PM 대중화를통한선진대한민국건설 해외플랜트프로젝트의 선진프로젝트관리방법론적용사례 강신봉, 포스코건설프로젝트지원실팀장 /( 전 ) 현대엔지니어링, 현대건설 PM 경영학박사 /PMP/PRINCE2 Practitioner/CVS/CPE/CMC/CBC 한국프린스 2 포럼회장 / 한국 PM 학회플랜트. 건설. 엔지니어링분과위원장 / 한국 PM 협회프로젝트관리 NCS 개발위원포스코건설리틀 PM 봉사단장, sbkang78@naver.com, 010-6625-0827 0
Contents 1. Overview of the construction project 2. Overview of the PRINCE2 3. PM on each stage for EPC Turnkey Project 4. Key Events During 1st 100 Days 5. 글로벌프로젝트관리조직도사례 6. 해외플랜트건설기업의 PMO기능활용사례 7. Risk and Contract Management for implementing the project 8. Issue Register Lessons Log and Report 9. Lessons Log and Report 10. 해외플랜트프로젝트수행절차서 11. Project IT 12. Career Development Plan 13. Future plan for the tailoring PRINCE2 14. Concluding remarks 1
1. Overview of the construction project The introduction of Program Project for Brazil Project Abstract : 1Step - Slab 300MTPY Steel Mill Plant ( 2Step : 600MTPY) (19 Unit projects) Client: CSP (Companhia Siderúrgica do Pecém) Vale 50%, Dongkuk 30%, POSCO 20% Location : Pecem, Ceara state, Brazil Contract receivables : Main : USD4.37Billions(5 조 800 억원 ) Propulsion progress -Feasibility Study 2009 -Basic eng. of site arrangement - Eng : Received LI - Mtg of proposal spec. 2010 - Contract mtg - Received LOA - Contract - Contract Ceremony - Earth break - Completion 2011~2016.2 2
2. Overview of the PRINCE2 The structure of PRINCE2 Changes PRINCE2 Environment ) Progress Risk Business Case PRINCE2 Processes Plans PRINCE2 Themes PRINCE2 Principles Organization Quality -Business Case -Organization -Quality -Plan -Risk -Change -Progress -Directing a Project -Starting Up a Project -Initiating a Project -Managing a Stage Boundary -Controlling a Stage -Managing Product Delivery -Closing a Project 1) Continued Business Justification 2) Learn from experience 3) Defined Role & Responsibility 4) Manage by stages 5) Manage by exception 6) Focus on products 7) Tailor to suit the project environment Relations between the themes and the process of PRINCE2 Business Progres Case s Organization Changes Risk Plans Quality 출처 : - Page 6, Managing Successful Projects with PRINCE2 TM, 2009, TSO(The Stationery Office) - 목성균, 2013, PRINCE2 의특징및적용, 한국프로젝트경영협회심포지엄 3
2. Overview of the PRINCE2 What is tailoring? PRINCE2 can be used whatever the project scale, complexity, geography or culture, or whether it is part of a programme or is being managed as a stand-alone project. Difference between Embedding and tailoring Embedding Done by the organization to adopt PRINCE2 Focus on Process responsibilities Scaling rules/guidance (e.g. score card) Standards (templates, definitions) Training and development Integration with business process Tools Process assurance Guidance in PRINCE2 Maturity Model. Tailoring Done by the project management team to adapt the method to the context of a specific project Focus on Adapting the themes (through the strategies and controls) Incorporating specific terms/language Revising the Product Descriptions for the management products Revising the role description for the PRINCE2 roles Adjusting the processes to match the above. Guidance in this manual. 출처 : Page 215, Managing Successful Projects with PRINCE2TM, 2009, TSO(The Stationery Office) 4
