J. O. Pennock - Piping Engineering Leadership for Process Plant Projects, Elsevier.pdf - piping - seithe

Piping Engineering Leadership for

Process Plant Projects

by James O. Pennock

• ISBN: 0884153479

• Pub. Date: May 2001

• Publisher: Elsevier Science & Technology Books

Preface

There are many books already on the market that address all the purely

technical and mechanical aspects of the piping engineering and design pro-

fession (piping). There is also a long list of codes and standards that form

the "rules" that govern the piping industry. This book is not about these

technical aspects of piping nor is it intended to compete with or contradict

any of these fine works. In fact, I have a number of these books in my per-

sonal library. I have found the need to refer to them on a regular basis dur-

ing the course of my work. I also have used many of them as text or

reference material when I teach the various entry levels and intermediate

level design training classes. This book is also not about piping department

management. There is no doubt that department management is complex,

and the issues there are very important. Some department issues may even

be similar to issues discussed in this book. However, I will leave any dis-

cussion of the department management area to others.

The focus of this book is the position of the lead, the person who is in

charge of the piping effort on a process plant project. This position and the

responsibilities of this position are not currently covered in any of these

other technical books. This "lead in charge" is the person assigned to a

project and held responsible for the successful execution of all the piping

activities, both technical and nontechnical. This book is intended for the in-

dividual who may be at (or near) the top of the technical ladder and who

will soon become, by choice or circumstance, a supervisor or "lead in

charge" as a project piping lead. It may also assist those who are currently

in this position of project responsibility by validating what they are already

Piping Engineering Leadership for Process Plant Projects

doing. Hopefully, it may also suggest new areas where they can bring value

to that project.

Let me start with a discussion that places you, the reader, in a symbolic

scenario. You suddenly awaken and find yourself standing all alone in a

strange place. You really don't know where you are or how you got there.

You are in the center of a circle or cone of light. The light is shining down

as from a narrowly focused spotlight. Everything you see inside the circle

of light is recognizable and familiar to you. You have some level of com-

fort here. But beyond the cone of light, there is total blackness. You cannot

see anything outside the light cone. You have an overwhelming sense of

uncertainty about what may be out there. You can hear sounds, and you can

see occasional flashes of light. You do not understand what is going on out

there in the darkness. You are then told that this mysterious black outer area

is now included as part of your world. You are also told that you must safely

and successfully navigate it.

Does this scenario sound like some Hollywood screen plot? I assure you,

it is not. This is how many people feel when they find themselves promoted

to supervision and the lead position on a project. They may not have wanted

to be promoted at all. They may have been the strong technical lead and sec-

ond in command when the "boss" was not around. Then it happened. The

"boss" quit, and they were the next in line. They were just in the wrong place

at the wrong time. Possibly, they were due for a promotion, but they were

never trained for it. There had been no money in the company or department

budget for training. They may have been pushing for a promotion but never

fully understood what they were wishing for. No matter how they got there,

they are now the person in charge. This is a scary thing.

Back to the scenario. Now suppose that someone begins to turn on the

lights. The darkness and the mystery go away. The purpose of this book is

to help turn on the lights--the bright light of day to illuminate the piping

engineering lead position and bring understanding to the four functional

subgroups of piping. The light is then turned on for the next level, the en-

gineering coordination position and the other peer-level engineering disci-

plines. We then turn on the lights for the management, administrative, and

control functions. Next, the lights are shown on the many types of plants

through a discussion of the breadth and depth of both new construction and

modification projects. Light is then used to bring a broader understanding

to the procurement and contracts area of a project. Finally, we turn the

lights on to bring more understanding to the actual execution activities of

project scope development, estimating, scheduling, staffing, directing,

controlling, and final closeout. When all of the lights are turned on, you are

Preface

now better able to see what was in all of those dark surrounding areas. You

can now begin to understand what is around you, what the hazards are,

what is causing the strange noises and the strange flashes of light. Some of

the things you see out there may be familiar, but others may not be. Now

that you can see them, you can begin to form plans of action for dealing

with each of these challenges.

The concept of illumination used in this scenario also works in under-

standing the position of leadership. Once the proper light is shed on all the

fundamentals of the technical, administrative, and supervisory tasks, then

the anxiety felt by the individual will be reduced. The person placed in

charge as the leader will be able to function more comfortably in this new

assignment.

This book is about the piping profession, specifically the piping profes-

sion as it applies to piping in the process plant industry. It has been written

by a process plant piper. It was written about process plant pipers. It has

been written primarily for the process plant piper who is, or will become,

a piping engineering lead. What is the lead in charge of piping engineering

on a project called? It would be presumptuous to assume that the "lead in

charge" of piping in one company would be called by the same title in all

other companies. This would just not be true. There are possibly ten or

more different titles out there for this same position. With this in mind, this

book will use a neutral, generic (made up for the purpose) title of "piping

engineering lead" (PEL). The use of this PEL title is not intended to imply

that it is the title that should be used by any company. On the contrary, each

company should keep its current position title. It will be up to the reader to

transpose his or her company title where appropriate. Discipline titles for

the other group leads (structural engineering lead), or positions (project

manager), when used, will also be as neutral and genetic as possible.

One of the basic laws of physics is "For every action, there is an opposite

and equal reaction." A similar "law" exists in the execution of an engineer-

ing project. The "action" of leaving out a necessary function or service from

one part of the project means that the action must be added somewhere else.

An activity required to complete the project that is not done by one entity

must be added to someone else's scope. In this book, I have tried to point out

some of these situations where alternate methods of execution, the

leaving out of "action," may be appropriate. I have also tried to suggest the

compensating action required in another responsibility area. Alternate exe-

cution options are necessary because the M. O. (modusoperandi) of each

company and each project is different. There is no such thing as a "duplicate"

plant. No two regional offices of the same corporation will operate in totally

Table of Contents

Preface

Pt. I

Roles and Responsibilities

Piping

Engineering Management and Other Engineering

Disciplines

Nonengineering Groups

Pt. II

Project Descriptions

Project Types, Terms, and Execution Philosophy

Grassroots Projects

Revamp and Rebuild Projects

Pt. III

Procurement, Pipe Fabrication, and Contracts

Procurement Responsibilities

Pipe Shop Fabrication

109

Contracts and Construction Work Packages (CWP)

123

Pt. IV

Project Execution

135

Project Definition - Scope of Work

136

Estimating

146

Scheduling

179

Planning and Organizing

190

Staffing and Directing

201

Controlling Change

213

Reporting

222

Project Completion

226

J. O. Pennock - Piping Engineering Leadership for Process Plant Projects, Elsevier.pdf

Plik z chomika:

Inne pliki z tego folderu:

Inne foldery tego chomika: