This is the fifth of a series of five emails describes the five most common project management mistakes.

Many years ago, a good project manager might have gotten away with being a poor communicator. The sponsor typically didn’t like it, but as long as the project manager could deliver the goods, the sponsor may have been inclined to let him or her do his/her own thing. In today’s world, however, projects need to be undertaken in partnership with the business, and this partnership absolutely requires solid communication. In fact, many of the problems that surface on a project are actually the result of poor communication. Poor communication
can lead to the following trouble areas.

Sometimes the project manager places too high an expectation on the amount of foresight and vision that customers and sponsors have. In many cases, the project manager will go to the customer looking for answers to help define the project and the customer will not have all of the information needed. This happens all the time and it does not mean that the customer does not know what they are doing. In many cases, especially for large projects, the customer has a vision of what the end results will be, but cannot yet articulate this vision into concrete objectives, deliverables and scope. 

There are three approaches for when you don't know very much information on the nature of the project.

Increase Estimating Range Based on Uncertainty

Break the Work into Smaller Projects 

Uncover the Details as the Project Progresses

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Out of your list of HAZOP action items, do you know which recommendations will provide maximum value and return for your facility? 

After a PHA session is completed, the next task is to address the recommendations. Often, there are a formidable number of recommendations from the session and efforts are made to find a way to prioritize the work. In most standard PHA reports, the recommendations are sorted by the highest residual risk after existing safeguards. This will provide a general idea of which recommendations are important – high vs medium risk – but how do you further differentiate between the high risk items? Which one is the highest priority? These are questions our consultants have received from clients over time and are the basis for our Recommendation Analytics. 

To Learn More about the Recommendation Prioritization contact us

This is the fourth of a series of five emails describes the five most common project management mistakes.

The purpose of quality management is to first understand the expectations of the client in terms of quality, and then put a proactive plan and process in place to meet those expectations. Like the other common project management mistakes we have looked at, problems with quality show up in a number of areas. For instance:

• Rework. .

• Higher operations costs. 

• Client dissatisfaction.

• Missed deadlines and budget.

• Poor morale.

Don't fear. Quality management can help.

What Can be Done?

There are three main components to delivering quality solutions. 

1. Quality requirements.

2. Quality control activities (QC).

3. Quality assurance activities (QA).

Everyone on the team needs to have a quality mindset to ensure that work is completed with a minimum amount of errors – the first time.

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The larger your project gets, the more you will find that the issues you encounter are political in nature. "Politics" is all about interacting with people and influencing them to get things done. This can be a good thing, a bad thing, or a neutral thing, depending on the tactics people use. Let’s consider some examples of how utilizing political skills might be good, but can also be bad.

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If you feel good about what you are doing, how you are influencing and how you are getting things done, then you are probably handling office politics the right way. If you feel guilty about how you are treating people and if you have second thoughts about the methods you are using to get things done, you are probably practicing the dark side of office politics.

Issues methodology and more!

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Would you like to know how to plan, execute and document Safety Integrity Level (SIL) determination, including LOPA, and validation studies efficiently, effectively and in accordance with the IEC 61511 standard? 

Are you responsible for ensuring that SIS have been designed to appropriately mitigate specified level of risk? 

Would you like to increase your chance of successfully passing the TUV (Rheinland) FSEng SIS exam?

Наличие документированной ИМС (Интегрированная система управления бизнесом) фирмы по АСУ ТП очень важна в развитии бизнеса в РФ. Ее же отсутствие делает компанию неконкурентной на мировом рынке. Тем не менее, процесс идет и одна из попыток создать такую ИМС приведена. ИМС представляет собой синтез систем Управления проектами на базе PMI PMBOK и лучших практик и процедур мировых инжиниринговых и ЕРСМ компаний.

List of the  Standards, Practices, Guides for PAS Projects Execution and Management

Кодовая система и схема нумерации должны быть учреждены на раннем этапе проекта для корреспонденции и других документов, требующих регистрации, выпуска и отслеживания их движения. Каждый вид документов, создаваемых для проекта, должен быть включен в схему нумерации, на основе стандартов , описываемых в этом разделе. За эти задачи обычно отвечает ведущий административный помощник на проекте

The purpose of this General Specification is to define the Safety Engineering requirements for floating hydrocarbon production and processing facilities as opposed to traditional onshore or offshore “fixed” installations that were the basis for the COMPANY General Specifications for Safety.

Therefore, this General Specification defines COMPANY interpretation of General Specifications in addition to defining specific Safety Engineering requirements for offshore floating production storage and offloading (FPSO) installations. It can be considered as a master Specification giving the rules of applying the other General Specifications for FPSO’s.