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El. knyga: Early Equipment Management (EEM): Continuous Improvement for Projects

  • Formatas: 298 pages
  • Išleidimo metai: 12-Jul-2017
  • Leidėjas: CRC Press
  • Kalba: eng
  • ISBN-13: 9781351643023
Kitos knygos pagal šią temą:
Early Equipment Management (EEM): Continuous Improvement for ProjectsDidesnis paveikslėlis
  • Formatas: 298 pages
  • Išleidimo metai: 12-Jul-2017
  • Leidėjas: CRC Press
  • Kalba: eng
  • ISBN-13: 9781351643023
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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:-











Explains







The six EEM project delivery steps setting out the tasks and accountabilities for project teams, project managers and steering committees at each step;







How to organize projects to increase project added value through the collaboration of commercial, operational and technology stakeholders







The wiring up behind behaviors that contribute to the failure of traditional project management approaches and how to avoid those pitfalls;







The use of projects as a vehicle for the development of internal talent and increase capital project added value







The systematic development of internal capabilities to deliver flawless operation from day one in less time with less resources







How raising project governance capability directly impacts on company wide management competence











Uses case studies to explain how to implement the EEM methodology and





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.
Preface xiii
Chapter 1 Early Equipment Management: Delivering Capital Projects Faster, Cheaper, Better 1(22)
1.1 What Goes Wrong?
2(4)
1.1.1 Steps 1 and 2 before EEM
3(2)
1.1.1.1 Change Curve
3(1)
1.1.1.2 Cost Curve
3(2)
1.1.2 Steps 3 and 4 before EEM
5(1)
1.1.2.1 Change Curve
5(1)
1.1.2.2 Cost Curve
5(1)
1.1.3 Steps 5 and 6 before EEM
5(1)
1.1.3.1 Change Curve
5(1)
1.1.3.2 Cost Curve
5(1)
1.1.4 What Is Really Happening
5(1)
1.1.5 Voyage of Discovery
6(1)
1.2 EEM in Action
6(5)
1.2.1 Steps 1 and 2 with EEM
6(3)
1.2.1.1 Change Curve
6(3)
1.2.1.2 Cost Curve
9(1)
1.2.2 Steps 3 and 4 with EEM
9(1)
1.2.2.1 Change Curve
9(1)
1.2.2.2 Cost Curve
9(1)
1.2.3 Steps 5 and 6 with EEM
9(1)
1.2.3.1 Change Curve
9(1)
1.2.3.2 Cost Curve
10(1)
1.2.4 The Gains
10(1)
1.3 Why We Need EEM
11(5)
1.3.1 Avoiding Project Delivery Pitfalls
11(1)
1.3.2 Making Better Decisions
11(2)
1.3.3 Improving Project Governance
13(2)
1.3.4 Improving Knowledge Management
15(1)
1.3.5 Delivering Better Management Processes
16(1)
1.4 Book Structure
16(7)
1.4.1 Overview
16(1)
1.4.2
Chapter Summaries
17(6)
Chapter 2 The EEM Road Map 23(22)
2.1 EEM Road Map Overview
23(6)
2.1.1 Define: Getting the Right Design
25(1)
2.1.2 Design: Getting the Design Right
26(1)
2.1.3 Refine: Getting the Design Gains
27(1)
2.1.4 Improve
28(1)
2.2 EEM Project Workstreams RACI
29(2)
2.2.1 RACI: Responsible
30(1)
2.3 RACI Accountable Column: Define Phase
31(3)
2.3.1 Concept Development
31(2)
2.3.2 High-Level Design
33(1)
2.4 RACI Accountable Column: Design Phase
34(4)
2.4.1 Detailed Design
36(1)
2.4.2 Prefab Procurement
37(1)
2.5 RACI Accountable Column: Refine Phase
38(2)
2.5.1 Step 5: Installation
38(2)
2.5.2 Step 6: Commissioning
40(1)
2.6 RACI Accountable Column: Improve Phase
40(2)
2.6.1 Step 7: Stabilize
40(2)
2.6.2 Step 8: Optimize
42(1)
2.7 Summary
42(3)
Chapter 3 Design and Performance Management 45(54)
3.1 In Search of Better Design
46(4)
3.1.1 Innovation
46(1)
