|Ctrl+F to Search|
|pmAnywhere is simple, easily customizable, web based, multi-user, multi-access level, low-cost online database driven application for managing multidisciplinary projects of all sizes. Its user friendliness lets the members of a project management team manage the company projects from anywhere. It is designed to be used in any sector or industry and can be easily implemented for projects of diverse nature, big or small, whether related to software development, building construction or even minor home renovations. It is a free to all online application. Access to larger groups is provided for a minimal fee.|
|pmAnywhere lets you create your own environment. It provides tools to create parameters to establish a project management system to suit your needs.
You can create and store information related to pre-planning, planning documents, scope of work, project specifications, budgets, estimates, inspections, safety violations etc. Work breakdown structures can be created to track the project time schedules, milestones, productivities and expenses. All contract documents, correspondence, drawings, plans, reports, quality and safety evaluations can be stored in a search-able manner. Tools are provided for monitoring and closing projects. Site expenses can be recorded and like various other tools can also be exported to CSV files for manipulating data or importing into other applications.
|There are many examples available with various tools to help in setting up pmAnywhere. Just click on the downwards arrow (▼), or (), provided where its deemed applicable, to see the suggestions or to import examples.
pmAnywhere provides support with a turnaround time of 24 hours. Please email your queries to email@example.com.
|4||CONVENTIONS and symbols|
|5.1||Free Registration||Anyone can register for free and start using all the tools on pmAnywhere. Only where collaboration between team members is required, you will have to be able to build your team first. pmAnywhere allows a total of four (4) members including the RR for free. To be able to add more team members, one must choose the appropriate registration type/ subscription plan.
Even if the registration was completed as a free user in the begining, one can subscribe later (i.e. before the need to build a bigger team) and start adding more users in the team. It is advisable to register as a free user first and understand the tools given in the application. One can always subscribe later when building a larger team is necessary.
|5.2||Role of RR||The person who registers becomes automatically a super user (or "RR") for your company and has total control over your company data/ information. The RR is also the primary source of communication between your company and pmAnywhere support team. Only RR can create team members and assign access permissions to team members.
Some important information like the name of the company, name of RR, RR designation, the company currency etc can not be changed after the registration form has been submitted. It is worthwhile that a person with sufficient knowledge of your company policies and adequate know how of basics of project management becomes the RR for your company.
|5.3||Subscription Plans||Subscription plans/ packages are provided according to the total number of users or your team members accessing the company database. Various plans are available to suit needs of small to medium to large sized companies. In case the given subscription packages do not satisfy your needs, email us your specific needs and we shall prepare a package to suit. You can go to My Profile to change the subscription plans. The standard plans are given below;
Please contact us to discuss your requirements or to acquire a custom quotation at firstname.lastname@example.org.
|5.4||Registration Verification||When you complete and send the registration form, an email will be sent to you for verification. A link will be included in the email to take you back to the application. We verify registration information for only the first user who creates an account on the application. It is preferred that legitimate company email addresses are used to register to avoid spam.
Please check the spam folder on your email software / application to ensure that you receive the email sent by pmAnywhere.
|RR, users/ team members are responsible for all usage and misuse of user IDs and passwords and for keeping backups, archives, registration and payment information up to date to get maximum benefits out of the application. It is users responsibility to ensure that all files are uploaded by the users after checking for viruses and spy-ware etc. Uploading infected files will result in disruption of services and blocking of user accounts.|
|7.1||User Profile||After registration and related verifications, the RR can login and view the dashboard where information related to the user profile is given. All team members when created by the RR (from RESOURCES/ MY TEAM) can also login after acquiring the credentials from the RR. From the dashboard/ user profile window the users can change their passwords and email addresses etc. RR can renew or upgrade subscriptions. "Logged in Users" can view the information related to RR in case they need help. When the RR logs in, he/ she sees that the "logged in user" information and the "RR information" are the same.|
|7.2||User Access and Permissions||- The person who registers becomes the "SUPER USER" or "RR" for his company data/ information and gets "Full Control" of company specific data on pmAnywhere.
- The RR also gets the ability to create more users in the team, according to the subscription plan.
- The RR can also assign "Full Control" to other users.
- Users with "Full Control" can create parameters, create instances and build teams, but can not change reports or comments created by other users.
- pmAnywhere contains various access levels/ permissions depending on the functions various users are allowed to perform.
- RR creates a user or a team member by adding all necessary information and assigns a temporary password.
- An email can be sent from the application to the user providing all login credentials.
- A team member can go to My Profile to reset the password after logging in with the temporary password which was provided by RR.
