Project Gallery c/o Gary Kennedy, P. Eng., PMP

(See 'Articles' below this Gallery)

East Wilson Bridge 1995
Crew Preparing Rebar and Forms for Concrete Deck Pour with Screed Machine.
Hibernia GBS 1994
Nfld Transshipment Tank Farm
Newfoundland Transshipment Tank Farm, for Oil Storage and Global Distribution.
Sea Rose FPSO Regulatory
Trans Labrador Hwy
TLH 1994-1995 Road Alignments, Rock Cuts, Bridges
CIP Overpass NS Toll HWY 104
Ferry Fleet PM System NL with PMC
Detailed Marine Project Management System Developed Jointly via LPS Inc (Kennedy team) & PMC (Poseidon Marine Consultants Ltd)
Offshore NL Exploration Regulations
Bull Arm Fab Site Infrastructure
Cumberland Brook Bridge, NS
NARL PM Consulting 2007-13
North Atlantic Refining Project Management Consulting 2007-2013
Hebron Barges - HGOE 2013
Tension Barges Refurbishment by Harbour Grace Ocean Enterprises -Hebron Gravity Base Structure Project
Nfld Transshipment Project 1998
Offshore Regs - White Rose Project
TLH Upper Brook Alignment
1994 Rock Cut Trans Labrador Highway. Extensive Blasting.
Trans Labrador Highway
FPSO - Fabrication Infrastructure
Offshore Benefits Reviews - Terra Nova Project
East Wilson Bridge
TLH Bridge - Steel Girders
Cougar Helicopters Enhancements 2010
NS Toll Highway 104
Aerial Review Highway 104
Petroleum Exploration Support
Port au Port Exploration Support and Supplier Development.
HGOE Tension Barges Refurb
2013 Hebron GBS Tension Barges Refurbishment - Harbour Grace Ocean Enterprises.
East Wilson Bridge Deck Pour
Trans Labrador Highway, East Wilson Bridge, 1995.
TC Long Pond Wharf Refurb
Transport Canada Harbours and Ports Wharf and Breakwater Repairs 1999.
Project Management Training
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Project Management Articles

Important: All of these articles on this web page are focused on observations, experiences, and lessons learned in the field of Project Management. These articles are not to be used for any guidance for the Practice of Engineering. Practice of Engineering should conform to all expectations of organizational, jurisdictional, accredited educational, licensing, and permitting requirements of qualified Professional Engineers and their governing bodies.

Co-Author:
J R (Ric) Massie, Jr., PE, PMP
Senior Executive Consultant
DLJ Engineers & Consultants
Houston, TX, USA
Co-Author:
Gary Kennedy, P. Eng., PMP
AvaLantic Alliance Chair
St. John's, NL, Canada

Capital Projects Representatives of Operations & Maintenance for Process Plants

- Part A - (2020-07-29)

Q1: What does it mean to be the operations or maintenance capital project representative?

Q2: Why are these roles critical on most process plant capital projects?

Q3: How do we prepare to correctly perform these key project roles?

These are questions that continually face operations and maintenance personnel in facilities being upgraded via capital project. These facilities could range from complex plants like a refinery or mine to traditional infrastructure like a ferry terminal at a border crossing. Projects need considerable and knowledgeable input from the operations and maintenance side of the facility. They need key people who understand how the operation works, what is feasible to achieve, and who will serve as the champions for the project within the facility.

Most plants have an Operations Representative and a Maintenance Representative for assignment to the Project Team. However, relatively simple plants, like a water treatment facility for a small town might combine the two roles into one.

Operations Representative:

The Operations Representative manages project interactions on behalf of the operations department. For example, planning for operation, commissioning, and staff training to commission and utilize the facilities.

Maintenance Representative:

The Maintenance Representative oversees project interface on behalf of the maintenance and reliability groups.  For example, considerations for both routine and large maintenance efforts for the facilities, ability to access the equipment’s key locations, and contingencies for upcoming planned (and possibly unplanned) outages. 

