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69.Consultancy Environment, Project Development and Control Case Study

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69.Consultancy Environment, Project Development and Control Case Study

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69.Consultancy Environment, Project Development and Control Case Study

  1. 1. Consultancy - , Environment, rte E’ ’—, ’‘ 55¢‘ :6 Project Development will and Control e Case Study ll V
  2. 2. - Simply put, ethics involves learning what is right or wrong. @ - Doing the right thing-But the right thing I is not always easy to identify. - Ethics includes the fundamental ground rules by which we live our lives. (Integrity & Moral) O - Together with moral values, for . . - . example, values such as respect, honesty, fairness and responsibility. ' ' ' K I3]-| p.| afl| .| fi$ copyright ©Pharinas Co. .Ltd Journey and Leadership Management. mtp~JIwww.1cliclrIdoa. corn 2-‘ 'fI-Jpyrr-ghl (§‘T‘ [rt Phcrnu Limrn-an-: -nl -nncl Phcirrn-:2-. Cc». Lid. 2
  3. 3. Codes of Ethics to Avoid Behaviors That You Perceive as Unethical - It is critical that you establish some major principle, or guideposts, to ensure that you consult in a manner. - Those principles are your “inner compass” in the mindset of the confusion and complexity. - Consultant starts developing that compass by developing descriptions of their mission and vision for their consulting work and the way that they want to work. k Fl-Ifiiaifiififi Journey and Leadership Management <ig; ;_ -21:3;-7-rrghi(§5‘ [er F'l-: rrIU Lrmm-: rn-: -ni on-: I F'h~: urni: r. Cr: -., L, I:| A Copyright © Pharinas Co. .Ltd nttp: IIwww.1cIIcIddu. com 3
  4. 4. Codes of Ethics to Avoid Behaviors That You Perceive as Unethical - Then Consultant refines description of their preferred values and behaviors by developing a code of ethics or conduct of conduct. R Copyright © Pharinas Co. .Ltd Journey um Lnnuunn Monawmflfll Mtp'JIwww.1cllckldou. com 41- C-ypynght G‘? [:1 Phcunu Llmrn-an-: -nl -and F‘hc1nn-:1) Cc-. . Lid. 4
  5. 5. Avoiding Lfleiaaviois iiiai Eiieinis Peit-aeive as iimeiiiicai E When first establishing a relationship with your client's organization, you should make every effort to learn the culture. I Ethical behaviors should conform to the values of that culture, as well as your own professional values. ‘I V 6' raid’ ii1a‘i‘S WTOUS? , (L_ I >’ £/ _ 4’ ‘ .1, ”" M7.” Pharinas Co. .Ltd ( / - hitp'Hwvvw.1c| nclu‘dea, coni 1}: -fffinitvyiugiui C? " ["t F'i-: unu i. li1l‘I‘v'. 'in-I-ill -: unv: l Piv: nnnr.2> Cr. -.. Lid 5
  6. 6. Overview of Collaborative Consulting Cycle Phase Primary Activities During that Phase 1. Clients Start-Up Iient realizes the presenting priority and need for a consultant Iient and consultant meet, discuss presenting priority and form an 2' Engagementand Agreement - reementabout how to work toether 3- Dl5C°Vei'Y and Feedback entif information needed to anal ze resentin riori ollect information 0 rganize and analyze information rom the information, identify critical issues and recommendation for the - ro'ect to address ‘ - Action Planning, Alignment dentify actions to address issues evelop vision for change and actions into overall actionjlans nsure actions are all ned and inte rated to ether evelop plans for evaluation, learning and communications evelop Change Management Plan 5. Implementation and Change I mplement and monitor Change Management Plan, including sustaining and Integration Management otivation, momentum and learning . Adoption and Evaluation valuate result of implementation the Plan to ensure desired change has ccurred throu - houts stem g Copyrighi1T3Pharinas Co. ,Ltd hrtp: Hwvvw.1clIckidna. con1 "I-Jpvyin-; ;l1i(<: '3' [iu PI1-zunu L: mm«: moni -: In-: l Plxcmn-:2-. Cr. -.. Li-: l. 6 ~; ___
  7. 7. it *4.. . - Today, there is a growing awareness - Key Dimensions of project environ ment, project's technology and information system. and concern for the impact of infrastructure and facility construction on the physical environment. I3!-IRIIIIBRS Julmy nu Llaxliffo Munoununt Cor. vyngl1i'§'7' Dr Plwcnu lJI‘l‘lm'3|1'I-lil and Phonn-:2: C0,. Lid.