2. Overview of the PRINCE2 General approach to tailoring Multi-organization External customer/suppliers Corporate standards Within a programme Organization maturity (e.g. centre of excellence) Terms and language Geography Organization culture Project priority etc. Scale Solution complexity Team maturity Project type and lifecycle model etc. Environmental Factors PRINCE2 Principles Project Factors Tailor Adapt the themes (through the strategies and controls Revise terms and language Revise Product Descriptions for the management products Revise role descriptions Adjust processes to match the above Record in the Project Initiation Documentation Influences on the tailoring requirement 출처 : Page 216, Managing Successful Projects with PRINCE2TM, 2009, TSO(The Stationery Office) 5
3. Project Management on each stage for EPC Turnkey Project Survey Market Busine -ss Case Business Planning Basic Eng. Detail Eng. Bud get Order Subcom Construction Plann Constr - uction Commiss. Maintenan ce Operation Feasibility study 0. Starting Stage Project Management ( 프로젝트관리 ) Planning Engineering Procurement & Contract Construction Commissioning /Operation 1. Planning Stage 2. Engineering Stage 3. Procurement Stage 4. Construction Stage 5. O & M Stage 1. 조직의구성 2. 사업관리계획서작성 3. 프로젝트수행절차서등 1. 계약서류작성 2. 대관관련업무 / 금융조달 3. 각종절차서검토 1. 입찰자평가기준수립 2. 입찰공고 / 서류 / 심사 3. 각종허가 / 보험 / 보증등 1. 현장시설물의확인 2. 공사참여자들의업무조정 3. 발주자지급자재공급계획 1. 준공금지급 2. 대관관련업무 / 금융조달 3. 각종절차서검토 Design ( 설계관리 ) 1. 설계범위설정 2. 설계자의업무범위검토 1. 설계도서검토 2. 시방서작성 3. 일반 / 특수계약조건검토 1. 입찰최종도면확인 1. 설계변경 /VE 검토 2. 시공계획적정성판단 3. 시공도 / 준공도작성검토 1. 준공도확인관리 Cost ( 공사비관리 ) 1. 프로젝트예산작성 2. 대안에따른비용분석 1. 견적및원가관리업무 2. 가치분석 (Value Analysis) 1. 추가사항에대한견적 2. 입찰가격심사및협상 1. 기성및설계변경관리 2. 공법및자재적정성검토 3. 공사비관련클레임대비 1. 총공사비용작성 2. 운영비용작성검토 Time ( 공정관리 ) 1. Master Schedule 2. Milestone Schedule 1. 설계일정검토 2. 공사일정계획 3. 여유시간 (Float) 관리 1. 공정계획서작성제출요구 1. 공정진도관리및점검 2. 공기연장및클레임검토 3. 지연공정만회계획 1. 입주및운영계획일정수립 Cont. Admin. ( 계약 / 리스크관리 ) 1. 문서의승인절차작성 2. 문서관리체계수립 3. 리스크관리전략 / 절차수립 1. 설계진행의관리 2. 일정점검 / 리스크점검보고서 3. 프로젝트원가보고서 1. 입찰심사낙찰예정자심사 2. 계약및착공지시 3. 공정 / 원가 / 출납보고서작성 1. 문서관리 / 현장보고서 2. 월간보고서작성보고 3. 시공도면검토및클레임 1. 문서의승인절차작성 2. 입주및운영 3. 준공금지급 / 계약종료 Quality ( 품질관리 ) 1. 품질관리의목표설정 2. 품질관리조직의구성 3. 품질관리계획서작성 1. QA/QC 계획의검토 2. 품질관리시방서검토 3. 시공성검토등 1. 품질관리절차 / 시방확인 1. Inspection 및시험관리 2. QA/QC 보고서기록보관 3. 준공검사및펀치리스트 1. 유지관리지침서검토및사용지원 HSE ( 안전 / 환경관리 ) 1. 안전관리주체의결정 2. 안전관리조직의구성 1. 안전관리프로그램작성 2. 사전자격심사기준작성 3. 환경영향평가검토 1. 안전관리계획서검토 2. CM 의안전관리계획 3. 착공전안전회의 1. 안전점검및조정회의 2. 정기적인감사실시 3. 월간보고서작성제출 O & M ( 운영유지관리 ) 1. Start-up 계획및준비 2. O & M Manual 준비 3. Spare Part 준비 1. Start-up ( 시운전 ) 2. O & M 관리지침서작성 3. 하자보수관리 6
