Was sind die häufigsten Herausforderungen und Fallstricke bei der Projektierung?

The engineering team must comply to the laws and regulations of a country where the plant is going to be installed and operated. Along with this it is necessary to comply to the applicable national standards, codes of practice and then international standards and codes of practice. Where no applicable standards or codes available, best industry practice should be followed during engineering, procurement, construction, testing and commissioning of the plant.

Communication breakdowns between team members, stakeholders, and departments can lead to misunderstandings, delays in decision-making, and conflicts. Clear and effective communication is essential for keeping everyone aligned and informed throughout the project lifecycle. Complex engineering projects often involve technical challenges related to design, construction, integration, and testing. Addressing these challenges requires expertise, innovation, and problem-solving skills. Managing changes to project scope, requirements, or objectives is essential for adapting to evolving needs and ensuring project success. Failure to manage changes effectively can lead to scope creep, delays, and budget overruns.

1. Lack of Project Planning. 2. Lack of Trust. 3. Lack of Transparency. 4. Insufficient Team Skills. 5. Unrealistic Expectations. 6. Lack of Accountability. 7. Lack of Clear Objectives. 8. Communication Gap. 9. Poor Risk Management. 10. Unrealistic Deadlines.

Common challenges in project engineering include scope creep, budget overruns, schedule delays, and inadequate risk management. Poor communication, stakeholder conflicts, and insufficient resources also pose significant challenges. Additionally, technology integration issues, regulatory compliance, and talent retention can impede project success. Proactive planning, effective communication, and robust risk mitigation strategies are essential to navigate these pitfalls successfully.

Project engineering encounters several common challenges and pitfalls related to adhering to guidelines. Ambiguity or inconsistencies in approaches can lead to misinterpretations and deviations. Inadequate communication and training on guidelines may result in non-compliance. Balancing evolving industry standards with project-specific requirements can be complex. Ensuring all team members know and align with the guidelines can be challenging, especially in large, diverse teams. Failure to regularly update and adapt guidelines to reflect best practices and changing regulations can hinder project success. Overcoming these challenges requires clear communication, training, and vigilant monitoring of adherence to project engineering guidelines.

Les ingénieries doivent avoir une solide base d'ingénieurs expérimentés et un solide référentiel projet en termes d'organisation et de livrables types.

First of all, in my experience of this aspect, Project Engineers Need to open the project engineering standards and ACTUALLY READ the WHOLE thing back to back and memorize it! Which is never done so far, by any project engineer so far! IF they DO, they would far more be able to appreciate what their discipline leads are saying the them and why certain design aspects fall out of scope, budget etc etc.

Interesting AI generated content. Yes, the PM playset applies to project engineering, however PE’s are very much the grease in the cogs of the project - it doesn’t run well without it. PMBOK is full of useful approaches. PRINCE2 is a planning standard/approach, not project engineering. Agile and Lean are management approaches in general, not specifically related to the project engineering discipline, more about decision making and organisational structure. The biggest issue with ‘guidelines’, especially in multi-national projects, is that the same guidelines will be deployed differently in every locale, or at least to a different standard. There’s no fix for that, aside from appreciating it and trying to manage it.

Lack of understanding of the criticality of Change Management and contract compliance for approvals can seriously result in cost/schedule overruns and project upset. Although a project may contractually be Reimbursable versus Lump Sum, the correct application of Change Control and contractual client approval requirements should be the same as both project types suffer from the same risks. The days of "good old boy settlements after the project is done" is gone and has been gone for many many years. Knowing when to place a HOLD on work prior to getting internal management and/or client approval and agreement on the overall effect of the change is as critical as a solid understanding of the actual extent of the change

One of the most common challenges I have encountered in project engineering is the ability to manage time between the required project management (such as team scheduling, materials sourcing, and project scope agreements) aspects of the job and the engineering (such as design reviews). If I could tell my college age self one thing it’s that being a project engineer is basically a hybrid role of project manager and engineer so like when you work at a startup you’re required to wear multiple hats and complete various duties in your role. Managing your time is a major challenge and key to keeping up with all that is required of you.

One major challenge is many engineers do not solicit the advice of the “boots on the ground” employees who have practical knowledge and valuable lessons learned to prevent common pitfalls.

I've witnessed the value of connections time and again. Despite our technical expertise, projects necessitate multidisciplinary teams. Cultivating relationships before crises arise has resulted in more smooth partnerships, effective troubleshooting, and mutually beneficial growth. Devoting time to understand fellow engineers' talents and challenges, whether through industry conferences, academic circles, or simple check-ins over coffee, pays benefits when pressing needs occur. A network developed out of real interest and care produces better results than one formed quickly out of necessity. We must make friends as individuals and organisations long before we need to ask for favours.

