The document discusses process flow diagrams (PFDs) which schematically depict the conversion of raw materials to finished products without detailing how that conversion occurs. PFDs define material and utility flows, equipment relationships, and process parameters. They are used early in a project's development for feasibility studies and scope definition before detailed design. PFDs can include varying levels of detail depending on the project's needs.
This resume is for Kamarudheen Parayirikkal, who has over 21 years of experience in document control and project management. He currently works as a senior document controller at Al Hosn Gas in Abu Dhabi, where he is responsible for managing project documents and ensuring proper document control procedures. Previously, he held document controller and administrative roles at other companies in Abu Dhabi. He has extensive skills in document control, database management, project management, and coordination. He has managed documents for numerous oil and gas projects in Abu Dhabi.
Working in different programs, formats and with different employees. I believed a company needs a document that standardized the production of information. I created this Document from a template I created in MS word.
An APM webinar promoted by the North West Branch Cumbria Chapter on 23 February 2022.
Speaker: Karl Sanderson
A root cause of project failure can be poor up-front shaping.
Facilitated Opportunity Framing at project inception, repeated through front-end-loading, mitigates the risk of later project recycle, ensures that the project is decision rather than task driven, and provides the right tools for optioneering. Framing is being rolled out across HM Government’s Major Projects Portfolio, and agencies such as the Nuclear Decommissioning Authority are taking the process even further by applying it more widely to their estates.
Topics covered included:
1. What is opportunity framing and how can it help make project outcomes more predictable;
2. Framing as a tool for achieving stakeholder alignment;
3. How framing fits into stage-gated project maturation – what it adds that is commonly missing;
4. The origins of framing, practitioners, and its current roll-out across the public sector;
5. Other uses of framing outside of projects including; policy formulation; strategic decisions; strategic procurements;
https://www.apm.org.uk/news/opportunity-framing-webinar/
https://youtu.be/4-WrVzHjzPA
The document provides an overview and status update of the A-Tube product development project. Key points include:
- LP1 (the first laboratory prototype) passed all functional tests but did not maintain vacuum long enough for further testing.
- Supplier quality was generally good, though there were some non-conforming parts that were returned.
- Several design and process improvements were identified based on the results and autopsy of LP1.
- The overall schedule has shifted by one month due to scope changes, but validation of the design and processes could eliminate the buffer.
- Communication and coordination across the supply chain will be important as the project transitions to manufacturing.
This document contains the contact information and employment history of Christopher Charles Taylor. It outlines his skills and experience in contract management, project management, production management, and health and safety. He has over 10 years of experience managing complex contracts and projects in the manufacturing sector, with a focus on timely delivery, budget management, and quality standards. His most recent roles include contract/project manager at Booth Industries and group leader/project manager at Benteler Ltd.
The objective of this document is to help explain the PRINCE2 terms. The glossary provided in the PRINCE2 manual is very good but can be a bit difficult to understand if you do not already have experience with PRINCE2. Therefore this glossary provides more information to explain each term and uses examples where necessary.
This will enable you not just to learn these terms but also able to explain them
The document provides guidance on quantifying value and performance through metrics for resumes and job applications. It discusses various metrics that can be used to measure contributions in areas like mechanical design, product assurance, program management, technology, and Six Sigma. Examples of metrics include number of design changes per part, schedule performance, production cost per target cost, mean time between failures, and percent of team members with access to collaboration tools. The document emphasizes quantifying results in business-relevant terms to clearly communicate performance relative to key functional objectives and metrics.
Liz's Bakery is experiencing increased customer complaints and decreased revenue from their cookies. The goal is to reduce complaints by 50% and increase revenue by $12,000 by April 2015. The measure phase found the bake temperature was randomly out of specification, which is likely the root cause of the problems. In the analyze phase, the team will further examine the impact of bake temperature and identify solutions to correct it.
This resume is for Kamarudheen Parayirikkal, who has over 21 years of experience in document control and project management. He currently works as a senior document controller at Al Hosn Gas in Abu Dhabi, where he is responsible for managing project documents and ensuring proper document control procedures. Previously, he held document controller and administrative roles at other companies in Abu Dhabi. He has extensive skills in document control, database management, project management, and coordination. He has managed documents for numerous oil and gas projects in Abu Dhabi.
Working in different programs, formats and with different employees. I believed a company needs a document that standardized the production of information. I created this Document from a template I created in MS word.
An APM webinar promoted by the North West Branch Cumbria Chapter on 23 February 2022.
Speaker: Karl Sanderson
A root cause of project failure can be poor up-front shaping.
Facilitated Opportunity Framing at project inception, repeated through front-end-loading, mitigates the risk of later project recycle, ensures that the project is decision rather than task driven, and provides the right tools for optioneering. Framing is being rolled out across HM Government’s Major Projects Portfolio, and agencies such as the Nuclear Decommissioning Authority are taking the process even further by applying it more widely to their estates.
Topics covered included:
1. What is opportunity framing and how can it help make project outcomes more predictable;
2. Framing as a tool for achieving stakeholder alignment;
3. How framing fits into stage-gated project maturation – what it adds that is commonly missing;
4. The origins of framing, practitioners, and its current roll-out across the public sector;
5. Other uses of framing outside of projects including; policy formulation; strategic decisions; strategic procurements;
https://www.apm.org.uk/news/opportunity-framing-webinar/
https://youtu.be/4-WrVzHjzPA
The document provides an overview and status update of the A-Tube product development project. Key points include:
- LP1 (the first laboratory prototype) passed all functional tests but did not maintain vacuum long enough for further testing.
- Supplier quality was generally good, though there were some non-conforming parts that were returned.
- Several design and process improvements were identified based on the results and autopsy of LP1.
- The overall schedule has shifted by one month due to scope changes, but validation of the design and processes could eliminate the buffer.
- Communication and coordination across the supply chain will be important as the project transitions to manufacturing.
This document contains the contact information and employment history of Christopher Charles Taylor. It outlines his skills and experience in contract management, project management, production management, and health and safety. He has over 10 years of experience managing complex contracts and projects in the manufacturing sector, with a focus on timely delivery, budget management, and quality standards. His most recent roles include contract/project manager at Booth Industries and group leader/project manager at Benteler Ltd.
The objective of this document is to help explain the PRINCE2 terms. The glossary provided in the PRINCE2 manual is very good but can be a bit difficult to understand if you do not already have experience with PRINCE2. Therefore this glossary provides more information to explain each term and uses examples where necessary.
This will enable you not just to learn these terms but also able to explain them
The document provides guidance on quantifying value and performance through metrics for resumes and job applications. It discusses various metrics that can be used to measure contributions in areas like mechanical design, product assurance, program management, technology, and Six Sigma. Examples of metrics include number of design changes per part, schedule performance, production cost per target cost, mean time between failures, and percent of team members with access to collaboration tools. The document emphasizes quantifying results in business-relevant terms to clearly communicate performance relative to key functional objectives and metrics.
Liz's Bakery is experiencing increased customer complaints and decreased revenue from their cookies. The goal is to reduce complaints by 50% and increase revenue by $12,000 by April 2015. The measure phase found the bake temperature was randomly out of specification, which is likely the root cause of the problems. In the analyze phase, the team will further examine the impact of bake temperature and identify solutions to correct it.
