This procedure:

• Covers management of projects
• Applies to Integron Engineering employees and contractors engaged in such activities.
• Is intended to give guidance in implementing the policies of an engineering company .

Where the project monetary value is in excess of $25,000 a competent consultant may be used to perform project management. The quotation or tender should be discussed with the consultant before submission to the customer.

The following phases are common to all projects:

• Identification of need - determine the rationale and broad needs of the project. Specify user needs (in user terms). Specify the service/product/facility requirements (in project terms).
• Project appraisal – determine initial project objectives. Examine alternative approaches to achieve objectives. Conduct feasibility study/ies and appraise alternative solutions. Recommend optimum solution and confirm optimum solution.
• Project definition – Document optimum solution, develop project plan, develop procurement strategies, state scope of project, and assemble the project team.
• Validation and approvals – Test activities (as appropriate), gain approvals (as required).

• Develop master plans, budgets and controls.
• Develop concept proposals
• Prepare designs and documentation.
• Contract formation.
• Conduct prototyping and subsequent approvals (as required).

• Establish implementation organisation.
• Establish work packages and controls.
• Execute work packages.
• Plan for maintenance and support.
• Plan for project finalisation.

• Finishing/commissioning.
• Handover.
• Financial/administrative closeout.
• Evaluation and feedback, and documentation/report to corporate database.

The amount of planning required for many of the smaller projects is often minimal, however there is always a danger of underestimating the importance of planning, especially where small projects develop into larger extended operations. The following guidelines shall apply to all ‘larger’ projects.

The Project Plan is the major control mechanism for a project, it normally consists of the following sections:

• Scope Statements/ Specifications – (defines what is to be done).
• Schedule – (controls time and resources).
• Budget – (controls costs and resources).
• Quality Management Plan – (ensures quality of people, processes and product).
• Risk Management Plan – (identifies, analyses and manages risk).
• Resources Assignment Matrix – (controls resources).
• Communications Management Plan – (manages information flow – up, down and across).
• Contract Management Plan – (monitors performance of contractors).

The Project Plan shall include the following elements to ensure that all control elements are present. Ideally they should be in a similar order to enable comprehension by readers of several project plans.

• Background
• Scope
• Objectives
• Scope Statements
• Constraints
• Exclusions
• Assumptions
• Related Projects
• Broad Strategy
• Work Breakdown Structure
• Schedule
• Budget
• Resource Assignment
• Reporting Structure
• Risk
• Quality
• Safety
• Environment
• Security
• Contractual Matters

The Project Scope is divided into the following parts:

• A high level description of work to be undertaken.
• The products/services to be provided.
• Assumptions about the project.
• Exclusions – what the project will not be doing.
• Constraints – known facts.
• Related projects.
• Organisational/environment/research and development issues which may impact on the project.
• Anything else that will put a boundary around the project, which may impact on the project team and affect achievement of the project objective.

When reporting progress through project control it is normal to include the following:

• Current status of project.
• Actual expenditure for the project.
• Remaining expenditure for the project.
• Planned versus actual forecast variances.
• Changes to the project and/or plan.