4. Key Events During 1st 100 Days Activities Key staffs mobilize Capture previous lessons Kick-off meeting with Owner/StakeH. Project Project execution planning Management Project schedule(60/90days, Lev. I/II/III Project cost control plan Quality plan (Eng., Procure. & Construction) Procedure (Measurement, Coodination,Cost, Sch.) 1st Month 2nd Month 3rd Month 1W 2W 3W 4W 1W 2W 3W 4W 1W 2W 3W 4W 90 Days Level I/II Level III 60days /month FEED varification (Precess data, Equip/Inst D/S Engineering P&ID, plot plan development Document submittal plan (PID) Bulk material take off (P&ID Basis) Contracting for engineering subcon Material procurement plan Procurement Construction Material management plan Calarification for novated item PO Procurement for non-novated item MR Quo TBE PO Approval for additional vendor Site management plan ITB issue for construciton subcontract Topo survey 7
5. 글로벌프로젝트관리조직도사례 프로젝트수행인력 ( 경영자, 직접참여자, 지원참여자 ) Project management team structure Corporate or Programme Management Project Directing Project Board Management Managing Project Team Delivering Team 출처 : Managing Successful Projects with PRINCE2(2009) 8
5. 글로벌프로젝트관리조직도사례 경영진, 직접참여자및지원참여자의역할및책임요약 인력 PRINCE2 Role & Responsibilities 경영진직접참여자지원참여자 Project Board Project Team Team Member Project Support Project Board 는 Executive, User(s) 및 Supplier(s) 로구성하며, corporate or program 이정해준지시범위내에서권한과책임 Business, User 및 Supplier 의이익측면에서프로젝트의성공과실패에대한책임 (accountability) 프로젝트에대한일관된지시, Project 에게지시하는것이 Project Board 의주요한책임이기때문에 Project Board 전원이지시사항에대한통일된시각 Executive 의 user 나 supplier 의지원을받아책임은 Project Board 가프로젝트에대한책임 Executive 의역할은프로젝트기간중프로젝트목적달성에집중, 예상편익달성을가능하게할산출물의공급, 투자가치가보장, business, user, supplier 간요구사항의균형유지 Project 는단독으로 day-to-day management( 매일매일의관리 ) 를중점적으로다루고, Project Board 가정해준 ( 제한 ) 범위내에서 Project Board 의대리인으로써프로젝트관리권한, PRINCE2 환경에서는 Project 의역할은분산시킬수없다. Team Mangers, Team Support 를관리, Project Assurance, Project Board 와의연락책임 별도로 Team 가임명되지않은경우, 관련된 Team Members 와함께업무를직접수행해야한다. Project Support 가별도임명되지않은경우 Support 업무수행의책임은 Project 에게 ( 업무를팀원들과나누어하더라도 ) 있다. Project 가할당해준산출물들을완료하고, Project 의지시를받고, 그에게보고하는일을한다. Team 의역할은 Project 또는다른개인에게위탁할수있고, Project manager 가본인이스스로하지않고, 다른사람을 Team 로임명할수있다. Team 를지시를받아 Project 최종성과물을산출하는책임이있고, Team 에게진행현황을보고한다. Project - Support 는 Project 의책임이며, 필요시이일을 Project Support 에게위임할수있다. Project Support 의역할은행정지원또는권고, 관리도구 (tools) 사용에대한지도 / 안내및형상관리를포함하며, 또한 planning. risk, Claim, 세무. 회계. 법무등의 management 같은특별한기능을제공한다 출처 : Managing Successful Projects with PRINCE2(2009), 발표자보완 9
5. 글로벌프로젝트관리조직도사례 Level(Corporate/ Programme) Project Mandate Corporate advice and decisions Level(Directing) 계획 / 완료 approval, Exception Item 승인 Company & Program Project Director Corporate/Program Project QA/QC Direction Level(Managing) day-to-day management Project HSE-M Project Management Project Support Level(Delivery) 성과물에책임자 (Team ) Project Control Project Engineering Procurement Commissioning Site Delivery How??? What are Key Success Factors for the successful project? Successful Team Great s Great Team Members Field QA/QC Field Control Field Admin Field Eng g Field HSE-M Field PrM Construction 10
