1、PROJECT MANAGEMENTA TECHNICIANs GUIDEPROJECT MANAGEMENTA TECHNICIANs GUIDELeo StaplesISA TECHNICIAN SERIESNotice The information presented in this publication is for the general education of the reader. Because neither the author nor the publisher has any control over the use of the informa-tion by
2、the reader, both the author and the publisher disclaim any and all liability of any kind arising out of such use. The reader is expected to exercise sound and professional judgment in using any of the information presented in a particular application.Additionally, neither the author nor the publishe
3、r has investigated or considered the effect of any patents on the ability of the reader to use any of the information in a particular application. The reader is responsible for reviewing any possible patents that may affect any particular use of the information presented.Any references to commercial
4、 products in the work are sited as examples only. Neither the author nor the publisher endorses any referenced commercial product. Any trademarks or tradenames referenced belong to the respective owner of the mark or name. Neither the author nor the publisher makes any representation regarding the a
5、vailability of any referenced commercial product at any time. The manufacturers instructions on the use of any commercial product must be followed at all times, even if in conflict with the information in this publication.Copyright 2010 International society of AutomationAll rights reserved.Printed
6、in the United states of America10 9 8 7 6 5 4 3 2IsBN: 978-1-934394-75-5No part of this work may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the publishe
7、r.IsA67 Alexander Drive, P.O. Box 12277Research Triangle Park, NC 27709www.isa.orgLibrary of Congress Cataloging-in-Publication Data is in process.DEDiCATiONThis book is dedicated toRay Cahill, Oscar selling, and Cletus simunek whose support, guidance, and encouragement have been invaluable to my ca
8、reer. ACkNOwlEDGMENTsI want to thank my parents, who moved my two brothers and me (city boys) to the farm. There they shared with us their faith, their love for this beautiful world that God created, and they instilled in us a strong work ethic. These principles have served me well in my life and in
9、 my career. Thank you Mom and Dad!special thanks to my wife, Julie, for the love, support, and encouragement that she has given me all these years. As with so many of my IsA endeavors, the completion of this book put extra duties on her. Thanks also to my daughter, Andrea, and my son, Jonathan, who
10、realize their father is not perfect, but still love him.I want to thank my company OGE Energy Corp (OG+E) for all the opportunities I have been given. I consider myself very blessed to work for a company that believes that we have a responsibility to develop leaders for the company and to provide le
11、adership to orga-nizations outside of OG+E.Finally, I want to thank the members, staff, and volunteer lead-ers of the International society of Automation (IsA). since I joined IsA in 1989, I have been encouraged to take on challenges that I might have considered beyond my reach. This book is yet ano
12、ther example. TAblE Of CONTENTsChapter 1 Project Management Overview . . . . . . . . . . . . . . . . . . . . .1Chapter 2 Project Documentation Requirements . . . . . . . . . . . . . . .5site Procedures2.0 .5safety Procedures2.1 .6Control of Hazardous Energy2.1.1 .8Work Authorization Permit2.1.2 . .
