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Procept Associates Online Courses

June 8th, 2016 Comments off

Course ID

Title Duration Hours Tech. PDU’s Ldrshp PDU’s

Strat & Bus. PDU’s

Project Management Courses
CA-1013 CAPM Exam Preparation

21

21 0

0

1064A EPC Project Management

25

23 1

1

1509 Intro To Oil & Gas Project Management

2

1 0

1

CA-1001 Introduction To Project Management

21

21 0

0

1100B Introduction To Risk Management

4

0 7

0

CA-1030 Microsoft Project 2013

7.5

7.5 0

0

5203 Contract Management For Field Personnel

12

10.5 0

1.5

5103 Fundamentals Of Capital Project Cost Control

1.5

1 0

0.5

1804 Managing Large Project Teams

18

12 5

1

5108 Managing Project Innovation: Lessons From The Industrial Revolution

20

10 2

8

5109 Operators As Part Of A Project Team

0.75

0.75 0

0

CA-1014 PMI-RMP (Risk Management Professional ) Exam Prep

14

14 0

0

CA-1008 PMP Exam Preparation

21

21 0 0

CA-1009

Project Quality Management

7

7 0

0

CA-1012 Scope & Requirements Development

21

21 0

0

           
Agile Courses
7304 Agile Business Stakeholder Basics

1

0.5 0

0.5

7306 Agile Documentation Best Practices

1

1 0

0

7303 Agile Executive Awareness

1

0.5 0

0.5

7301 Agile Choosing The Right Approach

2 to 4 

0.5 0

3.5

7102 Introduction To Agile Requirements Using User Stories

1

1 0

0

7000 Lean Project Management

2

1 0

1

CA-1003 Scrum Immersion

14

14 0

0

CA-1002 PMI-ACP Exam Preparation

21

21 0

0

 
ITSM
CA-1015 ITIL V3 Executive Orientation

2.5

0.5 0

2

CA-1016 ITIL V3 Foundation

18

0 0

0

           
Management
VT-1001 Cultural Diversity Within Project Teams: Making It Work

2

0 2

0

CA-1004 Executive Strategy & Management 

14

7 0

7

CA-1005 Managing Project Teams

4

2 2

0

VT-1003 The Virtual Team Kick-off Meeting: Building Relationships At A Distance

2

0 2

0

4100 Entrepreneurial Thinking and Customer Management,

20

0 1

19

VT-1002 Mastering The Virtual Team Environment

8

0 8

0

CA-1006 Strategic Planning Skills

4

0 0

4

VT-1000 Virtual Team Certificate

20

0 20

0

 

Categories: Articles Tags:

Where Do Xerox Machines Go When They Die?

October 31st, 2009 Comments off

In this article I want to tell you about a recycling facility I operated in the Toronto, Ontario, Canada area. This particular facility was deigned to recover precious metals from electronic scrap material. I worked for a consulting engineering firm, the same one as in last months article, and was assigned to the plant as the general manager. When I got involved, the construction was nearly complete and some systems were being commissioned. The consulting firm had a working relationship with the owners who did not have enough money to operate comfortably so we ended up with a financial stake since the bills were not paid. The concept the owners had was to get the equipment running, fine tune the process then sell the package of equipment to other potential investors. For each package sold the owners would collect royalties from the scrap sales, especially the precious metals. They were trying to sell the equipment package around the world and we did get some interest but I never new of anyone who bought a package.

To read more ……. click here

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Was This Project a Success or Not?

October 31st, 2009 No comments

In this article I want to tell you about a project I managed that had the potential to be successful except for one detail the owners overlooked. The project was to build a medium density fiberboard (MDF) plant. The background of the owners of the plant was all financial. They had a plan to get into the environmental friendly business of which this particular MDF plant was part of. The plan for the plant was to make MDF board from scrap lumber. If you think of building a house, there all manner of small waste pieces of 2 x 4’s that go to landfill or some other use. This is the scrap we were looking for. This meant the plant had to be near a large population area. The owners had no money, but with their financial background, knew how to work the venture capital market.

To read more …..   click here

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Do You Always Under Estimate Your Projects?

October 31st, 2009 No comments

 

I got a request the other day looking for someone to do a workshop on estimating. Some engineers were interested in what projects really cost and how are these costs developed. It sounded like they were doing the estimating and were always wrong. If you do not understand what goes into an estimate and the process involved you will always end up with a poor estimate. In this article I want to give them, and you, the detail that goes into an total installed cost (TIC) estimate for a complex project (multi-disciplined project). This is an estimate that covers the on site field work as well as the engineering and owners costs.

