Leveraging Technology to Support Enbridge’s Project Compliance During Execution

2008 ◽  
Author(s):  
Kevin D. Gerla
Keyword(s):  
Control Process ◽  
Regulatory Compliance ◽  
Project Planning ◽  
Management Process ◽  
Regulatory Requirements ◽  
Compliance Management ◽  
Available Technology ◽  
Project Lifecycle ◽  
Major Pipeline ◽  
Insight Into

Whether it is an increasingly engaged public demanding a company’s attention to project requirements and commitments or increased expectations of regulators to have project requirements and commitments documented more explicitly than ever, compliance management has become increasingly important for successful project execution. Ensuring compliance with all regulatory requirements and project commitments is Enbridge’s expectation of all its major pipeline projects. The increased focus on compliance management previously described, combined with the historically high number of major projects currently in execution or planned to be undertaken, has resulted in Enbridge enhancing how it approaches compliance. The key modifications include: 1. Implementing a standard compliance management process across all projects and embedding this process within Enbridge’s major project Lifecycle & Gating Control Process. 2. Leveraging available technology to a greater extent in terms of supporting compliance management. This paper will provide insight into Enbridge’s compliance management process, with particular focus on how software is being used to supplement and enhance the process. Specifically, details with respect to how Enbridge’s compliance software is supporting project planning, reporting and querying, notifications, controls, and documentation, all from the perspective of regulatory compliance.

scholarly journals Project + Lifecycle Together

2011 ◽  
Vol 133 (02) ◽  
pp. 36-37
Author(s):  
Jean Thilmany
Keyword(s):  
Systems Engineering ◽  
Portfolio Management ◽  
Project Planning ◽  
Product Lifecycle Management ◽  
Engineering Department ◽  
Realistic View ◽  
Closing The Loop ◽  
Lifecycle Management ◽  
Project Lifecycle ◽  
Insight Into

This article discusses the advantages of integrating project portfolio management (PPM) with product lifecycle management (PLM) software for project planning. Many engineering companies are now stepping forward to integrate their PPM and PLM systems for more close-up project planning. By tying the two systems, engineering firms are better able to manage time spent on specific projects, to get an overarching and realistic view of where the project stands, to stay on the schedule and to meet specific goals. The tied systems also allow engineers to get a broad view of the project that extends beyond their engineering piece. In engineering companies, where the project status is inevitably tied to the engineering department, closing the loop between theoretical plans and engineering progress can make for big budgetary savings and offer important insight into product planning. Many engineering companies that do not yet have a PPM system are now considering implementing one to plan their product mixes.

scholarly journals A REVIEW STRATEGIES INTEGRATING MS ISO 31000:2010 RISK MANAGEMENT PROCESS INTO PROJECT LIFECYCLE FOR MALAYSIA LANDSCAPE PROJECT ORGANISATION

2019 ◽  
Vol 10 (1) ◽  
pp. 16-30
Author(s):  
Adam Aruldewan S.Muthuveeran ◽  
Osman Mohd Tahir ◽  
Roziya Ibrahim ◽  
Saipol Bari Abd Karim ◽  
Elly Widiyanty Rasidin
Keyword(s):  
Risk Management ◽  
Management Process ◽  
Risk Management Process ◽  
Iso 31000 ◽  
Project Lifecycle

A Theory of Channel Control

1973 ◽  
Vol 37 (1) ◽  
pp. 39-47 ◽  
Author(s):  
Louis P. Bucklin
Keyword(s):  
Control Process ◽  
Channel Processes ◽  
Competitive Position ◽  
Channel Control ◽  
Insight Into

The degree of coordination among activity stations in a channel is a measure of the competitive position of that system. The author discusses problems of channel control. He presents a model of the control process that should provide new insight into channel processes and a basis for improved strategies for attaining desired levels of coordination.

Developing the Schedule and Cost Plan

2006 ◽  
pp. 120-156
Author(s):  
Daniel M. Brandon
Keyword(s):  
Project Management ◽  
Project Planning ◽  
Management Process ◽  
Control Processes ◽  
Project Management Institute ◽  
Operations And Maintenance ◽  
Cost Plan ◽  
And Control ◽  
Process Group ◽  
Independent Organization

The Project Management Institute (PMI) project management process groups include initiation, planning, execution, control, and closing. In practice, however, the initiation processes of a project are often not part of a project for budgeting and control issues, but rather are charged to management and administration (M&A) or operations and maintenance (O&M) general ledger accounts. In some organizations, these charges are later reversed back to a project after it is decided to move forward with that project. Thus, only the planning, execution, and control processes become part of the project for accounting purposes; sometimes detail planning is part of a project but not overall planning. Similarly, the closing process group may or may not be a formal part of the project, and sometimes those processes are performed by an independent organization. This chapter is concerned with detail project planning, particularly the schedule and cost plan.

