Please login or join to subscribe to this thread
Thank you beforehand for any recommendations and supports.
First things first. You will need to have the project's initial documents:
- Project Charter
- Scope of Work
- Deliverables List
- Engineering Disciplines Involved
- Project Milestones
Once you have a clear definition of what the project is about you will be able to start working on the planning, cost estimation/budgeting, management of change (MOC). Then you will be able to get into the progress reporting, key progress indicators(KPI), etc.
Depending on the degree of definition you might have, you will be ready to start the Pre-Front End Engineering Definition (Pre-FEED) of FEED stage, when the documents needed for the Detail Engineering (DE) to start.
If you don't have not an Engineering background it is highly recommendable you enroll an experienced Project Engineer as part of your team as early as possible in the initial project definition.
Hope it answers your request for information. Otherwise, please do not hesitate to let me know, see if I can offer you any further help you might need.
Thank you for your extended feedback.
I have noticed that in PMI community most are IT specialist and IT environment.
Not much people from Engineering and Construction management.
As it is very important and useful to share with experience with people not only from IT.
You are most welcome.
I totally agree, Project Managers (PM) working in Engineering, Procurement, Construction (EPC)/Construction Management (EPCM) projects with no previous experience/background on those subjects will certainly benefit from a sustained experience exchange with EPC PM's, Project Engineers (PE) and Project Engineering Managers (PEM) as well as with other people working in those projects as Disciplines Engineers, Designers and Drafters; Projects Controllers, Cost Estimators, Planners/Schedulers and I think PMI offers great resources to establish the proper and most effective communication channels towards that purpose.
As I recall PMI grew out of EPC project delivery. It added structure and defined tools already in use in the Engineering, Procurement and Construction industry. This was before or at the early stages of IT project delivery.
Many of us, especially the more senior group, come from a EDC background and are still practicing in this industry.
Going back to your initial query, start with the Project Management Plan which should include for all the project management elements or pieces - cost, time, scope, quality, procurement, communications, risk, and resources management strategies and plans and how these elements are to be integrated to deliver the project.
I would suggest that you don't start making commitments until you have laid out the path to get there. Knowing the destination is important but the route and the means to get there in this complicated world is critical to success.
Please login or join to reply