PMC management involves all management activities in all stages of the whole process from the initial concept of the project to the trial operation of the equipment after completion to the owner's acceptance. In the past, the traditional practice was that the owner used his own manpower to form a project management team to undertake this part of the management work, but with the continuous change and reorganization of the owner's internal organization; With the increasing number of joint venture projects at home and abroad, both Chinese and foreign parties in joint ventures require PMC, an international general model, to be applied to project construction, as well as the requirements put forward by financial institutions. As a result, owners use more and more professional PMC contractors to ensure the progress, quality and investment of the project through the management of PMC contractors, so as to ensure that the completed devices are safe and reliable and meet the requirements of environmental protection. In this case, the role of PMC is equivalent to the extension of the owner's organization, and it should ensure the maximization of the owner's interests in cooperation with all third parties.
1.PMC management stage division
PMC divides the project into three different but continuous implementation stages.
Stage 1- Pre-planning stage:
From the definition of the project, the determination of the economic process route to the establishment of the owner joint venture company, it mainly includes: the preparation of the feasibility study report and the government's approval, the definition of the work scope of PMC, the initial establishment of the owner joint venture company, the bidding of PMC, the completion of BOD (design basis), the establishment of the owner joint venture company and other activities management. Based on the South China Sea PMC project being implemented by SEI and other projects to be launched soon, in the early planning stage, the owner mainly entrusts the engineering design company to prepare the feasibility study report and organize and coordinate the examination and approval, in which the preparation of the feasibility study report is the basis of project development, and the bidding of PMC and the determination of the scope of work are the starting points for PMC to start investing.
The second stage-free electron laser stage;
In PMC management activities, the front-end loading stage is the general name of all activities from conceptual design to project implementation stage. It mainly includes: award of PMC contract (FEL stage), material management strategy, preparation and approval of basic design documents, submission of ECA- export credit agency materials, epc contracting strategy, completion of BDEP- basic design engineering package, submission of/-10% estimate and determination of ECA, completion of CPDP- China preliminary design package, approval and determination of project loan. PMC management pays attention to planning all management activities in terms of planning and progress. In the FEL stage, PMC established project standards and specifications, EPC contract strategy planning, /- 10% estimation and other activities through process optimization and plane optimization of the whole plant, which laid the foundation for the approval of project loans and the implementation of EPC. From this point of view, the FEL stage is an important stage for PMC to manage investment.
The third stage-EPC implementation stage
It is the longest stage in the project construction process, and its main management activities include: the award of PMC contract (EP C stage), the award of EPC or EPC contract, the bidding of construction subcontractors, the whole process management of device design/procurement/construction, mechanical completion, commissioning, start-up and acceptance.
Since China has carried out EPC general contracting management for nearly 20 years, we are no strangers to many management activities in the implementation stage of EPC, but the projects managed by PMC are different from the previous EPC general contracting projects, that is, they are usually large-scale comprehensive projects. For example, SEI's ongoing South China Sea project includes 1 1 sets of process units and supporting utilities and auxiliary facilities. As an extension of the owner's organization, the main task of PMC in the implementation stage of EP C is to use modern integrated management software, and to coordinate the interface relationship among EPC subcontractors, domestic and foreign suppliers, domestic and foreign patentees and other third parties by formulating a series of management procedures, which naturally includes the management of plans and progress at all levels for each subcontractor to achieve project objectives.
2.2 main activities. PMC management
Every project has its key points, namely key activities, at each stage. Controlling these key activities directly affects the realization of project objectives. Activities on the critical path are the focus of schedule control. Taking a project as an example, the main key path of PMC in the overall planning of the project is:
Receiving patent technology package
Award basic design contract
The patentee and the basic design subcontractor provide various consumption indicators of public works.
Obtain preliminary design approval
Complete the basic design package of public works, clearance facilities and infrastructure.
Complete /- 10% investment estimation.
Determine the bidding strategy in the implementation stage.
The second key path is to formulate the contract strategy in the implementation stage, the pre-qualification of EP C or EPC subcontractors and the bidding process.
The third key path is: from financial planning to final financing.
In addition, the key tasks to be completed 90 days before the FEL stage are: determining the relocation plan of PMC offices and personnel, formulating project standards and specifications, determining the estimate of /-20%, bidding and awarding BDEP subcontractors.
