Project Management in Production Environment Aleksandar Stevkovski BScME Olga Pujaz Petrushevska

Agenda Introduction Organization Business need Way of Working Feasibility Initiation Design Build Handover Challenges The Georgia Tech seminar was held October 9-10, 1969. The university supported the meeting, and the seminar was on advanced project management concepts. It was during that event that those who managed projects—project managers—were asked to join a new organization—the Project Management Institute. But it didn’t just happen overnight. It took five years for PMI’s founders to move from the idea of a professional project management association to the formation of PMI. Between February and October 1969, a constitution and bylaws were drafted and financial support for the startup was solicited. PMI was incorporated in Pennsylvania. USA The name was officially registered as Project Management Institute (after briefing considering “American Institute of Project Management,” The founders quickly discarded that name as one of their original objectives was to be a global organization serving project, program and portfolio managers wherever they live and work. )

Introduction Improvement Projects Capital Projects

Organization Department Manager Project Engineer

Organization Top Management Manufacturing Excellence Legal Advisors Global Departments Equipment Manufacturers Contractors Sales Manufacturing Health & Safety Finance Maintenance HR Logistics Quality Engineering

Business Need Communication flow Cascaded top down Feedback bottom up Strategic need Identified by the Senior levels in the organization

Production capacity calculation High level requirements Business Need Concept development Brainstorming / brain pulling sessions of cross functional teams Different analysis for concept evaluation Production capacity calculation The gap in capacity is identified and quantified High level requirements Key equipment and / or needs are listed

Way of Working Feasibility Initiation Design Build Handover

Feasibility Reason for the project understood Project manager assigned Initiation Design Build Handover Feasibility Reason for the project understood Project manager assigned Project team identified High level requirements defined Benefits outlined Cost defined (± 50% accuracy) Risk matrix initiated

Feasibility Initiation Design Build Handover Feasibility

Initiation Scope defined Project plan generated Feasibility Initiation Design Build Handover Initiation Scope defined Project plan generated Initial stakeholders analysis completed

Initiation Daily Review: Actions update Weekly Review: Feasibility Initiation Design Build Handover Initiation Daily Review: Actions update Weekly Review: Requirements register Action tracker Project plan Risk register

Design OUTCOME Detailed design defined Feasibility Initiation Design Build Handover Design OUTCOME Detailed design defined Hazard study 3 performed (HAZOP) Budged approved Orders placed

Design Bid analysis Value analysis Force field analysis SWOT analysis Feasibility Initiation Design Build Handover Design Bid analysis Value analysis Force field analysis SWOT analysis

Build Scope of work delivered (in budget, on time) Feasibility Initiation Design Build Handover Build Scope of work delivered (in budget, on time) Functional test performed

Feasibility Initiation Design Build Handover Build

Handover Outstanding actions closed Feasibility Initiation Design Build Handover Handover Outstanding actions closed Operations and maintenance training performed Lessons learned archived Documentation handover

Challenges Project management awareness in the environment Requirements management Stakeholders engagement Deadlines