When capital projects fail to deliver, it is usually not due to technical reasons but a combination of behavioral pitfalls, unclear accountabilities and gaps in design, specification, and/or project-management processes. Early Equipment Management (EEM): Continuous Improvement for Projects explains how well known and award winning organizations avoid these weaknesses by using: * Project road maps setting out clear accountabilities for each step of the concept-to-project-delivery process; * Progressive design goals for each step to assure the delivery of low life-cycle costs; * Processes to…mehr
When capital projects fail to deliver, it is usually not due to technical reasons but a combination of behavioral pitfalls, unclear accountabilities and gaps in design, specification, and/or project-management processes. Early Equipment Management (EEM): Continuous Improvement for Projects explains how well known and award winning organizations avoid these weaknesses by using: * Project road maps setting out clear accountabilities for each step of the concept-to-project-delivery process; * Progressive design goals for each step to assure the delivery of low life-cycle costs; * Processes to codify tacit knowledge, reveal latent design weaknesses, and build high performance cross-functional team collaboration; * Project governance processes that systematically raise their organizations ability to reduce time to market for new assets, products and services with higher added value and fewer resources. Hence the books title of continuous improvement for projects. The word Early in EEM refers to the principle of trapping problems as early as possible in the project process when they are cheapest to resolve. That makes EEM relevant to all projects even those that have past the design stages. To support the use of EEM at any project step, the author has designed each chapter as a standalone topic with cross references to other chapters where relevant. This book:- 1. Explains 2. The six EEM project delivery steps setting out the tasks and accountabilities for project teams, project managers and steering committees at each step; 3. How to organize projects to increase project added value through the collaboration of commercial, operational and technology stakeholders 4. The wiring up behind behaviors that contribute to the failure of traditional project management approaches and how to avoid those pitfalls; 5. The use of projects as a vehicle for the development of internal talent and increase capital project added value 6. The systematic development of internal capabilities to deliver flawless operation from day one in less time with less resources 7. How raising project governance capability directly impacts on company wide management competence 8. Uses case studies to explain how to implement the EEM methodology and 9. Describes how EEM principles and techniques applied to product and service development (Early Product Management) multiplies the gains from EEM. This book shows readers how and why EEM works so that they can design their own EEM road map and continuous improvement process for projects.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Dennis McCarthy began his career as an Industrial Engineer and led a number of major Logistics projects. He progressed to European Project Manager for a US Multinational managing pan European Manufacturing, Logistics and IT projects. As a consultant he as supported Manufacturing improvement programmes ranging in size from small single site applications to companywide multi-site transformation programmes in Europe, USA, India and China. This has included support for well-respected and award winning companies such as 3M, Ford, General Motors, Heineken, Pepsi, Rolls Royce and Ikea. He has co-authored 2 books published by Butterworth Heinemann. TPM a route to world class, Lean TPM a blueprint for change.
Inhaltsangabe
Contents Preface Chapter 1: Early Equipment Management Delivering Capital Projects Faster, Cheaper, Better 1.1 What goes wrong? Steps 1 and 2: Before EEM Change curve Cost curve Steps 3 and 4 Before EEM Change curve Cost curve Steps 5 and 6 Before EEM Change curve Cost curve What is really happening The Voyage of Discovery 1.2 EEM in action Steps 1 and 2 With EEM Change curve Cost Curve Steps 3 and 5 With EEM Change curve Cost Curve Steps 5 and 6 With EEM Change curve Cost Curve The gains 1.3 Why we need EEM Understanding Project Delivery Weaknesses D. Collaboration Weaknesses This is a symptom of poor working relationships/collaboration. That can mean that weak ideas are untested until it is too late resulting in unforeseen (but predictable) Installation and commissioning problems. Making Better Decision Project Governance Knowledge Management: Delivering better management processes 1.4 The Book Structure Overview Chapter Summaries Chapter 2: The EEM Road Map 2.1 EEM Road Map Overview Define: Getting the Right Design Design: Getting the design right Refine: Getting the Design Gains Improve 2.2 EEM Project Work Streams RACI RACI: Responsible 2.3 RACI Accountable Column: Design Phase Concept development: Aim, to develop a preferred concept High Level Design: Aim, to approve funding and the basis for vendor selection 2.4 RACI Accountable Column: Design Phase Detailed Design: Aim, to develop a detailed specification and project delivery programme. Prefab Procurement 2.5 RACI Accountable: Refine Phase Step 5: Installation: Aim, to install equipment in plant Step 6 Commissioning: Aim, to