Abstract
Typically, Owners beef up their Project Management/Controls organization and develop Project Execution concepts once a development concept has been selected and Basic Engineering gets well under-way. It is observed that Owner's Schedule & Cost influence is high, while expenditure of either is low during Concept & Planning phases as against during the Execution phase.
This work proposes elaboration of a number of key project dimensions, collectively called integrated Front-End Loading (iFEL), enabling PM diligence during Conceptual and Scope development phases, overcoming the traditionally limited visibility to PM added value in these phases by not limiting PM resource investments, while keeping the ever-evolving scope, risk, complexity challenges in perspective.
A purpose-built Project Management Organization (PMO) implementing the above methods and administering the various procedures during the Feasibility/Concept, pre-FEED (Front End Engineering Design) and FEED phases can assume control of the value levers, improve predictability of the desired project outcomes and set the project on course for EPC (Engineering, Procurement & Construction) execution success as demonstrated by reference project(s) that adopted this approach.
This work proposes establishment of a dedicated, technically competent and scalable PMO during Pre-EPC phases to oversee front-end scope definition, maintenance of a list of big-ticket decisionsto be landed during each phase, securing of key resources, contracting strategies, formulation of a proactive management response system and overall value assurance. The PMO can then suitably scale-up and assume back stopper duties during EPC(M) (Engineering, Procurement, Construction Management) follow-up, delivering on project promises that led to the investment decision.