- This table shows the user access levels.
|1.||From the OPTIONS menu,
Create the Environment, Lists of Projects and Stakeholders etc.
|2.||From the SCOPE menu,
Define the Scope of Work, Work Breakdown Structure, Value Proposals etc.
|3.||From the RESOURCES menu,
Create Teams, Resource Categories, Sub-Categories, and classification tiers to define resources etc.
|4.||From the ESTIMATE menu,
Estimate the Material, Manpower, and Equipment related Quantities, Costs and Prices etc.
|5.||From the MONITOR menu,
Create Time Schedules and Resource Schedules for estimated quantities and available resources etc.
|6.||From the QHSE menu,
Establish Quality Requirements, Inspection plans , Safety monitoring systems etc.
|7.||From the RISK menu,
Create Risk Descriptors, Identify, Analyse and Mitigate risks.
|8.||From the DOCUMENTS menu,
Archive all project related documentation and acquire team comments.
|9.||From the DISCUSSIONS menu,
Create Discussion Topics and enable team collaboration.
|10.||From the CLOSEOUT menu,
Maintain punch-lists and Handover projects
|9||CREATING THE ENVIRONMENT|
|pmAnywhere lets you create an environment (in the OPTIONS menu) by asking to input necessary information (or import from suggested lists). This is done so that the users do not have to type these options again and again while making estimates, or creating reports or archiving documents and there are lesser chances of making spelling mistakes or using different abbreviations. The environment includes the following;|
|9.1||Disciplines||A list of Disciplines can be created from the OPTIONS menu. Companies handle or deal with various disciplines. e.g. A construction company deals in disciplines of Civil Engineering, Communications or Finances. A Software development company deals in Web design, Database development or Hardware etc. The Asset Management company deals with vehicles, lands, buildings, maintenance or construction etc.|
|9.2||Units||A list of Units can be created from the OPTIONS menu. Unit conversions can also be stated. Every business has specific measurements units that it deals with on regular basis. e.g. A Civil Engineering company deals with Meters and Cubic meters. A Mechanical Engineering Company deals with Pounds per square inch. An Electrical company deals with Kilo Watts and Amperes.|
|9.3||Projects||A list of Projects can be created from the OPTIONS menu. All businesses work on projects. A Project is an Undertaking, a Plan, a Proposal, or a Scheme requiring a concerted effort. A project is unique and therefore requires people to come together for the specified duration of the project to focus on specific project objectives. A project is transient, meaning that it has a specific start and end point and is set up to meet specific objectives, to create a specified result, product or service. Some projects are in bidding stages. Some are meant to be internal projects for company development. Some are awarded Projects. Naming projects and providing project codes allows all data related to a project be placed in a search-able manner.
Projects could be further divided as follows;
1. Phases (or Stages): A phase is a distinct period (also called a stage, or a step, or an episode) in a project or a process. Phases help to identify different time based stages of the project.
2. Zones (or Sectors): A Zone is a distinctly defined location or an area within the project. Zones help to identify different location based divisions in a project.
|9.4||Clients||A list of Clients can be created from the OPTIONS MENU. pmAnywhere allows to create a database of customers or clients who regularly request estimates for services and products or communicate with letters or reports. It is advisable to make a separate entry for every contact person in the same client company.|
|9.5||Associates||A list of Associates can be created from the OPTIONS MENU.|
|9.6||Consultants||A list of Consultants can be created from the OPTIONS MENU.|
|9.7||Add-ons||A list of Add-ons can be created from the OPTIONS MENU. This table allows the user to specify add-ons (e.g. insurance, contract levies, taxes, overheads, margins etc.) that will apply to the direct costs or prices. This is done so that the user does not have to type the add-ons again and again while making estimates, and there are lesser chances of making spelling mistakes or using different abbreviations or percentages. The drop down list allows to specify if an add-on shall be applied to the cost or the price. Various companies, businesses and industry sectors allocate different percentages to different add-ons according to their preferences or business requirements. See the suggestions for guidance.
Type-A Addons are applied as follows:
Indirect Cost = (Direct Cost) x (Percentage of TypeA Addon)
Type-B addons are applied as follows;
Price = (Indirect Cost) / (1 - (Percentage of TypeB Addon))
|9.8||Nature of Documents||A list of Nature of Documents can be created from the OPTIONS MENU. A document could be related to a material or a work procedure. It could be related to a contractual breach or a variation from the contract. Listing various natures of the documents and assigning these natures to the documents while archiving helps in searching when necessary. See the suggestions for guidance.|
|9.9||Type of Documents||A list of Types of File formats or shapes used for documents can be created from the OPTIONS MENU. This table allows the user to specify the types of documents which will be received, initiated, created or submitted by the company. Documents could be MSWord, DWG, PDF, A CD or a printed paper etc. These parameters are useful for the document control system and is done so that the user does not have to type again and again while archiving for document control. The information created here shows up later in the shape of drop down lists or radio buttons and user can easily select to specify the file/ document type in the archive. See the suggestions for guidance.|
|9.10||Locations||A list of Locations specific to the projects or offices can be created from the OPTIONS MENU.|
|9.11||Weights||A list of material weights that a company deals with on regular basis can be created from the OPTIONS MENU. See the suggestions for guidance.|
|10||DEFINING THE SCOPE OF WORK|
|10.1||Standards||A list of standards that a company deals with on regular basis can be created from the SCOPE MENU. All companies strives to find an answer to the most fundamental question, "What is the best way to do this?" From what started as a simple step of standardizing lengths and weights, has now become an extensive family of standards that cover everything from the shoes we stand in, to the Wi-Fi networks that connect us invisibly to each other. See the suggestions for guidance.|