scholarly journals Environmental Aspects of Project Management

2008 ◽  
Vol 33 (2) ◽  
pp. 65-70 ◽  
Author(s):  
Neha Vyas
Keyword(s):  
Environmental Management ◽  
Project Management ◽  
Environmental Sustainability ◽  
Environmental Issues ◽  
Regulatory Compliance ◽  
Project Planning ◽  
Raw Material ◽  
Environment Management ◽  
Sound Environment ◽  
Project Objectives

The primary challenge in project management is to achieve all of the defined project goals and objectives while adhering to typical constraints which are usually scope, quality, time, and budget. Often, the basic flaw in project planning and design is the complete neglect or minimal consideration of environmental and social costs and dependence only on economic analysis for project preparation and investment. A failure to understand and internalize adverse or negative impacts on environment during project preparation could lead to several undesirable consequences, which may ultimately jeopardize the very objectives of growth and development for which the project was proposed. In this paper, the author stresses upon the need for environmental management for successful project completion and discusses the challenges of addressing the key environmental issues. Environmental management is not just about the ‘trees and bees’ but also about health, safety, profits, quality assurance, reduced risks to reputation, and increased global competitiveness, states the author. Overall, it is about efficiency and reducing environmental and legal liabilities. It is argued that sound environment management reduces the unforeseen obstacles and bottlenecks that may otherwise hamper the delivery of project objectives while helping to improve the environmental performance of project operations. The key environmental issues resulting from agricultural, mining, manufacturing, and urban operations include: severe degradation of air quality due to industrial and vehicular pollution contamination of land and water resources due to pesticides, fertilizers, and dumping of hazardous wastes depletion of raw material reserves contamination of surface and ground water sources due to discharge of sewage and industrial effluents deforestation. Environmental impact assessment (EIA) study is suggested as a tool for formulating an environment management plan. EIA should, however, not be treated just as a tool for regulatory compliance but as an instrument for improving project management per se with proper expertise, time, and budget allocations made for the purpose. In environmental management, the moot question is: How to get started? The author's advice is to start small and simple and gradually turn them into action plans for a worksite and subsequently up-scale them for the entire company. It is ultimately the actions taken at personal or community level or as a project manager that matters the most when it comes to environmental sustainability. Policies and plans merely show the way. It is becoming increasingly important to make environmental management an economic driver that would serve to minimize environmental damages and promote resource efficiency and cost savings to businesses.

scholarly journals What's taking so long? A collaborative method of collecting designers’ insight into what factors increase design effort levels in projects

2020 ◽  
Vol 34 (3) ◽  
pp. 341-362
Author(s):  
Alexander Freddie Holliman ◽  
Avril Thomson ◽  
Abigail Hird ◽  
Nicky Wilson
Keyword(s):  
Product Design ◽  
New Product Development ◽  
Project Planning ◽  
Influential Factors ◽  
Design Teams ◽  
New Product Development Teams ◽  
Development Teams ◽  
Design Projects ◽  
Project Data ◽  
Insight Into

AbstractDesign effort is a key resource for product design projects. Environments where design effort is scarce, and therefore valuable, include hackathons and other time-limited design challenges. Predicting design effort needs is key to successful project planning; therefore, understanding design effort-influencing factors (objective considerations that are universally accepted to exert influence on a subject, that is, types of phenomena, constraints, characteristics, or stimulus) will aid in planning success, offering an improved organizational understanding of product design, characterizing the design space and providing a perspective to assess project briefs from the outset. This paper presents the Collaborative Factor Identification for Design Effort (CoFIDE) Method based on Hird's (2012) method for developing resource forecasting tools for new product development teams. CoFIDE enables the collection of novel data of, and insight into, the collaborative understanding and perceptions of the most influential factors of design effort levels in design projects and how their behavior changes over the course of design projects. CoFIDE also enables design teams, hackathon teams, and makerspace collaborators to characterize their creative spaces, to quickly enable mutual understanding, without the need for complex software and large bodies of past project data. This insight offers design teams, hackathon teams, and makerspace collaborators opportunities to capitalize on positive influences while minimizing negative influences. This paper demonstrates the use of CoFIDE through a case study with a UK-based product design agency, which enabled the design team to identify and model the behavior of four influential factors.

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