  8. 8. Phase 2 Phase 3 Phase 4 Concept Planning " Execution . Transfer C D H E ' F (Conceive) (Develop) (Execute) (Finish) Level of Total Effort - Identity need - Establish loasibumy - program, process ~ utamnmucs - Develop H - Set up organization - plan " - Work-no digs & spam ~ block @8713 - Devan rnv-ow - Training operators - Rawiewe 5 Acceptance: o Run up to capacity - sketches. outline aawmgs | | - Procure equomam - Transfer maternal: - prolrn budget - flnndmds H - Pro-cure consim sources - Sc. -me al accounts scheoule - Conduct stflos - Produce physcal asset ~ Flo-ass-an roman-no team - pvopcd loam - Select oquiornenl II - Qndny assuranoeaoonirol - Atuwe lessons learned - fmancmg - nuts - budget. cash flow - Modcfy e1 required - Deuvet Final Roped I - Identify anlornnllvos - hnancmg ll - Pvogre-as monnonng lteneoer roeponebluty . Pfafgtfl proposal - schndulo " - Fotatznsls 5 reports I l l I I ' Nooolflrm economics H - Verify perionnancu ' ~ Close nl moans l l l l I - Appoj to - Ra-assess asks altovnaliwss - Deitvev Oecflity pvoceed - Pveseni Pmgeci Bnei ll - Obtain eporovnl to pooceed | | QIWJ/ JO! .. Figure I Project Life Cycle - I-"our Basic Phases
  9. 9. - From the figure it will be seen that there are, or should be, four distinct project periods which make up the typical life span of a well run project. This phases are shown as - Concept - Planning - Executive - Transfer K Flilklilfilfinfn ll Jou-my and Leadership Management. Mtp~JIwww.1cllcl: ldee. com : ‘- 'iZopyn-glut T§‘i‘ [er F'l1n: -nu Limm-an-: -ni -Jncl F'h: :mni; ra Cc-. . Lid. 9
  10. 10. - The variation in the level-of-effort (LoE), which is associated with these project phase. - The LoE curve represents the / /in « iv‘ ‘ . number of people dedicated to the 1 ) . . . ‘i J project on a full or part time basic. V k I= |4p. laa| .|3$ copyright©Piiarinas Co. .Ltd Jounay and Leadership Management. lmn~JIwww.1cllclildee. com Ai '3:-: -pyn-gl1i(§'7‘ [fl Plicmu l. lil1l‘I‘iCin-2-Ill -Jncl F'h: :mni: ra Cc». Lid. lo
  11. 11. - From figure 1 that, typically, the number of people involved rises steadily through the first two phases, but increases dramatically in the executive phase. , I ll" - . _ . ‘ii * ‘ L - llImlJflIK¢' k '3'-I}%fl§? § Copyright © Pharinas Co. .Ltd ‘Journey and Leedenmp Meneoement. iinp: Irwww. ‘lcllcIildee. com P‘ C-apyuglwi '‘: ‘i’ D: F’h-zmu Lirnm-zin-: -ni -anal Ph-: uin-:1: Cc-. _ Li-Ll. 11
  12. 12. iiie liiiieirnai Prsiect Ciiitiire 80.17!‘ of Din-clorv. CO¢DOOAl. - Po icy l". xcn'ily PL-. ni-ilnq A Standards Al’Ch. ll-¢luI’. °l ; truCt. .r: .I My-ch lfl c. »l Fi x. mc--Vkccountinq 'P. cym--Ms orporatc Enterprise and its bMln"h purpou Consulting Engineers EH”) <""i0 Convr-ylng Schc dumg : ’ mo}. -cc { Adminastr. -uon‘ 4 6 Proc-: .=. I-nv ronmnnmi "Q 1nd olhr r spf CL1 «sh ‘' Oi. i.Il ty A->ul. ~flC0 Ouai ty Inspection Waive‘ UM“ Construct-on sup--rvislon . . - ’ G"“‘ "" G. <ri: r:l A Sprcial Cond trons Construction Tr 9110- Conn lC'0' Bovwnng Co~l Corvrol Ou. .u iy Control Ll __v. -.. -:_: .-. Figure-. z2sProject Management in the Corporate Envimnmxentnams co. ,ua -. 0 L":3:1."f"v 9 iv':3'= n;u"r-"-rt hnp:1Iwvvw.1chckldea. coni ii‘ Copyright Rf" ["r F‘l1~: unu l. li1l‘I‘i'IiI1-I'M -and PlC1ill1(i> Cc~. . Lid. ‘ll
