Plant Project Engineering Guidebook

Chapter

1 INTRODUCTION

Why This Book

Industrial plants are the training grounds for young project engineers, who are usually hired by the plants to fill an immediate need for help. On the first day, a coworker will give them a tour of the plant and office. They will be introduced to a lot of people they will need to know whose names will be forgotten in minutes and will be shown to their new desk. There they will find all the information required to perform their job. It is expected that they will learn on the job and they generally do. There is nothing wrong with this approach and it usually works quite well; however, there is a difference between learning and understanding. This book is intended to steer the project engineer toward an understanding of what they are trying to learn on the job. This book is written from the perspective of a plant project engineer and is based on a typical plant engineering, procurement, and construction contract (EPC). However, the principles and methods discussed also apply to other engineering areas in all industries. All projects go through the same steps and require the same information to be implemented. For small projects handled in-house, this book will give the project engineer an understanding of why certain things are done, and for large projects where outside consultants are involved, it will give an understanding of what the consultants do and what the project engineer should be looking for. Most courses and books about project management deal with large projects and assume that the basics of project management and project control are understood. This is not necessarily the case. The majority of everyday

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projects encountered in a plant are fairly small (less than $5 million), and using project management techniques designed for large projects can be cumbersome, time-consuming, and not necessarily cost effective. By understanding what is required for each project and why, a reasoned approach can be taken to employ the right techniques to get the job done without being burdened with questionable tasks developed specifically for large projects. This book covers the basics of what a project engineer should look for when gathering information for the Project Approval Phase, pitfalls to avoid in the Design Phase, what to ask for in Request for Quotations, and problems which will be encountered during the Construction Management Phase. By using this book as a guide, the Project Engineer will get enough information to control and manage projects effectively. The aim is for the project engineer to have a clear understanding throughout the project life cycle of WHAT is to be done, WHY it is being done, WHEN it will be done, HOW it will be done, WHERE it will be done, and WHO will do it. The information in this book comes from knowledge gathered during my 20 plus years of working for operating pulp and paper mills, in corporate central engineering, and as a consultant in the pulp, paper, and board industry. This book is intended to help project engineers perform their job in an efficient, professional manner by understanding and maintaining control throughout all phases of their projects.

General Guidelines

The following are some general guidelines to keep in mind when managing projects: 1. It is important to keep your supervisor informed to the fullest

extent throughout the project. Just like you, your supervisor does not like surprises.

Chapter 1 Introduction 3

Plant Project Engineering Guidebook

2. Treat all projects as if there will be a legal court case. This action may help avoid one. Take meticulous notes, make sure that all information in and out of your office is correct, and keep records of all in/out transactions.

3. Purchase a scribbler (notebook) and keep all handwritten meeting

minutes pertaining to a project in it. This way all the minutes are in one place. This takes care of the problem of loose sheets of handwritten minutes floating around and getting lost. Somewhere, sometime you will have to refer to your handwritten notes.

4. Always have someone else take minutes at meetings so that you,

as the chairperson, can concentrate on the subject at hand and not miss something important while trying to write minutes.

5. When managing projects, there will be stages when the workload

gets excessive and stressful. The usual tendency is to rush the work and do as much as possible in the shortest time. At these times do not panic. Pace yourself to be fast but steady and avoid shortcuts. This will result in a better job and will be less stressful.

6. Do not depend on memory. Use a scribbler, or a company supplied

journal, keep very good notes and a daily diary. As a minimum, everything that transpires during the day should be recorded.

7. Take a course in technical writing or report writing so you can

write all correspondence in clear, concise language that is to the point with as few words as possible.

8. Each industry has its own abbreviations that are used daily

without explanation. To avoid confusion when writing, spell out the words in the abbreviation at least once, typically the first time it is used.

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9. Set up a tickler file. This is a filing system you use to follow up on assignments, i.e., when you ask someone to do something by a certain date, you want to be able to follow up on that date. One easy Tickler File1 I currently use is to make 31 file folders and label them 1 to 31one for each day of the month. Label 12 hanging folders each with a different month. Put the hanging folders in your filing cabinet drawer and insert the 31 file folders in the hanging folder for the current month. As each day passes and records are collected for that day, take that days folder and move it to the next months hanging folder. Work your way through the month moving the day file folders to the next months hanging folder. Make a note of items due, or use a photocopy, and place it in the appropriate day folder. Every morning when you come in, look in the current day folder and you will see what is due that day. This tickler file surpasses the computer and personal digital assistant (PDA) methods of tracking as you only have to look in one place for the information and not two (the computer and the file).

10. Be honest, fair, and ethical in all your dealings. You want to be

able to sleep at night. Dont get yourself in compromising situations that may force you to cover up or act defensively in the future. Use common sense. If someone gives you a gift that might in anyway appear to influence your decision making on the job (for example, a vendor who sends you a valuable Christmas gift), consider donating the gift to a local charity. Get a receipt for the donation and note it in your records. You need a clear conscience to act effectively to protect your employers interests.

1 Taylor, Harold L., Personal Organization: The Key to Managing Your Time and

Your Life, Time Management Consultants, North York, ON, 1998.