|10.2||Client Brief||A client brief is a document created by the client. It's from the brief that everything else flows. Its a point of reference that can be agreed at the outset and therefore, to some extent, form a contract between client and the design or execution agency. User first creates an instance of the Client Brief in SCOPE menu and then provides details in the next step where basic guidelines are also provided.|
|10.3||Design Brief||A design brief is a document created by the designer. Its a written document for a design project developed by a person or team (the designer or design team) in consultation with the 'client'. They outline the deliverables and scope of the project including any products or works (function and aesthetics), timing and budget. They usually change over time and are adjusted as the project scope evolves. Often they are 'signed off' by the client and designer at pre-set stages in the project. User first creates an instance of the Design Brief in SCOPE menu and then provides details in the next step where basic guidelines are also provided.|
|10.4||SOW (Scope of Work)||Based on the client brief and the design brief the designer, consultant or the project manager creates a detailed scope of work of the project. User first creates an instance of the SOW in SCOPE menu and then provides details in the next step where basic guidelines are also provided. The SOW contains information about milestones, reports, deliverables, and end products that are expected to be provided by the performing party. The SOW also contains a time line for all deliverables.|
|10.5||WBS (Work Breakdown Structure)||The work breakdown structure defines the scope of work in a hierarchical way into manageable chunks that a project team can understand. It should be created as a deliverable-oriented decomposition of the work required to produce your project's deliverables. Various levels (deliverables and sub-deliverables) of the work breakdown structure provide definition and detail.
WBS makes it easier to allocate time and cost estimates to specific sections of the work breakdown structure, and thus a project schedule and a budget can be quickly developed. As the project executes, specific sections of the work breakdown structure can be tracked to identify project cost performance and identify issues and problem areas in the project organization. User first creates an instance of the WBS in SCOPE menu and then develops details in the next step where basic guidelines are also provided.
pmAnywhere allows 5 levels of WBS. Activities (also called as Items) can be created in all levels of WBS. Sub-items can also be created under items. An example of the hierarchy is given below;
Users can import WBS into pmAnywhere from an .XER file or a .CSV file. The format of CSV file should be as follows;
"MWBS","0.0.0.0.0","Documentation and Possession"
"MWBS","126.96.36.199.0","Surveys and Studies"
Sometimes pmAnywhere may provide WBS examples in the import menu which users may import and use or alter as they need. Some of the examples could be from the CSI Master Format (High level or Detailed or Complete). pmAnywhere is not responsible for any implications that may arise from the use of suggestions or examples.
|10.6||Specifications||While the SOW defines the project and WBS creates manageable deliverables and sub-deliverables, the SPECIFICATIONS allow the project team to follow the precise requirements during execution and completion of deliverables/ sub-deliverables. Users can develop specifications for work packages in the WBS.
If the WBS is not to be used for creating specifications, the WBS tool can also be used to create Sections of Specifications according to CSI Master Format. User first creates an instance of the Set of Specifications for a Project WBS or Master Format and then develops details in the next step where basic guidelines are also provided.
|10.7||Drawings||Drawings can be created for different stages of the design process. Drawings are used to visually communicate how something functions or is constructed or is to be constructed. User first creates an instance of the Set of Drawings for a Project in SCOPE menu and then develops details in the next step where basic guidelines are also provided. Sheet Numbers and revisions are also managed. The tool helps to create and maintain a Drawing control list.|
|10.8||Interfaces||All possible interfaces/ obstacles that me be encountered during the project execution can be listed here.|
|10.9||Value||Value is a measure of the benefit that may be gained from a project, an activity, or goods or services.
Value Management (VM) is the full range of value techniques available. This is a higher order title and is not linked to a particular project stage at which value techniques may be applied.
Value Planning (VP). Value techniques applied during the planning phases of a project.
Value Engineering (VE). Value techniques applied during the design or "engineering" phases of a project. Value engineering is used to solve problems and identify and eliminate unwanted costs, while improving function and quality. The aim is to increase the value of products, satisfying the product's performance requirements at the lowest possible cost.
Value Analysis (VA). Value techniques applied retrospectively to completed projects to analyse or audit the project's performance.
The First Step in Value Engineering is to gather information about the project including the following;
1. Objectives of the Project
2. Objectives of the Value Engineering Study
3. Scope of Work (Outlineand Detailed)
4. Costs (Summary and Detailed)
5. Background Information
6. Stakeholders, Interfaces, Constraints
7. Plans, Layouts, Vicinity
8. Design Basis
11. Project Team
The Second Step in Value Engineering Study is to perfrom Function Analysis as follows;
In Value Management, functions are determined by asking the question, "What does it do?". Is it what the customer is paying for? Is this what the customer wants it to do? A function is always written in a specific format, i.e. Function = Active Verb + Measurable Noun. All projects, designs, processes and procedures involve many functions. Don't select words that predetermine the way the function should be performed. e.g. light bulbs generate light, interior walls separate space, doors control access, foundations support weight, and hallways connect space. While naming different functions, it becomes obvious that these functions have different levels of importance in the project. Some examples of functions with Active Verbs are given below;
Functions are shown on a FAST (Function Analysis Systems Technique) diagram. Two parallel vertical lines are drawn with some distance between them. Different types of functions are placed around these two lines to show a logical relationship between the functions. Three key questions are addressed while preparing a FAST Diagram:
How do you achieve this function?
