(63a) Leadership and Management of Chemical Mega Projects

A complex mega-project has many moving pieces.  No matter how big or small a project, safety must be first priority.  On a chemical mega-project it is even more critical.  A mega project challenges the usual team structures.  No one can do everything.  The shear “force of will” approach cannot save the day as prior experience may have allowed.  Structure, program and organization must be defined and practiced.   Finding common ground in seemingly standard methods of communication like meeting notes, P&IDs, and mass and energy balances must be considered.  Education and communication moving people form their comfortable past experience to the application of the similar methods and techniques without causing great strife among the project must be addressed.  Simplification and routine is the key.  Setting a regular pace structures the program to manage the multiple conflicting time and tasks.  Interdependencies with flexibility are possible when designing to a common point.  The definition of technology and project metrics allow all to see how to keep score.  Expect what you inspect.  Managing the multiple trades and crafts on a mega project construction requires the leaders to set the example and earn the respect of the crew.  The program cannot become the reason why things cannot be done.  Simplification has to extend into the mega project document control.  Less pieces and parts enables compliance and alleviates confusion when things hit the fan.  Inspection, quality assurance and quality control must be visible, active and aggressive.  Millions of non-obvious details cannot be inspected, however, establishing a culture of excellence throughout the program establishes the expectations for the workmanship of all trades and crafts.  The pinnacle of the effort is the pride and excitement when commissioning multiple interdependent unit operations and delivering the financial performance for the owner knowing that the program leadership made it possible.