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1/18/13 Construction and Project Management | Look to the East
Construction and Project Management

Look to the East
Fabrication Work Package

Posted on December 13, 2012
As an aid in construction project, work package must be set in a fashion that it will simplify project
management. It must be arranged so that its activities or components are of the same type and milestones,
and carried out at the same place. This will make progress update easier.
The number of activities or piece mark must be regulated so that the job is not excessive. Normally, project
management would want a work package to be closed in 2 – 3 weeks time.
A work package must at least contain following sections:
Cover Page
Elements that must be available in a cover page:
Work Package identity. This element contains work package number, project information, description and
if required job code. Basically this section explains what this work package is all about.
Schedule. At least plan start date needs to be present.
Attachment. A work package needs to attach drawing, instruction, procedure, or any documentation or
clearance required to carry out the job correctly.
Revision History. This helps user to find out whether the last revision affect their current job or not.
Normally work package is released only after the engineer makes sure that the design of its components will
not be changed. But in a rare occasion, the job started with few drawing waiting for its final revision.
Acknowledgement.
Cover Page
Note: Since the work package will go to the crew who will execute the job, it is not always a good idea to let
them know how many hours allocated for the job. It can be beneficial or disastrous to productivity depending
aasetiawan.wordpress.com 1/18
on the culture of the corporate. So use it according to your organization guideline.
Material
In a fabrication work package it is very important to list all the material. You don’t want to pull wrong
material for fabricated piece mark. Steel is very expensive, and wasting material can disrupt the whole project
if you don’t have replacement in stock. The quantity of the material must be just right to avoid delay that can
turn into inefficiency.
Piece Mark List
Piece mark number, piece mark drawing number, revision, and material specification must be in the same row
to ensure that correct material is used. When applicable, put nested drawing reference in the remark. This
may help shop crew assign order of piece mark fabrication.
This is also a place where shop crew can record their daily progress for clerk to save the progress into system
later on.
Punch List
Work package punch list is a pending task that will be carried out in later stage, most probably in site before
construction takes place. This situation is acceptable because in a busy shop, some piece mark has to be moved
outside so that the area can be used for other piece mark fabrication. In some cases client has to agree with
this movement.
Fabrication Work Package Sample
Minimum work package should look like ACME_ALPHA_WorkPackage_Sample.
Posted in Fabrication / Construction | Tagged Construction work package, fabrication, fabrication work package, material specification, nested drawing, piece mark, punch
list, revision history | Leave a comment
Project Risk Management

Posted on November 22, 2012
I’ve got a bad feeling about this …
from “Indiana Jones and the Kingdom of Crystal Skull”
The above statement is what a project manager will probably say somewhere in the middle of a project if there
is no risk management in his plan. While the quotation is entertaining on wide screen, the same thing can’t be
equally applied in a project, especially when the project manager is you. A risk plays important role on project
resolution and risk management determines whether the project is going to be a big hit or be drowned like
Titanic.
What is risk? What is risk management?

Risk is occurrence that comes with negative impact that has a probability to happen. Risk is not a certain
occurrence. There are three elements of risk: potential loss, uncertainty, choice / decision than can be done to
address that uncertainty and potential loss.
There is reward in every risk. Otherwise the job containing the risk should not be done in the first place. To
cope with risks inherent in every project, a manager must manage them. Risk management is a process of
identifying risk, assessing risk, and taking steps to reduce risk to an acceptable level.
Risk Management Steps
Identify the risks.

