Developing strategies and philosophies early for

successful project implementation

In today’s competitive environment, project managers are faced with ever increasing demands for compressed schedules, minimum costs, quality construction and safe plant. There is also an increased tendency to award work on a turnkey basis in view of the individual responsibility entailed. The engineering contractor is required to face very large risks in terms of finance and reputation, yet cannot expect handsome profits because of cut-throat competition and market conditions. The revolution in microcomputer technology and the development of advanced database software packages and computer- aided design have greatly enhanced management capabilities, but at the same time these techniques require large investments. Under these circumstances, the single most important factor for achieving success is the early development of major project strategies and philo- sophies. In this paper, an attempt is made to cover various issues related to project strategies and philo- sophies. An unorthodox approach is adopted by taking a sample project and gradually developing project strategies and philosophies with side discussions on major issues of importance.

Keywords: project management, turnkey projects, engineering contractor, database software, computer- aided design, project strategy, project philosophy

AM-14, Shalimar Bagh, Delhi - 110 052, India

D Kumar

SAMPLE PROJECT

The sample project considered for this study is an aromatics extraction unit to be installed within an existing refinery. Facilities to be constructed include a feed preparation unit (naphtha splitter) which would provide a 60-90°C naphtha cut. Split naphtha would be further hydrotreated, desulphurized and fed to a reformer unit to maximize aromatics production, and then sent to an aromatics extraction unit for extraction of benzene. Hydrotreater, desulphurizer and reformer units already exist in the refinery for gasoline produc- tion; however, these units are to be revamped for handling aromatic-rich naphtha cut only. Revamping of the reformer unit includes a change in the catalyst and modifications/additions to the feed/reactor effluent and heater section. In addition to these units, necessary utilities and offsite facilities are also to be installed.

BASIC CONSIDERATIONS

For the timely and successful implementation of a project, well conceived and carefully planned project strategies are as important as design and construction of a project. Major items which need to be studied while formulating strategies are

l type of project, 0 project organization structure, l delegation of power and authority, l corporate systems and procedures, 0 organization culture prevalent,

164 0263-7863/89/030164-08 $03.00 @ 1989 Butterworth & Co (Publishers) Ltd Project Management

l internal and external work environment, legal, compromised with cost and has to be a prime factor. political and social factors, and considerations, For the project itself, a 28 month schedule is a

l constraints on resources, technical methods and minimum requirement and should be achieved at procedures etc. reasonable cost.

For strategies to be effective, they should be dynamic in nature with adequate flexibility and adaptability to cope with unforeseen changes. They should lead to the total involvement of the people concerned and there should be well defined points set out to encourage feedback in order to review and modify strategies if required. With the help of the sample project con- sidered, project philosophies and strategies are evolved in steps*.

Step 1. Assess/develop project information

The first step is to assess the project and develop information covering the scope of the work, major workload and input requirements, owner’s require- ments and constraints being applicable. It is advisable to develop only important broad-based information which could be of value in the understanding of a project, assessing the workload, appreciating the com- plexities of the technology, understanding process re- quirements and any other similar factors. Appendix A provides information developed for the sample project.

Step 2. Collect site information

The next step is to collect and review site information which has a bearing on completion time, special working methods and construction techniques, working restrictions, project cost, and design and engineering activities. One should try to highlight here ail such information which may lead to the adaption of different strategies, execution methodology and innovative working methods for design, engineering, construction and management of the project. Information developed for the sample project is described in Appendix B.

Step 3. Establish goals

One of the most important tasks, before taking up any project, is to establish precisely the goals to be achieved. The mission should be very clear, un- ambiguous, concise and straight to the point; it should focus on the main task to be accomplished, with major criteria, and should remain constant and relevant throughout the project duration and be reasonably attainable. For the sample project under consideration, the mission is the following:

Step 4. Nominate the ‘master man’

The ‘master man’ for a project should be none other than the project manager (PM). His personality, administrative capabilities, leadership, working style, proactive and far-reaching decision-making qualities, cooperativeness and problem-solving attitude, commit- ment to accomplishing targets/goals, actions, confi- dence, persuasiveness, and people mindedness will greatly influence the project team and determine the success or failure of the project.

