1. Project Management in Production Environment
Aleksandar Stevkovski
BScME
Olga Pujaz Petrushevska

2. Agenda Introduction Organization Business need Way of Working
Feasibility
Initiation
Design
Build
Handover
Challenges
The Georgia Tech seminar was held October 9-10, 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. )

3. Introduction
Improvement Projects
Capital Projects

4. Organization
Department Manager
Project Engineer

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

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

7. 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

8. Way of Working
Feasibility
Initiation
Design
Build
Handover

9. 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

10. Feasibility
Initiation
Design
Build
Handover
Feasibility

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

12. 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

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

14. 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

15. 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

16. Feasibility
Initiation
Design
Build
Handover
Build

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

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