Analyze. This is done by estimating probability of occurrence and the impact of every risk.
Risk exposure is product of probability of occurrence and impact. For example, given 0.5% chance of a million
dollar house caught on fire, the risk exposure is $ 5,000 (0.005 X $ 1,000,000). When it is required, ballpark
approach of probability estimation can be employed to produce metric. Statistic can be a good source.
Rank (prioritize) the risks by probability and impact. Calculate the exposure.
Develop risk mitigation and contingency plan for risks with high exposure.
Ways to resolve risk
Risk Avoidance
Completely avoid potential event by reducing the chance to zero. Example: A fabrication yard wants to replace
the old maintenance software with new one. The new software provides GPS capability as optional package to
provide the yard with greater control. However, since majority of crew are not technologically prepared, at the
moment the GPS module is removed from the scope.
Risk Reduction
Reduce risk though mitigation, anticipation, or contingency plan.
Risk Investigation
Investigation is an effort to improve our knowledge about the risk. This can be done through simulation or
prototyping.
Risk Transfer
Transfer the risk to other party that is more prepared. Example: After a structure is constructed, it needs to be
delivered to installation site. To protect the company from financial loss, this process is insured or outsourced
to specialized vendor.
Risk Acceptance
Some risks are within acceptable limit. Acceptance can only be used when dealing with risk that is highly likely
to happen but has low impact.
Study Case: ACME ALPHA CMMS Implementation
ACME ALPHA is a fabrication yard, a branch of ACME Inc. which headquarter is in US. 2 years ago, ACME
Inc initiated a program to replace their out of date maintenance software. Out of 10 yards globally, ACME
ALPHA was the only one who still use legacy system, maintained by local software vendor. ACME ALPHA’s
operation manager had so far succeeded in delaying the implementation of globally adopted CMMS due to
“uniqueness” of the yard in terms of significantly lower manpower cost and cultural as well as technological
barrier, and repeatedly asked more time for internal consolidation. As the pressure from auditor increased,
global operation manager decided to force the implementation of new CMMS in ACME ALPHA.
Risk Probability Impact

(Scale 1 –
10)
Due to technological barrier and IT proficiency issue, the user can not 2 medium
fully use the new application.
Mitigation: Prepare the user with basic in operating the software.

Train them as much as necessary to build acceptance, confidence and
familiarity.
There are variations of maintenance plan even for same equipment 3 Medium
depending on the maintenance period. There is risk that only some of
the maintenance plans are migrated.
Mitigation: Create query to compare the number of maintenance plan

in the legacy system (equipment by equipment) versus maintenance
plans migrated to new system for both UAT and Production.
Due to periodic nature of maintenance plan, jobs that fired outside 4 High
testing period will not be verified during UAT. Example: some job is
fired every 6 month while UAT will be conducted for 1 month (max).
There if risk that even if the plans successfully migrated to new system,
it won’t fire work order because it is not verified during UAT. If this
happen, expensive yard equipment and construction project utilizing
the equipment will be at risk.
Mitigation: Setup monitoring scheme for maintenance plans scheduled

to fire work order (plan with period greater than 1 month). This
monitoring scheme is designed to be carried out by end user to make
sure that every preventive job in master plan fires work order
properly.
Local management may develop gold plating, a phobia that leads to 2 medium
layers of requirements that may not be necessary.
Mitigation: Cost benefit should be able to address it.
User’s lack of enthusiasm to fully utilize the application due to the fact 7 Low
that the implementation has been forced.
Mitigation: This is very likely to happen, but according to past

experience the negative mood will disappear in just few months.
After risks are all identified, special monitoring will be focused for those with high exposure. This topic will be
covered in the future article.
Link and References
Risk Management Framework – Software Engineering Institute http://www.sei.cmu.edu/reports/10tr017.pdf
Risk Management Guide for Information Technology System – National Institute of Standards and Technology
http://csrc.nist.gov/publications/nistpubs/800-30/sp800-30.pdf
Posted in Project Management | Tagged ACME ALPHA, contingency plan, cost impact, mitigation, probability, Project risk management, risk, risk analysis, risk exposure, risk
reduction, risk reward, risk transfer | Leave a comment
The Future of Oil