Project implementation involves a dynamic situation, where changes, problems, failures or success are part of the game. Any amount of detailed planning and realistic estimating do not guarantee a smooth sailing. Even assumptions on input data go astray due to unforeseen events. For a successful completion of the project, the PM has to steer his project out of the woods by taking proper timely actions. He has to be highly proactive and quick thinking while managing changes. The PM has to be alert and should keep in mind the overall interest of the project instead of being influenced by a single activity. Constant reviewing of strategies and alternatives should occur, with action taken accordingly. The PM has to be bold enough to say ‘no’ to his colleagues or to the owner or contractors on any item which may adversely affect the integrity of his project. He should always fight for his authority and exercise the same, and while making any judgement, he should ensure that adequate facts are available. Lastly, caution should be exercised in seeking easy money at the cost of sacrificing safety, operability and quality of the project.

Step 5. Develop modules

The project manager’s first priority should be to develop distinct and well definable project modules. These modules are helpful in formulating project organization, assessing resource requirements and pre- paring detailed schedules. An overall plot plan could be a starting point for developing these project modules. While developing a module, the PM should keep in

Table 1. Modules for sample project involving aromatics extraction unit to be installed in a refinery

Module

l Shutdown time for the existing facilities to allow for no. Type of system

various tie-in connections and modifications should 1 be of minimum duration, irrespective of the costs.

Feed preparation unit 2

l Project should be completed within 28 months after receipt of the process package, and at reasonable cost.

3

4

Revamping units (naphtha hydrotreating, desulphurization and reformer units) Aromatics extraction unit Utilities system other than N2 plant

From the above two-point mission, it becomes clear that the shutdown time for the existing units cannot be

5 6

Nz plant Offsites such as storage, transfer, handling and loading and unloading systems -.

* It should be noted that the sample project has been taken only to provide typical guidelines to readers in the understanding of how one should proceed in developing these strategies.

P lare system Effluent treatment and disposal facilities

Vo17 No 3 August 1989

mind that it should be possible to physically demarcate each module within the overall plot area, and each module should preferably correspond to one or more of the schedule areas.

For the sample project, the modules considered are shown in Table 1.

Step 6. Develop project organization

While formulating the project organization and manning chart, guidelines to be given due importance are :

The PM should have a direct line of communication with his project team with minimum reporting levels. This helps in reducing interfaces and leads to smooth coordination. Responsibilities and authorities should be properly identifiable. Organization structure should lead to proper delega- tion of power down the line, while communication and feedback should be effective and efficient, with an automatic uninterrupted flow upwards. Organization structure should not be a hinderance to informal communication among people. Organization structure should be simple, flexible and dynamic so as to adjust itself to any unforeseen and dynamic situation.

Based on the organization structure, manpower estim- ates and deployment schedules should be developed for manning of the project. All personnel up to the level of lead engineers should be selected by the PM following a careful assessment based on his previous experiences and people interaction; and keeping in view the requirements and challenges expected to be met during execution of the project.

Step 7. Decide about the work packages

It is always advisable to divide construction work into well conceived and distinct work packages. A list detailing the clear cut division of each package, with scope of work, list of free issue materials, area priority, schedule dates for major milestones (such as quantity estimate, issue of bids, contract award, approval of drawings, start of work at site and completion of work etc.) should be prepared at the beginning of the project. This list should be widely circulated and discussed with the entire project team, including RCM. This discussion is very useful in creating proper awareness about project requirements and the relative importance of each work package, as well as defining the roles of individuals in accomplishing desired results. It is also very useful as a checklist for timely actions regarding free materials issued for construction draw- ings, and also to ensure that the entire project scope has been properly taken care of in either of the work packages.

Conceiving work packages in the early stage of a project also helps in developing proper subcontracting strategies which keep track of time-schedule require- ments, amount of work, contractors’ technical and financial capabilities, requirements for scarce construc- tion materials and consumables, and the need for heavy erection equipment such as cranes, derricks etc.

A work packages list developed for the same project is provided in Appendix C.

Step 8. Decide commissioning sequence

A commissioning sequence should be based on a review of process requirements and estimated start-up and commissioning times. For the sample project, the se- quences shown in Table 2 are adopted.

Considering the sequence shown, mechanical comple- tion of the project should be aimed for at least eight weeks before the commissioning of the plant. Construc- tion priorities for the different modules/areas should accordingly be fixed keeping in mind the commissioning sequences.