Second, the characteristics of schedule control in PMC management
No matter at home or abroad, the management theory and basic method of EPC general contracting or PMC management are basically the same, but PMC management has the following characteristics because of its large scale, complexity and high investment:
1. The organization guarantees that:
The integrated PMC organization system emphasizes the establishment and maintenance of the core management team for project plan management and schedule control, and the establishment of the core project plan schedule manager, which provides strong organizational guarantee for the implementation of schedule control by compiling control methods and procedures, conducting business training, and guiding the plans and schedules of all FEL and EPC project teams.
2. Customize the project working procedures:
Before the letter of intent for winning the bid is issued, PMC will set up a special joint working group to work out the specific plan and progress procedure of the project in combination with the owner's requirements, hopes and PMC's experience, so as to ensure continuous innovation, improvement and strict implementation during the project implementation. For example, the specific schedule management and schedule control procedures of SEI integration projects include the following aspects:
WBS structure and WBS coding of the project
Schedule planning system and schedule detection program
Ergonomic testing and reporting procedures in the FEL phase of the project.
Ergonomic inspection and reporting procedures in EPC stage of the project
Program for using project schedule control software
Other working procedures and job descriptions
On the basis of fully embodying the principle of maximizing the interests of owners, these procedures standardize the progress management process and create a good atmosphere for progress control.
3. comprehensiveness:
It can be seen from the division of project stages that PMC management involves all management activities from concept to project operation, and the management scope of planning progress ranges from the overall planning and schedule of integrated projects to the owner's approval of document plans, including project financing, patent selection, contract subcontracting strategy, HES strategy, quality planning, pre-qualification of procurement/construction /EPC subcontractors, various devices/utilities and auxiliary production facilities/terminals.
4. Integrity:
Every stage of the life cycle of engineering construction projects has its inherent laws and inevitable connections. PMC management makes all related activities cross in an orderly and reasonable way through systematic organization and planning, and each stage is linked by the development of the project. Its planning not only follows the overall network plan, but also further refines the work in each stage, which greatly shortens the construction period and speeds up the project progress.
5. Multi-interface:
PMC is implementing a large-scale and complex comprehensive project, and its work inevitably comes into contact with third-party patentees, subcontractors and manufacturers in the FEL and EPC stages. In the initial stage of FEL project, PMC core control team established and maintained an effective work breakdown structure system and activity code system for planning activities, and strictly stipulated the requirements of WBS and activity code involved in all levels of planning. The hierarchical summary of plans at all levels must meet the requirements of the coding system, that is, PMC realizes the multi-interface management of integrated planning and progress through unified detection summary standards and unified progress reports.
6. Hierarchical management plan:
The plan and progress of general projects are compiled and controlled by EPC subcontractors, and the first-level and second-level plans of projects managed by PMC are managed and controlled by PMC core control group; Suggestions, modifications and changes of any milestone involved in this secondary plan shall be submitted to PMC for approval; Manufacturers, subcontractors and third-party patentees shall formulate and implement their own control plans (level 3 plans) and operation plans (level 4 plans) on the premise of observing the level 1 and level 2 plans of the project determined by PMC, and stipulate that:
Any adjustment and change of this plan need not be reported to PMC; If it meets the schedule requirements of the secondary plan, it is a milestone requirement;
If the adjustment and change of the plan affect the progress milestone requirements of the secondary plan, it must be reported to PMC；; ; The progress update of manufacturers, EP C or EPC subcontractors and third-party patentees must meet the requirements of WBS and activity codes determined in PMC secondary plan.
Through the hierarchical management of the plan, not only can the whole project be managed and coordinated as a whole, but also the PMC risk in the planned progress can be reduced.
7. Emphasizes the importance of planning and coordination:
In the management thought of PMC, the relationship among planning, coordination and progress is: planning = 60%, coordination =25% and progress = 15%, which shows the position of planning in progress control. Simply put, planning is to express the scope of work with time (schedule) and funds (estimate), and it is the basis of analysis, control and prediction of all management activities. It reflects the relationship between various management activities and internal and external delivery documents during the project implementation. Communication is a process of synthesizing information, experience and suggestions from all sides and discussing problems and possible results with relevant personnel under the premise of good management concept. The proportional relationship between planning, coordination and progress creates a good prerequisite for progress detection and dynamic and full-time progress management.
