CONTENTS PAGE
- SCOPE 2
- REFERENCE PROCEDURES AND OVERVIEW 2
3.0 PROJECT INITIATION 2
4.0 STAFF NOMINATION AND ASSIGNMENT 3
5.0 COORDINATION AND REVIEWS 3
6.0 PLANNING 3
7.0 ESTIMATING 4
8.0 COST CONTROL 4
9.0 ENGINEERING 5
10.0 PROCUREMENT 6
11.0 SUBCONTRACTS 7
12.0 QUALITY ASSURANCE 7
13.0 QUALITY CONTROL, INSPECTION 8
14.0 CONSTRUCTION 8
15.0 PRECOMMISSIONING AND COMMISSIONING 9
16.0 PROJECT CLOSE-OUT AND COMPLETION 10
17.0 PROJECT ACCOUNTING 10
18.0 INDIVIDUAL RESPONSIBILITIES 10
Project Manager 10
Project Controls Manager 11
Planning Engineer 11
Cost Engineer 11
Project Engineering Manager 12
Project Engineers 12
Lead Engineers 12
Document Controller 12
Project Procurement Manager 12
Vendor Print Controller 12
Quality Assurance Engineer 13
Certification Engineer 13
Construction Manager 13
Commissioning Engineer 13
Project Accountant 13
19.0 LINE MANAGEMENT 14
20.0 CIE AND IT SUPPORT 15
1.0 SCOPE
This guide outlines the general principles of Project Management, the organisation and responsibilities of the project team.
2.0 REFERENCE PROCEDURES AND OVERVIEW
Project Management
Discipline specific procedures are referenced in individual sections below.
All Hydrocarbons contracts are managed on a project basis. This means that a single individual is charged with the responsibility of carrying out all aspects of the company's work, liaison with the Client and other outside parties, and management of detail execution of activities. This nominated individual is the Project Manager.
He is supported by a team of individual specialists who assist him in their various roles. They are drawn from the disciplines within, or from outside. This group, the Project Team is selected to meet the needs of the project. Its size and complexity will depend on the nature, scope and timing of the work involved. The project team will ideally be positioned in a single location to provide a focus of attention, quick response to changing priorities, development of team spirit and to minimise communication difficulties.
The Project Organisation is structured in a manner to meet the needs of the work, and to regularise the interfaces between the different disciplines. Management of interfaces internally and externally is one of the major challenges of the project team. The Project Organisation will be hierarchical, led by the Project Manager.
On larger projects there may be differing phases of the project, or differing locations of the work. These will be reflected in separate sub-divisions of the project structure. Such sub-division of the project will be arranged to match the Work Breakdown Structure.
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