Projects require frequent and complex multi-disciplinary interactions, which in turn have a direct impact on performance,
cost and schedule. Experience shows that projects with Automated Processes are game changers.
Engineering and EPC firms would normally have their own delivery systems and work processes, but are lacking controls over staff interactions and transactions, which can be counted by the thousands over the course of a project. This simple human factor is the major cause of under-performing projects failing to meet baseline KPIs.
One can compare this to a city without traffic lights, versus a city equipped with smart traffic control systems.
Reduced duration of delivery processes.
Process task sequences e.g. quotation request or 3D model review, are automated with time controls and alarms, ensuring timely delivery.
Consistency and uniformity in delivery.
Many automated work processes carry pre-formatted documentation and templates so that the tasks are consistently repeated throughout the duration of the project
No tasks are left unattended. The system allows re-assignment within each process instance by the nominated participant. Moreover, approved users or the administrator can re-assign tasks for out-of-office periods, holidays, etc.
Monitoring of work processes.
Real-time dashboard allows the project manager to be informed on any process instances in progress, their status, but more importantly any delays or roadblocks needing attention, based on exception alarms.
Increased productivity & achieving progress metrics.
Every participant will be able to complete their tasks on time, resulting in a more efficient operation.
Enhanced reputation and return business by continuously improving your operations.
Historical dashboard provides useful feedback on work processes performance to allow improvements in workflows content and functions.
This process is common to all projects’ setup, whereby a multi-disciplinary effort is required to define the List of Deliverables and associated man-hours to create the budget for all Engineering Disciplines.
Similarly, this process requires input from all Engineering Disciplines to define resources levels i.e. “bums on the seats” and corresponding man-hours. One common mistake is to neglect the validation of man-hours budgets, both ways, Deliverables and Staffing.
This process allows any project member to initiate a document review process and to select reviewers to provide comments or approvals. There are many available workflow back loops allowing itinerations for multi-disciplinary inputs.
Shop inspections will occur frequently during the Procurement Cycle. Non-conformances must be expedited and resolved rapidly and efficiently to prevent project delays. The commercial and technical interactions between the shop inspector, package engineer, and Procurement are streamlined through this process.
This process is one of the most critical in project delivery as it is quality, schedule and cost sensitive, highly repetitive and involves the participation of many departments. There is added complexity with the review and approval process with multiple back loops available. The workflow was derived from intensive industry practice.
Risk assessment is the cornerstone of every project to deliver against KPIs. It is performed with all project departments, at project beginning and repeated at regular intervals during the course of the project. It is a dynamic landscape and risks evolve depending on project phases, execution challenges and external factors.This workflow provides the structure to implement a comprehensive Project Risk Mitigation Strategy.
There is no project baseline without a Scope of Work. This process provides a workflow whereby all contributors will perform their inputs in a structured and timely fashion. Expert documentation is associated with the workflow to complete this key document.
Many project practitioners will either neglect to provide a separate Scope or Services or will include such content within the Scope of Work. This process allows baselining separately these different project scope definitions, essential to the Change Management program.
The Procurement Package Register is derived from the Project Execution and Procurement Plan. It contains all Supply, Contract and Services Procurement Packages. Its creation is a major multi-departmental effort with many contributors. This process allows all nominated participants to provide their inputs through multiple iterations. The Procurement Package Register will become the basis for the Procurement Schedule Planner.
HR are well versed with new personnel onboarding within a company. However, employees can be transferred to a specific project and Project Onboarding will not always receive the same attention. This process is project related and involves access and security, office tour and orientation, IT setup, training, meetings with supervisor and mentor, HR follow-up, etc.
3D Model Review is a highly participative process requiring repeatable inputs from all engineering disciplines as well as from the Client
The various review steps are included in the workflow as well as the iterations and approval sequences.
This process is critical to the project schedule and allows feedback from Suppliers and Sub-Suppliers involved in the fabrication of purchased equipment and material. The project shop expeditor provides regular progress status reports to the project team who, in turn, evaluate impacts against schedule. Non conformances and mitigations are passed on to the Procurement Department who manage the commercial aspects.
This is likely one of the most important project delivery processes. It crystallizes the engineering efforts into the scope of installation, drawings, specifications, quality controls, battery limits, etc. Many departments are involved e.g. engineering, procurement, construction, project controls, quality controls, project management, Client, etc. This work process has all the componentry to ensure a consistent and timely production of quality Quotation Requests.
The main actors in this work process are the Engineering, Procurement and Project Controls departments, with an approval sequence that involves all Project Management Stakeholders.
This process confirms to the selected Supplier, the agreed scope, drawings and specifications. As per previous processes, most project departments are participating as contributors, reviewers or approvers.
This process confirms to the selected Installation Contractor, the agreed scope, drawings and specifications. As per previous processes, most project departments are participating as contributors, reviewers or approvers.
This work process brings together, in the proper sequences, all contributors associated with changes in the scope or attributes of previously issued Purchase Orders or Contracts.
Any project will encounter the need to clarify various elements of the Scope of Work or Services as well as the need for Client documentation e.g. existing plant documentation, surveys, soil analysis, etc. This work process introduces a formal, structured and streamlined process to achieve the objectives of transparency, change management control, contractual inputs, timely delivery, etc.
Of course companies have internal processes to handle travel requests. However the project travel control and approval policies may be different. This process is designed for such approval requests within the project environment as well as the exchange of documentation such as travel itinerary, bookings, etc.
The rationale is the same as for the previous work process and the Expense Report Approvals are project based.