deliver flawless operation on production day 1 2.6 RACI Accountable: Improve Phase Step 7 Stabilise Step 8 Optimise 2.7 Summary Chapter 3: Design and Performance Management 3.1 In search of better design Innovation Systematic Design Development 3.2 In search of better performance Criticality assessment Hidden Loss Analysis/Trouble Map Condition Appraisal Day in the Life of (DILO)Review Incorporating PP data in Design 3.3 Avoiding Design Pitfalls Create Design Modules Recognise Vendor Skill Sets Understand Behavioural Bias Apply the EEM Design Hierarchy Design Goals Design Guidelines Technical Standards Objective Testing Integrating Stakeholder Workstreams 3.4 Systematic Design Development: Define Phase 3.5 Systematic Design Development: Design Phase Vendor Induction Detailed design workshops Problem Prevention Detailed activity planning 3.6 Systematic Design Development: Refine and Improve 3.7 Chapter Summary Chapter 4: Specification and LCC Management 4.1 Having the Right Conversations Keep the conversation flowing Setting the Design Agenda Checklist Management 4.2 Creating powerful specifications Layouts Module Review Approach Value Engineering Review Preparation Approach Resource Management/Systems specification Draft Specification Systems High Level Design Systems Detailed Design and Forward Program User training, Systems Validation and Go live Setting Design Targets Process Milestones Basic Life Cycle Cost Model Example Estimating Costs Operating Cost Estimates Capital cost estimates. ITT Design Approach Process Milestone 4.3 Detailed Design Module Review Update Dealing with Risk Specify low risk solutions Specify Problems to be prevented Use Charts and Graphs to Raise Awareness Specify Learning Plans that Reduce Error Risks Detailed Activity Planning Change Control Witnessed inspection 4.4 Define 4.5 Design 4.6 Refine and Improve Day One Production and Site Acceptance Testing 4.7 Summary Chapter 5: Project and Risk Management 5.1 Developing the project plan Milestone Planning Understanding the critical path Communicating Project Timelines Work Scheduling 5.2 Managing people and teams Creating the Collective Team Vision Team induction Team Dynamics Collaborating with Vendors Managing Communication Processes Project Administration Personal systems and procedures 5.3 Managing risk The Purpose of Risk Management Surfacing Hazards Registering Risks Highly Regulated Industries Implementing Risk Mitigation 5.4 Define Project Leader Role: Concept Project Leader Role: High Level design 5.5 Design Project Leader Tasks: Detailed Design Project Leader Role: Pre Fab Procurement 5.6 Refine and Improve Project Leader Role: Installation Project Leader Role: Commissioning Project Leader Role Stabilise 5.7 Chapter summary Chapter 6: Project Governance Impact of Internal Processes 6.1 Project Governance: Mind Set and Skill Set Direction Setting Capability Building Performance Management Vendor Performance Results Delivery 6.2 Organisational Development, The Leadership Challenge Setting EEM Policies EEM Policy Example Policy and Direction Project Delivery EEM Support EEM Subject Matter Expert Project Manager/Installation Manager Best Practice Design book 6.3 Organisational Development: Measuring Progress Setting targets Beyond the Stage Gate Review Stage Gate Team Coaching Role Coaching parallel work streams EEM Audit Process Approach Audit Roles Audit Agenda Task Milestones 6.4 Locking in the EEM Gains The Origins of EEM Best Practice Design Books Compatibility of EEM with Other Design Tools 6.5 Define Concept Stage Gate High Level Design Stage Gate 6.6 Design Detailed Design Pre Fab Procurement 6.7 Refine and Improve Installation Commissioning Post Day 1: Stabilise 6.8 Chapter summary Chapter 7: Implementing EEM 7.1 Define Planning and preparation Management Awareness Mobilisation 7.2 Design Pilot Policy Development 7.3 Refine 7.4 Improve EEM Subject Matter Expert Learning Pathways 7.5 Speeding up time to market Design and Performance Management Processes Specification and LCC Management: Project and Risk Management Processes Project Governance Best Practice Design Book Processes 7.6 Chapter Summary Chapter 8: Early Product Management Why do we need EPM? What is EPM? EPM Road Map 8.1 EPM Step 1: Shell 8.3 EPM Step 2: Shape Design and Performance Management Issues Specification and LCC Management Process Project and Risk Management Process 8.4 EPM Step 3: Scope Design and Performance Management Specification and LCC Management Project and Risk Management 8.4 Links with EEM Project Governance Design and Performance Management Specification and LCC Management Project and Risk Management 8.5 Implementing EPM 8.6 Chapter Summary
Contents Preface Chapter 1: Early Equipment Management Delivering Capital Projects Faster, Cheaper, Better 1.1 What goes wrong? Steps 1 and 2: Before EEM Change curve Cost curve Steps 3 and 4 Before EEM Change curve Cost curve Steps 5 and 6 Before EEM Change curve Cost curve What is really happening The Voyage of Discovery 1.2 EEM in action Steps 1 and 2 With EEM Change curve Cost Curve Steps 3 and 5 With EEM Change curve Cost Curve Steps 5 and 6 With EEM Change curve Cost Curve The gains 1.3 Why we need EEM Understanding Project Delivery Weaknesses D. Collaboration Weaknesses This is a symptom of poor working relationships/collaboration. That can mean that weak ideas are untested until it is too late resulting in unforeseen (but predictable) Installation and commissioning problems. Making Better Decision Project Governance