The project team must ensure completeness of deliverables at handover and should focus on the following aspects: Project deliverables, required at handover to enable operations teams to take custody of assets and to operate and maintain it in a sustainable way, are covered later in the article.įigure 2: Owner PMT (van Heerden, Steyn & van der Walt, 2015) It is the responsibility of the Owner PMT to obtain owner acceptance of the project at handover and should work towards achieving it, as the project proceeds through the different stages. The suppliers, contractors and other service providers (executing the project) are managed by the Owner PMT. The Owner PMT is represented by the triangle, the project manager as the leader and accountable person, supported by a business-, operations- and engineering manager and their respective teams. We recommend that the owner appoints an Owner Project Management Team (Owner PMT) to manage this process and to represent the owner, as shown in Figure 2. During project execution, the owner must ensure that quality of engineering work, procurement, manufacturing and construction meet the required specification. The owner develops the business objectives and specifications of a new product and facility to satisfy business needs. Handover is a specific deliverable of the Delivery Stage, prior to plant commissioning, as highlighted in Figure 1.įigure 1: OTC Stage-Gate Model, highlighting ‘handover’ Roles and responsibilities of the different teams Owner project team The OTC Stage-Gate Model which covers the life-cycle of a project, describes the outputs to be delivered at the end of each stage of a project. There are many models illustrating the different phases of project execution. The different role players of the project should all understand their responsibilities to achieve handover and be aligned on what deliverables will be transferred. Owner representatives should get involved on the project team timeously. Here ‘effective’ means successful in producing a desired or intended result. An effective handover will enable the owner to operate, maintain and support the plant through its lifetime in a safe and responsible manner. Anthony (2017) suggests that there are many scheduled ‘mini handovers’ as the project progresses such that at the end of handover, all project assets, -information and -data have been transferred to the owner. The APM Body of Knowledge (APM, 2012) defines handover as “the point in the life-cycle where deliverables are handed over to the sponsor and users”. A summary of potential deliverables is presented at the end of the article. The different role players are described, as well as their focus during project execution and implementation, related to effective project handover to operations teams. However, the complexity and number of activities and deliverables are huge and cannot be covered in detail in an article of this nature. This article focuses on project handover of large scale, complex industrial projects to operations teams. Project handover is a process of transition, not a date, and should not only be initiated once a project is completed or approaching completion.
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