Operational Readiness requirements for brownfield projects differ from those of greenfield projects. In a brownfield environment, it is about managing the change to the business, while in a greenfield situation you are typically building an entirely new organization.
Lunch packed - check; steel toed boots - check; shirt tucked in - check; one final look in the mirror and I tell myself “you’ve got this!” Today is my first day on a new project and I’m looking forward to a new chapter in my professional career. I wonder what my new project team will be like; have I worked with any of them before?
“So, what exactly do you guys do anyway?” That’s a question that comes up from time to time. The winding path of a new business is an amazingly interesting journey, and until now we have fit into a single box that people understand: consulting services. Last Friday, we exploded that convenient paradigm.
Why would a Project Team worry about maintenance? It comes down to the project’s definition of success. While some project managers see cost and schedule metrics as their only definition of success, the legacy of their project will ultimately be judged by the combination of those metrics in addition to the asset’s ability to ramp up to full production. To do that, the equipment needs to operate reliably, which is the purpose of a maintenance program.
The construction approach required for brownfield projects differs from that of greenfield projects because of their differing characteristics. This is part 3 of a 5 part series comparing these two types of industrial projects.
Have you ever said to yourself: “Why do we keep repeating the same mistakes over and over again?!” Unfortunately in project-driven industries repeating past mistakes happens more frequently that we might think. There are many reasons for this; projects happening across the globe, high personnel turnover and inconsistent project execution practices are some of the surface causes, however in many cases the root cause can be traced back to the difficulty that many organizations have in collecting and leveraging organizational knowledge.
The engineering and planning approach required for brownfield projects differs from that of greenfield projects because of their differing characteristics. This is part 2 of a 5 part series comparing these two types of industrial projects.
One year ago today, I pulled out of my employee parking spot and headed toward the biggest risk of my career in starting a business. This first year has had its share of accomplishments and challenges, but the most valuable result of year 1 is what we have learned as the business has grown. In this post I am going to offer advice to anyone who may be considering "the leap" that I took a year ago.
Industrial project success is not only based on construction being completed according to plan, but the organization's Operational Readiness (OR). While OR scope varies depending many factors, a structured approach to assessing requirements and executing the plan is imperative. The fundamental key to success however is the recognition that both the construction of the assets and Operational Readiness must be executed as a single, integrated project.
The objectives of industrial brownfield projects differ from those of greenfield projects and this difference cascades through all phases of their implementation. This is part 1 of a 5 part series comparing these two types of industrial projects.