SAMSUNG Gas Separation P-6 project

This project was handled by a project team from Samsung Engineerung , who carried out procurement , construction and its commissioning on various key basis. The project was hailed for its success but it also experienced various problems relating to risk management and implementation process. However, the project was largely successful especially at the closure stage, and such success could be attributed to an effective teamwork that ensured expectations were successfully surpassed.

Initiation phase

The project was started by laying down the various terms of reference in conjunction with stakeholders to ensure an agreement is arrived at concerning the concerns that were to arise out of it. This establishing the practices and standards based on innovation that would ensure that the project would be completed successfully at every level. Such standards and practices were aimed at ensuring flexibility, ingenuity and tenacity for the project team and reaching an agreement with all stakeholders (Samsung Engineering, 2012). The initiation stage is where a declaration of business case, decision on project scope and expectations of stakeholders are made. In this phase, there setting of time for planning, defining project and communication on the benefits to be gained from it (Richardson, 2010).The mission of the project was set, and involves conducting integrated petrochemical and energy business as the energy firm of the country and equally responding to issues raised by stakeholders who comprised of community, employees, business partners., shareholders and customers.

Planning

Planning the scope of the process is an important part for a project to succeed. The project in this case involved writing an ambitious timeline of the project along with challenges that are expected in the development process. The planning process involves all aspects of the process including risk planning, communication planning, procurement planning and acceptance planning (Kloppenborg, 2015). The budgeting process was also involved in this process with an aim of ensuring that costs remained within the set boundaries as per the limited resources.

 Execution

The execution process for this process involved following the developed plan, and it involved the entire project team that started the actual work of plant development while management coordinated the resources (Kloppenborg, 2015). The success of the project depended on the team and hence, the development of the team was necessary for such course. The team involved various specialists with enough information regarding innovation and improved construction process. The chosen team had to adhere to the techniques and standards that ensured that there was smooth running of equipment, materials, labor and the safety of the site. The team members were encouraged to be flexible and creative at the site so as to handle any technical problems out of an open mindset. The project management is required to cultivate an effective team through team-building effort and ensuring communication through stakeholder engagement and supporting the team in whatever area they are in need. The phase involved carrying out the work required for delivering the product and the needed result. Many of the activities related to construction and development of the plant by the Samsung team was realized at this stage under the supervision of the project manager (Samsung Engineering, 2012).

Monitoring and control

 The monitoring and control process involves reviewing and regulating the progress of the project development and identification of any area which changes are required and the actual introduction of these changes (Kloppenborg, 2015). This process involves recognizing challenges and directing efforts back on track where actual results are compared to the plan, variance measurement and taking corrective measures or action.  For this project, there was combined effort from the team with an aim of minimizing any discrepancies, integration of various contracts and even subcontractors so as to ensure that all activities are directed towards achieving the set objectives (PMI, 2012). The team management embarked on engaging all the teams so that operations in adjacent facilities are not interrupted and where such interruption occurs, the staffs were to take the right actions.

Closure

This involved seeking acceptance of the completed project to the customers. The Thailand government was the customer of the gas separation plant and the closure process of involving handing over and commissioning of the complete process. The project was completed before the set timeline and a good-quality outcome of the project was delivered after the development process was closed.

 The success of the projected was hailed across board and it even received an international recognition for such effectiveness in development and implementation process. The challenges involved utilization of technology, availability of technical knowledge and environment pollution related issues have been have emerged in the implementation process (Samsung Engineering, 2012). Solutions were sort for these challenges and for the shortage on technical knowhow, the staff members were equipped with knowledge on the working of the project and maintenance issues. To counter the challenge on pollution, the team included a waste recovery unit to ensure that the required standards of the project were met. Moreover, extensive erection of the sight ensured that the start-up was highly successful while meeting the regulatory measures (Samsung Engineering, 2012).

References

PMI,(2012). World’s Largest Gas Separation Plan. Finished On Time and Under Budget. Retrieved from: http://www.pmi.org/-/media/pmi/documents/public/pdf/case-study/samsung-engineering.pdf

Samsung Engineering, (2012). Samsung Engineering Sustainability Report.

Richardson, G. L. (2010). Project management theory and practice. CRC Press.25

 

Kloppenborg, T. J. (2015). Contemporary project management: Organize, plan, perform.19-20