VoIP Implementation WBSTask NameDurationStart DateEnd DatePredeces.docxjessiehampson
VoIP Implementation WBSTask NameDurationStart DateEnd DatePredecessors% CompleteStatusAssigned ToCommentsStartFinishCritical1. Intiation14d10/02/1910/15/1999%CompleteJevin 1.1 Recommendation & evaluation3d10/02/1910/04/19100%CompletedJenny 1.2 Project chart Deveelopment2d10/05/1910/06/19100%CompletedJenny 1.3 Outline of deliverable2d10/07/1910/08/19100%CompletedMark 1.4 Stakeholders analysis3d10/09/1910/11/194100%CompletedJoe 1.5 Charter signed by Authority4d10/12/1910/15/1995%In ProgressJoe2. Planning22d10/16/1911/07/19 2.1 Make a scope management2d10/16/1910/17/190%Not StartedJudy 2.2 Design the project team4d10/18/1910/21/090%Not StartedMolly 2.3 Intial meeting to boost the project3d10/22/1910/24/190%Not StartedMolly 2.4 Development of project plan2d10/25/1910/26/19130%Not StartedJudy 2.4.1 Create the schedules2d10/27/1910/28/190%Not StartedAlex 2.4.2 Analysis the critical path3d10/29/1911/01/190%Not StartedAlex 2.5 Submission of Project plan4d11/02/1911/05/190%Not StartedTim 2.6 Approval for project Plan2d11/06/1911/07/19120%Not StartedTiana3. Designing20d11/08/1911/27/19 3.1 Meeting to boost the team2d11/08/1911/09/190%Not StartedMandy 3.2 Verify the user requirements3d11/10/1911/12/190%Not StartedMandy 3.3 Designing of system4d11/13/0911/16/190%Not StartedKathy 3.4 procurement of software and hardware3d11/17/1911/19/190%Not StartedKathy 3.5 Installation of development system2d11/20/1911/21/190%Not StartedTim 3.6 Initiate testing3d11/22/1911/24/190%Not StartedHarry 3.7 Installation of live system2d11/25/1911/26/19200%Not StartedHarry 3.8 Training of users1d11/27/1911/27/190%Not StartedTiana4. Control20d11/28/1912/18/19 4.1 Management of Project4d11/28/1912/01/190%Not StartedMolly 4.2 Meetings to track the status of the meeting4d12/02/1912/05/190%Not StartedMolly 4.3 Risk management8d12/06/1912/13/190%Not StartedManoj 4.4 Updation of project management plan5d12/14/1912/18/190%Not StartedMandy5. Closing11d12/19/1912/29/19 5.1 Audit procurement4d12/19/1912/22/190%Not StartedAlisha 5.2 Updating and revision of documents2d12/23/1912/24/19300%Not StartedPrem 5.3 Update records and files2d12/25/1912/26/190%Not StartedHari 5.4 Receive the acceptance formally1d12/27/1912/27/190%Not StartedJames 5.5. Archieve Documents and files2d12/28/1912/29/190%Not StartedJames
Comments
Running Head: PROJECT PLAN-BUSINESS REQUIRMENT DOCUMENT 1
PROJECT PLAN-BUSINESS REQUIRMENT DOCUMENT 21
Project Plan-Business Requirement Document
CIS 599 Graduate Info Systems Capstone
Abstract
After finishing project plan inception with introduction Docume ...
CN*NOW (CNW) is one of the largest manufacturer of outdoor manufacturer of furniture for domestic and commercial use. It records huge turnover but is not able to reflect it in the bottom-line. It is because of this reason in this report we proposed the introduction of ERP so as to improve the profitability of the company. Besides these ERP solutions’ objective is to ensure that the data streams amongst each internal trade while managing affiliations, or "touch focuses", to the partners. ERP solutions works on a blended bag of computer gear’s and network arrangements, Regardless of the course of action, generally ERP solutions use a simple database to hold information from various trades and which can be used by different customers utilizing some means
This document discusses project management and the Program Evaluation and Review Technique (PERT). It begins with introductions to project management and PERT. PERT is a statistical tool used to analyze tasks in a project and determine the minimum time needed. Key PERT concepts discussed include critical path, float, expected and normal times. The document provides a theoretical example and then applies PERT to an industrial example of assembling a switch board. Key steps of PERT execution are outlined. Questions about project management responsibilities are also addressed.
This document provides an overview of the PRINCE2 processes and management products. It begins by explaining that a PRINCE2 project is typically triggered by a project mandate from either a program or corporate management. The first process is Starting Up a Project which establishes the project board and manager and produces the Project Brief and initiation stage plan. The second process is Initiating a Project which takes place in the initiation stage and produces the Project Initiation Documentation, which defines the risk, quality, change, and communication management approaches.
T. Luoma_project_engineer_Instrumentation_Automation_controlsTero Luoma
Tero Luoma is a Finnish project engineer with over 10 years of experience in the oil and gas industry. He has a BSc in automation and controls engineering and is skilled in AutoCAD, various industry codes and standards, and COMPEX certification. Luoma has worked on projects for several companies involving instrumentation, controls systems, and electrical equipment design, installation and upgrades. He is looking for a new position that offers opportunities for technology development.
Running Head PROJECT PLAN-BUSINESS REQUIREMENT DOCUMENT .docxjeanettehully
Running Head: PROJECT PLAN-BUSINESS REQUIREMENT DOCUMENT
1
Project Plan-Business Requirement Document
Ali Allami
CIS 599
Graduate Information Systems Capstone
Supported by: Professor. Mark Cohen
Oct 27, 2019
PROJECT PLAN-BUSINESS REQUIREMENT DOCUMENT 2
Abstract
The project plan inception has been complete in last week with introduction documenting the cur-
rent IT network and that system is very important. Many kinds of businesses have an operation in place
to help with project management and implementation requirement. There is a chance for improvement
includes making suitable assessments of how to size a project is and project cost estimated.
There are multiple various names for tools that used with for this process: business needs requirement
and specification, requirements specification or, simply, business requirements. Business requirements
are the significant works of a company that must be done to make the company successful. And a busi-
ness requirements document (BRD) means company work documentation. The BRD process can be
incorporated within a Six Sigma DMAIC Define, Measure, Analyze, Improve, and Control culture.
Completion of a quality requirements document allows user needs and expectations to be captured, so
that infrastructure and information systems can be designed properly. Using the requirements document
provided in the course shell as a part of the requirements gathering process. You are to assess the needs
of the company as it prepares to become a multinational organization. You must consider current and
future trends and requirements; however, assumptions should be realistic and carefully considered. The
needs of the organization should be documented. Later deliverables will focus on specifics of all re-
quirements.
In the Business Require Document of this project I will describe the project summary and project
scope of work. In the scope, I will explain how to control the scope. Then I will describe the possible
risks, then integration with database and data warehousing, cloud technology and Virtualization, and
security level. The Project plan in MS Project (.mpp file) will be in the second attaced.
PROJECT PLAN-BUSINESS REQUIREMENT DOCUME ...