Step 9. Prepare initial schedule

It is always advisable to stipulate schedule assumptions before preparing a realistic schedule. For example, for the sample project, the following major assumptions are considered.

Zero date. This shall commence on completion of the following events, whichever is later:

Receipt of owner’s approved process package. Finalization of project design book consisting of detailed scope and procedures, design basis, overall plot plan, initial single-line diagram, tentative unit-plot plan etc. Receipt of completed drawings for the revamp area.

Adequate water and power for construction shall be available and standby arrangements for continuous power shall be made. For the erection of tall and heavy items, a crane of 300 Mton capacity would be made available. Owner shall arrange for all government and statutory approval well in advance. For all critical and long-delivery items, orders shall be committed to the short-listed vendors on a negotiation basis. All the project procedures shall be efficient time- wise. Owner’s authorized representative shall be available in consultant’s office to take on-the-spot decisions. For any approval of drawings, data or documents, in no case shall more than 7 days be allowed to elapse.

Table 2. Commissioning sequence and commissioning times for sample project

Planned commis- sioning time from zero date (in weeks)

Electrical distribution system Cooling water system Fire water system Nitrogen plant Tankages and flare system Feed preparation unit Revamp units Aromatics extraction unit

112 114 114 116 117 118 119 120 - commercial production

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The initial schedule developed, based on the schedule assumption, should be considered for developing major project execution strategies. It is beyond the scope of this article to discuss in detail the scheduling techniques. A brief outline barchart schedule for the sample project is presented in Figure 1.

PROJECT EXECUTION S~ATEGIES AND METHODOLOGIES

The effectiveness of a project team is greatly enhanced, if the team has properly planned execution strategies including alternative strategies. For formulating proper strategies, the following should be kept in mind.

Always start from site information and develop strategies from construction up to process design or conceptualization phase in backward sequence, covering subcontracting, delivery, ordering, engin- eering, basic engineering and process design. Involve participation of the entire project team in developing strategies. This practice helps later on in smooth running of these strategies. It is essential to involve a construction man, preferably a RCM

0

l

designate, in the early stages of the project while developing strategies. Strategies should cover project schedule, project organization, manning and deployment, contracting, purchasing and engineering strategies. Emphasis should always be laid on integrating constructability with design. Better constructability could be achieved by the optimum use of construc- tion knowledge and experience in planning and engineering - resulting from better designs, im- proved sequencing of operations, use of better construction equipment etc.

Henceforth, for a better understanding, the sample project is considered in the development of strategies for execution.

Construction related strategies and methodologies

A study of site data in Appendix B for the sample project provides the following unique features:

l undulating ground with hard lattrite soil, o blasting may not be allowed due to existing facilities,

Infrastructure

Mechanical compl.

‘(I plafement of oriler

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l heavy monsoons from May to August and in November,

l availability of construction power supply is irregular, l site is highly susceptible to labour problems, l existing refinery facilities require elaborate fire,

safety and security regulations and procedures.

Considering the above peculiarities about the site, the following strategies have been formulated:

Minimize underground works to avoid cutting of rocky soil and blasting. Avoid concreting and maximize use of steel struc- tures to achieve faster completion in view of the heavy monsoon and schedule requirements. Plan standby construction power either by hiring DG sets or purchasing new DG sets. To minimize labour problems, place an efficient and shrewd welfare officer on site. In addition, incorpor- ate conditions regarding minimum wages and facilities in all site contracts in order to minimize disparities between employees working under different con- tractors. Minimize site works by utilizing modular and skid- mounted construction. Plan for adequate availability of construction materials in short supply. Maximize use of construction aids to reduce manual labour as well as to achieve faster completion.

