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Archives :: Business & Economics :: Project Management

Displaying 21 - 38 of 38 stories.
April 1, 2009
Project management can be a messy, complex issue for all involved parties and, likely, the most hair-raising aspect of all is project handover from the EPC (engineering, procurement, construction) contractor to the chemical processor. In the past, this literally involved a truck pulling up with cartons and boxes chock full of engineering documents, drawings, operations manuals and catalogs. From there, the...
http://www.che.com/business_and_economics/project_mgmt/Project-Management-Digital-Handover-Headaches_4645.html
January 1, 2009
In today’s fast track schedules for constructing new capital facilities, the process of designing, delivering and erecting piping often falls in the project’s critical path. This is particularly true for facilities constructed in emerging economies, where the facility generally resides in a remote location, posing significant logistical challenges. Squarely positioned in the center of the...
http://www.che.com/business_and_economics/project_mgmt/Active-Management-of-Pipespool-Fabricators_4446.html
November 12, 2008
To illustrate the advantages of its project management solutions, Satyam Computer Services Ltd., (www.satyam.com), a consulting and information technology company, is drawing attention to Rain CII Carbon (Gramercy, La.; www.ciicarbon.com), a leading global producer of calcined petroleum coke, which recently reduced plant turnaround by 25%. Rain CII Carbon significantly minimized the shutdown time...
http://www.che.com/business_and_economics/project_mgmt/Rain-CII-Carbon-reduces-turnaround-time-by-25-percent-using-CCPM_4350.html
November 4, 2008
Foster Wheeler Ltd., (Clinton, N.J.; www.fwc.com), a global engineering and construction contractor and power equipment supplier, announced that its South African subsidiary, Foster Wheeler South Africa, has been awarded a front-end-engineering design (FEED) contract...
http://www.che.com/business_and_economics/project_mgmt/Foster-Wheeler-wins-contract-for-wax-expansion-project-in-South-Africa_4327.html
August 15, 2008
An organizational lessons-learned system facilitates the transfer of knowledge from one project team to another Lessons learned is a method of collecting the unique and important knowledge gleaned from experience. While most engineers have heard of this often cited, even cliché term, few really know what this is, and even fewer know how to set up a proper lessons-learned process and use it...
http://www.che.com/business_and_economics/project_mgmt/Engineering-Practice-A-Lessons-Learned-Knowledge-Management-System-for-Engineers_4088.html
May 15, 2008
  Effective use of capital in the ownership and management of manufacturing assets is critical to the financial performance of companies in the chemical process industries (CPI). Many of these companies use benchmarking in compliance with applicable laws and antitrust regulations to compare, identify, and adopt industry best practices that drive the capital effectiveness of their project development...
http://www.che.com/business_and_economics/project_mgmt/Benchmarking-for-Success_3865.html
February 14, 2008
Across 1.     M and A challenge 7.     Location technology 9.     Exhibitors’ offering 12.    Centers of attention 13.    Virus 14.    Home of the girl from Ipanema 15.    To view laser-scanning output 16.    Survey company 18.    Critical business survival point...
http://www.che.com/business_and_economics/project_mgmt/Februarys-Crossword-Puzzle_3660.html
April 1, 2007
    Free trade agreements, global manufacturing standards and the Internet have made it possible for companies to do business in countries they would not have considered 20 years ago. Open is a world of opportunity, but for processors of pharmaceuticals, semiconductors and other materials that must meet high standards of product purity and performance, the competition is stiffer than ever as...
http://www.che.com/business_and_economics/project_mgmt/Target-Costing_3342.html
January 1, 2007
    What skills are required to effectively lead a project team? Leadership is different from management, requires different knowledge, a different skill set, and accomplishes a different purpose. Management deals with the present; leadership deals with the future. Management deals with resources; leadership deals with people and personalities. Management deals with facts; leadership deals with...