Knowledge Management: Delivering better management processes 1.4 The Book Structure Overview Chapter Summaries Chapter 2: The EEM Road Map 2.1 EEM Road Map Overview Define: Getting the Right Design Design: Getting the design right Refine: Getting the Design Gains Improve 2.2 EEM Project Work Streams RACI RACI: Responsible 2.3 RACI Accountable Column: Design Phase Concept development: Aim, to develop a preferred concept High Level Design: Aim, to approve funding and the basis for vendor selection 2.4 RACI Accountable Column: Design Phase Detailed Design: Aim, to develop a detailed specification and project delivery programme. Prefab Procurement 2.5 RACI Accountable: Refine Phase Step 5: Installation: Aim, to install equipment in plant Step 6 Commissioning: Aim, to deliver flawless operation on production day 1 2.6 RACI Accountable: Improve Phase Step 7 Stabilise Step 8 Optimise 2.7 Summary Chapter 3: Design and Performance Management 3.1 In search of better design Innovation Systematic Design Development 3.2 In search of better performance Criticality assessment Hidden Loss Analysis/Trouble Map Condition Appraisal Day in the Life of (DILO)Review Incorporating PP data in Design 3.3 Avoiding Design Pitfalls Create Design Modules Recognise Vendor Skill Sets Understand Behavioural Bias Apply the EEM Design Hierarchy Design Goals Design Guidelines Technical Standards Objective Testing Integrating Stakeholder Workstreams 3.4 Systematic Design Development: Define Phase 3.5 Systematic Design Development: Design Phase Vendor Induction Detailed design workshops Problem Prevention Detailed activity planning 3.6 Systematic Design Development: Refine and Improve 3.7 Chapter Summary Chapter 4: Specification and LCC Management 4.1 Having the Right Conversations Keep the conversation flowing Setting the Design Agenda Checklist Management 4.2 Creating powerful specifications Layouts Module Review Approach Value Engineering Review Preparation Approach Resource Management/Systems specification Draft Specification Systems High Level Design Systems Detailed Design and Forward Program User training, Systems Validation and Go live Setting Design Targets Process Milestones Basic Life Cycle Cost Model Example Estimating Costs Operating Cost Estimates Capital cost estimates. ITT Design Approach Process Milestone 4.3 Detailed Design Module Review Update Dealing with Risk Specify low risk solutions Specify Problems to be prevented Use Charts and Graphs to Raise Awareness Specify Learning Plans that Reduce Error Risks Detailed Activity Planning Change Control Witnessed inspection 4.4 Define 4.5 Design 4.6 Refine and Improve Day One Production and Site Acceptance Testing 4.7 Summary Chapter 5: Project and Risk Management 5.1 Developing the project plan Milestone Planning Understanding the critical path Communicating Project Timelines Work Scheduling 5.2 Managing people and teams Creating the Collective Team Vision Team induction Team Dynamics Collaborating with Vendors Managing Communication Processes Project Administration Personal systems and procedures 5.3 Managing risk The Purpose of Risk Management Surfacing Hazards Registering Risks Highly Regulated Industries Implementing Risk Mitigation 5.4 Define Project Leader Role: Concept Project Leader Role: High Level design 5.5 Design Project Leader Tasks: Detailed Design Project Leader Role: Pre Fab Procurement 5.6 Refine and Improve Project Leader Role: Installation Project Leader Role: Commissioning Project Leader Role Stabilise 5.7 Chapter summary Chapter 6: Project Governance Impact of Internal Processes 6.1 Project Governance: Mind Set and Skill Set Direction Setting Capability Building Performance Management Vendor Performance Results Delivery 6.2 Organisational Development, The Leadership Challenge Setting EEM Policies EEM Policy Example Policy and Direction Project Delivery EEM Support EEM Subject Matter Expert Project Manager/Installation Manager Best Practice Design book 6.3 Organisational Development: Measuring Progress Setting targets Beyond the Stage Gate Review Stage Gate Team Coaching Role Coaching parallel work streams EEM Audit Process Approach Audit Roles Audit Agenda Task Milestones 6.4 Locking in the EEM Gains The Origins of EEM Best Practice Design Books Compatibility of EEM with Other Design Tools 6.5 Define Concept Stage Gate High Level Design Stage Gate 6.6 Design Detailed Design Pre Fab Procurement 6.7 Refine and Improve Installation Commissioning Post Day 1: Stabilise 6.8 Chapter summary Chapter 7: Implementing EEM 7.1 Define Planning and preparation Management Awareness Mobilisation 7.2 Design Pilot Policy Development 7.3 Refine 7.4 Improve EEM Subject Matter Expert Learning Pathways 7.5 Speeding up time to market Design and Performance Management Processes Specification and LCC Management: Project and Risk Management Processes Project Governance Best Practice Design Book Processes 7.6 Chapter Summary Chapter 8: Early Product Management Why do we need EPM? What is EPM? EPM Road Map 8.1 EPM Step 1: Shell 8.3 EPM Step 2: Shape Design and Performance Management Issues Specification and LCC Management Process Project and Risk Management Process 8.4 EPM Step 3: Scope Design and Performance Management Specification and LCC Management Project and Risk Management 8.4 Links with EEM Project Governance Design and Performance Management Specification and LCC Management Project and Risk Management 8.5 Implementing EPM 8.6 Chapter Summary
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