Other philosophies and execution methodologies con- sidered relevant are:

Nomination of RCM and other key personnel for participation during initial engineering work. Scrap and unusable materials not to be taken back from contractor, but to be charged at predetermined rate. This is likely to result in MHS savings also. Keep item rate contractors for petty field jobs. These contractors could also be used in case of labour problems among the workers of any other con- tractor. Award of construction jobs to only technically and financially sound contractors having prior work experience in that region. Award contracts when sufficient materials, drawings and work fronts are available. Plan execution in minimum time with additional mobilization. Post regular employees as far as possible and keep hiring of temporary hands or local personnel to a minimum to avoid labour problem. Initial unit layouts and plot plan to be reviewed by RCM and erection specialist and to be adjusted to facilitate erection. Each construction module shall be divided into subareas and construction sequence finalized. Based on overall commissioning priorities, individual modules shall be assigned relative priorities. These priorities shall be taken into consideration for preparation of drawings, ordering of materials and inspection and expediting of materials. A small repair shop/workshop shall be established to take care of minor modifications and repair jobs at site. RCM shall prepare a detailed plan for construction facilities such as housing, labour colony, medical

l

treatment, marketing and recreational facilities within 4 weeks of zero date for obtaining manage- ment approval and creation of these facilities on site. Various construction facilities shall be maintained through subcontractors, appointed either on fixed charges or item rate basis.

Strategies and methodologies for procurement

As per the initial schedule drawn for the sample project, mechanical completion for the project is to be achieved within a tight schedule of 28 months. To allow for adequate construction and engineering time, it is necessary that equipment, materials and engineering information should be available at the earliest possible moment. The following strategies are formulated to achieve this objective.

Vendors to be shortlisted to a maximum of six numbers for each item. Critical and long-delivery items to be directly negoti- ated with shortlisted vendors. Rate contracts shall be considered for bulk and standard piping, electrical and instrumentation items. Repeat orders shall be placed wherever possible. Considering schedule requirement, component pricing philosophy shall be used for fabricated items, electrical items such as MCC, PCC etc., instrument items such as control valves, safety valves, DDC system, UPS system etc.

In the components pricing philosophy, MRs shall be prepared based on preliminary data and in-house information covering details such as overall size, design and operating conditions, material of construction, ratings, thickness, weight etc. (all indicative data). Based on these details, unit rate for components shall be obtained and orders shall be finalized. The selected vendor would be able to plan and initiate action for suborder items and plan the production schedule. Final purchase requisitions shall be issued on developing firm data. The vendor, on the basis of unit price, shall calculate the price for the order and shall be paid for the same.

Figure 2 shows a comparison of conventional route versus suggested route of component pricing philo- sophy for procurement of columns. It can be seen from this figure that delivery can be obtained in 20-23 months using the suggested route, against 22-27 months re- quired for the conventional route.

Strategies and methodologies for detailed engineering

Engineering strategies should be framed to achieve objectives laid down in the strategies for construction and ordering. For example, in the present case, the following could be considered appropriate.

Undulating ground conditions to be considered in locating facilities at different elevation for the consideration of process flow, operation ease and safety requirements and also to minimize soil cutting. Pipe racks and other technical structures should be of steel construction.

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Start Process process Basic data des/gn dq sh[

0 2 4-8

Delivery

;

Conventional route I

Blanket PO release of PlUdrawings Delivery

I

I 2 4

12-15

Suggested 4 V V route 4 8

Duration in months

Figure 2. Ordering of columns

Fire water piping to be kept above ground. Cooling water header should be kept on a rack (cooling water header size only 24 inch) within the unit area and on sleepers in the offsite area so as to minimize underground works.

l Modular designs to be attempted as far as possible. l Concept of work packages to be promoted. l As the work involves a lot of revamping and tie-in

points with the existing lines, the following methodo- logies would be considered:

Depute key engineering personnel on site to check accuracy of drawings as well as feasibility of various tie-in points. On completion of 70-80% of the engineering work, create a field engineering cell on site to take care of problems due to obstructions, fouling, modifications and design changes. The cell should also be utilized for preparation of drawings.

As per schedule, 1st MT0 is required within the second month of zero date; therefore, estimate pipe lengths and valves from P and IDS and estimate balance items such as fittings, flanges etc. on the basis of past experience and historical data. Underground work shall be completed at the earliest possible time within the first dry season available from October to April. Based on a frozen plot plan, manhole layout and funnel points shall be decided for the plant sewer and blowdown system without waiting for equipment information. Piping connec- tions to sewer lines for pumps, exchangers etc. would then be provided to the nearest manhole or funnel point. All the disciplines shall use the same zone/area concept and preferably the same scale of drawing with a view to minimizing coordination problems during construction. Only prefabricated sections for items such as gratings, trusses, supports etc. would.be used. Standard modular design with standard spans for

plant buildings such as pump house, substation, sheds etc. shall be used as far as possible.