Posted on November 1, 2012
2007 – 2008 financial crisis is an episode when world saw oil price shot to all time high $147 per barrel. The
official reason of the price hike was demand associated with robust economic growth primarily from emerging
markets. Steady growth of economy catalyzed demand for oil and metals. There were other significant
economic reasons: the depreciation of US dollar relative to pre-crisis level and oil speculation. Aside from
economic, geopolitical reason further jacked up the already high price. Tension in Middle East and North
Africa sparked questions about supply disruption, although Saudi’s official commitment to compensate supply
shortfall was at certain extent able to calm the market.
Unfavorable weather condition during 2007 led to bad harvest in many countries. This condition was further
worsened by high oil price since oil contributes directly to production cost of fertilizer used for crop
cultivation. Rise of biofuel production – in response to higher oil price further boosted food demand. Inflation
and economic growth was severely affected by combination of these two factors, particularly in emerging and
low income countries. Countries which economy relies on government fuel subsidy to stimulate growth took
double hit. So we can say that oil price hike exacerbated the situation.
At the height of oil price, there were discussions around the world on how oil need to be substituted.
Alternative form of energy (other than fossil): bio fuel, hydrogen, algae, wind, geothermal, etc gained
popularity. In fact, renewable energy is the fastest growing group and expected to supply 14% of total energy
consumption in 2035 from 10% in 2008. So, can petroleum maintain their market share as per today?
The Fact
Now let’s look at the fact. Petroleum is used in the production of almost everything in the vicinity of modern
life: asphalt, fertilizer, feedstock, plastics, polyurethane, insecticide, antiseptics and even cosmetics. It is
basically existed in products from concrete to toothpaste, from key economic infrastructure component to
personal grooming product.
EIA, in their 2011 release of annual report, stated that fossil fuels are expected to continue supplying much of
the energy used worldwide. Liquid fuels consumption (majority are petroleum based) was estimated to grow
from 85.7 million barrels / day to 112.2 million barrels / day in 2035. Liquid fuel is mainly used in
transportation and industrial sector. Due to the absence of significant technological advances in this form of
energy, it will remain so for long period.
Picture 1 – World Liquid Consumption by Sector (million barrels / day)
The graphics shows how big the influence of these two sectors is to the liquid fuel consumption.
Transportation makes economic activity possible, and is a facilitator of international trade. Even though the
complexity of its relationship with economy is poorly understood, most experts agree that its contribution is
significant. In fact it can be used as economic indicator. Industrial activity depends on machineries, most of
which are dependent to liquid fuel. Industry as a matter of fact is a direct response to demand. So, liquid fuel
is important to facilitate economic activities.
Energy + - Remark
Coal Cheaper Dirty (contain more It is already the most widely used
greenhouse gas than oil) energy for electricity generation
Wind / Renewable, clean, Dependent to feasible May have environmental impact (ex:
Hydro relatively cheap geographic location dam construction)
Solar Unlimited source High setup cost

of energy
Nuclear Cheap High risk Decommissioning cost associated

only to nuclear power plant
Table 1 – Comparison of petroleum versus other form of energy
Summary
1. Oil exists in every aspect of modern life. Even if petroleum’s substitute as energy is discovered, the world
still needs oil for other reason.
2. Cheapest substitute to replace oil as energy is coal. But coal is not a clean fuel, it releases more CO2 to air
than oil.
3. Biggest sectors that use oil as energy: transportation and industry are mandatory for the world economy.
When there is economic activity, petroleum contribution is mandatory.
4. Without good management, substituting oil with bio fuel will affect the food supply (both directly and
indirectly). This substitution is risky and economically costly.
The world is addicted to oil, and it will remain so for a long time.
Notes
1. EIA stands for Energy information Administration, a statistical and analytical agency of US Department of
Energy.
Link and References
US Energy Information Administration publication: International energy Outlook 2011

http://www.eia.gov/forecasts/ieo/pdf/0484(2011).pdf
IMF publication: “Food and Fuel Price – Recent Developments, Macroeconomic Impact, and Policy responses”
June 30 2008 http://www.imf.org/external/np/pp/eng/2008/063008.pdf
OECD publication: OECD 2011, “The Effects of Oil Price Hikes on Economic Activity and Inflation”, OECD
Economics Department Policy Notes, No. 4
http://www.oecd.org/eco/monetaryandfinancialissues/47332660.pdf
http://nuclearfissionary.com/2010/04/02/comparing-energy-costs-of-nuclear-coal-gas-wind-and-solar/
Posted in General Discussion | Tagged 2007 2008 financial crisis, alternative energy, biofuel, EIA, fossil fuel, future of oil, IMF, liquid fuel, oil crisis, oil demand, petroleum,
renewable | Leave a comment
Introduction to Project Management #1