3.1.2 Systematic Design Development
47(3)
3.2 In Search of Better Performance
50(14)
3.2.1 Criticality Assessment
53(5)
3.2.2 Hidden Loss Analysis/Trouble Map
58(2)
3.2.3 Condition Appraisal
60(1)
3.2.4 DILO Reviews
60(4)
3.3 Avoiding Design Pitfalls
64(23)
3.3.1 Creating Design Modules
64(1)
3.3.2 Incorporating PP Data into Design
65(1)
3.3.3 Recognizing Vendor Skill Sets
65(4)
3.3.4 Understanding Behavioral Bias
69(1)
3.3.5 Guiding Design Decisions
70(2)
3.3.6 Design Goals
72(1)
3.3.7 Design Guidelines
72(2)
3.3.8 Technical Standards
74(4)
3.3.9 Objective Testing
78(2)
3.3.9.1 Objective Testing Case Study
78(2)
3.3.10 Integrating Stakeholder Workstreams
80(7)
3.4 Systematic Design Development: Define Phase
87(2)
3.4.1 Define Phase Audit Questions
88(1)
3.5 Systematic Design Development: Design Phase
89(3)
3.5.1 Vendor Induction
89(1)
3.5.2 Detailed Design Workshops
90(1)
3.5.3 Problem Prevention
90(2)
3.5.4 Detailed Activity Planning
92(1)
3.5.5 Design Step Audit Questions
92(1)
3.6 Systematic Design Development: Refine and Improve
92(4)
3.7
Chapter Summary
96(3)
Chapter 4 Specification and LCC Management 99(50)
4.1 Having The Right Conversations
99(9)
4.1.1 Equipment Master Plans
101(1)
4.1.2 Specification Formats
101(4)
4.1.3 Keep the Conversation Flowing
105(1)
4.1.4 Setting the Design Agenda
106(1)
4.1.5 Checklist Management
107(1)
4.2 Creating Powerful Specifications
108(23)
4.2.1 Floor Layout Drawings
108(2)
4.2.2 Module Review
110(1)
4.2.3 Module Review Step 1
111(4)
4.2.3.1 Value Engineering Review
112(1)
4.2.3.2 Preparation
112(3)
4.2.3.3 Approach
115(1)
4.2.4 Module Review Step 2
115(1)
4.2.5 Resource Management/Systems Specification
115(6)
4.2.5.1 Draft Specification
118(1)
4.2.5.2 Systems High-Level Design
119(1)
4.2.5.3 Systems Detailed Design and Forward Program
120(1)
4.2.5.4 User Training, Systems Validation, and Go-Live
120(1)
4.2.6 Setting Design Targets
121(3)
4.2.6.1 Process Milestones
123(1)
4.2.7 Basic LCC Model Example
124(1)
4.2.8 Estimating Costs
125(3)
4.2.8.1 Operating Cost Estimates
125(1)
4.2.8.2 Capital Cost Estimates
126(2)
4.2.9 ITT Design
128(3)
4.2.9.1 Developing Design Guidelines
128(3)
4.2.9.2 Process Milestones
131(1)
4.3 Detailed Design
131(13)
4.3.1 Module Review Update
134(1)
4.3.2 Dealing with Risk
134(5)
4.3.2.1 Specify Low-Risk Solutions
134(2)
4.3.2.2 Specify Problems to Be Prevented
136(1)
4.3.2.3 Use Charts and Graphs to Raise Awareness
137(2)
4.3.2.4 Specify Learning Plans That Reduce Error Risks
139(1)
4.3.3 Detailed Activity Planning
139(2)
4.3.4 Change Control
141(1)
4.3.5 Witnessed Inspection
141(3)
4.4 Define
144(1)
4.5 Design
144(2)
4.6 Refine and Improve
146(2)
4.6.1 Day-One Production and Site Acceptance Testing
146(2)
4.7 Summary
148(1)
Chapter 5 Project and Risk Management 149(42)
5.1 Developing Project Plans
150(14)
5.1.1 Milestone Planning
152(3)
5.1.2 Understanding the Critical Path
155(3)
5.1.3 Communicating Project Time Lines
158(1)
5.1.4 Work Scheduling
158(6)
5.1.4.1 Visual Management of Work Packet Schedules
158(6)
5.2 Managing People and Teams
164(12)
5.2.1 Creating the Collective Team Vision
167(3)
5.2.1.1 Team Induction
168(1)
5.2.1.2 Team Dynamics
168(1)
5.2.1.3 Collaborating with Vendors
169(1)
5.2.2 Managing Communication Processes
170(4)
5.2.3 Project Administration
174(2)
5.2.3.1 Personal Systems and Procedures
175(1)
5.3 Managing Risk
176(8)
5.3.1 The Purpose of Risk Management
176(1)
5.3.2 Surfacing Hazards
176(1)
5.3.3 Registering Risks
177(1)
5.3.3.1 Highly Regulated Industries
178(1)