Project and process engineering management industrial engineering managementLuis Cabrera
Project and process engineering management focuses on managing engineering projects and processes. It uses standard project management methodologies to oversee tasks like scheduling, purchasing, documentation approval, and budget/cost management. An example project discussed is implementing an ERP system called Maximo to manage maintenance and calibration activities across multiple manufacturing sites. Key aspects of the proposed Maximo implementation include transitioning to electronic record keeping, enabling statistical analysis, and ensuring consistency. Resources, costs, timelines, and success metrics are outlined for the implementation. Risks are also assessed and mitigation plans proposed.
This document provides a summary of an internship report submitted by Shruti Singh on the iEng Drawing and iEng Datasheet Solution. The report includes chapters on piping and instrumentation drawings, common symbols used in P&IDs, instrument process datasheets, and the iEng solutions which use AI to convert engineering drawings and datasheets into digital formats to facilitate engineering design automation. The conclusion discusses how the iEng solutions can be used by engineering companies to digitize and understand 3D drawings.
This document defines the key deliverables and tasks for quantifying the value of a project. Deliverable 3D involves quantifying the project value by determining the benefits to customers and the organization. This includes calculating the cost of poor quality using baseline data and estimating savings. Project benefits are documented in the project benefit document and summarized in the project charter and final presentation.
This document outlines the steps to quantify the value of a project in Deliverable 3D. It defines cost of poor quality (COPQ) and explains how to calculate savings from a project, including hard savings from expense reductions and revenue growth, and soft savings from increased capacity or avoided costs. Benefits should be documented in the project charter, presentation, and final report to complete Deliverable 3D. Quantifying value helps prioritize projects and shows expected returns from improvements.
Unit-I Conventional Software Management: The waterfall model, conventional
software Management performance.
Evolution of Software Economics: Software Economics, pragmatic software
cost estimation.
Improving Software Economics: Reducing Software product size, improving
software processes, improving team effectiveness, improving automation,
Achieving required quality, peer inspections.
10
Lectures
Unit-II The old way and the new: The principles of conventional software
Engineering, principles of modern software management, transitioning to an
iterative process.
Life cycle phases: Engineering and production stages, inception, Elaboration,
construction, transition phases.
Artifacts of the process: The artifact sets, Management artifacts, Engineering
artifacts, programmatic artifacts.
Model based software architectures: A Management perspective and technical
perspective.
10
Lectures
Unit-III Work Flows of the process: Software process workflows, Iteration workflows.
Checkpoints of the process: Major mile stones, Minor Milestones, Periodic
status assessments.
Iterative Process Planning: Work breakdown structures, planning guidelines,
cost and schedule estimating, Iteration planning process, Pragmatic planning.
10
Lectures
Unit-IV Project Organizations and Responsibilities: Line-of-Business Organizations,
Project Organizations, evolution of Organizations.
Process Automation: Automation Building blocks, The Project Environment.
10
Lectures
Unit-V Project Control and Process instrumentation: The seven core Metrics,
Management indicators, quality indicators, life cycle expectations, pragmatic
Software Metrics, Metrics automation.
Tailoring the Process: Process discriminants.
10
Lectures
Unit-VI Future Software Project Management: Modern Project Profiles, Next
generation Software economics, modern process transitions.
10
Lectures
What to prepare before engaging with an offshore team (footnotes included)Chris Hote
Hi everyone
I will be talking today about outsourcing IT work to an offshore team and more specifically about how to prepare yourself, your team, and your company to such venture.
This webinar is the first of a two-episodes series: the next webinar will focus on best practices when running an outsourced offshore project.
My name is Chris joining today from Orléans in France yet permanently located in Boston.
This document compares developing software in-house versus purchasing an off-the-shelf solution. It notes that developing in-house allows more control but is generally more expensive and time-consuming than using an off-the-shelf package. While off-the-shelf software may require customization, it benefits from being tried-and-tested by other users. Overall, the document argues that off-the-shelf is lower risk and offers more flexibility to change over time compared to bespoke in-house development for most software needs.
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
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Call us at : 08263069601
The document discusses process flow diagrams (PFDs) and process and instrumentation diagrams (P&IDs), which are diagrams used in chemical and process engineering. A PFD shows the major equipment and flow of materials in a process at a high level, while a P&ID includes more detailed information on instrumentation and piping. Both diagrams are developed iteratively and include defined sets of symbols to represent process components and are used across engineering disciplines in designing and understanding processes.
Practical application of Enterprise Architecture (abridged)Richard Freggi
The document discusses the key aspects of enterprise architecture (EA) for successful project management. It describes how EA provides a blueprint and roadmap that define the scope, goals, processes, information and systems. The blueprint and roadmap guide project initiation, planning, execution, monitoring, and close to improve outcomes. When projects are based on a good EA blueprint, they are faster, cheaper and produce better results.
PROJECT MANAGEMENT PLAN TEMPLATE This Project Mana.docxwkyra78
PROJECT MANAGEMENT PLAN TEMPLATE
This Project Management Plan Template is free for you to copy and use on your project
and within your organization. We hope that you find this template useful and
welcome your comments. Public distribution of this document is only permitted
from the Project Management Docs official website at:
www.ProjectManagementDocs.com
PROJECT MANAGEMENT PLAN
<PROJECT NAME>
COMPANY NAME
STREET ADDRESS
CITY, STATE ZIP CODE
DATE
http://www.projectmanagementdocs.com/�
Project Management Plan Template
www.ProjectManagementDocs.com
1
TABLE OF CONTENTS
INTRODUCTION ................................................................................................................................ 2
PROJECT MANAGEMENT APPROACH ................................................................................................ 2
PROJECT SCOPE ................................................................................................................................ 3
MILESTONE LIST .............................................................................................................................. 3
SCHEDULE BASELINE AND WORK BREAKDOWN STRUCTURE .......................................................... 4
CHANGE MANAGEMENT PLAN ......................................................................................................... 4
COMMUNICATIONS MANAGEMENT PLAN ......................................................................................... 5
COST MANAGEMENT PLAN .............................................................................................................. 7
PROCUREMENT MANAGEMENT PLAN ............................................................................................... 9
PROJECT SCOPE MANAGEMENT PLAN .............................................................................................. 9
SCHEDULE MANAGEMENT PLAN .................................................................................................... 10
QUALITY MANAGEMENT PLAN ...................................................................................................... 11
RISK MANAGEMENT PLAN ............................................................................................................. 13
RISK REGISTER .............................................................................................................................. 13
STAFFING MANAGEMENT PLAN ..................................................................................................... 13
RESOURCE CALENDAR ................................................................................................................... 15
COST BASELINE ............................................................................................................................. 15
QUALITY BASELINE ..................................................................................... ...
The document provides guidance for project tollgates at Tollgate Guiding Thoughts. Tollgates will focus on the 15 deliverable format and demonstrating the logical thought process through each project phase. Presentations should show work to complete a phase and tasks/dates for the next phase, and identify any barriers needing assistance. The primary tools listed are suggested but not mandatory ways to show project progression.
Sandeep Razdan is a chemical engineer seeking a position utilizing his engineering skills and experience. He has over 4 years of experience in process engineering roles in cement, pharmaceutical, and paint industries. His experience includes production engineering, quality control, developing standard operating procedures, and supervision of kiln and cement grinding processes. He is proficient in AutoCAD and knowledgeable of various materials standards. His professional experience includes roles in cement manufacturing, pharmaceutical production, and paint manufacturing where he was responsible for production optimization, quality control, and ensuring regulatory compliance.