To read more ……  Click Here

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Influence & Cost of Changes

June 7th, 2009 No comments

As you are aware one of the major challenges of the project manager is managing changes. With projects, change is inevitable, you have to be prepared to handle change, and to manage changes. Changes take place throughout the project and during the different phases of the project life cycle, change will have different effects on the project. In this article I will talk about how the range of influence changes as the project moves along the life cycle. I will also talk about project spending and the cost of change.
Figure 1 shows how the range of influence on a project decreases as the project develops. By range of influence I am talking about the ability to alter the project quality, schedule, cost, and return on investment (ROI). Early on in the project we are just dealing with engineering design so any changes to the scope and schedule does not cost……………..  click here

Project Procurement II

June 7th, 2009 No comments

This is a continuation of the procurement article from March. Part of the project process is developing TIC estimates. In the early stages you usually use budgetary quotes. These you will get from suppliers and condition them based on your experience. Depending on your company policy, you may get the budgetary quotes or procurement can get them. They are based on  preliminary information known at the time. In the later stages you will have to get firm quotes which is a procurement function. Typically the owner will procure the engineered equipment and the contractors will procure the  bulks.

The procurement cycle starts when you prepare the Request For Proposal (RFP) and the procurement group issues it to suppliers. Once the RFP is issued, all communication with the supplier should then go through procurement. The procurement groups function is to ensure the Purchase Order (PO) covers all the items asked for and tracks any changes. If o t h e r s a r e  h a v i n g  i n d e p e n d e n t conversations with the suppliers and changing items and quantities, you will have no control over the cost. In fact your procurement agent should advise the……………… click here

Project Procurement I

June 7th, 2009 No comments

 

 

In my early days I learned that if you want to get a project done on time, you have to get the equipment / material to the contractor. Now, I’m sure most have you have been involved in a project that has gone off track because the equipment was late, holding up the contractor. Some of the causes are lack of planning for purchase of long lead items, the procurement cycle, expediting, drawing approvals and in some cases lack of vendor response. In this article, I want to talk about some of these procurement issues to help you improve on your project execution and get the material there on time.

There always seems to be confusion as to whether we are working with a Request For Proposal(RFP) or Request For Quotation (RFQ)……………….. click here


Hidden Contracts You Didn’t Know About

February 15th, 2009 No comments

We were in the process of buying the electrical equipment for a new plant when the electrical engineer came in with the bad news. They had been told by the electric utility the project would have to buy the transformer from the utility company. We could understand hooking up the transformer, but to actually have to buy the transformer was crazy, which we told him in no
uncertain terms! The transformer we needed cost $750,000 from our referred supplier, while the utility wanted $1,250,000 for basically the same thing. They put a few bells and whistles on it but the cheaper version would work just as well. Was there any way around this? Apparently not. It was the law in this jurisdiction. So just like that, POW, we were, $500,000 behind in the budget. Unfortunately this senario is all too familiar and is just one example of what I call hidden contracts. These are contracts your company has with out side suppliers / agencies / government bodies that you are not usually aware of until the bill comes in.
Utilities are just one of those hidden contracts.

To read more …… click here

Vendor Information Requirements

January 15th, 2009 No comments

This article is the last in a series that ran in October, November, and December on a section in your bid documents t i t led ‘Performance Required by the Successful Bidder’. This is the vendor data that you require with their proposal and data required later in the project should they be the successful bidder. The document I want to discuss in this article is equally important and is called the Vendor Information Requirements Form. This form is used to find out more about the vendor and how he will perform on your project. This form can play a role in selecting the vendor.

Vendor Furnished Data
1. Drawings & Manuals
For drawings and manuals you need to know where the engineering and design office is located. This is important in case you have to travel there. You usually want an office that is readily accessibile or maybe use local people for the work. If it is overseas (off shore) this can have an affect on turnaround t ime for answering questions.
Depending on your circumstances, this could affect vendor selection. One client we work for requires us to inform them whenever we have someone who is not located in our office working on their projects.

To read more ….. click here

Vendor Data Requirements (3)

December 15th, 2008 No comments

This article is a continuation of the article I started in October, a discussion on Vendor Data Requirements and their importance to your project. This is the vendor data that you require with their proposal and data required  later in the project should they be the successful bidder. In review, this document is typically used when purchasing equipment and outlines to the vendor exactly what information you expect him to include with his quote. As I started in last months article, this is a continuation of the section on Performance Required by the Successful Bidder’ which outlines the conditions the successful bidder will be required to perform to. In this article I will complete the Performance Required by the Successful Bidder’ section.

Mechanical
If you don’t have a mechanical fabrication and installation standard / guideline then you should make up one to protect yourself. It covers items such as any base plates should be of rigid construction and have grout and vent holes to ensure the plate can be properly grouted.
One issue that happened to me …..

To read more ….. click here