Yes, like Gary stated, the engineering and procurement schedule is an iterative process whereby the design, engineering and procurement activities most of the time run in parallel. Where i look for this instance is the milestone when the Requsition for Purchase is to be completed. Just make sure to follow up very closely. Designers and engineers know that the can improve on almost every design activity and they will do so when you not tell them that they should adhere to the agreed schedule.
Regards
Johannes
Member for
16 years 7 months
Member for16 years7 months
Submitted by Gary Whitehead on Mon, 2014-11-24 16:50
You've pretty much got it right, but I'm afriad it is rarely as simple as this.
Process design jobs like pump houses are notoriously difficult to build and maintain a schedule for, becuase the design work rarely follows a simple FS style relationship.
For example, contractor may prepare a PFD which will drive the tender package for pumps, motors, transformers, etc. P&ID and hydraulic design work also begins.
Pump contract gets let, vendor design gives you different pump curves and electrical load requirements than expected, which means you have to re-spec your transformers and modify your hydraulic design. Also pump design requires better protection than expected, requiring more instruments and more complicated control measures. This all affects the P&ID.
It can be very iterative. -Often the next cesign work will start when the preceding task is only say 60% complete, and be modified later as and when assumptions are proved to be correct and/or incorrect.
The four key tricks to creating & monitoring a process design programme are:
1) Defining and agreeing very clearly what 100% looks like for a task (is it issue for comment, issue for procurement, issue for construction, etc)
2) Being prepared to ammend logical relationships to suit the developing situation.
3) Understanding the critical activities, and what %age of those activities are actually critical (maybe it's isue for procurement that is critical, but issue for construction has float).
4) Getting the designers to follow the programme and/or discuss with you before changing it.
Member for
17 years 4 monthsThanks Johannes
Thanks Johannes
Member for
17 years 4 monthsGary,Thanks for the detailed
Gary,
Thanks for the detailed explanation.
Member for
15 years 9 monthsHi KannanYes, like Gary
Hi Kannan
Yes, like Gary stated, the engineering and procurement schedule is an iterative process whereby the design, engineering and procurement activities most of the time run in parallel. Where i look for this instance is the milestone when the Requsition for Purchase is to be completed. Just make sure to follow up very closely. Designers and engineers know that the can improve on almost every design activity and they will do so when you not tell them that they should adhere to the agreed schedule.
Regards
Johannes
Member for
16 years 7 monthsKannan, You've pretty much
Kannan,
You've pretty much got it right, but I'm afriad it is rarely as simple as this.
Process design jobs like pump houses are notoriously difficult to build and maintain a schedule for, becuase the design work rarely follows a simple FS style relationship.
For example, contractor may prepare a PFD which will drive the tender package for pumps, motors, transformers, etc. P&ID and hydraulic design work also begins.
Pump contract gets let, vendor design gives you different pump curves and electrical load requirements than expected, which means you have to re-spec your transformers and modify your hydraulic design. Also pump design requires better protection than expected, requiring more instruments and more complicated control measures. This all affects the P&ID.
It can be very iterative. -Often the next cesign work will start when the preceding task is only say 60% complete, and be modified later as and when assumptions are proved to be correct and/or incorrect.
The four key tricks to creating & monitoring a process design programme are:
1) Defining and agreeing very clearly what 100% looks like for a task (is it issue for comment, issue for procurement, issue for construction, etc)
2) Being prepared to ammend logical relationships to suit the developing situation.
3) Understanding the critical activities, and what %age of those activities are actually critical (maybe it's isue for procurement that is critical, but issue for construction has float).
4) Getting the designers to follow the programme and/or discuss with you before changing it.
Good luck!
G