  13. 13. - Project responsibilities ultimately to the project manager. - The project manager directs all operational activities including planning, design, procurement, construction and commissioning. Joumay and Laanammu Mamoemlnl lmp'JIwww.1cllclildee. coi! i k I= |4lEfl&| a._€. Copyright © Pharinas Co. .Ltd : ‘- 'iZopyn-glut T§‘i‘ [er Ply: -nu Limm-an-: -ni -and F'h: :mni; ra Cc-. . Lid. 13
  14. 14. - On a larger project, the project manager may require other more specialized services of an indirect nature. - These may include financial accounting, legal, payroll, personnel, property acquisition, system development, government and public relations, and so on. Journey and Leadership Management. imp: lIwww.1cllcIridu. coi-ii k I= I-| FEIll3n. .=_'p Copyright © Pharinas Co. .Ltd P‘ 'iIn: »pyn-glut T§‘i' [er Ply: -nu Limm: :nnu: uni -Jncl Ph«: mni; ra Cc-. . Lid. H
  15. 15. - The work place of such enterprises are typically bounded by classic organizational hierarchies, established policies, procedures and lines of authority, by centralized control and by repetitive, assembly-line-like jobs. - Project Management is seen by many as a much more challenging and exciting work environment. k I= fl-flfinflffif ~aJ. J’ii3nu ‘.3 . liaiu-do aU. ,L. .‘d Jail! !! Ind I-Iodlrlnv M-new-nt lmp~JMww.1dlcurles. coui - Copyn-glut (§'T' [Jr Phonu l. lm| Ti'Zli1'I'lli -and Fhcinnos Co. , Li-; l. 15
  16. 16. Influencing The Project’s Cultural Environment - Every projectteam member, indeed every member of the workforce, needs to be persuaded to convey the attitude that, just as they are stake holding, every other, project stakeholder is also important. - It requires a focus on the quality of the sta keho| der's experience at every stage of the project, rather than an overriding preoccupation with computer printouts and weekly progress report. Copyright © Pharinas Co. .Ltd _ Jouney and Leadership Management. lmp~JIwww.1cllclildes. r:oi1i P’: '3:-Jpyii-ghl if‘? [. 'r F'l1~: unu Limm-ant: -ni -and F'h: :mni; ra Cc-. . Lid. 16
  17. 17. I Executive Support : The Executive must clearly demonstrate support for the project management concept by active sponsorship and control. I External Authority : The project manager must be seen as the authoritative agent in dealing with all parties, and be the responsible and single formal contact with them. I Internal Authority : The project manager must have the necessary managerial authority within his organization to ensure response to ‘ . _ ' his requirements. — ‘ . y Copyright © Pharinas Co. .Ltd _ Journey um Leadership Management tmp: IIwww.1cllcIildu. corn E‘ 'iZn: :py-unglii Ci‘? [fl Pl)-: II'iU Limm-an-: -ni -an-: l Pllillllflila Ct: -., Li-: l. 17
  18. 18. - Latest state-of-the-art technology in which the project is based. - Customers and competitors - Geographical, climatic, social, economic and political setting. , §, ,_; *1“ _. _~_ / C; R ‘“‘~¢ - Everything that can impact its § '; success. "’§“ T A‘ F; k F]-ipgiaflfiiafi 7 Copyright©Pharinas Co. .Ltd ‘; Journey and Laanantrup Management http: IIwww.1cllcIddu. com ‘- -ii-3;-7-unght *3‘? [n F11-: :nu Lnmm-: m-: -nr on-2| F'h~: u1n‘: r; Ct: -., Lv-: |‘ 18
  19. 19. - Developing the right attitude. - Place the project stakeholders ‘ ‘ at the top of chart. 9/ V . & 9/1,, ‘V ! W - Follow by the front-line project ‘ . team members. ‘gig’ >* i - On down to the project : , J ' manager at the bottom k Fl-IPs%3&l$$ Copyright © Pharinas Co. .Ltd _ Jaunoy um Laanammp Management mtp: IIwww.1cllcIddu. com ai 'iZn: :py-unght Ci‘? [n F11-: Inu Llmm-inn-3-nl -an-: l F'h~: u1n‘: r. Ct: -., LI-: |. 19