8. Integrate planning tools:
Integrated project management software is the pillar of modern project management and control, and major international engineering companies with integrated management software are undoubtedly in the leading position in PMC project management. For example, American FLUOR Company can quickly generate the OptimEyes three-dimensional model from QuickPlant software, thus establishing a three-dimensional plane layout model, implementing plane optimization, identifying early bulk materials, and developing three-dimensional visualization of devices. Visual model is used to study layout optimization and constructability, which reduces the cost of project cycle and the progress of the project. At the same time, the quantities generated by each major provide basic data for the progress control of P3 software, so as to effectively link the management of design, procurement and construction stages through the database at the initial stage of the project.
9. Management of risk areas:
PMC usually thinks that safety, quality and project control (cost and schedule) are risk areas in management activities, and divides the whole construction work into several subcontractors according to horizontal professional division or vertical regional division, and reduces the project cost and schedule risk by handing over the work to contractors with better performance.
Third, the factors that affect the progress management of PMC
Any advanced management concept and management means will have various problems due to the influence of many factors in the implementation process. Timely analysis of factors affecting PMC schedule management is the premise of seeking solutions as soon as possible. According to the PMC project schedule management process being implemented by SEI, we think the following aspects are particularly prominent:
First, the PMC management model of large-scale and complex capital investment projects has been widely adopted in other parts of the world, but it has just started in China. Due to the differences in culture and workflow, there are great differences between Chinese and foreign PMC parties and Chinese and foreign owners in management concepts and the depth of their participation in project management, which affects the whole project process.
Second, examination and approval is one of the biggest schedule risks in different stages of the project (FEL and EPC), which is legally mandatory and complicated, and affects the project schedule to varying degrees.
Thirdly, in order to reduce the cost and schedule risk, PMC management often adopts multi-subcontracting management strategy, but the increase of interfaces makes management in a multi-branch state, which brings certain difficulties to the reliability of schedule detection data.
Fourthly, international companies undertaking PMC management usually have financing ability, but the degree of external financing will also affect the project schedule.
Fifthly, PMC workflow decided to place its work place in the international PMC office at the early stage of the FEL stage, and then moved to China with the deepening of the work, and detailed design was carried out in sufficient depth before entering the project site, so the work place was too scattered, which led to the phased relocation of project management and technical personnel, which affected the project progress to a certain extent.
Fourth, take effective measures to ensure the realization of PMC project schedule objectives.
1. Strengthen coordination and communication:
Ensuring the smooth flow of information among project members is one of the fundamental ways to improve the work efficiency of the project and shorten the effective construction period. The communication management of the project includes the formulation of communication plan, the establishment and maintenance of effective communication procedures inside and outside the project, team building, the operation of project information platform and many other aspects.
2. Coordinate government relations:
Setting up a special examination and approval authority in the project organization is responsible for contacting and communicating with relevant government departments, coordinating and managing all the examination and approval work of the project, which can improve work efficiency, realize the integration of examination and approval results, and achieve the purpose of ensuring and shortening the total project duration.
3. In order to prevent the subcontractor's progress from being delayed and ensure the realization of the overall progress of the whole project, the following measures can be taken:
Strictly pre-examine the subcontractor's project schedule control method and performance.
Define the requirements of the project schedule management system and schedule control in the subcontract.
Payment of progress payment: milestone payment method is adopted, and the contract method of payment according to the percentage of subcontractor's progress completion is not used or used as little as possible.
Formulate progress reward and punishment clauses.
4. Move the PMC office to the country where the project is located as soon as possible, and maintain the continuity of resources (key personnel, working procedures and working platforms, etc.). ).
The continuity from FEL stage to EPC stage and the continuity of resources invested in each stage of the project life cycle can reduce the disadvantages caused by resource alternation, improve efficiency and shorten the effective construction period.
5. Management technical measures:
Using network technology and Primavera Project Planner(P3) as tools for schedule planning and control, this paper focuses on the logical relationship between key lines and key activities and their activity time (duration). By reasonably changing the duration of key activities, adjusting the management logical relationship between key activities, and using traditional methods such as work crossover, the total project duration can be optimized and shortened. For a large number of activities on non-critical lines, make full use of their floating time to obtain management benefits in resource utilization and resource balance; That is, "critical lines shorten the construction period and non-critical lines optimize resources".
6. Pay attention to key activities on key lines, especially long-term equipment procurement activities.
7. Implement the management concept of deep intersection of E, P and C in the process of project planning and implementation.
8. In order to improve work efficiency, it is necessary to implement various dynamic special trainings aimed at the work requirements of the project itself.
An effective way to optimize and shorten the construction period, the training of the project should be timely and sufficient, and the training content includes workflow, software tools, standards and specifications, special business discussion and many other aspects.
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