5.3.4 Implementing Risk Mitigation
178(6)
5.4 Define
184(1)
5.4.1 Project Leader Facilitation Guide: Concept
184(1)
5.4.2 Project Leader Facilitation Guide: High-Level Design
185(1)
5.5 Design
185(3)
5.5.1 Project Leader Facilitation Guide: Detailed Design
186(1)
5.5.2 Project Leader Facilitation Guide: Prefab Procurement
187(1)
5.6 Refine and Improve
188(1)
5.6.1 Project Leader Facilitation Guide: Installation
188(1)
5.6.2 Project Leader Facilitation Guide: Commissioning
188(1)
5.6.3 Project Leader Facilitation Guide: Stabilizing
189(1)
5.7
Chapter Summary
189(2)
Chapter 6 Project Governance 191(46)
6.1 Impact of Internal Processes
191(2)
6.2 Project Governance: Mind Set and Skill Set
193(15)
6.2.1 Direction Setting
198(1)
6.2.2 Capability Building
198(3)
6.2.3 Performance Management
201(3)
6.2.4 Results Delivery
204(4)
6.3 Organizational Development: Leadership Challenge
208(6)
6.3.1 Setting EEM Policies
211(3)
6.3.1.1 EEM Policy Example
211(1)
6.3.1.2 Policy and Direction
211(1)
6.3.1.3 Project Delivery
212(2)
6.3.1.4 EEM Support
214(1)
6.3.1.5 Best-Practice Design Book
214(1)
6.4 Organizational Development: Measuring Progress
214(10)
6.4.1 Setting Targets
214(2)
6.4.2 Beyond the Stage Gate Review
216(4)
6.4.2.1 Stage Gate Team Coaching Role
219(1)
6.4.3 Coaching Parallel Workstreams
220(1)
6.4.4 EEM Audit Process
221(3)
6.4.4.1 Approach
222(1)
6.4.4.2 Audit Roles and Timetable
223(1)
6.5 Locking in EEM Gains
224(3)
6.5.1 Origins of EEM
224(2)
6.5.2 Best-Practice Design Books
226(1)
6.5.3 Compatibility of EEM with Other Design Tools
227(1)
6.6 Define
227(2)
6.6.1 Concept Stage Gate
227(1)
6.6.2 High-Level Design Stage Gate
228(1)
6.7 Design
229(3)
6.7.1 Detailed Design
230(1)
6.7.2 Prefab Procurement
231(1)
6.8 Refine and Improve
232(2)
6.8.1 Installation
232(1)
6.8.2 Commissioning
233(1)
6.8.3 Post Day One: Stabilizing
234(1)
6.9
Chapter Summary
234(3)
Chapter 7 Implementing EEM 237(26)
7.1 Define
239(4)
7.1.1 Planning and Preparation
239(3)
7.1.2 Management Awareness
242(1)
7.1.3 Mobilization
242(1)
7.2 Design
243(6)
7.2.1 Pilot
243(4)
7.2.2 Policy Development
247(2)
7.3 Refine
249(2)
7.4 Improve
251(1)
7.4.1 EEM Subject Matter Expert Learning Pathways
251(1)
7.5 Speeding Up Time To Market
251(9)
7.5.1 Design and Performance Management
257(1)
7.5.2 Specification and LCC Management
257(1)
7.5.3 Project and Risk Management Processes
258(1)
7.5.4 Project Governance
258(1)
7.5.5 Best-Practice Design Book Processes
259(1)
7.6
Chapter Summary
260(3)
Chapter 8 Early Product Management 263(12)
8.1 Why Do We Need EPM?
263(2)
8.1.1 What Is EPM?
264(1)
8.1.2 EPM Road Map
264(1)
8.2 EPM Step 1: Shell
265(1)
8.2.1 Design and Performance Management
265(1)
8.2.2 Specification and Life Cycle Cost Management
266(1)
8.2.3 Project and Risk Management
266(1)
8.3 EPM Step 2: Shape
266(2)
8.3.1 Design and Performance Management Issues
266(1)
8.3.2 Specification and LCC Management Processes
267(1)
8.3.3 Project and Risk Management Processes
268(1)
8.4 EPM Step 3: Scope
268(2)
8.4.1 Design and Performance Management
268(1)
8.4.2 Specification and LCC Management
269(1)
8.4.3 Project and Risk Management
269(1)
8.5 Links with EEM
270(3)
8.5.1 Project Governance
270(1)
8.5.2 Design and Performance Management
270(1)
8.5.3 Specification and LCC Management
270(3)
8.5.4 Project and Risk Management
273(1)
8.6 Implementing EPM
273(1)
8.7
Chapter Summary
274(1)
Appendix 275(2)
Index 277
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.
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