  20. 20. ST AKEHOLDERS ‘H -2‘: K I3}-Ififififlifiiflkfi V Journey and LB&1Bfl"! |D Management 45;‘: Steps in this process project. vii-up-yr: -ght ‘. <:‘? [w F'h-: mu Limm-: m-: -ni on-: l F'h~: n:ni: :-, Cr: -.. Llcl - Learn how to understand the role of the various stakeholders, and how this information may be used as an opportunity to improve both the perception and reception of the - Identify the real nature of each stakeholder group's business and their consequent interest in the project. Copyright @: Pharinas Co. .Ltd http: IIwww.1clicIddu. com 20
  21. 21. - Project Development is the process that takes a transportation improvement from concept through construction. There are several goals for this process: - To ensure context sensitivity though an open, consensus-building dialog among project proponent, reviews, the public, and other parties. - To foster thinking beyond the roadway pavementto achieve the optimum accommodation for all modes. Ffldfififlflfif Copyright © Pharinas Co. .Ltd Journey and Lannammu Management. hnn~JIwww.1cllclrldu. com 41 '3:-; -pyn-ght (§'7‘ [fl Phcnnu Limm-: mu: unt -and F'h: :mnA: ra Cc». Ltd. 21
  22. 22. - The project development process is initiated in response to an identified need in the transportation system. - It covers a rang of activities extending from identification of a project need to finished set of contract plans, and to construction. k I= I-IREIRIRE Jounuy and Lnnnlnruffn Mnrnoamonr. 4% - Copyn-ght (‘:3 [-‘I Phcnu Limm-Jncunt -and Fhctnncn Co. , 2. at Copyright © Pharinas Co. .Ltd hnpdIwww.1cllckldon. com Lt-; l. 22
  23. 23. - Project control are the data gathering, management and analytical processes used to predict. - Understand and constructively influence the time and cost outcomes of a project or program. - Through the communication of information in formats that assist effective management and decision making. k Fl-Iflsifilfiififp Copyright © Pharinas Co. .Ltd _ -Jm. nrnay and Landecmw Management mtp: IIwww.1cIlcludu. corn ‘- "I-3;-yin-ght <I§"' [‘l F‘h»: mu Lnmmcnn-: -nt -ancl F'h-: :nn-: r. Cr: -.. U-; |. 23
  24. 24. - This it encompasses all stages of a project or program's lifecycle from the initial estimating needs to “size” a proposed project through to reflective learning (lessons learned) and the forensic analysis needs to understand the causes of failure develop claims. k Copyright©Pharinas Co. .Ltd -Jou'nvy and Lnnunnn Management imp-JIwww.1clickldon. corn -tjopynght (‘:3 [n Phonu Limm-gnu: -nl -and Phctnn-:2; Cc-. . Lt-; |. 24
  25. 25. - The elements of a project management methodology that integrate these disciplines both within the “controls” domain and with other project management functions. - The success performance of a project depends on appropriate planning. - The execution of a project is based on a robust project plan and can only be achieved through an effective schedule control methodology. K I= I4RI3IllR£ Journey and Leadership Management. 4%. '3:-; -pyn-glut (if? [fl F'l1-: Inu Limm-nnn: -nt -and F'h: :mnA: ra Cc». Lt-; |. t. .Ltd . ... ,.. ... ... .. . ... ... ... ... a.com 25
  26. 26. Establishing a basis for effective project control - Capital is being deployed effectively. - Risks are being managed and appropriate trade-offs made. - Returns are being optimized and commercial viability regularly tested. k Fl-Ifikfiiflfiiflkfi c°PY| 'i9ht © Phari Co. .Ltd _ Journey and LB&3Gfl"liD Management httpdlwww. c ckiducom %' '1:-3;-yr: -ghtié? ['l F'h-: mu Limm-: m-: -ni an-: l F'h~: mnt: :-, Cr: -.. Ltcl. 26