Why do you do this function?
When you do this function, what other functions must you do?
The first step in "Function Analysis Systems Technique" is to determine the Basic function. Basic Function OR Primary Function = Why would some one buy this or use it. It is the principal reason for the product's existence. It provides value to the Customer. Loss of Basic Function results in total loss of market value. It may be Performance or Esteem based. Can not sell supporting Secondary Functions without performing the Basic Function satisfactorily. Can not sell a Rolex with a beautiful design, but does not tell correct time.
Place the Basic function on the right side of the left line. Ask the question: “How is this Basic Function actually accomplished?” Place the most related Secondary Function to the right of the Basic Function. Create a critical path comprising of Secondary functions adding functions rightwards. You can check the FAST diagram by starting at the right most function and working leftwards and asking the question: "Why must this Function be performed?" The following shall explain the basics of how a FAST diagram is created.
Definitions of different types of functions are given below;
Higher Order Function (HOF) = Final Goal of the Project, Product or the Service
Basic Function (BF) = The Final Goal can not be considered as achieved or delivered if the basic function is eliminated. From user's point of view, it is that basic characteristic which shows the primary reason for existance of the product. It is what the product or the process was designed to do.
Secondary Function (SF) = Its a critical path function and eliminating this function will have an impact on the basic function. It is required and is necessary for the realization of the basic function
Critical Path = Higher Order Function, Basic and Secondary functions are on the Critical Path.
Dependent Supporting Function (DSF) = It is also called the Dependent Critical Function. DSF must exist for the Basic function to exist or occur. It comes into existence only when a specific method is used.
Independent Supporting Function = (ISF) It does not depend on another function to exist and does not need a specific method. They help the Basic Function to be delivered better, faster, longer etc.
Lower Order Function (LOF) = While The higher order functions (functions towards the left on the FAST Diagram) describe what is being accomplished, the lower order functions (functions towards the right on the FAST Diagram) describe how they are being accomplished.
Design Criteria (DCF) = These are performance requirements applicable to the complete system.
All-the-time Functions (ATF) = These are broad requirements applied within the subject scope, and are not usually directly related to the Basic Function. These would be the functions that are assumed in the marketplace as being delivered by the product/ process (such as a minimum level of quality, or reliability or resistance etc.)
|11.1||Categories and Tiers||Resources can be of many kinds. e.g. equipment, assets, manpower, materials, tools, machines, cars, buildings, temporary labor, rental equipment etc etc. Arranging the resources in a hierarchical manner not only makes it easier to find them; but also makes it faster to allocate them to the activities/ deliverables.
pmAnywhere provides 5 levels of hierarchy for managing resources. An example of the hierarchy is given below;
The above resource codes define a resource in a search-able hierarchical way. These codes can be used to create estimates of quantities, resource man-hours or equipment hours required to complete an activity in a project. When a demand has been created, the resources can be procured and allocated to the project.
|11.2||My Team on pmAnywhere||RR can build a team by adding first name, last name, email addresses, user-names, access permissions, and initials etc and send a message to intimate the team members about account creation and their login credentials.
Members in the Team can login to pmAnywhere.co where as other resources/ manpower can not login. This table shows the user access levels.
|Estimates are required at various stages of a project, i.e., at conception, before bidding, before starting construction, before procuring resources etc. When the scope of work is defined in the shape of a WBS and possible/ required resources (materials, manpower, equipment, vendors) are classified, creating an estimate of quantities and resources helps to establish the execution plan. Users can estimate activity quantities, material quantities and resource quantities. Costs can be applied to the quantities. If users want to create price estimates to be sent to clients, then based on the company policy, add-ons can be applied to calculate the prices/ quotations/ proposals etc. Quantity Estimates and resource estimates are later used to create activity schedules, procurement plans and "planned vs actual" status reports.|
|Quantity Estimates||Estimators can calculate the material quantities, equipment hours and manpower required for each and every activity in the WBS.|
|Cost Estimates||Estimators can assign costs associated with the resources required for each and every activity in the WBS.|
|Price Estimates||Estimators can apply add-ons like insurance, overheads, taxes etc to the costs.|
Estimators can create quick estimates/ budgets without having to create a WBS or without predefining a list or resources. Estimators can use a previously created estimate to develop a new budget estimate. Estimators can also import their own quantity estimates from CSV files. The data is arranged as follows;
The above excel table when converted to a CSV (Comma Delimited) file shall look as shown below;
|Summary||After estimates are completed, summaries/ breakdowns are generally required in various shapes, some of them are as follows;
* Summary of total material quantities required for a project
* Summary of total resources required for a project
* Summary of total equipment required for a project
* Summary of Costs required for a WBS element
* Summary of Prices to be claimed for a WBS element
|Regularly monitoring your project's performance can provide early indications of possible activity-coordination problems, resource conflicts, and possible cost overruns. To monitor schedule performance, you need to know how to collect information and evaluate it and how to ensure its accuracy.