Overseas Project Organization Chart for EPC Turnkey Project (Typical) Key Words for Great s My Knowledge + My Energy + Creating Teamwork Creating Communication Sharing and Listening Motivating and Activating Teams Creating Synergy Project Project Support Project QA/QC HSE- Single Responsibility Representative of Contractor Day to day managing Coordination with Co s organization Quality Assurance, Control Health, Safety, Environment Project Control Contract Cost Schedule Risk/Claim Document IT Coordination Admin Project Engineering Optimization Study Process Simulation Basic Engineering Detail Engineering Eng g Manual, etc Procurement Purchasing Expediting Inspection Logistics(Tracking) Custom/Clearance Field Control Commissioning Commissioning Start-up Performance Test Field Administration Site Field Engineering Field Procurement Construction Field Cost/Schedule Field Engineering Field Procurement Field Safety Field QA/QC Field QA/QC Field HSE- Construction Key Words for Successful Team -> Teamwork -> Communication -> Creating Synergy Cost Schedule Risk/Claim Document IT Field Admin Accountant General Affairs Labor Welfare Design/Eng. control Eng g Manual, Purchasing Expediting Inspection Construction etc Shop Dwg. Logistics(Tracking) Custom Clearance Local Eng. Control 11
6. 해외플랜트건설기업의 PMO 기능활용사례 PMO 의생애주기 PMO 역량성숙도모형 출처 : Andersen et al.(2007), 김승철. 이재성 (2014) 출처 : Hill(2004), 김승철. 이재성 (2014) 12
6. 해외플랜트건설기업의 PMO 기능활용사례 해외플랜트건설기업의 PMO 기능활용방안및사례 업무구분현행개선요구항목 통합 (Integration) 지원 (Supporting) 지원조직의프로젝트지원및관리업무가분산으로프로젝트수행이비효과적임 - PMO 기능업무가분산되어협업혼란 - PM 입장에서업무협조곤란및업무지연초래총괄지원업무책임자부재 - 인터페이스복잡하여업무협조어려움 EP, C 의책임분리운영으로지원체계의복잡 / 업무혼선초래 전사적사업관리표준및총괄가이드기능부재 Global Standard 에서요구되는사업관리기능및표준관리체계가업음 - 선진기업의전사적선도 PMO 기능없음 해외사업수행을위한정보인프라미흡 - EPC 관점의프로젝트지원보다시공위주 통제기능의분산, 중복통제 (Controlling; Monitoring & Auditing) 자문 (Consulting) - 통제 / 관리를하나아무도하지않는결과 ) 문제보고중심 ( 문제해결보다감시, 감독 ) 실행원가중심조직운영, 각본부별수주, 매출의계획및종합관리체계가없음 - 제한된사업관리수행, 고객불만족 / 비용증가 프로젝트수행의고도화된사업관리에의한변화관리및컨설팅인력부재 / 능력부족 - 사업관리를통한 Risk 최소화및수익성확보개념부족 PJT 종합관리부서 (PMO) 강화 - 지원, 자문, 통제유관기능통합 ( 조직정비및개편 ) 분산된사업관리기능통합운영으로프로젝트지원 / 통제 / 자문체제선진화 - 의사소통단순화, 업무신속, 관리비용절감및인력운용용이 One PM 제도화및시행 해외프로젝트전담지원 PMO 기능강화 - One Stop Service 기능강화, Gate 역활 - 인적및조직역량강화필요 전사적프로젝트지원 (Support) 체제구축 - 프로젝트초기 Set-up 및현지화지원 - PM 표준화와방법론과프로세스정립 PM 관련도구및시스템제공및모니터링 - EPC 관점의프로젝트지원절차및지원체계정립 통제. 관리기능의일원화로 PM 통제체계화 - PJT Issue 관리 Process 중심시범운영 전사적프로젝트통제 / 관리체제구축 - 프로젝트감독 (PM 방법론채택여부등확인 ) - 프로젝트비용 ( 원가 ) 과일정관리 - 주요자원관리, 이슈추적및 Risk 관리 PM 과핵심멤버에지속적코칭 / 훈련시스템정립 - 사내경험인력활용자문및지원 기술 / 법무자문, Trouble Shooting 등문제해결 13
7. Risk and Contract Management for implementing the project 14
7. Risk and Contract Management for implementing the project 계약이행사항관리 LIST 15
