Kindly provide your views on One EPCM case study of Project,
Situation:
In one of the EPCM Project, Project is on the Closing Phase, Commissioning for handover activities are going on.
Now Client has done some mistakes during concept Design, Process Designing of the project and constructed its Process plant, but they realize their mistake and now entire responsibility is on EPCM Consultants to solve this issue via giving them Excellent suggestions to complete the Project so Consultant can get more Business from them.
Question:
1. What necessary things/ action an EPCM Consultant has to take to Close all activities for the Project completion?
2. What Tools, Techniques, methods, necessary actions to be apply by Consultant Planner for the Project completion?
3. Based on the Successfully Project Completion, Client can give them more Business or Projects so what things has to be taken care by EPCM Consultant, how to perform a suitable role to get more Business or Projects from Client? Saving Changes...
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Peter RapinSubject Matter Expect; Project Delivery| Independent ConsultantOntario, Canada
The case as presented is confusing. Who is the 'client'? Was the EPCM Consultant involved in the needs analysis and design? Why is the responsibility 'on the EPCM Consultant'? What is the relationaship between the EPCM Consultant and the Consultant Planner? What would be an 'Excellent' suggestion - save money? hide deficiencies? absorb costs? Why would EPCM Consultant want more work from a client that expects him to solve its problems? Saving Changes...
Dear Ishan,
First, I suppose that will be a new project to make the needed adjustments to the existing infrastructure. So, it should start with engineering to assess the defects to reach the plant outputs within to correct specification ranges. Since the project will be an upgrade, I recommend starting with a SOR to review all technical issues to modify. Since there is not a scope enough defined, and changes will appear, the most suitable methodologies are a hybrid approach, with a mindset of collaboration (coaching to team to integrate client, consultant, and contractor). Indeed, the contract should be flexible to extend and scale the required studies and scope until close all technical and operations issues. The recommendation is to involve operation representatives of the client to make sure that plant reach the standards needed.
Also, I recommend implementing the management of the interfaces with 3D-4D tools and a better stakeholder’s visualization to detect restrictions or interferences. Afterwards, it is to develop just a new scope of work to build and deliver them, with the plant in operation if applicable or not.
Finally, become aware of the uncertainty surrounding the new project, settle a contract based on an agile approach, share the risk among parties, facilitating the negotiation and closing of the gaps. Saving Changes...
