国际项目管理手册The Project Manager’s Manual.doc

《国际项目管理手册The Project Manager’s Manual.doc》由会员分享，可在线阅读，更多相关《国际项目管理手册The Project Manager’s Manual.doc（240页珍藏版）》请在三一办公上搜索。

1、The Project Managers ManualThe Project Managers ManualPREFACEProject Management consists of planning, organizing, directing, monitoring and controlling the activities for the design, procurement, construction and start up of a production facility. Project Management is a team effort with all project

2、 activities under the direct leadership of the Project Manager for the duration of the project.This manual includes a number of guides, checklists and forms to assist the Project Manager in running a successful project and should be read and used in conjunction with standard Company Procedures and D

3、epartmental Procedures.The guidelines and principles herein are applicable to all projects. They are intended to be flexible enough to service all elements of sound project management in a continuing competitive environment.TABLE OF CONTENTSPREFACERECORD OF REVISIONSDISTRIBUTION LISTTABLE OF CONTENT

4、SSECTION 1 - GUIDELINES1 - THE PROJECT MANAGER1 - 1Role of the Project Manager1 - 2Qualities of the Ideal Candidate 1 - 3Assignment to a New Project1 - 4Client Relations1 - 5The Contract1 - 6The Project Team1 - 7Getting Started1 - 8In Production1 - 9Reports1 - 10Communications1 - 11On Completion1 -

5、12 2 - PROJECT ORGANIZATION2 - 1Project Initiation2 - 2Planning2 - 3Estimating2 - 4Cost Control2 - 5Project Accounting2 - 6Engineering2 - 7Procurement2 - 8Subcontracts2 - 9Coordination and Reviews2 - 10 Quality Assurance2 - 11Quality Control, Inspection Construction2 - 12Precommissioning and Commiss

6、ioning 2 - 13Project Closeout and CompletionIndividual Responsibilities2 - 14Project Manager2 - 15Planning Coordinator2 - 16Cost Engineer2 - 16Project Engineering Manager 2 - 16Project Engineers2 - 17Lead Engineers2 - 17Project Procurement Manager2 - 17Project Buyer2 - 17Document Controller2 - 18Qua

7、lity Assurance Engineer2 - 18Construction Department Representative2 - 18Construction Manager2 - 18Project Accountant2 - 183 - PROJECT PRACTICES3 - 1Project Staffing3 - 2Assignment to the Project3 - 2Publicity3 - 2Security and Secrecy3 - 3Working Week3 - 3Overtime Working3 - 3Project Procedures3 - 4

8、Time Sheets3 - 4Code of Accounts3 - 4Annual Vacation3 - 4Business Travel3 - 5Expense Claims3 - 5Correspondence to the Client3 - 5Correspondence from the Client3 - 6Client Instructions3 - 6Correspondence with Licensor and Third Parties 3 - 7Correspondence with Vendors, Subcontractors 3 - 7Meetings wi

9、th the Client, Third Parties, Others 3 - 7Conversations and the Telephone3 - 8Inter-Office Memos3 - 8Drawing Forms, Checking and Signature 3 - 8Document Distribution3 - 9Filing System3 - 10 4 - PROPOSAL PREPARATION4 - 1Proposal Notification4 - 2Bid, No Bid Meeting4 - 3Responsibilities4 - 4The Propos

10、al Manager4 - 5The Proposal Strategy4 - 6Proposal Kick-off Meeting4 - 7Approach to the Estimate4 - 8Man-hour Estimate4 - 9The Proposal4 - 10Transmittal Letter4 - 10Executive Summary4 - 10Project Plan of Approach 4 - 11Project Organization Chart4 - 11Field Organization Chart 4 - 12Proposed Project Sc

11、hedule4 - 12Preliminary Engineering Schedule4 - 13Manpower Histogram4 - 14Scope of Services4 - 14Scope of Supply4 - 14Project Description4 - 15Equipment List4 - 15Site Plan or Overall Layout4 - 16Drawing List4 - 16Clarifications4 - 17Subsequent Presentations4 - 185 - PROJECT INITIATION5 - 1General5

12、- 2Role of the Project Manager 5 - 2New Contract Award 5 - 3Contract Scope5 - 3Project Description5 - 4Scope of Services5 - 4Scope of Supply5 - 5Project Plan of Approach5 - 5Offices and Facilities5 - 6Job Instructions5 - 7Job Bulletins5 - 8Design Basis5 - 8Kick-off Meeting with Client5 - 8Project Or