Posted on October 19, 2012
Introduction to Project Management #1
Every project manager has their own understanding of what project is based on their experience. 10 project
managers will probably give 10 different definitions of what project means. Referring to PMBOK Guide
(Project Management Body of Knowledge) from Project Management Institute, project is defined as “a
temporary endeavor undertaken to create a unique product or service”. Project management is defined as
“Application of knowledge, skills, tools and techniques to project activities to meet project requirements”.
Project Resolution Statistic
Standish Group 1995 report mentions that only 16.2% of project successfully completed on time and on
budget. 52.7% executed with substantially higher cost, and disturbingly 31.1% project cancelled before they get
completed. Surprisingly, still in the same report, large companies perform worse performance compared to
their smaller counterparts. In average, only 9% of project successfully executed on time and on budget (as
opposed to 16.2%).
Disregarding controversy surrounding Standish group report’s validity, this number is chilling. What makes it
so difficult for a project to be successful? Project execution depends on the following success factors:
Involvement from business users and executive management
Clarity of business objective
Quality of business resources and project management team
Tools and infrastructure
Managing Project
One can define Project Manager as person who manages project constraints in a process to meet project
objectives. PMI’s definition of project management gives the first constraint: time. The other constraints are
scope and cost. Time, scope, and cost are widely recognized as triple constraints. It is difficult if not
impossible to change one of the constraints without affecting the other. There is a direct logic in it, the longer
the project the bigger the effort to manage it. The bigger the scope of a project, the longer it tends to run and
consequently the costlier it will become.
What else does Project Manager manage?
Scope, time, cost, quality
Human resource, communication, risk, procurement
Phases of project management
Initiation: During initiation a project is defined and authorized
Planning: Objective and benefit are stated as project justification. The in scope and out of scope must be
clearly stated for clarity. Risk planning and schedule defined in this stage.
Execution: Carry out the plan. It starts with requirement, followed up by design, testing, and development.
Monitoring: Regular measurement and progress monitoring. This phase is important to identify deviation
from project plan. Corrective action and steering activities is included in this phase.
Closing: Formalizing acceptance and project closure.
Study Case: ACME ALPHA CMMS Implementation
ACME ALPHA is a fabrication yard, a branch of ACME Inc. which headquarter is in US. 2 years ago, ACME
Inc initiated a program to replace their out of date maintenance software. Out of 10 yards globally, ACME
ALPHA was the only one who still use legacy system, maintained by local software vendor. ACME ALPHA’s
operation manager had so far succeeded in delaying the implementation of globally adopted CMMS due to
“uniqueness” of the yard in terms of significantly lower manpower cost and cultural as well as technological
barrier, and repeatedly asked more time for internal consolidation. As the pressure from auditor increased,
global operation manager decided to force the implementation of new CMMS in ACME ALPHA.
Initiation
Global Project Committee decided that for the ACME ALPHA project, a 10 month duration from standard 6
month would be used. In a rare occasion global operation manager visited the yard to demonstrate the
importance of the CMMS project.
Planning
Project manager built a project plan with more emphasize to socialization plan, risk management and
mitigation. More time allocated to socialization effort and data migration to address user’s concern on
historical data. The scope was limited to preventive maintenance of large mobile equipment and any other
equipment which purchased asset value exceeds USD 50,000.
Execution
The requirement documentation was built addressing business user’s concern. A data conversion module was
designed so that the user would find their historical data in the new system without having to worry about
reformatting their existing data to fit into new CMMS. Business user would have flexibility to repeat UAT as
many as they like as long as it is conducted within 2 months frame.
Monitoring
Project manager, local business sponsor, and business user as well IT resources attended bi-weekly meeting.
Global sponsor followed up every red flag raised in status report. He made it a requirement that every red flag
must be closed or at least upgraded to yellow flag in the next progress report.
Closing
A small meeting was held by project manager attended by core team member and business representatives. In
that meeting, milestone, accomplishment, punch lists, as well as subsequent application support plan were
highlighted. Global operation manager congratulated project management team and business representatives
for the successful project.
Note:
1. PMI® and PMBOK® are registered trademarks of Project Management Institute, Inc.
2. Study case in this article is a fictional. It does not represent an actual fact in any companies.
Link and References
Project Management Institute http://www.pmi.org/
Standish Group http://www.standishgroup.com/
http://www.youtube.com/watch?v=r9k0yBMYlhQ
http://www.youtube.com/watch?v=bLrnJc2Tz44
Posted in Project Management | Tagged ACME ALPHA, chaos report, cost, execution, planning, PMBOK, PMI, Project management, project resolution, scope, Standish
group, time, triple constraints | Leave a comment
Work Package in Construction Industry