The document discusses Joint Application Development (JAD) methodology which involves taking users, executives, and developers off-site to work out project details. It also discusses the risks of scope creep, where additional features are added during a project. A good change order procedure is recommended to manage any scope changes, and should involve a written request and time to consider changes. Source code escrow is described as depositing source code with a neutral third party to protect a company if a developer goes bankrupt.
Sudheer Mechineni, Head of Application Frameworks, Standard Chartered Bank
Discover how Standard Chartered Bank harnessed the power of Neo4j to transform complex data access challenges into a dynamic, scalable graph database solution. This keynote will cover their journey from initial adoption to deploying a fully automated, enterprise-grade causal cluster, highlighting key strategies for modelling organisational changes and ensuring robust disaster recovery. Learn how these innovations have not only enhanced Standard Chartered Bank’s data infrastructure but also positioned them as pioneers in the banking sector’s adoption of graph technology.
VoIP Implementation WBSTask NameDurationStart DateEnd DatePredeces.docxjessiehampson
VoIP Implementation WBSTask NameDurationStart DateEnd DatePredecessors% CompleteStatusAssigned ToCommentsStartFinishCritical1. Intiation14d10/02/1910/15/1999%CompleteJevin 1.1 Recommendation & evaluation3d10/02/1910/04/19100%CompletedJenny 1.2 Project chart Deveelopment2d10/05/1910/06/19100%CompletedJenny 1.3 Outline of deliverable2d10/07/1910/08/19100%CompletedMark 1.4 Stakeholders analysis3d10/09/1910/11/194100%CompletedJoe 1.5 Charter signed by Authority4d10/12/1910/15/1995%In ProgressJoe2. Planning22d10/16/1911/07/19 2.1 Make a scope management2d10/16/1910/17/190%Not StartedJudy 2.2 Design the project team4d10/18/1910/21/090%Not StartedMolly 2.3 Intial meeting to boost the project3d10/22/1910/24/190%Not StartedMolly 2.4 Development of project plan2d10/25/1910/26/19130%Not StartedJudy 2.4.1 Create the schedules2d10/27/1910/28/190%Not StartedAlex 2.4.2 Analysis the critical path3d10/29/1911/01/190%Not StartedAlex 2.5 Submission of Project plan4d11/02/1911/05/190%Not StartedTim 2.6 Approval for project Plan2d11/06/1911/07/19120%Not StartedTiana3. Designing20d11/08/1911/27/19 3.1 Meeting to boost the team2d11/08/1911/09/190%Not StartedMandy 3.2 Verify the user requirements3d11/10/1911/12/190%Not StartedMandy 3.3 Designing of system4d11/13/0911/16/190%Not StartedKathy 3.4 procurement of software and hardware3d11/17/1911/19/190%Not StartedKathy 3.5 Installation of development system2d11/20/1911/21/190%Not StartedTim 3.6 Initiate testing3d11/22/1911/24/190%Not StartedHarry 3.7 Installation of live system2d11/25/1911/26/19200%Not StartedHarry 3.8 Training of users1d11/27/1911/27/190%Not StartedTiana4. Control20d11/28/1912/18/19 4.1 Management of Project4d11/28/1912/01/190%Not StartedMolly 4.2 Meetings to track the status of the meeting4d12/02/1912/05/190%Not StartedMolly 4.3 Risk management8d12/06/1912/13/190%Not StartedManoj 4.4 Updation of project management plan5d12/14/1912/18/190%Not StartedMandy5. Closing11d12/19/1912/29/19 5.1 Audit procurement4d12/19/1912/22/190%Not StartedAlisha 5.2 Updating and revision of documents2d12/23/1912/24/19300%Not StartedPrem 5.3 Update records and files2d12/25/1912/26/190%Not StartedHari 5.4 Receive the acceptance formally1d12/27/1912/27/190%Not StartedJames 5.5. Archieve Documents and files2d12/28/1912/29/190%Not StartedJames
Comments
Running Head: PROJECT PLAN-BUSINESS REQUIRMENT DOCUMENT 1
PROJECT PLAN-BUSINESS REQUIRMENT DOCUMENT 21
Project Plan-Business Requirement Document
CIS 599 Graduate Info Systems Capstone
Abstract
After finishing project plan inception with introduction Docume ...
CN*NOW (CNW) is one of the largest manufacturer of outdoor manufacturer of furniture for domestic and commercial use. It records huge turnover but is not able to reflect it in the bottom-line. It is because of this reason in this report we proposed the introduction of ERP so as to improve the profitability of the company. Besides these ERP solutions’ objective is to ensure that the data streams amongst each internal trade while managing affiliations, or "touch focuses", to the partners. ERP solutions works on a blended bag of computer gear’s and network arrangements, Regardless of the course of action, generally ERP solutions use a simple database to hold information from various trades and which can be used by different customers utilizing some means
This document discusses project management and the Program Evaluation and Review Technique (PERT). It begins with introductions to project management and PERT. PERT is a statistical tool used to analyze tasks in a project and determine the minimum time needed. Key PERT concepts discussed include critical path, float, expected and normal times. The document provides a theoretical example and then applies PERT to an industrial example of assembling a switch board. Key steps of PERT execution are outlined. Questions about project management responsibilities are also addressed.
This document provides an overview of the PRINCE2 processes and management products. It begins by explaining that a PRINCE2 project is typically triggered by a project mandate from either a program or corporate management. The first process is Starting Up a Project which establishes the project board and manager and produces the Project Brief and initiation stage plan. The second process is Initiating a Project which takes place in the initiation stage and produces the Project Initiation Documentation, which defines the risk, quality, change, and communication management approaches.
T. Luoma_project_engineer_Instrumentation_Automation_controlsTero Luoma
Tero Luoma is a Finnish project engineer with over 10 years of experience in the oil and gas industry. He has a BSc in automation and controls engineering and is skilled in AutoCAD, various industry codes and standards, and COMPEX certification. Luoma has worked on projects for several companies involving instrumentation, controls systems, and electrical equipment design, installation and upgrades. He is looking for a new position that offers opportunities for technology development.
Running Head PROJECT PLAN-BUSINESS REQUIREMENT DOCUMENT .docxjeanettehully
Running Head: PROJECT PLAN-BUSINESS REQUIREMENT DOCUMENT
1
Project Plan-Business Requirement Document
Ali Allami
CIS 599
Graduate Information Systems Capstone
Supported by: Professor. Mark Cohen
Oct 27, 2019
PROJECT PLAN-BUSINESS REQUIREMENT DOCUMENT 2
Abstract
The project plan inception has been complete in last week with introduction documenting the cur-
rent IT network and that system is very important. Many kinds of businesses have an operation in place
to help with project management and implementation requirement. There is a chance for improvement
includes making suitable assessments of how to size a project is and project cost estimated.
There are multiple various names for tools that used with for this process: business needs requirement
and specification, requirements specification or, simply, business requirements. Business requirements
are the significant works of a company that must be done to make the company successful. And a busi-
ness requirements document (BRD) means company work documentation. The BRD process can be
incorporated within a Six Sigma DMAIC Define, Measure, Analyze, Improve, and Control culture.