A Project Engineer plays a pivotal role in any project, bearing significant responsibility for its success. They support various stakeholders in managing scope, optimizing budgets, and ensuring quality control. However, it is important to recognize that project engineers cannot be solely accountable for delays or changes that arise from factors beyond engineering. Unfortunately, there is often an expectation from management that project engineers should oversee all aspects, which can blur the lines between the roles of project engineers and project managers.

Lack of transfer of knowledge and tools as a result of insufficient documentation or training is a challenge, especially in long term projects.

Many challenges surface at interfaces. Reasons are: 1. Siloed approach by each Discipline 2. Lack of understanding by Disciplines regarding physical, technical and operational interfaces of the project 3. No focus on Interface Management and their review

Writing code as soon as a project begins. Although everyone feels the pressure to start building as early as possible, jumping right in leads to misplaced and duplicated effort. Setting aside adequate time for planning, design discussions, and team feedback ensures that your team will be in sync and productive once you actually start the engineering proper.

The most successful projects I have had are when there is good communication between the Project Sponsor and the Project Leader. Too often the Project Sponsor becomes disengaged after the first few discussions. Usually the full project requirements have not yet been communicated. By the time the miscommunication is identified time and money have been expended that is "lost"/

Discovery mode. Phase 1 - Re-Discover (Listen & Understand the project, it’s purpose and stakeholders) Phase 2 - Concept finalisation (Consider options, determine and develop single direction) Phase 3 - Realise and define ( Refine selected concept, establish sufficient design detail to prepare specifications for tendering) Phase 4 - Deliver These phases are to be completed and agreed to by the steering committee before you commence a project. PLANNING

In Project engineering one of the key apsect to spend more amount of time in the design reviews , looking for alternate options, evaluating the pros and cons. Bring in cross functional teams as well to do a detailed review on the aspect including whether the design meets the functional, non functional, compliance requirements. The issues caught during the reviews can help to reduce the rework.

My experience has been more on Design Reviews- and one which could do with a lot more participation from end users (Operations folks)- and who are most times excluded from the picture (sometimes rightfully so, since they have a wishlist of what they would like- which usually falls outside scope and design). Also- the focus should be on Operability and Maintainability, rather than just seeing the scope and having endless variation claims or arguments back and forth with Contracts about it

During the review, this might be the final part or project closure. To officially close the project, it is essential to recognize both the things that were done perfectly and the things that could be improved. Having reflected on the total landscape of the project schedule, where time is money, it is crucial to revisit those aspects that could be improved. Additionally, recognizing everyone's achievements for their contributions and those who demonstrated exemplary performance in delivering their tasks will serve to motivate them for future endeavors.

- Earlier days engineers after working several years in core engineering and understanding others disciplines along the way, move to project engineering then to project management - Now sadly this is not happening as we can see graduate project engineers, and even graduate project managers these days - Project Engineers should make discipline engineers talk to each other and understand scope inline with client requirements which is hardly happening these days - Now everything is parallel engineering - Engineering is a sequence from Process/HSE/Instrumentation/Piping/Electrical/Civil-Structural. In reality on ground during construction it happens reversely from Construction to Process -PE should understand this and co-ordinate.

Kind of like a primary care physician or hospital generalist, the project engineer has to have a basic knowledge of all the different disciplines working on the project in order to effectively manage them. In many organizations, the project engineer and project manager titles are interchangeable. Therefore they need to not only be able to coordinate the efforts of the team, but usually develop and manage budgets, contracting plans, permitting, construction, startup and final project documentation. Not only good technical knowledge, but people skills as well are needed in order to be successful.

One of the most common and costly pitfalls in Oil & Gas projects is the lack of involvement of the end user in the design stages of the new or upgraded facilities. The participation of Operations and Maintenance team members in the definition stages of the projects (FEED & Detail Design) is crucial, considering the contribution they can make by providing valuable information and inputs that otherwise would be missed. The Operations Readiness & Assurance process (including the Commissioning & Start-Up scope and the Flawless Project Delivery program) addresses this matter, contributing substantially to achieving a smooth completion and handover of the projects.

The best advice for a project engineer (indeed any engineer) is to undertake varied scopes. The more types of projects you are involved in (be it technically diverse or different execution models), the more experience you will gain and the more tools you have in the tool kit. I admire people who stay in a specialism for a lengthy period, but in the project engineering world, the best people have usually followed the old axiom (complete version): Jack of all trades, master of none, though oftentimes better than a master of one

The overall thing to remember is that all stakeholders want financial security. Some do this by generating scope creep at the expense of others. Avoidance of this is only by clearly defining scope and highlighting everything leaving no assumptions. Don't leave any wiggle room before your design freezes and quotes. The management of arriving at this is a full program roadmap of pre con design coordination with clear milestones. As well as an inspection and testing program during construction, there should be a defined expected commissioning, both included in the scope deliverables.