13、. . . . . . . . . . . . . . . . . . .8Material safety Data sheets2.1.3 . . . . . . . . . . . . . . . . . . .8Physical security Procedures2.2 . . . . . . . . . . . . . . . . .10Project Engineering Documentation2.3 . . . . . . . . . . . .12Documentation Location while the role of an entry-level techni
14、cian is usually limited to providing technical support to the Project Manage-ment Team (PMT). In this role a CST may or may not be considered a member of the PMT. 2 Project Management: A Technicians GuideThe role of a CST varies by factors that include: The complexity of the project The technicians
15、level of experience The technicians level of education/certification The technicians knowledge and skills in project organiza- tion and project administration. In 1995, the International Society of Automation (ISA) created the CCST(Certified Control Systems Technician) certification to pro-vide thir
16、d-party recognition of a technicians knowledge and skills in industrial automation. Candidates must meet minimum requirements for work experience and education and must successfully complete the certification test. The examination includes the following major performance domains:Calibration I. Loop
17、Checking II. Troubleshooting III. Start-Up IV. Maintenance/Repair V. Project OrganizationVI. Administration VII. Due to the technical nature of key graphics, color versions are shown in the figures section on pages 79-82. Books on project management typically focus on the theory of project managemen
18、t and the role of the project manager or project engineer. This text explores project management from a technicians perspective. Subjects include documentation requirements, com-munication requirements, planning & resource coordination, monitoring & control, administration, and closeout. These subje
19、cts are covered in domains six (project organization) and seven (admin-istration) of the ISA Certified Control Systems Technician (CCST) exam. While the text does focus on Domains VI and VII, readers will learn the roll all seven domains play in the various stages of project management. Project Mana
20、gement Overview 3REfERENCEs1. Whitt, Michael D., Successful Instrumentation and Control Systems Design (International Society of Automation, 2004), 3.2. Cockrell, Gerald W., Practical Project Management: Learning to Manage the Professional (International Society of Automation, 2001), 3-4.4 2PROJECT
21、DOCUMENTATION REQUIREMENTSThe documentation requirements for a given project include all materials used in design, planning, construction, operation, and maintenance. Each year industry faces increased pressures from regulatory agencies to maintain a safe and secure workplace. In the United States,
22、these agencies include the Occupational Safety & Health Administration (OSHA), the U.S. Environmental Protection Agency (EPA), State Departments of Environmental Quality (DEQ), the U.S. Department of Transportation (DOT), and the U.S. Depart-ment of Homeland Security (DHS). Industry has developed va
23、rious procedures in order to comply with these requirements, as well as those imposed by state and local governments. As a result, project documentation now extends far beyond traditional prints and drawings. 2.0 SITE PROCEDURESEach site presents a complex set of safety, security, operations, and en
24、vironmental issues. These vary greatly from industry to industry and are often unique to a specific location. To address them, most companies maintain site procedures for each location (see example in Figure 2-1).FIgURE 2-1Typical Site ProcedureInstructions & MethodsRevision Date 07/07/2007Prior Rev
25、ision Date 04/02/2006Site & Safety Standards GuidelinesThis Instruction and Method applies to all Company members, contract personnel,governmental agency personnel, and visitors who enter or perform any services onproperty or sites owned or operated by the Company.6 Project Management: A Technicians
26、 GuideSite procedures establish the operating authority for the facility. Typically, the site operation authority is responsible for maintaining and administering the site procedures. Site procedures also define the work that can only be performed by the operating authority. Examples include the iss
27、uing of clear-ances and work permits. While all industries face certain requirements, major differences do exist. It is important to note that even plants of similar design can present unique challenges. The site procedures are an important tool for the PMT since all employees (company and contract)
28、 are responsible for acquiring a thorough understanding of the site procedures for the specific facility. 2.1 SAFETy PROCEDURESAll personnel are responsible for understanding the hazards that may be present and the type of Personal Protective Equipment (PPE) that is required. Companies are required
29、to develop written procedures for personnel, whether employees or contractors, to safely carry out job duties.Certain hazards exist at all sites. These include, but are not limited to: High pressures and temperatures (steam, water, oil) Combustible gases Chemicals High voltage electrical equipment R
30、otating equipment Confined spaces entry hazards Breathing hazards Noise Trip and fall hazards Safety is an important aspect of project management. PMTs may be comprised of people who do not regularly work together. Often, some or all of the team members are not familiar with the facility. Project Do
31、cumentation Requirements 7While most accidents are preventable, they do happen. In an effort to maintain a safe workplace and minimize the effects of accidents (injuries, equipment damage, and lost production), most companies develop an Emergency Response Plan (ERP). Typically, the corpo-rate Enviro