Completion of a quality requirements document allows user needs and expectations to be captured, so
that infrastructure and information systems can be designed properly. Using the requirements document
provided in the course shell as a part of the requirements gathering process. You are to assess the needs
of the company as it prepares to become a multinational organization. You must consider current and
future trends and requirements; however, assumptions should be realistic and carefully considered. The
needs of the organization should be documented. Later deliverables will focus on specifics of all re-
quirements.
In the Business Require Document of this project I will describe the project summary and project
scope of work. In the scope, I will explain how to control the scope. Then I will describe the possible
risks, then integration with database and data warehousing, cloud technology and Virtualization, and
security level. The Project plan in MS Project (.mpp file) will be in the second attaced.
PROJECT PLAN-BUSINESS REQUIREMENT DOCUME ...
Project and process engineering management industrial engineering managementLuis Cabrera
Project and process engineering management focuses on managing engineering projects and processes. It uses standard project management methodologies to oversee tasks like scheduling, purchasing, documentation approval, and budget/cost management. An example project discussed is implementing an ERP system called Maximo to manage maintenance and calibration activities across multiple manufacturing sites. Key aspects of the proposed Maximo implementation include transitioning to electronic record keeping, enabling statistical analysis, and ensuring consistency. Resources, costs, timelines, and success metrics are outlined for the implementation. Risks are also assessed and mitigation plans proposed.
This document provides a summary of an internship report submitted by Shruti Singh on the iEng Drawing and iEng Datasheet Solution. The report includes chapters on piping and instrumentation drawings, common symbols used in P&IDs, instrument process datasheets, and the iEng solutions which use AI to convert engineering drawings and datasheets into digital formats to facilitate engineering design automation. The conclusion discusses how the iEng solutions can be used by engineering companies to digitize and understand 3D drawings.
This document defines the key deliverables and tasks for quantifying the value of a project. Deliverable 3D involves quantifying the project value by determining the benefits to customers and the organization. This includes calculating the cost of poor quality using baseline data and estimating savings. Project benefits are documented in the project benefit document and summarized in the project charter and final presentation.
This document outlines the steps to quantify the value of a project in Deliverable 3D. It defines cost of poor quality (COPQ) and explains how to calculate savings from a project, including hard savings from expense reductions and revenue growth, and soft savings from increased capacity or avoided costs. Benefits should be documented in the project charter, presentation, and final report to complete Deliverable 3D. Quantifying value helps prioritize projects and shows expected returns from improvements.
Unit-I Conventional Software Management: The waterfall model, conventional
software Management performance.
Evolution of Software Economics: Software Economics, pragmatic software
cost estimation.
Improving Software Economics: Reducing Software product size, improving
software processes, improving team effectiveness, improving automation,
Achieving required quality, peer inspections.
10
Lectures
Unit-II The old way and the new: The principles of conventional software
Engineering, principles of modern software management, transitioning to an
iterative process.
Life cycle phases: Engineering and production stages, inception, Elaboration,
construction, transition phases.
Artifacts of the process: The artifact sets, Management artifacts, Engineering
artifacts, programmatic artifacts.
Model based software architectures: A Management perspective and technical
perspective.
10
Lectures
Unit-III Work Flows of the process: Software process workflows, Iteration workflows.
Checkpoints of the process: Major mile stones, Minor Milestones, Periodic
status assessments.
Iterative Process Planning: Work breakdown structures, planning guidelines,
cost and schedule estimating, Iteration planning process, Pragmatic planning.
10
Lectures
Unit-IV Project Organizations and Responsibilities: Line-of-Business Organizations,
Project Organizations, evolution of Organizations.
Process Automation: Automation Building blocks, The Project Environment.
10
Lectures
Unit-V Project Control and Process instrumentation: The seven core Metrics,
Management indicators, quality indicators, life cycle expectations, pragmatic
Software Metrics, Metrics automation.
Tailoring the Process: Process discriminants.
10
Lectures
Unit-VI Future Software Project Management: Modern Project Profiles, Next
generation Software economics, modern process transitions.
10
Lectures
What to prepare before engaging with an offshore team (footnotes included)Chris Hote
Hi everyone
I will be talking today about outsourcing IT work to an offshore team and more specifically about how to prepare yourself, your team, and your company to such venture.
This webinar is the first of a two-episodes series: the next webinar will focus on best practices when running an outsourced offshore project.
My name is Chris joining today from Orléans in France yet permanently located in Boston.
This document compares developing software in-house versus purchasing an off-the-shelf solution. It notes that developing in-house allows more control but is generally more expensive and time-consuming than using an off-the-shelf package. While off-the-shelf software may require customization, it benefits from being tried-and-tested by other users. Overall, the document argues that off-the-shelf is lower risk and offers more flexibility to change over time compared to bespoke in-house development for most software needs.
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The document discusses process flow diagrams (PFDs) and process and instrumentation diagrams (P&IDs), which are diagrams used in chemical and process engineering. A PFD shows the major equipment and flow of materials in a process at a high level, while a P&ID includes more detailed information on instrumentation and piping. Both diagrams are developed iteratively and include defined sets of symbols to represent process components and are used across engineering disciplines in designing and understanding processes.
Practical application of Enterprise Architecture (abridged)Richard Freggi
The document discusses the key aspects of enterprise architecture (EA) for successful project management. It describes how EA provides a blueprint and roadmap that define the scope, goals, processes, information and systems. The blueprint and roadmap guide project initiation, planning, execution, monitoring, and close to improve outcomes. When projects are based on a good EA blueprint, they are faster, cheaper and produce better results.
PROJECT MANAGEMENT PLAN TEMPLATE This Project Mana.docxwkyra78
PROJECT MANAGEMENT PLAN TEMPLATE
This Project Management Plan Template is free for you to copy and use on your project
and within your organization. We hope that you find this template useful and
welcome your comments. Public distribution of this document is only permitted
from the Project Management Docs official website at:
www.ProjectManagementDocs.com
PROJECT MANAGEMENT PLAN
<PROJECT NAME>
COMPANY NAME
STREET ADDRESS
CITY, STATE ZIP CODE
DATE
http://www.projectmanagementdocs.com/�
Project Management Plan Template
www.ProjectManagementDocs.com
1
TABLE OF CONTENTS
INTRODUCTION ................................................................................................................................ 2
PROJECT MANAGEMENT APPROACH ................................................................................................ 2
PROJECT SCOPE ................................................................................................................................ 3
MILESTONE LIST .............................................................................................................................. 3
SCHEDULE BASELINE AND WORK BREAKDOWN STRUCTURE .......................................................... 4
CHANGE MANAGEMENT PLAN ......................................................................................................... 4
COMMUNICATIONS MANAGEMENT PLAN ......................................................................................... 5
COST MANAGEMENT PLAN .............................................................................................................. 7
PROCUREMENT MANAGEMENT PLAN ............................................................................................... 9
PROJECT SCOPE MANAGEMENT PLAN .............................................................................................. 9
SCHEDULE MANAGEMENT PLAN .................................................................................................... 10
QUALITY MANAGEMENT PLAN ...................................................................................................... 11
RISK MANAGEMENT PLAN ............................................................................................................. 13
RISK REGISTER .............................................................................................................................. 13
STAFFING MANAGEMENT PLAN ..................................................................................................... 13
RESOURCE CALENDAR ................................................................................................................... 15
COST BASELINE ............................................................................................................................. 15
QUALITY BASELINE ..................................................................................... ...