Once a deliverable-oriented WBS has been created and all resources required to complete the project have been estimated, the next step to ensure monitoring requires the following steps;
A schedule is a listing of a project's milestones, activities, and deliverables, usually with intended start and finish dates. The availability of resources at the right time in important to have a workable schedule. A schedule itself is an estimate: each date in the schedule is estimated, and if those dates do not have the buy-in of the people who are going to do the work, the schedule will be inaccurate.
|Progress Report||The Project Administrator (with Consolidate access) will create instances of required progress reports. An instance of a progress reports requires the following information;
* Name of Project
* Name of the associated WBS
* Title of the report
* Frequency of the report (daily, weekly, monthly yearly etc)
The instance of desired report shows up in the documents/ initiate form (drop down list) where Consolidator can assign the report to team members. Once the report is assigned to the team members, it will show up in their lists of documents to be reviewed according to the frequency required for the reports. Team members/ reviewers will provide the following information while completing the progress reports;
* Environmental conditions at the day of the report
* Progress Percentage for required WBS/ activity
* Progress Description
* Progress Photos
* QHSE related issues
* Design related issues
* Procurement related issues
* Any Imminent Changes/ Variations from SOW
* New instructions from Clients, Consultants
* Existing delays or Imminent Delays
|Expense Report||The Project Administrator will provide expenses done against the elements/ activities of the WBS.|
|Progress Analysis||All the activity reports and expense reports submitted so far are compiled to show the planned vs actual activity activity progress and financial status.|
|Minutes of Meetings||Minutes of Progress Meetings. Procurement Meetings, Communications Meetings, Interface Meetings or Management Meetings can be created here, which can be later sent to the Document review process for acceptance or circulation..|
|Project quality management is done by following pre-defined processes and perform activities needed to determine and achieve project quality. The main objectives of the a quality management system are
1. Customer Satisfaction/ Meet stakeholder requirements
2. Fit for purpose
2. Prevention over Inspection
3. Continuous Improvement
A Quality management system develops and implements procedures, tools and techniques that are used to ensure that the outputs and benefits meet customer requirements in the following main areas:
1. Quality planning involves the preparation of a quality management plan that describes the processes and metrics that will be used.
2. Quality assurance validates the consistent use of procedures and standards, and ensures that staff have the correct knowledge, skills and attitudes to fulfill their project roles and responsibilities in a competent manner.
3. Quality control consists of inspection, testing and measurement. It verifies that the deliverables conform to specification, are fit for purpose and meet stakeholder expectations.
4. Continual improvement through Lessons Learnt
The flow is as follows;
1. Create a Quality Plan
2. Create Quality Procedures
3. Create an ITP (Inspection and testing Plan) related to a Quality Procdure and providing requirements for differenet stages (from design to construction to pre-commissioning to commissioning to handover etc)
4. Create a Quality Inspection Checklist (QIC/ ICS) to be followed while inspecting each and every line item of the ITP
5. Create a request for inspetion based on the ITP and ICS
6. Report quality deviations/ non-conformances if any.
pmAnywhere has the following modules to implement a simple PQMS.
|Quality Plan||Quality plan is document specifying which procedures and associated resources shall be applied to a specific project, product, process or contract. The quality plan for a specific case may cover the topics given below, as appropriate;
3. Quality plan input
4. Quality objectives
5. Management responsibilities
6. Control of documents and data
7. Control of records
10. Customer communication
11. Design and development
13. Production and service provision
14. Identification and traceability
15. Customer property
16. Preservation of product
17. Monitoring and measurement
|Quality Procedure/ Method Statement/ Work Instruction||Its a method statement or work instruction ("say what you do, do what you say") that will be followed during execution or construction or performing an activity. These procedures establish processes that make sure everything is performed safely and according to the Agreed/ Standard requirements.
pmAnywhere lets the user create an instance of a procedure with respect to the related project, work activity, discipline etc. After the instance is created users can provide more details regarding required resources, responsibilities, methodology (steps, phases, or actions required to perform), safety requirements, deliverables, acceptance criteria etc. etc. The idea is to leave much less possibilities for questions, nonconformities and faults.
|Quality Inspection and Testing Plan (ITP)/ Project Quality Control Plan||An Inspection and Test Plan (ITP) or test plan or Quality Control Plan is a document detailing a systematic approach to testing a system or product (e.g. material, component, machine, package, software, etc) such as a visual inspection, dimension inspection, welding inspection, function test, factory acceptance test, etc. and participation of all parties.
pmAnywhere lets the user create an instance of the ITP with information about the project, ITP title, related discipline, and related elements of the WBS. After the instance is created users can provide more details regarding responsibilities, testing frequencies, related standards, related quality procedures, coverage, and acceptance criteria etc etc.
|Quality Inspection Checklist/ Inspection Criteria Sheet||QIC/ ICS compliments the ITP and provides and objective criteria for inspecting the product to ensure the customer's expectations are being met.