  27. 27. a; mt. ~:— "~= '4-.2 jg‘: -t; t_1fi: -m F; j’ It 7-mt I lit»-, ""-‘ t: ,t‘i= .-t i‘: ?, |_i’J ehoiders Business Key risks are I °°”fid9”t With revenue/ benefit will adequately , status 8» team I mitigated V suppliers are ' perforrningir? 1 — . ~; T’-»—~~. -.. .. tetr-: -Terr: -. -sen ‘ Protect meets reguIatory& _ by . . V oversight tr‘-it‘~'; §t'*”flflt'“9;! )'*l?3ifl3I§Zt‘§*£flfl. i§JiT§! i.t‘tl€F: J:3LLfi _ , requirements 1 _‘ AK — 2: . . Technical, HSSE _ Key milestones changes are requirements are Will be me! understood and managed
  28. 28. I Cost overruns in major infra- structure projects. ..often 50-t00% For $1 00m+ oft-shore projects. routinely 25°/ o+ overruns A central Asian oil project S2.5bn budgeted. S4.tbn actual MEast LNG Stttbn budgeted, St9bn actual P'_'1"Jl : ~:. :st control ‘ Typically no-approval for up to t0%oo_st overruns ~ i . ..an energy project view I‘ ‘. Incorrect contracting to build ships and infrastructure led toa 82m tax loss ‘Lump sum" questions in power sector — rather partnerships and early contractor involvement we -i i: ne: ~;: i;: .2t: i:‘; "is . . ' . U US and UK anticorruption investigations ill local and international construction projects '-‘~ “l . < . -.». Q. - —. ~ . - U: cm)‘ &i'' . l ll-~. i.l; l. . . : T‘. .7.: : €2.4bn damages sought for 3 year delay on a tumkey €3bn power project Capability gaps S50m+ team inefficiencies in offshore exploration projects ‘Sharp commercial management. incorrect (high) billing break down of trust, lost future contracts
  29. 29. mrganization Behavior iuiziittmilioit : :1-. iii: i~iioiii Clear project structure. roles it responsibilities and project management methodologies Explicit control procedures and application guidance Use of supporting tools so that project controls are practical to apply Learning and sharing ‘as built’ and operational knowledge Key Risks Each project has a different risk profile Top-c'own & bottom-up assessment Prioritisad project risk register — l~. lanc'ate: i i". ‘.il§§E3i§Olt standards and objecuves for key risks Project plan includes rritigation L‘ . Jo-. i'r~ v and mo: "'7 o l»'i: a".9;c"r'-F: '-:4‘ Control Gaps T Projec: success factors a basis for overall control objectives Control environment designed specifically for each project - lfliardatory mitigation standards & metrics for key risks = ltltninium set of good practice project controls Cojrryiiglit C? ’ [it Pb-: inu l. ll1l‘I‘I'Ill1-I-M -and F‘h~:1nn-:2: Co. , Ltd. Monitoring & Escalation ' Good control requires active monitoring Regular self assessment. challenge & independent confirnéation Exception-based reports Visibility of correchne actions ‘ Clear escalation criteria . a.. . .td http: lIwww.1clickldea. com 29
  30. 30. — MANAGING ron MAXIMUM OOMPEIENCY ——. a- . Booklet Tool Kit muununuuuua-ma-unnum-, m:. ~.~g Deva-axtcw V1!-av-v 123‘ fimda Dr. Phanu Limmanont Pharinas Co. , Ltd. Tel. 085-074-8585, 086-344-2698 Fax. 0-2332-1485 E-mail: pharinas@1c| ickidea. com www.1clickidea. com www. poweroneidea. com www. facebook. com/ lclickidea http: //phanulimdnblogspotcom Line ID : pharinas ~. : «.3 Copyright 7‘: Pharinas Co. .Ltd as Wjwa 7-'-r: hltp:1Iwww.1clIck1de-1.conI Cc-n| :|-:1:-. u1tiv.1|-an-J ":01:-yri~_: fl1l"‘: “' Phqrin-:5 ": «:~. . Ltd. 3')

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