The document provides guidance for project tollgates at Tollgate Guiding Thoughts. Tollgates will focus on the 15 deliverable format and demonstrating the logical thought process through each project phase. Presentations should show work to complete a phase and tasks/dates for the next phase, and identify any barriers needing assistance. The primary tools listed are suggested but not mandatory ways to show project progression.
Sandeep Razdan is a chemical engineer seeking a position utilizing his engineering skills and experience. He has over 4 years of experience in process engineering roles in cement, pharmaceutical, and paint industries. His experience includes production engineering, quality control, developing standard operating procedures, and supervision of kiln and cement grinding processes. He is proficient in AutoCAD and knowledgeable of various materials standards. His professional experience includes roles in cement manufacturing, pharmaceutical production, and paint manufacturing where he was responsible for production optimization, quality control, and ensuring regulatory compliance.
The document discusses Joint Application Development (JAD) methodology which involves taking users, executives, and developers off-site to work out project details. It also discusses the risks of scope creep, where additional features are added during a project. A good change order procedure is recommended to manage any scope changes, and should involve a written request and time to consider changes. Source code escrow is described as depositing source code with a neutral third party to protect a company if a developer goes bankrupt.
Sudheer Mechineni, Head of Application Frameworks, Standard Chartered Bank
Discover how Standard Chartered Bank harnessed the power of Neo4j to transform complex data access challenges into a dynamic, scalable graph database solution. This keynote will cover their journey from initial adoption to deploying a fully automated, enterprise-grade causal cluster, highlighting key strategies for modelling organisational changes and ensuring robust disaster recovery. Learn how these innovations have not only enhanced Standard Chartered Bank’s data infrastructure but also positioned them as pioneers in the banking sector’s adoption of graph technology.
AI 101: An Introduction to the Basics and Impact of Artificial IntelligenceIndexBug
Imagine a world where machines not only perform tasks but also learn, adapt, and make decisions. This is the promise of Artificial Intelligence (AI), a technology that's not just enhancing our lives but revolutionizing entire industries.
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Neha Bajwa, Vice President of Product Marketing, Neo4j
Join us as we explore breakthrough innovations enabled by interconnected data and AI. Discover firsthand how organizations use relationships in data to uncover contextual insights and solve our most pressing challenges – from optimizing supply chains, detecting fraud, and improving customer experiences to accelerating drug discoveries.
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
Dr. Sean Tan, Head of Data Science, Changi Airport Group
Discover how Changi Airport Group (CAG) leverages graph technologies and generative AI to revolutionize their search capabilities. This session delves into the unique search needs of CAG’s diverse passengers and customers, showcasing how graph data structures enhance the accuracy and relevance of AI-generated search results, mitigating the risk of “hallucinations” and improving the overall customer journey.
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
Goodbye Windows 11: Make Way for Nitrux Linux 3.5.0!SOFTTECHHUB
As the digital landscape continually evolves, operating systems play a critical role in shaping user experiences and productivity. The launch of Nitrux Linux 3.5.0 marks a significant milestone, offering a robust alternative to traditional systems such as Windows 11. This article delves into the essence of Nitrux Linux 3.5.0, exploring its unique features, advantages, and how it stands as a compelling choice for both casual users and tech enthusiasts.
Pushing the limits of ePRTC: 100ns holdover for 100 daysAdtran
At WSTS 2024, Alon Stern explored the topic of parametric holdover and explained how recent research findings can be implemented in real-world PNT networks to achieve 100 nanoseconds of accuracy for up to 100 days.
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?Speck&Tech
ABSTRACT: A prima vista, un mattoncino Lego e la backdoor XZ potrebbero avere in comune il fatto di essere entrambi blocchi di costruzione, o dipendenze di progetti creativi e software. La realtà è che un mattoncino Lego e il caso della backdoor XZ hanno molto di più di tutto ciò in comune.
Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
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“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
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HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
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- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
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This keynote will reveal how Deloitte leverages Neo4j’s graph power for groundbreaking digital twin solutions, achieving a staggering 100x performance boost. Discover the essential role knowledge graphs play in successful generative AI implementations. Plus, get an exclusive look at an innovative Neo4j + Generative AI solution Deloitte is developing in-house.
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1823 01
1. 11
CHAPTER ONE
The Process Flow Diagram,
The PFD
The Process Flow Diagram (PFD) is a highly specialized document that you may actually have
never seen. It is, nonetheless, critical to the organized, early development of any complex process.
A PFD is the fundamental representation of a process that schematically depicts the conversion of
raw materials to finished products without delving into details of how that conversion occurs. It
defines the flow of material and utilities, it defines the basic relationships between major pieces of
equipment, and it establishes the flow, pressure and temperature ratings of the process.
Project design teams use PFDs most effectively during the developmental stages of a project.
During these stages feasibility studies and scope definition work are undertaken prior to commencing detailed design. PFDs are closely associated with material balances. They are used to
decide if there are sufficient raw materials and utilities for a project to proceed. Within an operating company, a plant-wide design group and the site management may use PFDs to document
the flow of process materials and utilities among the different units within a facility.
There is no generally accepted industry standard to aid in developing the PFD. Consequently,
some PFDs show a minimum of detail while others may include significant detail. These two different design approaches are discussed below.
Minimum Detail Approach
For a PFD to be effective, the entire process is shown in as little space as practical. Only the major
process steps are depicted, and detail is minimized. The intent is to simply show a change has
been made or a product has been produced, rather than how that change was made. It can be
somewhat of a challenge to limit the detail shown on a PFD. For example, very little, or no,
instrumentation and control (I&C) detail is shown on a PFD, since this equipment is not critical
to the material balance. Nor are individual I&C components a significant cost component in the
overall budget. Valves and transmitters are usually significantly less costly than an associated pressure vessel. Details will be shown later on the P&IDs and other project documents. P&IDs will be
discussed in detail in the next chapter.
So, how do you decide what you show on your PFD? Well, if you are the I&C professional and
you are using the minimum detail approach, not much of your work is used at this stage in the
process development. One successful rule of thumb is to show detail on equipment only if that
information has a significant impact on the material balance, or if that information is needed to
2. 12
Chapter 1: The Process Flow Diagram, The PFD
define something special about that equipment. The term “special” here means
a “significant cost impact to the project”. If the information is needed to reach
a critical project decision, it may be important enough to show on the PFD.
Additional Detail Approach
Other plant design teams and plant owners believe a PFD should include
more design details. These teams and owners involve the I&C engineers early
in the project. The I&C engineers are involved in the development of the
PFDs. The PFDs might then include design details such as major measurement points, control methods, control valves, and process analyzers. The PFDs
are used as a guide, or perhaps even a first step, in the development of the
P&IDs. Details will be shown (or duplicated) on the P&IDs and other project
documents. P&IDs will be discussed in detail in Chapter 2.
A single PFD may contain enough information for several P&IDs. One rule of
thumb is a PFD may contain enough information to develop up to 10 P&IDs!
The PFD's purpose is to define the design of the process. Figure 1-1 is an
example of a simplified PFD. Completion of a PFD is frequently the starting
point of the detailed engineering of a continuous process plant.