Sometimes referred to as an inspection criteria sheet (ICS) or simply a QC checklist, this document outlines quality requirements and specifications in a way that makes them clear, concise and user friendly for the executor. It’s one of the simplest, yet most effective, ways to prevent defects.
After the ITP is in place/ approved by all parties, the inspector needs to inspect the product to ensure adherence with the ITP and product specifications. A document listing all aspects to be tested helps the executor and inspector both to ensure a quality end product.
The QIC/ ICS can be created for each and every line (process) of the ITP.
|Quality Observations||The Quality system ensures that we,
1) Don't receive bad product, data, or services;
2) Don't produce bad product, data, or services; and
3) Don't deliver bad product, data, or services
Sometimes during surveillance, quality audit, review or inspection of any of the above processes, we notice deviations, defects, non-conformances, imminent violation of standards/ specifications. The objective of the observation report is to make an unambiguous, defensible, clear and concise definition of the problem so that corrective action can and will be initiated.
|Requests for Inspection (RFI)||When an activity/ work is being performed, the ITP (Inspection Plan) demands that inspections be conducted using the ICS (Checklist) at various steps/ stages mandated by the ITP. The RFI, Request for Inspection is made by the executor based on the related quality procedures, ITP and ICS to move to th next step/ stage, or to declare the stage or activity completed, and to claim completion/ payments etc.|
|Safety is the condition of being safe from undergoing or causing hurt, injury, or loss. To be safe is the condition of being protected from harm or other non-desirable outcomes. Safety can also refer to the control of recognized hazards in order to achieve an acceptable level of exposure/ risk.|
|Measures||Measures are important concepts/ topics/ risks that are considered by the users or by their companies as critical to implementing safety in their organisation, or in their type of business. A construction site has different potential safety related risks than an IT office or a manufacturing plant, or a refinery. The measures defined in this module will form the basis or reporting or evaluating safety practices within the organisation.|
|Sub-Measures||Sub-measures are sub-topics under the already defined measures. e.g.
|A risk is an uncertian event/ circumstance/ a probable hazard which might happen in the future and which could significantly affect the achievement of an objective. It is the effect of uncertianity on objectives (ISO 3100).
Risk Management (RM) consists of activities taken to direct and control the risk. According to Theodore Roosevelt, Risk is like Fire, if controlled it will help, if uncontrolled it will rise up and destroy.
Having a clear picture of a company’s risks should undoubtedly help in making important business decisions. However, many people feel lost when it comes to the intricate process of evaluating risks. This Risk Module is designed to make the Risk Management easier.
|Context||The first step of Risk Management exercise is to establish the context, which might include the following;
1. Project Name
2. Key Business Objective
3. Content of the RM exercise
5. Team Structure
6. Frequency of Exercise
|Identification||Click on the expand button at the end of any row in the table for Risk Management Exercises to identify risks. To identify risks, one should consider the following;
1. A risk is an uncertian future event. It is not an "issue" which is certain by definition. Issue has already happened. A risk has yet to happen.
2. A risk is not a control weakness. A control is a process, policy or system to mitigate the risk. If a process is faulty then it needs to be fixed, and its an issue, not a risk.
3. A risk must have a demonstrable impact on business objective
4. A risk has three elements;
a. Causes, (or threats) can be existing conditions, and factors contributing to or triggering a risk event/ top event. 'Threats' are whatever will cause the top event. There can be multiple casues/ threats. e.g.
The source is based in a remote area.
I am allergic to nuts.
We are entering into new business.
b. Events, (Top event) which are uncertain and might happen in future. e.g.
The contrator may delay the project.
The interest rate may go up.
The Oil prices may go down.
Materials may not arrive on time.
c. Consequences, are the impacts of (or results from ) the risk events on objectives. There can be more than one consequence for every top event. e.g.
We would fail the audit.
We would lose the rights to explore. etc.
5. The structure of "description" of risk (also termed as Top Event) can be as follows;
As a result of
< a cause/ an existing condition >,
< a risk/ an uncertian event >
may/ might/ could/ possibly occur,
which would lead to
< a consequence/ effect on objective >.
6. Risks can be identified in many ways, such as;
a. Review older/ historic data, performance reports, non-conformance reports etc.
b. Observe contemporary practices, day to day activities, process mapping
c. Group discussions
d. Interviews with Subject Matter Experts
e. Studying the Risk Universe (Internal vs External for Operational, Financial, Strategic and Compliance aspects of the business)
You can click on the print icon to create a Print View and print the list on paper by using the menus of your browser.
|Bowtie with Causes and Consequences||A 'bowtie' is a diagram that visualizes the risk you are dealing with in just one, easy to understand picture. The diagram is shaped like a bow-tie, creating a clear differentiation between proactive and reactive risk management.
