Challenges in the development of a project management office (PMO) for turnaround projects in the process industry
Part of : MIBES Transactions : international journal ; Vol.6, No.1, 2012, pages 13-26
Issue:
Pages:
13-26
Abstract:
Turnaround projects are common and of paramount importance in the process industry, due to the complexity of operating production systems and the investment in capital equipment. Their frequency of occurrence lies between three and five years and their execution necessitates partial or complete pause of the production activity. These projects are, typically, characterized by intense execution of a broad scope in a short time, high cost, involvement of numerous and various resources, and strict safety regulations. Efficient project management tools and techniques, structured management and maintenance processes and close planning and monitoring activities are thus essential to achieve the project objectives. This article presents a pragmatic case of implementation of a Project Management Office (PMO) for the purposes of managing turnaround projects in the refinery industry. This work attempts to highlight the challenges that were faced and the tactics to achieve the optimum result in a highly multi-disciplinary environment subject to the constraints and objectives of the project. This effort was based on the fundamentals of the PMI® processes and led to a lean subset that proved to enhance the management efficiency, to increase control and to minimize risks. These customized processes are presented herein; findings and suggestions for improving the applied practices can be extended to other process industries as well.
Subject:
Subject (LC):
Keywords:
project management, project management office, turnaround projects, process, maintenance, process industry
Notes:
Περιέχει διαγράμματα, πίνακες και βιβλιογραφία
References (1):
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