Figure 1-1: Process Flow Diagram
3
TO FLARE
D-001
1
TO SEPARATOR
2
G-005
ISA COURSE FG15
STREAM
NUMBER
FLOW
DESCRIPTION
TEMP
PRESSURE
SP GRAVITY
1
10,000#/Hr
WET GAS
90˚ - 180˚ F
20 psi
-
2
1,000#/Hr
DEGASSED MATERIAL
70˚ - 170˚ F
50 psi
0.9 AT 60˚F
PLANT 001 KNOCKOUT DRUM 0-001
3
9,000#/Hr
LIGHT ENDS TO FLARE
80˚ - 140˚ F
4 psi
-
DRG #PFD-1
PROCESS FLOW DIAGRAM
3. The Process Flow Diagram, The PFD
13
A PFD is most likely developed in several steps. The plant owner may develop
a preliminary PFD, as a first step, to be used as a “thinking document” which
sets down on paper a proposed process or a process change that is under consideration. The plant owner may elect to use other methods to document the
work, such as a written description to define the process scope. See Figure 1-2,
Process Description. In either form, this information is used to establish the initial design criteria for the plant.
The PFDs, or other conceptual information, is normally reviewed by the
engineering contractor's process engineers and planning team before the
release to detail design. The review is to ensure two criteria have been met:
1. There is enough information on the PFD to support development of the
P&IDs by all the detail design disciplines. The decision that “enough” information is presented is probably best left to the design entity that will use the
PFD.
2. Material balance information is present to support, with the experience of
the project design and purchasing teams, identification and specification of
“long lead” equipment. “Long lead” equipment is the equipment that
requires a long time to procure, design, fabricate and ship. In other words, it
is equipment that has to be purchased early in the project.
PFDs developed by a plant owner will likely be re-drawn by the engineering
team. The new version will include the information needed by the design team.
The owner will put a lot of effort and invest a great deal of time, money and
expertise in the project before any PFD is developed. The following is a simplified look at steps the owner will take.
Figure 1-2: Process Description
A project may start with a gleam in
• Process Description Plant 001 Knockout Drum D-001
someone's eye or a voice in the middle
of the night. We could sell a lot more
- The inlet gas, which consists of mixed petroleum liquids and
vapors, originates in various sections of the plant and is piped to
product if we had a new, more efficient
the knockout drum, D-001, where liquids and vapors are
plant. We could sell a new product like
separated by expansion and a slow-down of velocity.
soap, or paint, or sodium bicarbonate, or
- The mixed petroleum liquids are pumped to the separator and
tissue, or toluene di-isocyanate, or comvapors are routed to the flare.
puter chips provided we could produce it
- The incoming material is normally 10% condensate, but under
in a cost-effective way. We could use a
some conditions, condensables may be reduced substantially.
new plant, a new process, new materials,
- The wet gas will vary in temperature from a low of 90°F to a
or different techniques. We could make
high of 180°F.
our product better, or cheaper. We could
reduce pollution, or have fewer by-products. We could make our product more profitable with higher quality. The
gleam in the eye is then turned over to a team for further development.
4. 14
Chapter 1: The Process Flow Diagram, The PFD
The team will include company managers and specialists, such as consultants,
engineers, real estate advisors, purchasing managers, marketing teams, sales
experts, and other support personnel. The team develops, at the least, a general
size and location for the plant, a marketing plan for the product, and a financial plan to establish and control costs. A preliminary process is defined with a
PFD, and the source and costs of the raw materials are determined.
If all this information is favorable, company executives would likely decide to
build a plant to make a specified number of units per year, using the best
existing technology. The plan would possibly specify that the plant be located
where raw materials, electricity, water and an intelligent labor force are available. The plan would have costs defined and escalation calculated for the project's duration. The cost plan would include the production yield forecasts as
well as the planned cost of the raw materials, combined and massaged to provide a unit cost and margin for the units sold. The plan would ultimately
project the return on investment (ROI) for the project, which hopefully will be
above the company threshold for new projects. If there is little return on the
investment, or if it is below the company threshold, the project is simply not
going to be approved.
Planning continues after the decision is made to proceed with the project.
Next, the executive team will secure the necessary land, and a set of scope definition documents will be completed. These will serve as the starting point for
the detailed engineering. An initial or preliminary
The Design Team
PFD, or other process description developed by the
Whether a contractor develops the design, or it is done in-house,
owner's engineers or consultants, is included in
the work is done by an engineering design team, consisting of
these scope documents. Many firms use indemany specialty groups. A typical team will be led by a project engipendent engineering contractors for the detailed
neer or engineering manager and it might consist of the following
design groups:
engineering. Other firms have in-house capabilities
and staff and prefer to do the detailed engineering
Civil
Process
design themselves.
Electrical
Project
Instrumentation and Control
Structural
Mechanical Equipment
Vessels
Plant Design/Piping
The design team is a part of the total organization necessary to
manage the design and construction of a facility. One common
term for the scope of the total organization is EPC: Engineering Procurement - Construction. Some owners hire contractors for
some or all of the three parts, while others handle all three
themselves. The owner's project manager has overall control of
the project. The project manager may also have additional staff to
handle other functions, such as cost engineering, estimation and
legal. Contractors may also use a project manager to control
their portion of the project, if they have responsibilities other than
engineering.
If an independent engineering contractor is to be
used, the owner will use the scope documents to aid
in securing the contractor's services through competitive bidding or by other selection processes.
A typical preliminary PFD, or process description,
will show the product manufactured by the plant; raw
materials necessary for that product; by-products produced by the process; waste materials that must be
disposed of; process pressures, temperatures, and
flows needed to produce the product; and major
equipment needed. The important piping runs are
shown, but piping is not sized on a PFD, and auxil-
5. The Process Flow Diagram, The PFD
15
Figure 1-3: PFD Equipment Symbols
Subgroup: Storage
Symbol Name: Atmospheric Tank
Symbol Mnemonic: ATNK
Description: A tank for material stored under atmospheric
pressure.
Subgroup: Process
Symbol Name: Distillation Tower
Symbol Mnemonic: DTWR
Description: A packed or trayed distillation tower used for
separation. Packing or trays may be shown to indicate type of
distillation tower.
Subgroup: N/A
Symbol Name: Exchanger
Symbol Mnemonic: XCHG
Description: Heat transfer equipment. An alternative
symbol is depicted.
Alternate
iary and utility piping are not shown. A written description of the process may
also be included, perhaps to emphasize certain critical characteristics of the
process.
The PFD will use symbols and letter designations to identify the equipment on
the PFD. It is not necessary to add much detail to the equipment shown on a
PFD. A simple line sketch will serve. For instance, a heat exchanger can be
shown as a simple line representation of a main process flow and a heat transfer
medium flow, without implying a particular type of exchanger. For a PFD, the
only information needed is that a piece of equipment transfers heat at that
point, rather than showing specifically the mechanism for transfer. For a few
typical PFD symbols for equipment, see Figure 1-3.
Some projects might identify equipment by using the Symbol Mnemonics
shown on Figure 1-3: VSSL for vessels, DTWR for distillation towers, ATNK
From ISA-5.5
Subgroup: Process
Symbol Name: Vessel
Symbol Mnemonic: VSSL
Description: A vessel or separator. Internal details may be shown
to indicate type of vessel. Can also be used as a pressurized
vessel in either a vertical or horizontal arrangement.