32、nmental Health & Safety Department develops the plan with input from the site operating authority. The ERP (Figure 2-2) covers emergencies, disasters, and accidents at a specific site. FIgURE 2-2Typical Site ERP ManualRegardless of their level of experience, CSTs must be familiar with applicable saf
33、ety procedures and take the necessary steps to protect themselves. Knowing the hazards of the location, the required PPE, and the methods for responding to an emergency are the best way to stay safe. Safety is important on and off the job. More information on this topic is available in the second ch
34、apter of the ISA book titled “Start-Up: A Technicians Guide” (Harris, 2000).September 2009EMERGENCY PHONE NUMBERSPolice:Fire:Medical:Security Control Center: XXX-XXX-XXXXLocal Security Guard: XXX-XXX-XXXXINTRODUCTION/RESPONSE TEAMTORNADO/CIVIL DISTURBANCEMEDICAL EMERGENCIES/CHEMICAL RELEASEFIREMEDIA
35、 RELATIONS GUIDELINEBOMB THREATSWORK PLACE VIOLENCEBIOLOGICAL AGENT EXPOSUREINFORMATION TECHNOLOGIES/ENABLERS AT RISKROUTINE PHYSICAL SECURITY GUIDELINESEVACUATION ASSEMBLE AREASTELEPHONE THREAT CHECKLISTDUTIES & RESPONSIBILITIESEMERGENCYRESPONSE MANUAL8 Project Management: A Technicians Guide2.1.1
36、CONTROl OF HAzARDOUS ENERgyConditions exist in all facilities that could expose personnel to the unexpected start-up of equipment or the release of stored energy. To limit risk to personnel, the U.S. Occupational Safety & Health Administration (OSHA) developed standard 1910.147 titled, “The control
37、of hazardous energy (lock out/tag out).” A lock out/tag out, or clearance procedure provides the means to safely isolate plant systems and individual components.2.1.2 WORk AUTHORIzATION PERMITRequirements vary by industry, but in general, personnel must obtain authorization from the facility operati
38、ng authority prior to starting the work. It is important to review the facility requirements of the particular facility prior to starting a project. During a project, a CST will work under and may even hold a work authorization permit (WAP). Depending on the CSTs role on the PMT, the CST may also co
39、ordinate the work of contractors. This includes ensuring that contractor personnel have obtained a WAP from the facility operating authority.2.1.3 MATERIAl SAFETy DATA SHEETSThe OSHA Hazard Communication Standard 29 CFR 1910.1200 establishes uniform requirements for chemical manufacturers to evaluat
40、e all chemicals in order to determine hazards associated with use or exposure. The manufacturers must make this informa-tion available to the public. In the United States, the information is conveyed to users by means of container labels and material safety data sheets (MSDS). The MSDS sheet is orga
41、nized into the following eight (8) sections:Section I - Manufacturers Information Section II - Hazardous Ingredients/Identity Information Section III - Physical/Chemical Characteristics Section IV - Fire and Explosion Hazard Data Section V - Reactivity Data Project Documentation Requirements 9Sectio
42、n VI - Health Hazard Data Section VII - Precautions for Safe Handling and Use Section VIII - Control Measures The international version of the MSDS is compliant with ANSI Standard Z400.1-2003. Containing sixteen sections (shown below), the international version is more comprehensive and is becoming
43、the international norm. Chemical Product and Company Identification Composition/information on ingredients Hazard(s) identification First-aid measures Fire-fighting measures Accidental release measures Handling and storage Exposure controls/personal protection Physical and chemical properties Stabil
44、ity and reactivity Toxicological information Ecological information Disposal considerations Transport information Regulatory information Other information Employers are required to educate their employees and contrac-tors on the hazards associated with the hazardous materials they work with and ensu
45、re that information is readily available. CSTs working outside the United States should become familiar with the chemical safety programs and standards of that country. 10 Project Management: A Technicians GuideTypically, companies develop a Hazard Communication Program to meet these requirements. T
46、he program provides specific training and communication on the following:Information about the hazards of chemical products used at the facilityLocation of and access to material safety data sheets (MSDS)Proper labeling of containers The appropriate use and disposal of hazardous materials Using this
47、 information, personnel can take measures to protect themselves from these chemical hazards. In some industries, a CST routinely works with hazardous chemicals while in others a CST might have limited contact. Regardless of the industry, a CST is expected to understand and follow the site Hazard Com
48、munica-tion Program. 2.2 PHySICAl SECURITy PROCEDURESSite security requirements are another major factor the PMT must consider. Security requirements vary by industry and in some cases are driven by government regulations. As an example, some industries maintain tight security requirements due to th
49、e threat of industrial espionage. In the U.S. various agencies provide oversight and maintain standards for security which is often specific to the industry. For example, the NERC Critical Infrastructure Protection (CIP) standards set physical, cyber, and sabotage security require-ments for the power industry. Like the other members of the PMT, a CST should be familiar with the security requirements of the particular industry(s) they serve.The United States Department of Homeland Security ma