13、ganization5 - 9Project Organization and Key Personnel5 - 9Project Staffing5 - 9Project Schedule and Milestones5 - 10Project Kick-Off5 - 11Internal Kick-off Meeting5 - 11Project Review Meetings5 - 12Project Controls5 - 13Cost Coding5 - 13Estimating5 - 14Engineering5 - 15Procurement5 - 15Construction5

14、 - 16Project Accounts5 - 17Numbering Systems5 - 17Project Administration & Procedures5 - 186 - PROJECT MEETINGS6 - 1Review Meetings in General 6 - 2Engineering and Design Review6 - 3 Procurement Review6 - 4Planning and Cost Review6 - 5Construction Review 6 - 6Management Review6 - 7Project Managers R

15、eport6 - 2SECTION 11 - CHECKLISTS1 - PROPOSAL PREPARATIONProposal Preparation Checklist Clients InquiryCommercial AspectsApproach to EstimateThe ProposalExecutive SummaryProject Plan of Approach Proposal IndexTechnical Description Process Design By Others Proposal Schedule and Control Engineering, G

16、eneralPlant SiteComputer StrategyFee StructurePayment Schedule2 - SCOPE OF SERVICES CHECKLISTSProject ManagementEstimatingPlanningCost ControlProcess DesignProcess Control and InstrumentationPipelinesSub SeaOffshore Structures, JacketsOffshore Structures, TopsidesWeight ControlMechanical EquipmentHV

17、ACFire ProtectionFabrication Equipment, Vessels & Heat Exchangers MaterialsInsulations and Painting, Piping and Vessels SafetyCivil, Structural, Architectural ElectricalPiping Engineering and Design Computer Aided Design (CAD) Quality AssuranceQuality ControlPurchasing, Expediting, Shipping Material

18、 ControlSite Material Control Construction Subcontracts Construction, Home Office Construction Management at Site Scope of Work By ClientScope of Supply3 - JOB INSTRUCTIONS CHECKLISTProject DescriptionOrganization and PersonnelClient Addresses and Key PersonnelClient Representatives in John Brown Of

19、fice ABB LUMMUS Addresses and Key Personnel Project Organization ChartCorrespondenceTo Client from ABB LUMMUS From client to ABB LUMMUS With other PartiesProject AdministrationDocument Distribution ScheduleClient ApprovalsProgress Reports to ClientCost Control and Project Accounting Project Closeout

20、Project CoordinationGeneral EngineeringProcess DesignDesign and Operating ManualsAs-Built DrawingsPlanningProcurementMaterial ControlConstruction SiteContract DetailsContract with the Client Billing Arrangements Insurance Requirements Project Schedule Project Overview4 - DESIGN BASISEngineering - Ge

21、neral Codes and Specifications Process DesignSafetySite DetailsPlant LayoutsBattery Limit Conditions Fuel SystemsLiquid FuelsUtility Systems CondensateWater SystemsWater AnalysisAir SystemsElectricalRange of Kilowatts Instruments and Controls Climatic ConditionsCivil and Structural Sewers and Waste

22、Disposal Offshore Structures5 - PROJECT MANAGEMENT AUDIT ContractProgressCostsPaymentInsurance and BondsProfit and Contingency Project CoordinationJob Kick-OffProject ControlProject AdministrationCost Control Procurement Construction Project CloseoutSECTION III - STANDARD FORMS 1 - STANDARD FORMSPRO

23、JECT REPORT FORMSECTION 1GUIDELINES 1 - THE PROJECT MANAGERSCOPEThis guide establishes a broad framework for the role of the Project Manager within ABB Lummus.INTRODUCTIONEach Client is different. Each individual is different. Each project is different. There is only one hard and fast rule in approa

24、ching a new job - The Project Manager is responsible for leading the project to meet the Client and ABB Lummus objectives.This guide provides a perspective and overview of the Project Managers assignment, role, and function within ABB Lummus. This Section discusses the qualities and strategies the P

25、roject Manager should seek to impose and encourage in the pursuit of a successful project.ROLE OF THE PROJECT MANAGERThe Project Manager represents ABB Lummus to the Client. At the same time the Project Manager represents the Client within ABB Lummus.A Project Manager is designated for each project