7. Risk and Contract Management for implementing the project Example of Risk Management Strategy 1. Introduction 2. Risk Management procedure 3. Tools and techniques 4. Records 5. Reporting 6. Timing of risk management activities 7. Roles and responsibilities 8. Scales 9. Proximity 10. Risk categories 11. Risk response categories 12. Early-warning indicators 13. Risk tolerance 14. Risk budget Example of Risk Management Procedure 1. Identify 2. Assess 3. Plan 4. Implement 5. Communicate 16
8. Issue Register and Issue Report Issue Register The Purpose of the Issue Register The Purpose of the Issue Register is to capture and maintain information on all of the issues that are being formally managed. The Issue Register should be monitored by the Project on a regular basis. The Composition of the Issue Register 1) Issue identifier ( 이슈식별자 ) 2) Issue type ( 이슈종류 ) Request for change Off-specification Problem/concern 3) Date raised ( 발생일자 ) 4) Issue Report author ( 이슈보고집필자 ) 5) Issue description ( 이슈내용 ) 6) Priority ( 우선순위 ) 7) Severity ( 심각성 ) 8) Status ( 상태 ) 9) Closure date ( 종료일자 ) 출처 : Page 246, Managing Successful Projects with PRINCE2TM, 2009, TSO(The Stationery Office) 17
8. Issue Register and Issue Report Sample format for Issue Register Brazil xxxxx Project Prepared by each Plant PM Seq. No Issue Identifier Issue Type Date raised Raised by Issue Report Aut hor Issue Description Priority Severity Status Closure Dat e Remark s 1 2 3 4 5 6 7 8 9 10 18
8. Issue Register and Issue Report Issue Report The Purpose of the Issue Register An Issue Report is a report containing the description, impact assessment and recommendations for a request for change, off-specification or a problem/concern. It is only created for those issues that need to be handled formally. The Composition of the Issue Register 1) Issue identifier ( 이슈식별자 ) 2) Issue type ( 이슈종류 ) Request for change Off-specification Problem/concern 3) Date raised ( 발생일자 ) 4) Raised by ( 유발자 ) 5) Issue Report author ( 이슈보고집필자 ) 6) Issue description ( 이슈내용 ) 7) Impact analysis ( 영향력분석 ) 8) Recommendation ( 권고사항 ) 9) Priority ( 우선순위 ) 10) Severity ( 심각성 ) 11) Decision ( 결정 ) 12) Approved by ( 승인자 ) 13) Decision date ( 결정일자 ) 14) Closure date ( 종료일자 ) 출처 : Page 247, Managing Successful Projects with PRINCE2TM, 2009, TSO(The Stationery Office) 19
8. Issue Register and Issue Report Sample for Issue Report 20
9. Lessons Log & Report Lessons Log The Purpose of the Lessons Log The Lessons Log is a project repository for lessons that apply to this project or future projects. Some lessons may originate from other projects and should be captured on the Lessons Log for input to the project s strategies and plans. Some lessons may originate from within the project where new experience (both good and bad) can be passed on to others via a Lessons Report. The Composition of the Lessons Log 1) Lesson type ( 유형 ) Project Corporate or programme Both project and corporate or programme management 2) Lesson Detail ( 세부내용 ) - Event, effect ( 긍정적인혹은부정적인영향 ) - Cause/trigger, whether there were any early warning indicators ( 원인및계기, 조기징후가있었는지의여부 ) - Recommendations ( 권고사항 ) 3) Date Logged ( 작성날짜 ) 4) Logged by ( 작성자 ) 5) Priority ( 우선사항 ) : Project 의선택된 Category 측면에서의우선사항 출처 : Page 248, Managing Successful Projects with PRINCE2TM, 2009, TSO(The Stationery Office) 21