After identifying the Risk, the causes and consequences are inserted in a bowtie diagram.
|Bowtie with Controls||Controls are measures, processes, practicies, policies, devices, barriers or systems which are in place and intended to modify or control a Risk/ prevent a hazard. Controls may not always exert the intended or assumed modifying effect. Some examples are given below;
1. Explicit/ Formal controls are well defined and mandated/ implemented by the management.
2. Implicit/ Informal controls evlove during operations and the operational staff implements them on adhoc basis.
3. Preventive Controls or Preventive Barriers interrupt the scenario so that the risks/ threats do not result in the risk event/ a loss of control. The prevent from happening in the first place. Providing a speed bump or a speed sign is a preventive control.
4. Reactive Controls or Recovery Barriers are used if the event happens, what you have in place to reduce their impact (Consequence). Providing a crash barrier to prevent damage to a building from an out of control vehicle is reactive control.
|Analyze||After identifying controls, we need to analyze these controls using the Control Assessment Matrix.|
|DOCUMENTS/ DOCUMENT CONTROL|
All the documents which are received or issued by a company can be processed thru the document control module. This module has the following processes;
3. Assign/ Re-assign
4. Comment/ Review
6. Draft/ Submit
The document control module not only provides a searchable archive for all documents related to a project or projects, but also helps in sharing information with team members, acquiring comments, assigning responsibilites etc etc. More details are given below;
|Receive||All team members can receive documents, that are to be received by a company, through the "Documents > Receive" menu, which opens the RECEIVE DOCUMENTS screen. All information related to the received document can be saved, e.g. Project Name, Subject, Addressor and Addressee Names, Receivers Name, Date on the document, Date the document was actually received, Nature of the document, Type of File, Related Discipline, Revision Number, Cross Referrence Number, Priority, Courier Details, Cabinet Number, Binder number etc. etc.
All members of the team have access to "RECEIVE DOCUMENTS" screen. After all related information about the received document has been saved, it shows as a row in the table called "Received Documents". Latest received document is always shown on the top of the list.
The document file can be attached by clicking on the "File" icon below the entry. Comments related to the document can also be added by the team members by clicking on the "Comments" icon.
The information related to a received document can be edited/ changed/ updated/ deleted by the receiver by clicking on the appropriate icon at the end of the row, in "Actions" column. Clicking on "Expand" button opens a new screen that shows complete information and processed data about the document.
|Initiate||All Team members may initiate correspondence, start a document from scratch or prepare a draft for approval by clicking on "Documents > Initiate" Menu. All information related to the document to be initiated can be saved, e.g. Project Name, Adressee's Name, Related Dicipline, Priority, Nature of the Document, Subject, Keywords, Proposed Signatory, Body of the Document, etc. etc.
All members of the team have access to "INITIATE CORRESPONDENCE" screen. After all related information about the initiated document has been saved, it shows as a row in the table called "Initiated Documents". Latest initiated document is always shown on the top of the list.
Files related to the initiated document can be attached by clicking on the "File" icon below the entry. Comments related to the document can also be added by the team members by clicking on the "Comments" icon.
The information related to a initiated document can be edited/ changed/ updated/ deleted by the initiator by clicking on the appropriate icon at the end of the row, in "Actions" column. Clicking on "Expand" button opens a new screen that shows complete information and processed data about the document.
|Team members with "Consolidate" access can assign by clicking on "Documents > Assign" Menu. All received and initiated documents should be assigned by a Consolidator from the "ASSIGN FOR REVIEW" screen, to various team members for reveiwing, for consolidation and for drafting a final reply.
All un-Assigned documents will show in the drop down list for "Doc No/ Subject". The Consolidator can select a document and start assigning it to team mebers by selecting the names from other drop down lists in the form.
Files related to the document can be attached by clicking on the "File" icon below the entry. Comments related to the document can also be added by the team members by clicking on the "Comments" icon.
The assignments can be edited/ changed/ updated/ removed by the Consolidator by clicking on the appropriate icon at the end of the row, in "Actions" column. Clicking on "Expand" button opens a new screen that shows complete information and processed data about the document.
If a number of documents had been assigned to a team member, and the team member for some reason is not available temporarily or no more available permanantly, the Consolidator can re-Assign the documents to another team member by clicking on the "Documents > Re-Assign" menu.
|Review||Team members with "Comment" access can review documents assigned to them by clicking on "Documents > Review" Menu. Only documents assigned to a Team Member will show to that team member (reviewer) in the "REVIEW" screen.
Reviewers can click on the links provided at the end of each row in "Actions" column. When the reviewer clicks on the "VIEW" link, documents which are pending, not reveiwed, or still not consolidated will open in a new screen "DOCUMENT DETAILS AND HISTORY", where various fields are given for providing comments. If the reveiwer had already provided comments, or the if the document had already been consolidated, the reviewer will see all the historic information related to the document, including comments from other team members.
|Consolidate||Team members with "Consolidate" access can consolidate all comments received from various reviewers by clicking on "Documents > Consolidate" Menu. Only documents assigned to a Consolidator will show to that team member (Consolidator) in the "CONSOLIDATE" screen.
