© 2010 Chevron A Day in the Life of a Project Manager Presented by Nancy Grossman, Project Manager Presented to Chabot College Engineering Class September 29, 2010 Communication Is the Key

© 2010 Chevron What Is Project Management  Project: An undertaking requiring concerted effort  Management: The act of directing –Direct: To move toward a goal or aim –Goal: What needs to be developed –Aim: What are the project parameters 2

© 2010 Chevron Is Listening Important? Project Management begins with listening. Practice now, in all social interactions, to be a successful Project Manager. There is nothing in the title Project Manager that suggests listening, yet it is the most important skill that I have nurtured. It is what makes me a Project Manager. 3

© 2010 Chevron Listening for Success  Management  Mechanical Process  Environmental  Operations  Maintenance  Civil/Structural Engineering  Mechanical Engineering  Electrical Engineering  Instrumentation & Controls Engineering  Financiers  Safety  Construction  Procurement  Contracting  Scheduling 4

© 2010 Chevron Projects 1. Begin by determining what needs to be accomplished 2. Learn what tools are available to accomplish the task 3. Meet the individuals who will be on the Team 4. Develop a schedule 5. List the activities that need to be accomplished and place them in a logical order of completion 6. Organize and plan shared resources 7. Meet the client’s needs 5

© 2010 Chevron Management  A PM likes people, engages and accepts all kinds of individuals, respecting their unique styles and behaviors.  A PM believes that each person on the team has something to contribute to the success of the project, and strives to engage them for project success.  A PM must know the limitations of the system, the team, and the individual and endeavors to mitigate their effects.  A PM desires and values individual input in a group setting. 6

© 2010 Chevron The Initial Overview  A project begins with a need that must be met.  Understand current operating conditions and the desired end result.  At operating plants, this usually involves multiple pieces of rotating equipment, piping, valves, instruments, electronics, and software used to control the equipment. In other words it is a process.  In R&D, a project would likely begin with a defined need and a proposed way to meet the need. This includes financiers who expect to make a profit from the end result or product. 7

© 2010 Chevron A Project Manager’s Day Begins the Day Before  Plan your week  Establish a timeline for meeting project deadlines  Set up a Project Plan  Plan meeting dates that relate to project deadlines  Work backwards from the project completion deadline 8

© 2010 Chevron Planning a Work Week  Initial Field Walk  Project Kick-Off Meeting  Discipline Leads Meeting  Distribute Initial Findings  Locate pertinent Information  Drawing search  Investigate project parameters  Front end development activities  Determine impact on other projects ~ 10 active projects $200,000 – $20,000,000 9

© 2010 Chevron  Kick-Off Meeting  Establish Project Team  Meet with Project Team  Develop process flow diagram  Meet with Engineering  Meet with Estimating – establish +/- 50% estimate  Meet with Management Establishing Timelines 10

© 2010 Chevron Setting a Project Plan  Identify the stakeholders  Validate existing Information  Establish necessary benchmarks  Establish project “hold points”  Establish project deadline 11

© 2010 Chevron Stakeholders 12 Engineering Design Team Safety Environmental Operations Maintenance Management

© 2010 Chevron Planning Meeting Dates  Determine how many meetings are required to meet project objectives  Set up a “first pass” schedule  Determine if team members can attend the required meetings 13

© 2010 Chevron Working from the Project Deadline  Establish the project “on spec” date  Establish rough construction timeline  Establish rough engineering timeline and availability  Establish remaining time available to get through the front end work  Establish availability of the management team for review and comment 14

© 2010 Chevron Planning Meetings  Develop an Agenda –Review project premise –Review existing drawings –Establish project timeline –Establish rough scope and cost  Decide on Meeting Goals –Validate project premise –Validate existing drawings –Validate timeline –Validate rough scope and cost 15

© 2010 Chevron An Engineering Approach  Define the need or problem (surveying) –The pump needs to be replaced  What are potential obstacles? (building) –Operations can not cease –Long lead item  Listen to stakeholders (waymaking) –No safety incidents allowed –Will pay extra for rush delivery  Develop a project plan (navigating) –Pump must have a back-up during replacement, containment must be employed 16

© 2010 Chevron Challenges  What would you do? –The project has received funding approval, which means that the scope of work is defined, funding levels and schedule are set. Engineering has begun. –Learning from another project is being applied NOW to this project. –Management is considering the new information. –You have information that suggests that this “learning” does not apply to this project. 17

© 2010 Chevron Building a Project  Company notified of selection through a competitive process to design and build the project. Scope, schedule and cost are frozen.  Planning implementation meetings begin.  Engineering work begins and parameters are validated.  Schedule is discussed with the client and project schedule parameters are established.  Engineering complete and permitting period begins.  Construction planning activities occur.  Permits obtained and construction begins.  Construction period is determined by scope of work and meeting customer needs regarding availability.  Punch list items are completed and Project is turned over to the Customer for use. 18

© 2010 Chevron Where Do You Fit In?  Design Engineer  Project Manager  Construction Manager  Project Superintendent  Electrician, Roofer, Steel Fabricator, Painter  Project Administration  Finance, Accounting, Legal  Owner  Paving Contractor  Equipment Manufacturer  Utility  Permitting Department  Fire Chief There are many ways to participate in projects. You can be an owner of the project; the designer; the builder; one of the many equipment manufacturers; on one of the many subcontractor teams; in the legal, accounting, or finance department of the owner or developer; with the local utility; with the permitting agency; in project administration; in school administration; a lawmaker; a citizen who supports the project; a student who is interested in the project and studies to be a part of the Green Economy. 19