The chosen representatives need to have an understanding of:

  • how projects work;

  • what are the business goals;

  • what constitutes the scope;

  • how to “sell” the project to the facility personnel and to the outside world;

  • how project decisions are made, the timing of decisions, and the quality of those decisions;

  • the meaning of schedules and budgets and how they are used in driving the project work (Most operations and maintenance personnel should already understand schedules based on having had turnaround experience).

 

(END OF PART A)

Capital Projects Representatives of Operations & Maintenance for Process Plants

- Part B - (2020-08-05)

(... Continued from Part A)

The Operations Representative assigned to the Project Team typically receives technical material for review and comment, such as: 

  • drawings; 

  • sketches; 

  • process control narratives;

  • schedules;

  • other material.

 
Frustratingly, much of the time these documents are only given a cursory look with no real understanding of what is there. This limited review is often caused by: 

  • the lack of time available for the operations representative;

  • the fact that keeping the plant safely running has priority over everything;

  • the operations and/or maintenance representative may be unaware of the review/comment expectations because that person is newer than the last significant capital project done in that plant;

  • the operations and/or maintenance representatives have not received training in their function on the Capital Project Team, or the plant does not have an updated internal capital training module; 

Unfortunately, the only real review comes in the panicked halt in the middle of installation when the representative says “we can’t do that” or “that won’t work” or “we need to do that this other way”. In other words, the representative never really looked at the documents nor understood them. The project team is faced with the untenable position of modifying the system with a half-baked design in the middle of construction (usually during a turnaround with limited time for execution). Everyone ends up swimming in Change Requests, Change Orders, and Change Notices. Expenditures of time and money go through the roof.
 

Since the project team’s engineering sub-team is typically located off-site, and often long distances from the facility, it is necessary to have eyes on the ground in the facility. This person is typically labeled as the Operations Representative. The Project team must make the Operations Representative a fully functioning member of the team who is relied upon to provide necessary and timely information into the development of the project.


In order to get the Operations and Maintenance Representatives fully integrated into the project, the project team must both:

  • bring the representatives to meetings; and,

  • bring the meetings to the representatives;

Support of the Representatives should be from the “C” level of the organization in order to put effective emphasis on the position both within the project team and within the operations facility. On large projects, the “C” level is usually a member of the project steering committee.

It is critical for these operations and maintenance representatives to understand the scope of the project and that the project cannot address all the ills in the plant. While they will get tremendous input and pressure to fix things and change things in the existing facility to make it better or in the name of “safety”, adhering to the scope and goals of the project is essential.


It is important that the choice of personnel for operations/maintenance representatives not be “who we can live without” for the duration of this project. They must be knowledgeable about the facility and understand operating procedures and methodologies as well as maintenance procedures and methodologies. They must be able to effectively communicate the situations to the project team and the designs to the operating team. 


Another source of pressure will be the business team. Even though the business team determined the initial scope, objectives/requirements (as in production needed, energy efficiencies and costs), as the project goes on, they will want to expand the flexibility in operating rates, product spectrum and raw materials used. All of this drives the capital cost up and increases the time expended to answer all the questions of “can we do this?”.


Timely decisions in a project can make or break the schedule, the cost, and the quality of the design.

The Operations and Maintenance Representatives, must be: 

  • experienced, or trained & coached, in performing their review functions with the Project Management Team; and,

  • presented with the: 

    • resources; 

    • solid support; and,

    • firm expectations from the Executive level to: 

      • attend project meetings; 

      • review and comment on project plans in detail; and, 

      • follow up on their respective project action items.

 

Watch for related discussions in future articles.

 

(End of Part B)

Author:
Gary Kennedy, P. Eng., PMP
AvaLantic Alliance Chair
St. John's, NL, Canada

Complex Projects Alignment Part A. (2020-07-07) 

 

QUESTION: What are examples of Project 'Role' Titles that can be functionally unclear on projects?