6. 16
Chapter 1: The Process Flow Diagram, The PFD
for atmospheric tank, and XCHG for exchanger. Other projects might use a
single letter for identification: such as, C for columns and tanks, D for drums
and vessels, E for heat exchangers and coolers, and G for pumps. There are
many variations of the letters and symbols used. It is very important to be consistent throughout a project, and almost as important to use symbols familiar to
those who will use them.
The successful engineering contractor for the project will review and probably
revise or replace the owner's PFD, or process definition, with a new PFD using
the contractor's standards. It is likely to be more efficient for the contractor to
redraw the PFDs to take advantage of their “standardized” symbol and drawing
development features inherent in the contractor's computer-aided drafting
(CAD) package.
Process flow data and conditions are provided on the PFD. These conditions
are normally the “design” conditions, but — if it is important to the material
balance or equipment sizing — normal or operating conditions, maximum
conditions, and even minimum conditions may be provided. Since the PFD is
tied closely to the material balance, mass flow units are normally used. Additionally, pressure and temperature conditions are provided as well.
There are two common ways to show the process information. One is to provide a set of numbers above, and possibly below, the line connecting equipment, using a standard format: flow/pressure/temperature. Delimiters are used
between the conditions. Units are not provided normally to conserve space.
The units are standardized and are provided in a legend sheet. The flow conditions are those upon which the project is based, the equipment is purchased,
and the piping is sized later in the design process.
Another useful way to document process conditions is to use a keyed table. A
numbered symbol — frequently a diamond with an internal number — is
added above a line or piece of equipment on the drawing. A table is then provided along the top or bottom of the PFD, listing the process conditions for
that numbered symbol. This approach has the advantage of simplifying the
addition of additional process conditions, and makes it a bit easier to maintain
data on the table.
As discussed earlier in this chapter, some engineering contractors or owners
include more information on PFDs than the minimum described above. This
should be agreed upon between the owner and the contractor. Arguably, when
there is pressure to add more detail to the PFDs, it may well be time to redirect
the design effort to P&IDs. Some projects may show basic or even more
detailed instrumentation and controls information. However, very simple symbols are typically used to indicate these devices on a PFD.
7. The Process Flow Diagram, The PFD
17
Batch Processing Plants Vary
Batch processing plants may contain equipment used in different ways, in different sequences - often for many different
batches or products at one time, or at different times.
The PFD defines a continuous process very efficiently. Batch processing, however, may require additional definition. A batch
process subjects a fixed quantity of material (a batch) to one or more process steps in one or more pieces of equipment. The
process takes place in a set of equipment defined in ANSI/ISA-88.01-1995, Batch Control Part 1: Models and Terminology as
a process cell.1
The process cell may be used to make a single product or many products. There are two further choices if the cell is making
many products. The cell may use different raw materials with different process parameters and either use the same equipment or, alternatively, use different equipment. Many process cells have the capability to process more than one batch of the
same, or different, products concurrently. A single PFD can define one process. In batch processing the PFD is often supplemented by a recipe, due to the complexity. Recipes contain five categories of information, as indicated in Figure 1-4, and are
specific for the end product.
Figure 1-4: Recipe Contents
Header
Administrative information and a process summary
Equipment Requirements
Information about the specific equipment necessary to make a batch or a specific
part of the batch
Procedure
Defines the strategy for carrying out a process
Formula
Describes recipe process inputs, process parameters, and process outputs
Other information
Product safety, regulatory, and other information that doesn’t fit in the other
categories
Figure 1-4 is from the book Applying S88, Batch Control from a User's Perspective, written by Jim Parshall and Larry Lamb.
The book contains a definition of a control recipe: “A control recipe is used to create a single specific batch…. Control Recipes
unique to individual batches allow product tracing or genealogy to occur.” 2
Some engineering contractors or owners use the PFD as a first step in
designing the instrumentation and control systems. Important process monitoring and control requirements are captured, as they become known. In this
situation, the process design team will indicate on the PFD where various
process variables are to be measured. For example, a circle with a single letter P
inside signifies that the pressure at this point is important to the process and
should be measured. Likewise, the use of F for flow, L for level, or T for temperature in a circle would indicate where these variables are measured. The
exact instrumentation and control systems required would be developed later
and shown on a P&ID.
Other contractors or owners might elect to show important, critical, or, most
commonly, expensive instrumentation and control system components. For
example, an in-line process chromatograph may appear on the PFD, either due
to its importance to the overall process or because of its cost. Other project
teams may elect to define process variable sensing points and show controllers
8. 18
Chapter 1: The Process Flow Diagram, The PFD
and control valves symbolically. PFDs are intended to provide a canvas for the
broad-brush artistry of the process engineers. The fine details wanted by the
instrumentation and controls engineers should be left to the P&ID.
We have not shown any instrumentation symbols on our sample PFD, but we
will discuss symbols and identification of the I&C systems in Chapter 2.
We have chosen a very simple continuous process for our discussion. We will
develop the rest of design documents for our plant in the following chapters.
The PFD for our simulated project is shown as Figure 1-1 and a word description of the process is shown as Figure 1-2.
The PFD in Figure 1-1 shows there is a flow in the process line, stream
number (1), of 10,000 pounds/hour of wet gas with a temperature between
90°F and 180ºF and a pressure of 20 psi. The variation in temperature is
caused by process changes upstream of our PFD. Note that only a stream
number, (1), (2) or (3) identifies the pipelines. Not included are line size,
material of construction, or pressure rating (ANSI 150, ANSI 300, etc) for any
of the piping shown on the PFD. Also note that there are no symbols or data
shown for the pump driver. Only its equipment number, G-005, identifies
the pump.
The wet gas goes into D-001, the Knockout Drum, where the liquid condenses
out of the wet gas stream as the gas expands and cools. The liquid is pumped to
a separator (on another PFD) where the water and process liquid are separated.
Stream number (2) shows the pump G-005 has a discharge pressure of 50 psi.
The pumped liquids have a specific gravity of 0.9 at 60ºF. The pump has a
capacity of 1,000 pounds/hour and the temperature of the degassed material
varies between 70ºF and 170ºF.
The light ends or gases, 9,000 pounds/hour and shown as stream number (3), are
piped to a flare, which is shown on another PFD. The pressure needed to move
this quantity of gas to the flare is 4 psi. From this simple simulated PFD we have
enough information to start development of the P&ID. To the project design
team, the PFD becomes less important as the P&ID develops and the process
temperatures, pressures, and flows are used to develop design criteria. However, if
it is kept current as the project develops, it may be used to familiarize the contractor's and the owner's personnel with the process. It is usually far easier to
understand the basics of a process from a PFD than from the P&IDs.
1. ANSI/ISA-88.01-1995, Batch Control, Part 1: Models and Terminology (Research Triangle Park, NC: ISA — The
Instrumentation, Systems, and Automation Society, 1995) p. 22.
2. Jim Parshall and Larry Lamb, Applying S88 Batch Control From a User's Perspective (Research Triangle Park, NC:
ISA - The Instrumentation, Systems, and Automation Society, 2000) p. 48.