Work Package in Construction Industry
There are many ways to describe work package. According to Wikipedia (as of October 10, 2012), work
package is a subset of a project that can be assigned to a specific part for execution. The keyword here is
specific. In construction business work breakdown structure, this is translated to level 3 or 4 job execution.
Why work package?
In the construction business, “Where are we now? How far are we from completion? How many percent
complete is this project?” are common questions typically asked by construction manager or project director.
In a project of 10 million man hours, those questions are not easy ones.
The logical response to that challenge is to create a divide and conquer approach. A big project is divided into
sub project / job codes, job codes divided into activity codes, and finally activity codes into work packages.
Division can be by discipline (structural, piping, mechanical, electric), nature of job type (fabrication,
construction, material handling), or simply follows modular engineering design.
Study Case
ACME fabrication yard is constructing a pipe rack module deck.
Step #1: Identify the construction sequence
#1: Fabricating piece mark (individual part)
Job description: cut stiffeners, cut primary beam, cut secondary beam
End product: stiffeners, beams
#2: Assembling piece marks
Job description: Fabricate frame components
End product: beams with stiffeners welded
#3: Site Assembly
Job description: Site installation (install frame components on site)
End product: deck frame installed
Step #2: Assign (estimate) man hour into each work package
To establish work package’s function as progress tracking, planner must put weight into each work package.
This is where the dilemma lies. Exact calculation of man hour allocation as per fabrication drawing requires
extensive resources, while careless estimation may give false representation of the actual. Generally, approach
that fit somewhere in between those two options are chosen. Package to package tonnage comparison
approach can be utilized.
The breakdown of activity codes M07_B99 (Fabrication and installation of module 7 deck structure) into work
packages may look like this:
Work Package No Work Package Description Man Hour
M07_B99_001 Cut Stiffener MH1
M07_B99_002 Cut Primary Beam MH2
M07_B99_003 Cut Secondary Beam MH3