Strategies and methodologies for basic engineering

The basic objective for the sample project was con- sidered to be obtaining approved process packages tailor-made to suit the basic engineering and detailed engineering requirements. Strategies considered for achieving these objectives are:

Total participation of owner and consultant at licenser’s work during process design. Agreed project design basis before start of process design covering 0 Process/engineering requirements, o Time schedule for delivery of documents. Monitoring of licenser’s work to ensure compliance to design basis, contract scope and time schedule. Review/revision/corrections of process package at licenser’s office before delivery of the same. Utilities and offsite design package based on in- house information and past data for ordering of critical items on modular concept basis.

0VE;RALL PROJECT MANAGEMENT PHILOSOPHIES

For the project under consideration, the following overall project management philosophies are con- sidered.

A dynamic system for criticality analysis on a quarterly basis shall be considered and schedules/ strategies would be reviewed, revised and updated accordingly. Revision/updating shall also be taken up on any major deviation encountered irrespective of the predetermined review cycle. Only fair reporting shall be carried out and no facts or information shall be suppressed at any time.

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Changes in project scope and work shall be strictly monitored and only the PM will authorize any change after establishing its impact on schedule and cost. Proper delegation to the line of authority with decision-making power at the zero date. All critical and subcritical activities shall be monitor- ed continuously. Only the PM will be authorized to change any work priority. Project design book, scope and procedures shall be finalized by zero date and only the PM will be authorized to make any changes in the project design book. A steering committee consisting of the PM, owner’s authorized representative and project director shall review the project at least once in a month. Personnel deployed on job shall not be removed/ transferred unless it becomes absolutely essential. A senior project coordinator shall be made respon- sible for processing and obtaining approval from the government and statutory bodies. Project goals as established shall be adhered to at all costs and the PM shall be responsible for accomplish- ing the same.

SUMMING UP

With the help of a sample project, an attempt is made in this article to develop project strategies and method- ologies. Only major items are covered and this should serve as a guideline for readers to develop strategies and methodologies applicable for the project under consideration. Project considerations, site information and constraints require formulation of tailor-made strategies to suit a specific situation. However, these strategies and methodologies should be developed early in the project, preferably before zero date, to be more effective and efficient. There is a need to review, revise and update strategies during implementation to take care of changes and unforeseen events. Only a dynamic concept with total flexibility and adaptability will lead to the accomplishment of well defined strategies and will set objectives and goals and thus give a satis’fying successful implementation of a project.

APPENDIX A

Project information

1.

2. 3.

Project Aromatics extraction unit to be built within an existing refinery Approximate cost US$SOM Scope of work l New feed preparation unit (naphtha splitter unit)

for extracting 60-90°C naphtha cut from IBP- 140°C cut.

l Revamping of the existing naphtha hydro- treating and desulphurization unit to de- sulphurize reformer feed. Revamping of the existing reformer unit for aromatics production. This includes change of catalyst and modifications/additions to feed/ reactor effluent and heater section. New aromatics extraction unit. Compressed air system.

4.

5.

6.

7. 8.

9. 10. 11. 12. 13.

Cooling water system. Nitrogen system. Fuel oil system. Hot oil system. Flare system. Offsites such as storage, transfer, handling and loading unloading system. Effluent treatment and disposal system.

Major workload Concreting 10 000 m3 Earthwork 50 000 m3 of hard soil

including rock cutting Structural steel 800 Mton Equipment erection 1 000 Mton Piping 125 km (Approx.

400 000 inch diameter) Electrical cabling 200 km Instr. cabling 110 km No. of loops 120 loops No. of drawings to be Approx. 500 prepared No. of isos to be Approx. 1 300 prepared No. and type of equipment Columns 11 Reactors 4 Vessels 44 Heaters 5 Heat exchangers 50 Pumps 77 Compressor/fan 6 Tankages 10 Others 5 Design engineering and management manhours

200 000 h Construction supervision manmonths 500 Constraints from owner side

Project schedule should not exceed 28 months. Process design package shall be in the owner’s scope and release of packages with agreed engineering design basis shall be reckoned as zero date for the project. Funds for materials purchase shall be available 3 months after zero date. Graded site shall be available 12 months after zero date. In the operating areas, only single-shift working is allowed except during shutdown period.

