Том 1

Проблемы развития внешнеэкономических связей и привлечения иностранных инвестиций: региональный аспект, 2010• The project was 204% over budget• The project was delivery 1.5 years late.• The equipment installed will produce 25% less steel than it was designed for.• Items were added to the scope of the project but the management team were not notified.• No actual start date for production was included in the initial plan.• No one had overall responsibility for the project which led to a lot of finger pointing.• Unrealistic numbers were used in the budget preparation- old labor rates, incorrect prices for raw materials and equipment, estimates of taxes andduties were incorrect.East Scheme ConclusionsThe following a major shortcomings of the East Process• Lack of clear definition of the technical elements of the project• Lack of accurate project cost estimate and detailed control budget• Lack of integrated project schedule• Lack of good project management controls and procedures during projectimplementation.Western ProcessThe process used by many major corporations focuses on conducting a significant amount of engineering, planning and scheduling prior to the FID in order todevelop an accurate project plan. The specific name of the process used at Hatch is the Front End Loading (FEL) process, and is based on the significantplanning and engineering conducted in the early project stages. It should be noted that the term FEL is specific to Hatch, and many companies have differentnames for the process, but the processes are fundamentally the same.The FEL process is divided into 4 stages as shown in Figure 2. At the end of each stage, the following is required:• A checklist of all documentation required, is reviewed and signed off by a review team. The documentation includes safety studies, environmentalstudies, technical documents, logistics studies, construction plans, project schedules and cost estimate documentation. The amount of detail on the checklistincreases with each FEL stage.• The funds required to proceed with each subsequent stage are also approved prior to that FEL stage commencing. This allows management toclearly identify the costs associated with the project, and decide up front if they want to spend money to develop the project. It also allows companies to stop aproject in the early stages if it is not feasible, without spending the funds required to bring the project to FID. Sometimes the best thing that can be done for aproject is stop it early, if it is genuinely not feasible.• A detailed capital cost estimate along with a project justification (financial model) assesses the project’s feasibility. The project payback period iscalculated as well as operating costs and profit margins. The project viability is reviewed by the appropriate financial personnel.• The final approval to proceed to the next stage is made by senior management. The level of management required for the decision depends on thesize and scope of the project.Figure 2- Western Project Development SchemeFEL 1 StageListed below are key Characteristics of the FEL 1 Stage. The goal of the FEL 1 stage is develop a high level project concept to determine if the idea for theproject is feasible.• Commonly known as Conceptual Study• Capital cost estimate +/- 30%• Use of past experience to select technology to be used• High Level Review of Risks, Safety and Environmental impact• Selection of plant location• Development of Project Organization Chart• List potential suppliers and available technologies• High level life-cycle review of technology• Development of Quality Control Plan55