http://www.che.com/business_and_economics/project_mgmt/Leadership-of-Project-Teams_3116.html
August 1, 2006
    If your estimate for a project's capital cost is too high or too low, incomplete or wrong, a poorly developed scope is the mostly likely cause. In almost all cases, project cost estimating is more accurate than the scope used to develop the estimate. (To develop a good project scope, please refer to "Get Your Scope Straight for Project Success," CE, February, pp. 36-38). Yet good...
http://www.che.com/business_and_economics/project_mgmt/Making-Sense-of-Your-Project-Cost-Estimate_2805.html
June 1, 2006
    Intelligent — and thorough — preparation of a process-design-basis document can make the difference between a high-quality design for a chemical-process project and a poor one. The process-design-basis document represents the owner’s instructions to the design engineering organization about what the owner wants designed, and how the owner wants the process design to be done...
http://www.che.com/business_and_economics/project_mgmt/How-to-Prepare-a-Process-Design-Basis_2801.html
April 1, 2006
    Typical process utilities include electricity, process steam, refrigerants, compressed air, cooling water, heated water, hot oil, process water, demineralized water, municipal water, and river, lake, or ocean water. For preliminary cost estimates, waste disposal cost can also be treated like a utility expense. Unlike capital, labor, and other expenses, utility prices do not correlate simply...
http://www.che.com/business_and_economics/project_mgmt/How-to-Estimate-Utility-Costs_2798.html
March 1, 2006
Axxom Software AG (Munich, Germany; edlinks.che.com/5827-541) has introduced a new technological approach that, for the first time, allows an end-to-end supply chain optimization of very large, multi-stage networks. Based on the so-called cost-scaling algorithms (CS-A), production companies can now plan very complex...
http://www.che.com/business_and_economics/project_mgmt/A-powerful-algorithm-enables-end-to-end-supply-chain-optimization_2915.html
February 1, 2006
    A clear definition of what a project will include can go a long way in helping to reach the desired objective. Spending the time upfront to seek input from pertinent parties and to scope out the details can prevent frustration, unexpected costs and sometimes insurmountable obstacles later on. A project scope defines what a project encompasses. It outlines the complete story by describing what...
http://www.che.com/business_and_economics/project_mgmt/Project-Success-Builds-On-a-Well-Defined-Scope_2774.html
February 1, 2006
In the U.S. last year, Hurricanes Katrina and Rita powerfully demonstrated the ability of nature to disrupt companies’ operations and commitments. In a business context, the effects of such natural (or, for that matter, civil or social) disruptions can be felt up and down the hydrocarbon, petrochemical and other chemical-process supply chains, causing shortages, delays and allocations of material...
http://www.che.com/business_and_economics/project_mgmt/Force-Majeure-Make-the-Best-of-It_3088.html
February 1, 2006
Whether working on retrofits or new-plant construction, engineers involved with chemical-process projects nowadays are likely to find themselves under pressure to reach completion quickly, sometimes even at the cost of bypassing traditional procedures and project controls. The downside becomes a loss in predictability, in terms of costs and sometimes, paradoxically, in the very meeting of those hurry-up...
http://www.che.com/business_and_economics/project_mgmt/Keeping-fast-track-projects-from-going-off-the-rails_3093.html
January 1, 2006
    The first two installments of this three-part series (CE, November 2005, pp. 40–45, and December, pp. 42–47) dealt mainly with the major methods for estimating the capital costs of pilot plants. This final installment begins with a look at the making of provision for contingency, a concept sometimes misunderstood and even more often misapplied in pilot-plant cost estimating...
http://www.che.com/business_and_economics/project_mgmt/Pilot-Plant-Cost-Estimating-Make-Intelligent-Use-of-Contingency_2794.html
January 1, 2006
Whether working on retrofits or new-plant construction, engineers involved with chemical-process projects nowadays are likely to find themselves under pressure to reach completion quickly, sometimes even at the cost of bypassing traditional procedures and project controls. The downside becomes a loss in predictability, in terms of costs and sometimes, paradoxically, in the very meeting of those hurry-up...
http://www.che.com/business_and_economics/project_mgmt/Keeping-fast-track-projects-from-going-off-the-rails_3092.html
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