Overview

This chapter covers project implementation and management for process control systems. It should not be taken "as is" because statutory, technical, and corporate needs vary from one project to the other and from one site to the other. Also, this chapter cannot cover all possibilities because every project is different however, it will attempt to take a start-to-finish approach.

All projects require careful planning, particularly when control systems are complex and implemented with tight budgets and short schedules. For all projects, documents are vital. Reference documents should show how, why, and when a decision was reached and by whom. This makes it easier for others to pick up later and provides all the reasons and history behind technical decisions.

Project personnel typically consist of a client, engineering personnel, equipment suppliers, and contractors. The client's work should be clearly defined through documents (e.g., specifications and drawings). The project manager must coordinate the activities of the client, engineering personnel, suppliers, and contractors. Engineering personnel, suppliers, and contractors should conform to the client's requirements (as identified in all the documents produced) and be in compliance with the required codes and standards.

Generally, a project starts because of the following:

• potential market opportunities, or

• disposal (or conversion) of a process by-product is required, or

• compliance with regulatory requirements is needed (e.g., reduced emissions), or

• replacement of obsolete equipment is required to meet new plant needs.

The lifecycle of a project goes through many stages. The importance of each stage and its duration will vary...