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Speciale Ipma Italy

tion, planning, HSE (Health Safety Environment), • attendance to language classes;
quality, legal and so on. All of them report to the • team building events engendering mixing
project manager, the ultimate interface with the of the teams and establishment of perso-
DT (fgure 2). nal contacts not strictly related to project
tasks;
Cultural melting pot and • working meeting in hotels or outside off-
ces, allowing people to know each other
scattered decision center and spend time together also in the eve-
ning or during dining parties.
Foster Wheeler is a global company, with an in-
ternational mentality and a multiethnic resources
composition. However the various geographical Modularization management
centers in which the consortium was executing When the DT agreed to shift to a modular exe-
the entire project as well as the remote location cution, it became essential to modify the project
of DT could represent potential concerns in organization. Modularization requires a complex
terms of effectiveness. and multidisciplinary approach, according to
Several initiatives were put in place to allow a which a clear defnition of duty and responsi-
seamless alignment among the various sta- bilities is necessary and a specifc competen-
keholders of the project and keep on track the ce is essential. Designing a plant by modules
agreed execution. The most signifcant are here and pre-assembled units is not matter of pure
below listed: engineering or construction; not even a simple
• coordination procedure and documents di- management decision. It is rather the result of
stribution matrix to make everyone aware a codifed process which can be summarized in
of the rules for communications and delive- three main steps
rables publishing; • feasibility;
• participation in selected meetings (as • screening;
observer) when the subject was not spe- • concept defnition.
cifcally related to its own scope of work to
improve the “transparency” of any decision; Knowledge of proper methodologies, use of ap-
• extensive use of video conferencing facili- propriate assessment techniques (such as CII
ties and social networking tools; Strategic Decision Tool for PPM) and familiarity
• clarifcation sheets periodically exchanged with the modularization industry are essential to
among the parties to clarify or discuss govern the entire process. The appointment of
technical topics and engineering issues; an experienced modularization manager and his
• periodic alignment meeting and proper re- placing in the frst tier of the organization chart
porting of decisions taken. was a key event.
It is important to underline that this leader nee-
To remove the cultural barriers and, in some ca- ded to continuously interact with the other peer
ses, mitigate the problem of different languages managers to be effective. He agreed with the
the following actions proved particularly effec- engineering manager the overall dimensions of
tive: modules, the type of connections with founda-
• training sessions managed by a veteran tions/pillars, the transportation methodology,
of Foster Wheeler with a direct experience and the shape of temporary structures. He de-
with the companies or in the countries in- cided with the procurement manager the va-
volved in the project; rious contracting approaches, a list of suitable

Fig. 3 – Modularization manager

54 54 Impiantistica Italiana - Luglio-Agosto 2014