More,Better,Faster-Part IV

1-In mid to late 1990's a variance to accepted Design/Construct Project/Task Management/Engineering methohology was attempted to satisfy the subject of this blog. It's purpose was to expedite the Project Engineering facet of a design, but still develop a 10% +/- cost estimate, get local sign off, obtain Corporate Capital Asset Request(CAR), so manufacturing can commence at the earlest possible date. 2-To generate a loosly developed scope of work, generate a a +/- 10% estimate, so a CAR can be presented for Corporate approval mox schnell, was like a kamikaza mission for the project engineer/manager. 3-Say the CAR was approved, the project engineer/manage immediately had to retreat back to square one, to finalize the scope of work, ramp up engineering staff to provide the civil, site development, structural, final spec/order process equipment, development piping and instrumentation diagrams, mechanical electrical design and issue competitive bid packages. Assuming a 2-week turnaround, then award contracts. The contractor would secure the necessary subs to complete the work. The contractor would reported to the project engineer/manager. 4-Here is where the variance came in. Skip the ramp up of engineering staff. Rather issue a total contact to the low bidder or from an Corporate list of approved contractors and have contractor(s) complete the engineering, of which many had no clue especially the subcontactors that make up sometime the majority of the contractor's manpower loading in the field. 5-Oh! one thing the company project engineer/manager would submit the equipment specs and electrical/instrument specs. to contractor. Like predicted above most contractors/sub don't have the inhouse engineering staff so they went outside for support. While the company project engineer/manager, knowledgable on the total project sits and signed off on invoices and reported progress of which he has to pump out of the contractor. The contractor had little skin in the game, the company project engineer/manager becomes the fall guy. 5-Results: the project crashed and burned long before the project is completed. or anything and the approved funding is expended. Chances are this contractor will not get a repeat preformance at this site. 6-The fall guy attempts to salvage the project or recommends cutting loses and scrap the project. A lost opporunity for the Company/Corporation, but the competition benefits. 7-Rather the Design/Construct Project turns out to be Construct/Design project. 8-This methodolgy still existed and is evidenced by the O'Care roll out