Process details To be furnished separately Major materials of construction CSISS Pressure conditions Up to 65 kg/cm2g Temperature conditions -180°C to 700°C Most difficult equipment l Extraction col. 42 m long, 85 trays l Extract stripped 33 m long, 39 trays l Solvent recovery ~01.28 m long, 34 trays l Splitter I & II each 27 m long l Modifications of reformer heater

APPENDIX B

Site information

1. Location Nearest major town about 30 km away Nearest rail head within the operating area at site.

170 Project Management

2. Plot area

3.

4.

Type of

Nearest airport about 35 km Nearest port about 30 km Nearest highway about 5 km Facilities to be created within the exist- ing refinery at scattered locations and along the side of existing operating area and/or within operating areas. soil Hard lattrite, partially rocky and

undulating at places from 5-35 m.

5. 6. 7.

8.

9.

Geographical and climatic data Height above mean sea level 35 m Temp. maximumlminimum 36”C/19”C Rainfall Heavy rains (5 cm in 1 h and 25 cm in 24 h) during May to August and also in November Wind velocity 160 km/h maximum

Ground water table Very low > 10 m Requirement for pilinglsoil treatment Not required Continuous availability of constn power Not very reliable. There are frequent breakdowns Availability of skilled manpower Adequately avail- able within the region Availability of cranes etc. Only small cranes of about 30 Mton available on hire. Refinery is having

10 a crane of 300 Mton. Legallstatutory clearance

Item For import

Plant layout & buildings

Steam system

Effluent treatment & disposal and air- pollution control Electrical installation

Fire-fighting system

Tall structures/buildings

Storage and handling of petroleum products Railway siding & layout

Local environmental and social considerations l Site is very sensitive to labour problems. l Local political patronage could be a help. Scarce materials Advance planning is required for 0 cement 0 steel l consumables such as argon gas, special

electrodes.

11

12.

13.

14.

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Communication facilities l For efficient communication, dedicated TPM

circuit between site and head office is desirable. l STD dialling facilities available. l Regular courier service for documents trans-

mittal is required. Working restriction l Entry permits will be required. l Safety permits required for hot working in the

operating area.

requirement

Statutory agency Director General of Trade & Development Chief Controller of Import & Export Chief Inspector of Factories Chief Inspector of Boilers Pollution Control Board

Chief Inspector of Electrical Installation Regional Tariff Advisory Committee Director General of Civil Aviation Chief Controller of Explosives Railway authorities

Barricading structures need to be provided, wherever required. Single-day shift working is allowed in the oper- ating areas. Safety rules & regulations as imposed from time to time shall have to be strictly followed. Blasting shall not be allowed.

15. Location of facilities l Site is undulating, varying from 5-35 m. l Feed preparation, hydrotreater and reformer

unit located at about 11 m elevation while aromatic extraction unit located at about 35 m elevation. Some of the offsites and utilities located at about 5 m elevation.

l Very tight clearances and expansion space avail- able in the existing facilities.

APPENDIX C

Work packages

Revamp units l Supply, fabrication and erection of heaters. l Civil and structural works including dismantalling. l Erection of equipment and piping including modific-

ations of columns and vessels.

FPU & aromatics extraction l Mechanical and piping erection work l Civil and structural work

Utilities, offsites, civil and common packages Site grading, road crossings, culverts, roads, drains etc. Civil and structural works. Underground piping. Supply, fabrication and erection of flare system and piping. Mechanical and piping erection work. Electrical installation work for the entire project. Instrumentation system for the entire project. Supply and construction of waste water treatment plant. Supply and construction of cooling tower and CW treatment facilities. Fire proofing for the entire project.

l Insulation and painting for entire project. l Turnkey supply and installation of nitrogen plant. l Pavement and roads for the entire project.

After graduating in Mechanical Engineering, Devendra Kumar earned an ME in Production En- gineering from the University of Roorkee, India. From lecturing in industrial engineering, he later joined Engineers India Limited as Project Engineer. a position he has fulfilled for the past eighteen years. His present post is Project Manager within the company. During this period. Mr Kumar has worked on a number of large projects in the areas of petrochemicals and re- fineries. His major responsibilities include project management, project reports, pre-project activities, corporate planning, budgets, blwr- ness development activities, co-ordination of turnkey proposals and formulation of execution procedures.

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