Projects may be audited or reviewed while the project is in progress.
The PEP is not a "one size fits all" document.
It must be specifically tailored to meet the size and specific phases of an individual project. While attributes that are common to all projects include safety, quality, cost, and schedule, each project combines differences in scope, scale, complexity, resources, and many other factors to achieve its goals and objectives.
During the project development and delivery process, the concept and Basis of Design BOD phases of work are important alignment phases of project execution which help to address these attributes as well as many addressed within the PEP.
The PEP communicates and documents the project "map" and the overall strategic approach for the execution of the entire project for all stake holders. It also sets the tone for demonstrating effective leadership, project organization, progress measurement, and teamwork.
A good PEP provides guidance over every applicable element of a project. Such attention to detail is particularly important for the pharmaceutical industry, which faces regulation from the U.
Preconstruction is critical for the successful delivery of capital projects. These early phases of a project provide owners with a formal approach for developing and executing capital projects.
In addition, these early phases help define the project scope, schedule and cost Project planning human capital early as possible to enable the most efficient use of resources and money, while reducing risks. In order to achieve the necessary level of accuracy, project execution planning must be performed in conjunction with the project's capital planning.
Only by typing budget items, line-by-line, to construction tasks can a precise PEP be established. A PEP should be tailored to meet the size, scope, and execution approach agreed upon for a project.
The key components of the plan should be the same, but the level of detail is different. Every project should have some form of PEP or alignment document that encompasses the scope and organization of the project and sets the cadence at project kickoff.
While the PEP provides guidance for the execution of the project, it usually starts with a mission statement or overall goal of the project based upon the owner's requirements, such as scope, technology, business drivers owner involvement, schedule, operations, project size, regulatory environment, permitting, commissioning, licensing involvement, and expectations for ROI.
An example of a simple mission statement might be to deliver the new ABC manufacturing facility in a phased approach that is aligned with the Company XYZ manufacturing strategy and supports the business objectives of its supply chain.
Key items to accomplish with this mission include: To meet Phase 1 production dates and requirements in 1Q and Phase 2 in 3Q To provide the new facility and support facilities in a manner that support the production goals stated above To create a safe, productive, collaborative and highly motivated work culture that supports the achievement of these goals The following discussion provides some key elements that should be covered in a PEP.
Project Scope It is important to outline the scope of the project, as it forms the basis for the effort-hours and overall schedule required to complete the project from a design, procurement or construction perspective.
It also forms the basis for the project management constraint triangle: Obviously, the larger the project defined in scopethe greater the design, construction, and procurement effort it will take to complete.
The scope of work is a critical element for cost and schedule management of the project, and is the foundation of the project. Essentially, the PEP defines the "what" and "where" work will be derived. Project Organizational Chart Who is in charge? Who has the authority to allocate costs and make changes?
What is the project reporting structure? How does the team fit together? This should be made clear up front and updated as required. The PEP should reflect the planning of the project and state the delivery model being utilized. Many specific elements of the PEP are addressed regardless of the contracting strategy, but clearly the PEP will address these requirements from a roles and responsibilities perspective differently depending on the delivery model chosen.
The key is to put these thoughts into the PEP and clearly communicate these intentions for the entire team early. The project delivery decision should be based on a number of factors including budget, schedule, cash flow, project complexity, risk mitigation, project team composition and project goals.
Essentially, a project delivery method is a configuration of roles, relationships, responsibilities, and sequences on a project. A brief overview of some of the typical project delivery methods for pharmaceutical projects is below.
Owners with sufficient in-house staff contract with different entities for each phase of design and construction, and take on the responsibility of orchestrating the various team members.
Each step in the execution process follows the other with minimal overlap. Under this approach, the owner functions as the overall project manager and hires external engineers, consultants, and contractors.The Human Capital Plan is an important tool that organizations use to drive focused actions that can ensure goal achievement and business success.
It allows organizations to assess, plan for, and respond proactively to its human capital challenges and needs. A central pillar in the strategic management of human capital is the alignment of human capital strategies with agency mission, goals, and objectives through analysis, planning. Construction Management is the planning, coordinating, and building of a project from conception to completion.
This specialization is intended for Construction industry professionals, engineers, and architects looking to advance their careers. SECTION NASA’S HUMAN CAPITAL PILLARS, GOALS, AND STRATEGIES Table 1. NASA’S Strategic Human Capital Plan Pillars, Goals, and Strategies PILLAR GOAL STRATEGIES Verify a clear linkage between the Human Capital strategies of the Agency and the mission, vision and goals as stated in the NASA Strategic Plan.
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Planning for Action – Achieving Results. Strategic Human Capital Management Implementation Plan. Introduction. On September 9, , the Department submitted its first Strategic Human Capital Management Plan to the Office of Management and Budget and Office of Personnel initiativeblog.com Secretary Gale Norton indicated in the Foreword, “This Strategic Human Capital Management Plan is .