M07_B99_101 Fabricate Deck Frame Component MH4
M07_B99_201 M07 Site Installation MH5
Step #3: Execute work package, update status, and roll up progress
Once the numbers (MH1 – MH5 ) defined, shop / production engineer can start to update the work package
status as per actual progress. For example work package M07_B99_001 (Cut Primary Beam) progress status
may looks like this:
Piece mark Cut (50%) Grind (40%) QC inspection (10%)
Beam_B1 √ √ √
Beam_B21 √ √ √
Beam_B22 √ √
Beam_B3 √
Beam_B41
Beam_B42
Assuming that each beam has same amount of man hour allocation, this work package is 56.7% complete.
(4 X 0.5 + 3 X 0.4 + 2 X 0.1) / 6 = 56.7 %
Consequently, contribution of this work package to job code M07_B99 is
(MH2 / ΣMH) X 56.7%
This job code progress will then be rolled up to subsequent higher level up to project code.
Tips
1. Work package should be planned in such a way that can be closed in few weeks. Do not leave it open for
months otherwise it will require extra time to maintain and become unmanageable.
2. Work package arrangement is always depends to yard resources. Jobs of the same types are not necessarily
to be done in the same work package. In certain situation, it may be beneficial to share the load into two
shops (two work packages).
3. There is no fix guideline on how the yard planners must arrange the work package register. My
recommendation is: yard planner must fit their arrangement to their 3 – 4 weeks foreseeable future. In
cases with material availability problem, same job can be delivered into two work packages.
Reference:
http://en.wikipedia.org/wiki/Work_package
What pipe rack looks like:
http://www.youtube.com/watch?v=tNBMDRh9NIM
Posted in Fabrication / Construction | Tagged ACME, beam, construction, construction sequence, estimate, fabrication, job code, material handling, piece mark, pipe rack,
roll up, stiffener, WBS, Work package, yard, yard planner | Leave a comment
Preventive Maintenance and CMMS

Preventive Maintenance and CMMS
The importance of preventive maintenance
Every industry has ample evident and cases of how an equipment can cause millions of dollar of loss when it
failed during critical job. In competitive business like aviation, plane accident or even simpler engine delay
may cause fortune to the airline. In oil and gas construction facility, a snapped wire rope during critical lifting
may cause millions of dollar for direct loss of material and man hour and penalty associated with delay. This is
not to mention loss of future business opportunity due to the damage reputation.
Sample Case
ACME is a middle size construction yard that employs 2,000 employees. It has various equipments in its
inventory and following are the biggest types of heavy equipment with corresponding maintenance
frequencies:
Equipment Qty Capacity Typical Maintenance Annual Maintenance

Type (time-based) (period)
Crawler 10 100 – 7, 30, 180, 365 day 10 X 48 = 480

Crane 1,000 T
Hydraulic 10 30 – 70 T 7, 30, 180, 365 day 10 X 48 = 480

Crane
Overhead 40 10 – 50 T 7, 90, 180, 365 day 40 X 48 = 1920

Crane
Forklift 15 1 – 50 T 7, 90,365 day 15 X 48 = 720
With only time-based maintenance taken into account, ACME yard makes 3,600 maintenance job annually,
which translates into 300 job / month. Note that normally mobile equipment has two types of maintenance
frequencies: period (time-based) and meter hour. For example, a 600 ton Liebherr crane requires
maintenance every 7, 30, 365 days and every 125, 250, 500, 1000, 1500 meter hours. A 40 ton Caterpillar
forklift requires maintenance every 7, 30, 365 days and every 200, 400, 600, 1000, 1200, 1500 meter hours.
The number displayed in the above table highlights only ACME’s major equipment. In fact a middle sized yard
also utilizes man lift, dozer, grader, excavator, tower crane, compressor, generator, and various mobile
transporters. Rigging equipments like chain block, lever hoist, shackle and sling normally numbered in
thousands. For comparison, yard that I currently worked for is substantially bigger than the ACME case. It
receives between 400 and 700 work orders of various mechanical equipments (excludes rigging equipment
inspection) per week. With this scale of job, it is mandatory to have CMMS that can kick a work order days
before the maintenance date is due.
In short the following explains why we need CMMS:
Manage complexity
Big number of equipments and specific instruction tied with each type of maintenance job represent
complexity of routine, spare part, resources and consumable used.
Lead time
Lead time spares crews enough time to prepare maintenance job. When spare part is not currently available,
lead time should provide window for procurement activity. The same thing applies when third party
involvement (servicing vendor) is necessary.
Scheduling
With the sheer number of maintenance volume and different type of resources required for each job,
scheduling can be almost impossibly done with regular spreadsheet. A good CMMS enable user to see several
weeks / months look-ahead maintenance job.
Productivity
If you believe that implementation of accounting software helps a company manage cash flow, provides reliable
data for quick and better strategic decision and in turn increasing productivity and decrease man hour loss,
exactly same benefit can also be gained for implementing CMMS. Decrease in operating cost and downtime,
and productivity improvement are few examples of short term expectation of CMMS deployment.
Longer lifetime
With proper maintenance, substantial extension of equipment life time is expected.
Links
http://www.maintenanceassistant.com/blog/poor-maintenance-cost-lives/
http://articles.uptimemagazine.com/uptime/2008/09/why-preventive.html
Posted in Uncategorized | Tagged CMMS, crane, down time, equipment, maintenance, Preventive Maintenance, productivity, work order | 2 Comments
My Project Resume
Construction Project Information Center
Timeframe
June 2012 – now
Background
The company is in the early phase of construction project that hold historical record value. Due to the size and
long term nature of the project, there is a need to manage the way the company runs its business. Amongst
them are correspondence, company-client and company-sub contractor agreement, risk-opportunity, and
offshore document control system. There is also a requirement to automate approval system, logistic
commitment and HR functions. In the past, construction projects were successfully handled using
combinations of legacy document control system, third party software and spreadsheets across company file
system. In this project, the risk is simply too high for the company to handle it the same way.
Sharepoint, an already established corporate standard, had been chosen as collaborative framework for the IT
project. This framework will act as integrated information center for construction project and expected to
increase productivity as well as to decrease cost related to correctional activity. Given the criticality and
limited time, the most logical option for the IT project team is to engage consultant specialized in Sharepoint
to speed up the implementation curve.
Job Role
Project Coordinator (primary)
Business Analyst (secondary)
Scope of Project (proposed)
Corporate correspondence and client agreement