Consolidators can click on the links provided at the end of each row in "Actions" column. When the Consolidator clicks on the "VIEW" link, documents which are pending/ still not consolidated will open in a new screen "DOCUMENT DETAILS AND HISTORY", where various fields are given for consolidating comments. If the document had already been consolidated, the Consolidator will see all the historic information related to the document.
|Submit||Team members with "Drafting" access can create final drafts fro submission from consolidated comments by clicking on "Documents > Submit" Menu. Only documents assigned to a Drafter will show to that team member (Drafter) in the "SUBMITTALS" screen.
Drafters can click on the links provided at the end of each row in "Actions" column. When the Drafter clicks on the "VIEW" link, documents which are pending/ still not drafted will open in a new screen "DOCUMENT DETAILS AND HISTORY", where various fields are given for preparing final drafts. If the document had already been drafted, the Drafter will see all the historic information related to the document.
The purpose of project closeout is to assess the project, ensure completion, and derive any lessons learned and best practices to be applied to future projects. The closeout procedure is defined in the contracts between parties. The closeout procedure varies depending on the type of contract or the type of project. Closeout procedures may be different for EPC contracts, Building projects, Refineries, software development or treatment plants. All procedures are meant to ensure that the project is completed and handed over to the end-user according to the conditions of the contract which include agreed quality standards, agreed material specifications, agreed scope or work and agreed detailed designs. It is customary to perform closeout procedures in phases and handover the facility to the end user in per-defined stages. The following three terms are worth defining:
|The first step is to create a handover plan which shows if the project will be divided into phases to perform partial handovers. A Partial Handover Plan includes most of the following;
* Project Name
* Serial Number or Sequence of the Partial Handover Plan
* Title of the Partial Handover Plan
* Associated Scope of Work (SOW)
* Date of Inspection/ Walk-through
* List of Stakeholders involved in accessing/ determining the completion stage (Mechanical or Substantial) according to handover agreements
* Proposed date of Completion/ handover
* Description/ Details
Clicking on the print button will show the Handover plan of the project (with a list of partial handover instances).
Note: A project may have various documents for SOW and various revisions. A handover plan can be created for only one SOW document.
|Once the list of partial handover instances is created, the next step is to provide further details about which scope items are included in the handover inspection/ walk-through. The following are required;
* List of included/ excluded Drawings
* Included/ Excluded Elements of WBS
* Associated Locations
* Completion Status/ Percentage of the Partial Scope
* Included/ Excluded sets of Specifications
* Other Inclusions/ Exclusions Description/ Details
A list of exclusions and inclusions helps the reviewers to understand which part of the scope or specifications or drawings are to be included for the handover.
|Puchlists||A punch list is a document prepared near the end of a construction project listing deficiencies/ work not conforming to contract specifications that the contractor must complete prior to commissioning, startup, handover or final payment. The work may also include incomplete or incorrect installations or incidental damages. Some executors/ contractors conduct an internal per-inspection before inviting the consultants/ stakeholders for a walk-through to claim mechanical, substantial or total completion.
A punchlist (also called a Snag List) is prepared by various stakeholders whihc are authorized by the end-user/ proponent including inspectors, third parties, consultants, end-users etc.
The first step is to create an instance of a punch list for every partial/ handover plan. By clicking on the expand button users can start adding punch list items with the following necessary information to help/ direct the executors to complete the remaining work;;
* Location of deficiency
* Description of deficiency
* Type of deficiency (YES/ NO)
* Related Discipline
* Initiators Name and Organization
* Related Standards
* Related Specifications
* Related Drawings
* Related element of WBS/ Schedule
As punchlist items are entered, the List of punch-list items starts showing the number of YES, NO, OPEN, CLOSED or TOTAL items in the punchlist. To help the end-user to take over the facility as soon as possible, or to help the executor to claim some payments, and to transfer the laibilty, an important aspect of the punchlist is to differentiate between minor and major deficiencies. This differentiation is normally done as follows;
"NO" Items or Category "B" Items
These deficiencies depend on the conditions set in the contract documents and are defined as follows;
* Do not prevent the end-user from starting commissioning activities
* Do not prevent the end user from occupying/ taking over the facility in a safe manner.
"YES" Items or Category "A" Items
These deficiencies depend on the conditions set in the contract documents and are defined as follows;
* Pr-commissioning has not been completed
* Prevent the end-user to start commissioning activities
* It is unsafe for the end user to occupy/ take over the facility.
|Completion||Once the punch lists are created by stakeholders, various meetings may be held between the stakeholders and executors to re-define, explain or justify the punch list items. Once a punchlist is finalized it needs to be locked, so that no further changes to the list are possible. A locked punchlist is also known as a "Master List". After it is locked it may be sent as a PDF file to the document control process for circulation to all stakeholders. Only Users with "consolidate" access can lock the master-list and send to the document control module.
Various filters can be applied to the master-list/ punchlist to view items as desired. Some of the filters are "view by item type", "view by discipline", "view by initiator" etc.
After a punchlist is locked, punch-lists become visible on the completion status page and action on closing the punchlist items starts. The completion page lists all open or closed punchlist items and lets the executors and stakeholders perform the following functions;
* Provide comments
* Attach files
* Send the punchlist item to other users by email
* Mark as Complete
* Mark as changed to "NO"