Primary Author: Gerard W. Van der Merwe, EVP
Audience Focus: Basic
Application Type: Experience-Based
Venue: 2012 AACE International Annual Meeting, San Antonio, TX, USA
Abstract: Quite often project planning is developed during the execution phase for the next part of the project activities which deprives the team of informing the up-stream activities of the information that would be required by the down-stream activities. This behavior results in information not collected during execution to inform next step activities. To this end, the formulation and definition of proper project execution plans throughout the project lifecycle are vital to ensure that all requirements throughout the lifecycle are collected, considered and accommodated in the program, processes, procedures and the schedules. Regardless of the implementation model, the strategic planning forms a critical part of successful project execution. For purpose of this discussion, a process plant project is taken as an example.
Audience Focus: Basic
Application Type: Experience-Based
Venue: 2012 AACE International Annual Meeting, San Antonio, TX, USA
Abstract: Quite often project planning is developed during the execution phase for the next part of the project activities which deprives the team of informing the up-stream activities of the information that would be required by the down-stream activities. This behavior results in information not collected during execution to inform next step activities. To this end, the formulation and definition of proper project execution plans throughout the project lifecycle are vital to ensure that all requirements throughout the lifecycle are collected, considered and accommodated in the program, processes, procedures and the schedules. Regardless of the implementation model, the strategic planning forms a critical part of successful project execution. For purpose of this discussion, a process plant project is taken as an example.