Once IntES is given a project, we will commence by developing a systematic project delivery methodology. Our engineering project management manager will have proven execution tools, strategies and processes at his disposal to tailor fit the needs of our client. Some of these proven tools and processes are discussed below. We normally will manage the works performed by the suppliers, works contractors and professional services. We do this to monitor for quality, cost, schedule, progress and safety to ensure a solid implementation of the project plan. A designated project manager will be leading the teams through the various stages of the project, from start to end.
The following activities are carried out and coordinated during the project execution:
The project manager of IntES will take responsibility. IntES’s approach is to assemble a project team with resources from our office(s). IntES will manage and administer the work performed by the suppliers, works contractors and professional services. As well as that we will monitor the quality, cost, schedule, progress and safety and ensure that the project plan is effectively implemented.
As part of the IntES project delivery methodology, our project manager will have proven execution tools, strategies and processes at his disposal to tailor to the project needs. Some of these proven tools and processes are discussed below.
After our client has issued the confirmation to award IntES for the engineering and consultancy services, our core team will meet with the client. IntES recommends that all parties join the kick-off meeting which can be in person or by joining the Teams meeting. The primary purpose of this kick-off meeting is as follows:
The biggest key to a successful kick-off meeting is the planning and preparation that precedes it. Another key is for the client to anticipate the staff involvement necessary to participate in the project review process for this project. We value your input and ideas and would therefore like for you to participate in our initial meetings.
In the initial phase of the project, the IntES project manager will develop a project execution plan. The execution plan must lay down the essential information and methodology that needs to be implemented to achieve the objectives of the project. An important part of this effort is the preparation of a detailed Project Procedures Manual, which will accomplish the following:
The project execution plan will be prepared for the entire project. The plan will always be focused on meeting the project goals and objectives for quality, cost and schedule and managing critical risk elements.
On a regular and consistent day and time, key members of the project team will participate face to face, or via Teams to share project status information. This would include the status or completion of previous project commitments, initiation or resolution of information needs to be tracked by and subsequently published by the IntES Project Manager.
The IntES project manager will facilitate this session and aim to keep the duration to a minimum, for example one (1) hour. Minutes will be published by the IntES project manager or his designee within few working days of the completion of each meeting.
IntES anticipates holding a design review of each engineering phase and these will occur approximately two third through each phase of design (i.e. preliminary design, detail design for approval phase, etc…) During each of these, the IntES representative for each technical discipline will present design documents in the current state of completion.
IntES will use a documented adjudication process whereby requested changes are identified on a log with a responsible IntES engineer assigned to address the change. As changes are made, they will be indicated on the log by nature, date and responsible party. This log will be maintained throughout all design stages.
Another key ingredient to the projects success and an important part of the communication process, is the documentation of important agreements and decisions that are made during the course of the project. This holds true regardless of whether the discussions take place during meetings, in telephone conversations or in other settings.
In addition, monthly progress reports will be issued by the IntES Project Manager to communicate progress, as well as to reinforce to the team members the outstanding issues that need to be resolved. The contents of the project monthly status report will generally provide a discussion of the scope, budget and schedule performance. As well as that it will identify current or critical issues, resource allocations, action items reports, changes (approved and pending) and the appropriate forecasts.
An effective project controls system is essential to successful budget and schedule performance. At IntES, project controls is risk management behaviour as opposed to maintaining records of past activities. The role of the project controls group is identification of the critical and/or problem issues ahead of time and formulating a proactive plan for solution before they impact others.
In summary, it will be critical to:
The scope of work for the IntES project will be subjected to value engineering reviews. As appropriate, consistent with the timeline for the project, IntES will continue to identify value engineering measures that can be applied during the early design stages to ensure the success of the overall project. We will also place heavy focus on periodic reviews of the design to make certain that constructability, operability and maintainability issues have been considered. Early application of these reviews will enable timely and cost effective changes early in the project and minimize the potential of costly rework in the field.
Constructability is considered by IntES to be a continuous process throughout the project. We also place heavy focus on periodic reviews of the design to make certain that constructability, operability and maintainability issues have been considered.
IntES plans to conduct formal constructability and maintainability reviews during the engineering design effort. Key personnel from the client (engineering, operations and maintenance) and IntES (engineering, procurement and construction) will participate in these reviews in order to gain maximum benefit. Suggestions for enhancement of constructability or maintainability will be tabulated and their disposition noted. Where appropriate, they will be incorporated into the project.
During the construction phase, contractors will be included in the constructability review process. Our experience has found that they often can suggest alternate approaches or enhancements that can improve schedule and reduce costs.
In order to maximize its effectiveness, the constructability program will be based on a forward looking, integrated planning philosophy rather than a backward looking ”review” of completed design. This requires that all project personnel act as a team to contribute to the constructability effort by contributing new ideas and sharing past experiences.
A master project schedule will be developed during the basic design stage to identify key client milestones, major activities and the critical path for the project. The activities will include design, permitting & procurement support and construction activities. The schedule will be a living document that evolves throughout the life of the project and updates will be performed on the schedule and formally issued on a regular basis.