Managing the Pipeline Project Process

Timely management of day-to-day activities is vital to the successful construction of a pipeline project. This paper will discuss how decisions made during each project phase are used to determine if the project should continue to the next level. It will also demonstrate how pipeline projects can be divided into more manageable components. Key elements during planning and design will be presented, including project structure, defined deliverables, management controls, and external influences/sources. A structured project process can minimize lost effort and cost, allowing each phase to be properly screened to address the issues that can cause delays, extra costs, or even project termination. Pipeline projects require extensive coordination with external sources, which can cause alternatives to be considered that, could impact previous decisions and influence the final project result. Specific controls during each project phase will help manage the interrelationship of property acquisitions, regulatory agency requirements, and project design. The systematic approach to planning and design can be organized into separate, but interdependent, phases structured to minimize risk and enhance project success. Each phase will involve several multi-functional reviews, but will also need to be transitioned to minimize its effect on project momentum. This paper will discuss deliverables and criteria for each phase, including estimates, schedules, health and safety, construction documents, constructability reviews, procurement and start-up planning. These activities and deliverables can be structured so that the specific steps taken will identify the necessary decisions to make a "go" or "no-go" judgment for the next phase. The subject matter included in this paper will identify the project phases and the key decisions appropriate for each phase. Conference attendees will learn what makes a project successful beyond the feasibility stage.