9. Lessons Log & Report Sample format for Lessons Log 22
9. Lessons Log & Report Lessons Report The Purpose of the Lessons Report The Lessons Report is used to pass on any lessons that can be usefully applied to other projects. The purpose of the report is to provoke action so that the positive lessons become embedded in the organization s way of working, and that the organization is able to avoid any negative lessons on future projects. The Composition of the Lessons Report 1) Executive summary ( 개요및요약 ) 2) Scope of the report ( 보고서범위 ) 3) A review of what went well, what went badly and any recommendations for corporate or programme management consideration. - Project management method, Any specialist methods used, Project strategies, Project controls (and the effectiveness of any tailoring), Abnormal events causing deviations 4) A review of useful measurements ( 유용한측정법검토 ) 5) For significant lessons it may be useful to provide additional details - Event, Effect, Causes/trigger, Whether there were any early-warning indicators, Recommendations, Whether the triggered event was previously identified as a risk 출처 : Page 249, Managing Successful Projects with PRINCE2TM, 2009, TSO(The Stationery Office) 23
9. Lessons Log & Report Sample format for Lessons Report 24
9. Lessons Log & Report Application Sample of Lessons Log & Report 1) Utilizing the education material to prevent trial and error of the overseas project of company-wide project management 2) 타당성조사에서부터사업종료시까지계속적인업데이트를통해동일의시행착오나오류를제거하는데활용 3) 차기사업수행시참고자료및유사사업의 Lessons Learned로활용 4) 문서관리시스템 (DB화) 에등재하여계속적인유지관리및참고자료로활용 5) 해외플랜트사업의지속적인 Lessons Log 관리로효율적인사업수행토록함 6) 프로젝트시작시, 진행도중, 종료시교훈을찾고기록하고행동을실시함 ( 분기 1회, Stage 별로업데이트실시 ) 7) Risk Management와관련되어있음. 교훈을이용한 Risk 관리 25
10. 해외플랜트프로젝트수행절차서 Procedures list for Project Management for the international construction project NO. Procedure Quantity 1 Project Management & Engineering 17 2 Project Control 6 3 Procurement 6 4 Construction 42 5 Precom., Commissioning & Start-up 9 6 HSE 11 7 QA/QC 27 8 ITP 26 합계 144 26
10. 해외플랜트프로젝트수행절차서 Appendix A : Product Description outlines A. 1 BENEFITS REVIEW PLAN A. 2 BUSINESS CASE A. 3 CHECKPOINT REPORT A. 4 COMMUNICATION MANAGEMENT STRATEGY A. 5 CONFIGURATION ITEM RECORD A.6 CONFIGURATION MANAGEMENT STRATEGY A.7 DAILY LOG A.8 END PROJECT REPORT A.9 END STAGE REPORT A. 10 EXCEPTION REPORT A.11 HIGHTLIGHT REPORT A.12 ISSUE REGISTER A.13 ISSUE REPORT A.14 LESSONS LOG A.15 LESSONS REPORT A. 16 PLAN A.17 PRODUCT DESCRIPTION A.18 PRODUCT STATUS ACCOUNT A.19 PROJECT BRIEF A.20 PROJECT INITIATION DOCUMENTATION A.21 PROJECT PRODUCT DESCTIPTION A.22 QUALITY MANAGEMENT STRATEGY A.23 QUALITY REGISTER A.24 RISK MANAGEMENT STRATEGY A.25 RISK REGISTER A.26 WORK PACKAGE 출처 : Page 235, Managing Successful Projects with PRINCE2TM, 2009, TSO(The Stationery Office) 27