 

For instance: (a) Project Controls Manager, Controller, (Instrumentation and...) Controls Engineer; (b) Project Engineer, Lead Engineer, Lead Discipline Engineer (c) Project Coordinator, Project Interface Manager, Assistant PM, Deputy PM, (d) Etc ... Other role titles? 

Further to our "Alignment" topic posted on 2019-04-13, simple projects such as placing concrete slabs usually run much smoother & safer with team alignment because the number of stakeholders are fewer.

It could be disastrous for complex projects to try to proceed without ensuring clear alignment of personnel & key stakeholders.

PROBLEM: Even with rigorous documentation of project team roles, these long & boring procedural documents ‘alone’ are seldom read & often unclear. Also, miles of text can still overlook things for your specific project.

To add to this, team members sourced elsewhere might rely on their own unique understandings of these terms, & this might add to serious project gaps, overlaps, & delays. Any disconnects & confrontations at the start of project stages are bad for everyone.

SUGGESTION: Project Alignment Sessions.

END OF PART A
 

(Watch for article "Complex Projects Alignment - Part B" Coming Soon)

Responding to Covid-19 Business Interruptions to Capital Projects (2020-06-27) 

 

During these challenging times dealing with a variety of business interruptions, organizations may need extra help with their projects to succeed in their tight deadlines with issuing: 

  • schedules; 

  • plans (e.g. communications plans, project execution plans (PEP));

  • requests for proposals (RFP); 

  • expressions of interest (EOI); 

  • tenders; and,

  • other project management deliverables. 

The independent members of AvaLantic Alliance may be able to help those organizations on very short notice for very brief time periods. We do have experienced consultants available at this time and they are enabled with Zoom and Skype.

Thank you.


Contact: Gary Kennedy, P. Eng., PMP
1 (NL Area Code) 685-1900 

 

Please view our full team listing at the following link: 

AVA-Short Logo 2018-03-15c.png

In support of the NL Offshore Oil & Gas industry (2020-06-14) 

Gary Kennedy, P. Eng., PMP, recently celebrated a milestone of 30 years of Engineering & Project Management work in Atlantic Canada. See his PROJECTS PHOTO GALLERY at the top of this page.

As can be seen in the gallery, a large portion of his work since graduating in 1990 has been in the offshore Oil & Gas sector of Newfoundland and Labrador. This is also reflected in a press release:

 

"I am proud to have worked on many significant projects throughout my career, in particular, a few historic projects within the offshore oil & gas industry... I believe my photo gallery demonstrates the importance the offshore industry has had on the success of many smaller-sized locally owned companies and freelance professionals in Newfoundland and Labrador. Given the current economic crisis we are facing, it is more important than ever that the offshore industry receive adequate supports to ensure these smaller, locally owned companies can remain viable now and for generations to come." (NOIA Daily Barrel, 11Jun2020)

Author:
Gary Kennedy, P. Eng., PMP
AvaLantic Alliance Chair
St. John's, NL, Canada

Happiness is ... an Aligned Team (2019-03-26) 

 

Working together for multiple projects, receiving thorough training, and getting feedback from a top notch Superintendent... high performance crews are very familiar with who has to do what (i.e. Work Processes) during their many activities, such as silt fencing, dewatering, pile driving, formwork installation, rebar installation, concrete placements (including the meticulous deck pour), and posing for pictures with the young Resident Engineer (I was slimmer in the 1990's, yes?) who's barely out of university, LOL. The team becomes better ALIGNED, more efficient, happier, and most importantly SAFER!!!

AvaLantic Alliance -  Project Management Consultants - Email: gkennedy(at)LPSglobal.ca  -  Tel: 1-709-685-Nineteen Hundred
44 Duffy Place, St. John's, NL, Newfoundland & Labrador,  Canada

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