26、undertaken by ABB Lummus, however large or small, and regardless of location or duration. The Project Manager has the responsibility to serve both ABB Lummus and the Client.For ABB Lummus the responsibility is to deliver the Project accordance with the terms of the Contract, the targeted profit and

27、to establish a relationship with the Client that will ensure favorable consideration for follow-on work.For the Client the Project Manager must ensure that the project gets its fair share of ABB Lummus resources and that our performance is such as to complete the Clients work on schedule and within

28、budget. The Project Manager will also keep the Client advised of unavoidable deviations, and aim to create a sense of trust between our two firms that will lead to new work.The Project Manager must have the personal standing to ensure these goals are achieved. With a minimum of constraints, the Proj

29、ect Manager represents ABB Lummus on the project. The Project Manager must be the most informed about the specific objectives of the job, have knowledge of the principal obstacles to be overcome, motivate the project team to resolve them, and accomplish all this in a cooperative spirit with the Clie

30、nt.The successful Project Manager is one who instills in the project team a strong sense of TEAMWORK, URGENCY, and ENTHUSIASM.QUALITIES OF THE IDEAL CANDIDATEIn selecting Project Managers and measuring their performance, we look for personal skills and capabilities in the following areas:LeadershipC

31、an he give independent and consistent direction? Does he lead from in front and set a follow me example?AttitudeFew problems totally defy solution. The most important first step Is to adopt a positive and willing attitude.StrengthDoes he have the personality to lead the project team, moral fiber?And

32、 tenacity as well as technical experience?PerspectiveCan he keep his eye on the target: to design and build a plant, And avoid peripheral distractions?Sets ObjectivesThe first move on any job is to identify clearly what has to be Done. Can he distinguish the main thrust from the less essential?Makes

33、 the PlanSuccessful work generally doesnt just happen. The successful Project Manager prepares a plan, gets team commitment and Works it through.Organizes StaffA successful team is stronger than the sum of its individual stars. Does the Project Manager organize the staff to get the most out? Of the

34、team?Delegates WorkHow does the successful Project Manager free himself of routine Activities and still maintain effective control of his project?ResponsibilityThe buck stops at the desk of the Project Manager. H must think Through problems and state his position clearly. Accept Upper-level manageme

35、nt decisions a support them.Tough, Resilientfew projects precede without problems. The Project ManagerMust be confident in his judgments and stick by them. SometimesDecisions will not be in his favor. He must accept this, reboundAnd resume control.ResourcefulThere is more than one-way to skin a cat.

36、 Be imaginative inSolving problems when ordinary methods fail.CandorDoes he place his cards squarely on the table? Most problemsCan be solved if caught at an early stage. He must first recognizeA problem threatens, and is willing to talk about it.Client RelationsThe Client is why we are in business.

37、 Never criticize openly. WorkClosely to understand his position and to ensure that heUnderstands yours.Construction RelationsThe Quality of Engineering has a direct impact on the productivityOf the construction effort. Does the Project Manager understand?The importance of bringing construction into

38、the team on day one?ASSIGNMENT TO A NEW PROJECTHaving determined the qualities found in the ideal candidate, it is then necessary to look at the individuals specific experience. The size, nature, and location of the work, prior association with the Client, and other pertinent factors will feature la

39、rgely in the selection of the individual to handle a given project.The first action of the Project Manager is to accept his role with genuine enthusiasm. Take on each project or assignment with the knowledge that it is going to be designed and built only once. Do it with a sense of pride in the expe

40、cted results.The desire to do a top-notch job is contagious. It permeates the whole project team. It begins at the top and it must be set on the first day of the job.Once appointed to the job, the new Project Manager will find the following sections a useful guide in setting up his project and manag

41、ing it to a successful conclusion.CLIENT RELATIONSThe relationship between the project manager and the client is a key factor in the success of any project. This relationship should be founded on mutual trust and respect and be committed to teamwork, innovation, flexibility, and continuous improveme

42、nt. This is the relationship that will provide leadership for the project and commitment to do things right the first time, every time. Through a commitment to Total Quality Management, the project team will focus at an early stage in the project on establishing key result areas to satisfy the customer and define the roles and responsibilities of each member of the project team. Through continuous good communication, no hidden agendas and a Client/ABB Lummus team whose company identity is virtually indistinguishable, success will be measured by the satisfaction of the u