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CONSULTANCY
Process Plant Project services are freelance services aimed at clients who have a strategic intent, business case or distinct project phase in which they require support for project directorship, management, auditing or strategising.
The core competence of Process Plant Projects is the creation, implementation and performance of and with Strategic Work Organisations for and with the client.
PROJECT DIRECTORSHIP
Sound project strategies are required to materialise a client's business plan into a physical asset. The following chapters introduce some core building blocks of successful and integrated project directorship and management.
Directorship integrates stakeholder expectations from a unique set of parties with vested interest in the success of an asset development process and takes responsibility for the achievement of their individual goals by balanced management practices from board to production, engineering task force, procurement, maintenance, finance and others. And in all of that, safety is always the non-negotiatiable constant.
BUSINESS PLAN TRANSFORMATION
Projects are the strategic manifestation of the client's business plan. Successful projects realise the goals associated with the asset development at the heart of the project.
Process Plant Projects offers freelance directorship and management services for engineering, procurement, construction and commissioning during the entire asset creation process.
PROJECT MANAGEMENT
The topics on this page show key success factors to implement our definition of asset development projects:
"Projects collate, create and develop to iterate and provide the currently available, agreed, correct and phase-equilibrated techno-commercial information in a socio-technical and organisationally embedded context to enable sustainable and future-proof decision-making on sound risk management during a unique and SHE-based asset creation process."
RISK MANAGEMENT
The Business & Project Risk Assessment (BPRA) originates from the business plan and therefore transfers the business environment to the project risk matrix.
During the project phases, such as feasibility study, basic engineering, FEED, detail engineering, construction or commissioning, the project risk matrix is maintained to feed the BPRA carried out periodically and most importantly, in the project audits and in stage gate reviews.
BPRA workshops are multidisciplinary in order to collate all stakeholders' risk concerns and also have peer review aspects in creating and assigning risk mitigations to lower the project risks.
COMPLIANCE & PERMITTING
Main aspects of compliance in project development and execution are the international, national and local laws, directives, regulations and rules as well as technical standards used by the client or the engineering, procurement and commissioning contractors.
In combination, these are reflected in the permitting applications required in-situ. Authority management is Compliance Management.
Moreover, client corporations have core values that define their way of conducting business. Values reflect macro behaviours in the business environment, but also the behaviours of resources within the organisation. A project is a major change to the client and instilling the core values during the project in the temporary strategic work organisation is equally as important as transferring them to the target organisation after the projects.
CHANGE MANAGEMENT
A project is a major change effort by the client in order to achieve a defined business success.
The project's strategic work organisation pulls resources from the internal and external business environment into the project. Embedding this strategic temporary work organisation and feeding back progress ensures support and trust by documenting and communicating the change success.
Moreover, the strategic work organisation of the project is also interfacing with the green/brownfield site organisation of production, maintenance and logistics.
Last but not least, the technical developments and boundary spanning activities of the project may require battery limit definitions and installations and therefore, may cause physical changes ahead of any execution phase. usually client production sites have well-defined change management processes and projects shall adhere to them.
Project AUDITS
Audit services can be offered by Process Plant Projects as stand-alone services to enable independent project assessment and peer reviews.
During a project, audits are, at least, required to close-out a stage gate. The focus of the audit shall be equilibrated depth of detail across the project functions as well as the depth of technological and commercial information comprised to report a sound asset decision/making support.
Process Plant Projects uses Project Definition Rating Index (PDRI) workshops or any process required by client.
LEAN MANAGEMENT & PRODUCTION
Lean management set-up shall be a core strategic parameter for project ddevelopment process and the target organisation created by it.
However, when implementing major changes at a production site by creating new assets, clients may choose to undergo a site transformation programme to align all assets and work organisations.
Process Plant Projects can offer support for site transformation programmes as stand-alone or project integrated services.
Please also see the separate navigation bar above or use this link (currently under construction)
Work Safety
We always have the time to work safely.
Client's Safety, Health & Environment (SHE) Management System shall be a core strategic building block for the project development, execution plan and temporary strategic work organisation during the asset creation process in engineering, procurement, construction and commissioning.
PROJECT GOAL MANAGEMENT
Projects follow three types of goals: time, cost or flexibility.
Based on the goal chosen by the client the project Work Breakdown Structure (WBS), Time Schedule, Project Execution Strategy (PES), Procurement Strategy (ProcES), Business & Project Risk Assessment (BPRA) as well as the PDRI set out to successfully achieve targets related to the goal.
Please also see the separate navigation bar above or use this link (currently under construction)
KPI MANAGEMENT
The project development process and resulting strategies and plans shall all be monitored by Key Performance Indicators. The Key Performance Matrix (KPM) provides an agreed overview for and with all stakeholders to have the current project progress and success effectively communicated at a glance. KPIs can include safety and accidents, purchase order placement and deliveries, construction site installations or commissioning system pack status as well as financial control ratios on capital committed and spent.
COMMUNICATION MANGEMENT
A successful strategic work organisation within and across the project phases shall be supported by Open Issues Lists (OIL), Action Item Management (AIM) and regularly held meeting cycles as appropriate for the various individual functions.
Process Plant Projects uses a hierarchy of meetings and OILs that are interlinked and interfacing with action management.
KPIs are fed for action item management and open issue list status reporting.
If required, ad-hoc support meetings are initialised to bring together the relevant stakeholders and steering management to report critical issues early and thereby minimise impact and ease of mitigation.
WORK ORGANISATION DEVELOPMENT
The Strategic Work Organisation to deliver the project by involving stakeholders and connecting the right, capable and competent resources from various disciplines in management, production, engineering, procurement and maintenance by client and external service providers is a key factor to implement and effectively perform as a team.
A team that recognises itself as such, trusts in well-defined and communicated work process, the strengths and weaknesses of the team members as well as the goals and targets to be delivered by providing the input required as an integrated and aligned contribution.
Thereby, Process Plant Projects strives to instils a team value at the core of anything and everything; a behavioural precursor:
You have to be for the other before you can be with the other.
And other can be people, processes, organisations ....
Please also see the separate navigation bar above or use this link (currently under construction)
PROJECT CONTROLLING
Working together with client's finance & controlling, SAP specialists and management to effectively and efficiently perform as a project team.
As shown in the above key themes Process Plant Projects performs in the awareness of requirements to communicate, report, change and mitigate,
Please also see the separate navigation bar above or use this link (currently under construction)
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