Guidelines for a PROJECT EXECUTION
PLAN
启示的反义词1.OBJECTIVES
The objectives of this guideline are:
• To provide a standard template for Project Execution Plans (PEP);
• To identify the critical items which need to be included in all PEPs;
• To show how the PEP can be ud as an organising structure for all project plans;
• To ensure that the key issues of value enhancement and risk management are properly addresd in the PEP.
The document is written as a guideline and therefore reprents a recommended standard methodology which needs to be adapted to the specific PROJECT. Individual projects may deviate from, or modify, the content described here wherever such deviations can be justified.
2. SCOPE OF THE PROJECT EXECUTION PLAN (PEP)
A PEP should reflect as much as possible the generally accepted Project Management Best Practices – e for instance the PMP® handbook.
The PEP is the primary document which defines how the project will be undertaken. It is a companion document to the Field Development Plan (FDP), which defines what the COMPANY are trying to achieve.
The PEP details the specific activities, resources and organization to be applied, demonstrates how the project’s quality and HSE requirements will be achieved, and how the project objectives will be met by the propod method of execution.
The PEP reprents a key deliverable for the Project’s Sanction Gate.
A PEP is structured to include a number of formal, stand-alone plans for particular areas of project process, e.g. HSE Management Plan, Quality Plan, Value Management Plan etc.. The typical PEP contents listing are provided in the Annex and include references to such plans and a proposal for a list of their contents. It is expected that the PEP will provide simple reference to the formal plans b
y document number, and that (other than perhaps a philosophical overview) details of the plans will not be repeated within the body of the PEP. The latest revision of the individual plans will therefore always be applicable.
The PEP will therefore act as a guidebook to how the project will be managed, providing the necessary signposts towards other associated documents. The PEP need not itlf be a large document.产业园规划方案
The plan for a particular project process may have to be tailored to the pha or to the project element (e.g. the quality plan for onshore activities may differ in specific details from the quality plan for offshore activities). Care must therefore be taken to ensure that there is conformity and lack of conflict between PEPs for sub-projects and sub-elemental areas of a project. The high level, over-arching PEP for the complete project should be the governing document and always take precedence.
3. MAIN CHARACTERISTICS AND ACTIVITIES
3.1 BASIC PRINCIPLES
The basic principles to be applied when developing a PEP are:
• Consistency and compliance with the others key project documents (e.g. the Field Development Plan)
• Multidisciplinary (compiled from stand-alone plans and procedures covering a broad range of project disciplines)
• U –10% +15% accuracy on cost and schedule estimates (ideally bad on at least 80% in value from tender respons)
• High level perspective
The PEP is where the strategy for implementing the Execution pha is laid out. The PEP therefore ts the project management framework and an overall direction for the Project that has been understood and bought in to both by the Project Team and COMPANY’s nior Management, as well as by Project stakeholders.
Additionally, at a high level, the PEP provides the reasons for the strategies adopted, explaining how alternatives have been challenged and how the available resources are to be optimid to meet project objectives.
3.2 PEP ACTIVITIES OVERIVIEW
Normally, the PEP will cover all activities performed during the Execution Pha of the project under the management of the Project Team. This typically includes:
• facilities design, fabrication and construction/installation
• procurement and supply of materials
• well drilling and completion
人生囧途
• hook-up, pre-commissioning, commissioning and handover to Operations
• Operations and maintenance planning
卧薪尝胆的意思
• all supporting functional and technical activities/process (e.g. value management, logistics, etc.)
李孝廉
Activities which are not normally within the scope of the PEP include:
• activities of the various committees (e.g. Operating committee, contractors committee, technical committee etc.)
• commercial negotiations and agreements
• activities of the legal departments
• nior management interactions with third parties, government agencies etc.
3.3 MANAGEMENT OF THE PEP DOCUMENTATION
The PEP is usually approved and owned by the relevant Project Manager and he/she should approve all document revisions.On all projects there should be a formal document control mechanism in place and the PEP should be managed as a ‘controlled’ document. The PEP,
together with its referenced standalone plans, should be made available to all project stakeholders.
3.4 INTEGRATION WITH OTHER DOCUMENTS
The PEP is the highest level project execution document, and is effectively an ‘umbrella’ for all the individual project plans, procedures, work instructions, or eventually sub-project PEPs.
It reprents the ultimate source of guidance to the project team and should be the starting point wh
en developing detailed project documentation. The PEP should specifically reference the relevant lower level documentation such as the individual project plans and Procedures.
The PEP is also an esntial element of the Project HSE Management System and Project Quality System in that it specifies how the systems will be developed and applied to the project.
4. TYPICAL PEP TABLE OF CONTENTS
SECTION 1. OBJECTIVES AND SCOPE OF THE PEP
SECTION 2.PROJECT OBJECTIVES AND GOALS
2.1 PROJECT OBJECTIVES AND CRITICAL SUCCESS FACTORS
2.2 SCOPE SUMMARY
2.3 PROJECT EXECUTION STRATEGY
2.4 SUMMARY COST AND SCHEDULE
SECTION 3. ORGANISATION
3.1 OWNERSHIP AND CONTRACTUAL OBLIGATIONS
3.2 PROJECT ORGANISATION
3.3 COMPANY AND PROJECT INTERNAL INTERFACES
SECTION 4. MANAGEMENT SYSTEMS, STRATEGIES, PLANS AND PROCEDURES
4.1 MANAGEMENT SYSTEMS
4.2 HSE
4.3 SECURITY
4.4 QUALITY
药苍非洲帝王蝎4.5 INTERFACES
4.6 PERMITS AND CONSENTS
4.7 VALUE ASSURANCE
4.8 RISK MANAGEMENT
4.9 INFORMATION MANAGEMENT
4.10 PROJECT CHANGE MANAGEMENT
4.11 PLANNING AND CONTROLLING
4.12 PROCUREMENT
4.13 SUPPLY CHAIN
4.14 DESIGN
4.15 DRILLING乘客歌词
4.16 CONSTRUCTION
4.17 COMMISSIONING AND START-UP
4.18 OPERATIONS AND MAINTENANCE
4.19 DECOMMISSIONING
4.20 INSURANCE
A brief description of each ction is included in the following pages.
