion. This knowledge allows the project manager to understand the overall status of a document at any given time and helps ensure adequate time is allocated for the completion of the document. For instance, when a team member says they can complete a document in two weeks, are they saying that the document will be ready to circulate in two weeks or that the document will be completed and totally approved in two weeks? Not all documents need to go through all the stages of document creation and approval. However, depending on the document, one or more of the steps will be required.

Step 1. Plan the document

Step 2. Create the initial document draft

Step 3. Circulate document for feedback and modify as appropriate

Step 4. Gain document approval

When you create a schedule you generally don’t know enough to enter all of the detailed activities the first time through. Instead, you identify large chunks of work first, and then break the larger chunks into smaller pieces. These smaller pieces are, in turn, broken down into still smaller and more discrete activities. This technique is referred to as decomposition and is used to create a Work Breakdown Structure (WBS).

A question people ask is how small the activities should be before they do not need to be broken down further. This is referred to as your “estimating threshold”. Work can be broken down into smaller activities than the estimating threshold, but normally no work would be left at a higher level. The threshold can be different based on the size of your project and how well the work is understood

The Process Safety Lifecycle can be visualized using the Quad Model below, which goes through several phases, from Concept (Q1) to Operations (Q4). Understanding the full process safety cycle is vital to ensure that work performed in Q1 will have continuity and consistency for all different groups of stakeholders, all the way through Q4. Stakeholders at Q4 will greatly benefit from understanding the process that led to the engineering, design and implementation of different controls, (safeguards), implemented in their facility with the intent of reducing process risk to a tolerable level.

ACM's goal is to help MAKE the WORLD a SAFER PLACE. We do this by performing risk consulting, training, developing software and by conducting PHA Analytic studies. We have a designated research team, developing solutions to problems that our clients have expressed they come across: how to prioritize recommendations out of a PHA or knowing where to spend their budget dollars to be the most effective to keeping them safe. We believe that these new PHA Analytics are the future of Process Safety.

The Procurement Plan is a part of the overall Project Management Plan. The document describes how items will be procured during the project and the approach you will use to managing vendors on the project. Specific areas to describe include:

Procurement process.

Roles and responsibilities. 

Identified procurement needs. 

Timing. 

Change review and approval process.

Vendor processes.

 ..............................................................

Don't be a project management weakling - use MPMM to bulk up!

Click here to download the free trial  \

Objectives are concrete statements that describe what your project is trying to achieve. They are included in your Project Charter. An objective should be written in a way that it can be evaluated at the conclusion of a project to see whether it was achieved. A well-worded objective will be Specific, Measurable, Attainable / Achievable, Realistic and Time-bound (SMART). (SMART is a technique for wording the objective. An objective does not absolutely have to be SMART to be valid.)

An example of an objective statement might be to "upgrade the customer service telephone system by December 31 to achieve average client wait times of no more than two minutes".

• Note that the objective is specific.

• The objective is measurable in terms of the average client wait times the new phone system is trying to achieve.

• You can assume that the objective is achievable and realistic.

• The objective is time-bound, and should be completed by December 31.

Пример интегрированного плана ПНР.
В свое время, данный план, никуда не пошел и поэтому может быть использован как пример шаблона планов подобного рода на ЕРС проектах.

The purpose of the Company Project Commissioning Integrated Plan (PCM) is to provide an overview of the commissioning program for the PLF Generator Commissioning. The information contained in this Plan is intended to comply with the Company Operating System Requirements (OSR) and the Company Power Operating System Implementation Plan (OSIP) and is not intended to supersede the project Engineering, Procurement, Construction and Commissioning (EPCC) Agreement between  (Client).