Action tracking
Risk and opportunity
Online approval system for administrative task and logistic commitment
Offshore document control system for marine fleet
Employee performance appraisal for HR
Project Summary
Project plan and business requirement document has been formulated. The requirements have been reviewed
by consultant. Common understanding about what and how the company wants the IT project to be delivered
and collaboration framework between internal and external resources (consultant) has been approved.
Given the short term to deliver result, the project needs to be split in two phases. In the near future, both
parties will be involved in the discussion to select the priority of the deliverables.
Status
IN PROGRESS.
Pipe Tracking System
Timeframe
June – December 2011
Background
Though raw materials and purchased components are tracked using existing material management system,
fabricated components are tracked differently using combination of paper based documents and semi
automatic spreadsheets. The volume of the fabrication process outpaces the speed of data volume that can be
handled by that semi automatic process. More often than not, a relatively simple calculation like productivity
can only be retrieved after hours of manual and semi automatic process.
This project is to provide a timely, accurate, and detail info of progress status and location of pipe component
for a ready-to-access information system. The system must enable pipe shop to capture component life stages
from raw material to installation site. Additionally, it must recognize components that undergone abnormal
workflow for tracing and early recovery.
It is worth to note that the yard adopts various systems from engineering design software, material
management system, progressing system, and up to completion system. The project is to act as a hub that
interconnect those silos as much as possible to minimize human interfaces required to put those system works
as integrated system.
Job Role
Business Analyst
Scope of Project
Automation of work centers in Carbon Steel and Exotic Pipe Shop

