Inspection activities linked
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This document discusses inspection activities for plant turnaround shutdown management. It outlines the steps to review inspection activities, including defining activities, ensuring proper resource usage and schedule control, and accurate reporting. The outcomes of proper activity planning are also described, such as remaining on budget. Statistics from the last shutdown show inspection activities made up 73% of the tasks. The document recommends optimizing the number of inspection activities and using resources efficiently to improve tracking and control. Additional proposed activities need precise planning to avoid delays and justify any issues. The overall schedule may be affected if more inspection tasks are added without the proper logic.
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Video: https://www.youtube.com/watch?v=FbA6RWB1gDM&feature=youtu.be
The full course: https://www.luqmanacademy.com/course?course=project-control-using-evm_399sl6015424f8aba9
Video: https://twitter.com/magedkom/status/1354678096683618305?s=20
Monitor and control process group part two
This is PMBOK Guide Monitor and Control Process Group - Part Two. It includes six Knowledge Area - Project Time Management, Project Cost Management, Project Communications Management, Project Procurement Management, Project Stakeholder Management, and Project Risk Management - with six processes - Control Schedule, Control Costs, Control Communications, Control Control Procurements, Control Stakeholder Engagement and Control Risks -.
Session 8 4th edition PMP
Project Time Management involves planning and controlling efforts to complete the project on schedule. Key aspects include identifying the critical path, calculating float, using techniques like critical chain method and resource leveling, developing the schedule through network analysis, and monitoring & controlling the schedule. The project manager develops the schedule by analyzing activity sequences, durations, dependencies and resources to calculate start/finish dates and the critical path, then controls the schedule by reviewing performance and adjusting as needed.
Construction Programming Strategy in Malaysia – Size Matters?....Or does it?
The construction programme plays a significant role in project monitoring and control for any size of project.
Many people believe that a good programme should contain many thousands of activities capturing every minute aspect of the works.
On the other hand, some industry practitioners consider that an effective programme should be developed to incorporate only the key elements of work. They reject the concept of having large numbers of very detailed activities built into the programme simply for the perception of it looking “professional” or sophisticated. The supporters of the simple programme approach argue that a programme needs to be only large enough to preserve the primary function of predicting accurate forecast dates for use during the project life and at the same time being capable of efficient management.
In this article, we will examine the ‘pros’ and ‘cons’ of programme size contrasting the advocates of “the more activities the better” with those promoting concise and manageable programmes.
Dashboard / Digest / Compliance reporting of key performance, quality and oth...
Referenced: www.p6academy.com
Source: http://coll15.mapyourshow.com
Georgia Transmission Corporation manages hundreds of active projects and we use data from Primavera and other systems to report key values that determine whether action needs to be taken. While the Project Reporting group wears many hats, two that keep our team reliable and credible with our clients and teammates are compliance reporting and customer service. Compliance internally may mean gatekeeper or enabler. Externally we have tolerances to monitor. GTC Project Reporting uses Primavera’s fields, codes and udfs in Daily Digest reporting for our schedulers and also for our co-op. We have other check and balance reports that are run to ensure payroll, customer invoicing and external alliance contract tolerances are met.
Project Time Management
This document discusses the importance of project time management and scheduling. It outlines key processes for developing a project schedule, including defining activities, sequencing activities, estimating resources and durations, and developing the schedule. It emphasizes the critical path method for determining the longest path of activities in order to predict the project completion date. Maintaining and controlling the schedule is also discussed.
Project mangement part 1
Project management involves applying processes, methods, skills, and experience to achieve project objectives on time and within budget. Key elements of project management include strategic planning, dividing projects into tasks, controlling progress, assigning roles to stakeholders like sponsors and project managers, and ensuring adequate resources. If the new IT project fails, the company could face penalties, bad publicity, and lost future contracts.
IRJET- Quality Matrices of Project Schedule
This document discusses quality matrices for evaluating project schedules developed using critical path method (CPM) scheduling. It outlines 16 quality matrices for assessing schedule logic, relationships, constraints, float, durations, dates, resources, missed tasks, critical path tests, execution indices and more. Threshold values are provided for each matrix to determine whether the schedule requires further investigation. The matrices are intended to establish a framework for developing high quality, technically sound CPM schedules to help ensure effective project execution and outcomes.
Similar to Inspection activities linked (20)
The Project Management Process - Week 9 Performance Management
The Project Management Process - Week 9 Performance Management
Group 12 - Progress and Performance Measurement and Evaluation.pdf
Group 12 - Progress and Performance Measurement and Evaluation.pdf
Delivering Real-Time Business Value for Oil and Gas
Delivering Real-Time Business Value for Oil and Gas
45ef51191315a8630a639ff030b4cb67a3df6f49-1657701254277.ppt
45ef51191315a8630a639ff030b4cb67a3df6f49-1657701254277.ppt
Performing against the wall - SPI after completion
Performing against the wall - SPI after completion
Construction Programming Strategy in Malaysia – Size Matters?....Or does it?
Construction Programming Strategy in Malaysia – Size Matters?....Or does it?
Dashboard / Digest / Compliance reporting of key performance, quality and oth...
Dashboard / Digest / Compliance reporting of key performance, quality and oth...
Inspection activities linked
- 1. INSPECTION ACTIVITIES STEPS REVIEW FOR TURNAROUND SHUTDOWN MANAGEMENT
- 2. Activity: A task or process to be accomplished in a set period of time as part of working towards a large project goal. What is an Activity?
- 3. Correct Resource usage . Schedule remains under control & Focus required on lagging areas can be easily identified. Accuracy in reporting to management for taking effective decision on timely manner. Forecast to prepare yourself to avoid any uneven situations. To keep your project under allocated cost & budget. Outcomes of Proper Activity
- 4. Inspection activities under a Statutory Equipment. Last S/D Planning Strategy
- 5. 73% 27% Last S/D, Heat Exchanger Maitenance Activities Inspection Activities Share of Inspection Act. In Stat Equipment task list
- 6. 26 Number of resources assigned to Inspection activities. As primavera provides you the accessibility to assign any number of resources to an activity. Optimization in number of activities. Less number of activities against SAP and effectively tracked & Controlled. Last SD Positive Outcomes
- 7. Comparison B/W SAP & P6 Act.
- 8. The total Number of activities for a Stat. Equipment is already reaching up to 30Nos with covering max. data for the Equipment. Addition of More activities to be consider precisely, as if Resources is the Logic we can assign any number of resources to an activity which will cover the sub activity. If activity added also it must be reported by the activity owner .Delay in updating activity may affect the overall progress which may lead to Justification of delay. As per Primavera concept for resource no need to add separate activity for resource which leads to Optimization of schedule. Addition of More Insp. Act.
- 9. Schedule With Additional Inspection Activities
- 10. 53% 47% For Upcoming S/D, Heat Exchanger Maintenance Activities Inspection Activities Share of Inspection after Additional Data
- 11. Affect of on Overall schedule UPCOMING S/D UPCOMIN G S/D Last S/D Last S/D UPCOMING S/D For UPCOMING S/D
- 12. Plant Turnaround Shutdown Prepared By: Vivek Chaube,PMP Position: Planning Engineer Dep't: Project Controls Prepared By: Vivek Chaube,PMP Position: Planning Engineer Dep't: Project Controls