Develop interfaces to interconnect PDMS, MMS, PIMS, Primavera and Kronos
Implementation of Global Shop to statistical analysis
Location and status tracking from raw material until site installation
Project Summary
The initial proof of concept as part of this project feasibility as pipe spool location tracking has been
successfully tested. It met yard’s requirement as spool tracker within acceptable error tolerance.
Given the initial success, the project sponsor sought to expand the scope to realize it as an information system
hub. Project plan, business requirement, and system design had been approved. Unfortunately, at roughly the
same time the approval committee reviewed the budget, a global initiative had been launched to assess the
corporate information system. One of the recommendations of the assessment was to replace the material
management system, one of the vital elements within the project’s scope. The sponsor decided to review the
project again in 2014 after the implementation of new MMS takes place.
Status
PENDING. To be reviewed in 2014.
CMMS (Computerized Maintenance Management System) implementation
Timeframe
January – September 2011
Background
My yard is a yard which typically constructs topside, a structure that weighs over 10,000 tons. Its heavy
equipment inventory comprised of machineries with lifting capacity varies from 10 tons up to 1,200 tons. With
this scale, a robust maintenance system is critical to ensure that preventive maintenance work order is
properly executed so that the equipment does not fail during critical lifting.
Legacy system is deemed outdated and Global E&M department has chosen Assetpoint’s Tabware as
replacement. The project must deploy the new system without losing valuable historical data it already
contained. Additionally, inventory module must be configured to enable yard monitor material consumption.
Job Role
Business Analyst
Scope of Project
Preventive maintenance for relevant equipment

Equipment and tool registry
Inventory list of spare part and lubricant
Historical data migration from legacy system and relevant data sources
Project Summary
The business must define equipment category to be uploaded, preparing spare part and consumable list to be
monitored in maintenance warehouse and defining desired report (KPI, downtime, material consumption
report). Some ground work must be performed to examine data in granular level, separate relevant data from
garbage, and program conversion script before data migration can be performed. Equally important is to pick
a date that has minimum impact to the busy schedule.
Status
DEPLOYED
Posted in Uncategorized | Tagged business analyst, CMMS, IT project, pipe tracking, project manager, project resume, resume | Leave a comment
Construction and Project Management

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1/18/13 Construction and Project Management | Look to the East

Construction and Project Management

Fabrication Work Package

A work package must at least contain following sections:

Elements that must be available in a cover page:

on the culture of the corporate. So use it according to your organization guideline.

Piece Mark List

Fabrication Work Package Sample

Minimum work package should look like ACME_ALPHA_WorkPackage_Sample.

Project Risk Management

I’ve got a bad feeling about this …

from “Indiana Jones and the Kingdom of Crystal Skull”

What is risk? What is risk management?

Risk Management Steps

Identify the risks.

Ways to resolve risk

Reduce risk though mitigation, anticipation, or contingency plan.

to happen but has low impact.

Study Case: ACME ALPHA CMMS Implementation

Risk Probability Impact

Mitigation: Prepare the user with basic in operating the software.

Mitigation: Create query to compare the number of maintenance plan

Mitigation: Setup monitoring scheme for maintenance plans scheduled

Mitigation: Cost benefit should be able to address it.

Mitigation: This is very likely to happen, but according to past

Link and References

Risk Management Framework – Software Engineering Institute http://www.sei.cmu.edu/reports/10tr017.pdf

The Future of Oil

Picture 1 – World Liquid Consumption by Sector (million barrels / day)

Solar Unlimited source High setup cost

Nuclear Cheap High risk Decommissioning cost associated

Table 1 – Comparison of petroleum versus other form of energy

Link and References

US Energy Information Administration publication: International energy Outlook 2011

Introduction to Project Management #1

Introduction to Project Management #1

Project Resolution Statistic

Involvement from business users and executive management

Clarity of business objective

Quality of business resources and project management team

Tools and infrastructure

What else does Project Manager manage?

Scope, time, cost, quality

Human resource, communication, risk, procurement

Phases of project management

Initiation: During initiation a project is defined and authorized

Closing: Formalizing acceptance and project closure.

Study Case: ACME ALPHA CMMS Implementation

many as they like as long as it is conducted within 2 months frame.

Link and References

Project Management Institute http://www.pmi.org/

Standish Group http://www.standishgroup.com/

Work Package in Construction Industry

Work Package in Construction Industry

Why work package?

ACME fabrication yard is constructing a pipe rack module deck.

Step #1: Identify the construction sequence

#1: Fabricating piece mark (individual part)

End product: stiffeners, beams

#2: Assembling piece marks

Job description: Fabricate frame components

End product: beams with stiffeners welded

#3: Site Assembly