10. 해외플랜트프로젝트수행절차서 Sample the procedures of the international construction project 28
11. 프로젝트 IT Project IT 종합프로젝트관리시스템인 PMIS (Project Management Information System) 문서관리시스템, 통합기자재및물류관리시스템, 공정관리시스템, 리스크관리시스템, 설계관리시스템, 공사관리시스템등의다양한프로젝트관리시스템등 첫째, Single Source 로자료관리해야한다는것이다. 의사소통을위한출장, 회의등을 PJT 일정관리와자동연계하고, 단일자료관리를위한공문, 도면등자료의버전관리, 보관및배포를효과적으로하며, 웹하드, 이메일및메신져등중복관리를배제한다. 둘째, PJT 참고자료들의접근성를제고하는것이다. PJT 참여자는유사실적프로젝트의 Lessons Learned 자료를활용토록보안권한을조정하고, 수행단계별수행했던기존프로젝트의현지조사, 입찰견적, 계약, 계획수립, 설치완료, 시운전, 준공등의 Lessons Learned 등록을시스템적으로운영 셋째, 시스템의접근성을실시간장소에관계없이활용사용자의접속위치에관계없이빠른조회응답속도를낼수있도록화면설계 29
11. 프로젝트 IT 종합사업관리시스템 < 프로젝트 IT; PMIS 샘플 > 출처 : H 사 PMIS 모델 ; 발표자보완 30
11. 프로젝트 IT MTS(Material Tracking System, 설비기자재통합물류추적관리시스템 ) 1 2 3 4 5 6 설계정보 ( 구입사양서 ) 구매계약정보 제작 / 검수정보 해상운송정보 통관 / 내륙운송 현장도착 종합 ( 보고서 ) R E A L - T I M E T R A C K I N G 설비기자재실시간추적관리시스템 1 구입사양서코드관리 구입사양서코드, 사양정보 2 계약관리정보 업체정보, PO No., 계약일자 3 제작검수정보 4 제작정보 검수정보 ㆍ VDR 정보, VDR 승인정보, ㆍ제작완료일, ㆍ검수완료승인정보ㆍ Packing 정보및문서 해상운송정보 FOB, ETA/ETB/ETC/ETD/ATA/ATB/ATD, 5 현지통관, 운송및현장도착 통관일및분서, 내륙운송정보, DTS 6 종합 Report : 발주처용 / 내부용 MSR(Material status report) ( 발주처 ) 내부실시간구매업무보고서생성 VDR (Vendor) : 공급사 ( 제작사 ) FOB (Free on board) : 본선인도가격 ETA (Estimated Time of arrival) : 입항예정시각 ETB (Estimated Time of berth) : 접안예정시각 ETC (Estimated Time of complete) : 하역완료예정시각 ETD (Estimated Time of departure) : 출항예정시각 ATA (Actual Time of arrival) : 실제입항시각 ATB (Actual Time of berthing) : 실제접안시각 ATD (Actual Time of departure) : 실제출항시각 DTS (Departure to Site) : 현장도착 31
12. Career Development Plan (CDP) 교육수준 Level 1 Level 2 Level 3 Level 4 Level 5 PM과정명 대상 평가기준 / 인사적용 주요과목 시간 (Hrs) PM 일반과정 ( 입문과정 ) PM 일반과정 ( 중급과정 ) PM 분야전문가과정 PM 팀메니져과정 PM 책임자과정 PM 지휘자과정 전 Associate 전 및경력사원 Schedule Control M Contract/Risk/Claim Cost Control Mgr. Human Resource M Logistics Mgr IT 세무회계 / 금융 M EM, PrM, CM, CoM, PSM, Q-HSEM PM, PrgM PD, 임원승진대상자 / 미이수기존임원 평가 : 70 점합격후승급 평가 : 70 점합격후승급 평가 : 이상 70 점합격된후해외사업보직 평가 : 70 점합격후해외사업보직 평가 : 70 점합격후해외사업보직 평가 : 70 점합격후임원승진및보직 PMBOK(PMI)/PRINCE2 기본과정, PM 관련과목 PRINCE2 심화 /ISO21500 글로벌 PM 비교분석서 PM 관련과목 ( 공사관리포함 ) PM 개요, Schedule 관리, Proposal 과계약, Risk.Claim, 원가관리, 구매 / 운송, Project IT, 공사 / 시공 / 시운전 / 공사품질, 프로젝트 IT 기술세무 / 회계 / 금융 엔지니어링기술, 구매 /Expediting/Logistic, 시공기술, 시운전기기술, 지원기술, 품질 / 환경 / 안전 / 보건 PM 개요및실무 PM 심화과정 Project 지휘방법론 PM 개요및실무 32 32 32 40 40 32 32
13. Future plan for the tailoring PRINCE2 & PM 1) Stage 별 Business Case 의절차정립및시행 2) Project Management Procedure 의부분적적용을전체적용 3) 실행예산편성시분야별상세한 Tolerance 의적용추진 4) WBS 에의한성과품관리를 PBS(Product Breakdown Structure) 로적용추진 5) 회사의글로벌 PM 를 PRINCE2 적용을추천 6) 전직원에대한 PM 능력향상을위해실용적인 PRINCE2/PM 교육을적극시행 7) 플랜트엔지니어링회사란 Project 전문회사로서전직원의 PM 전문화노력에선진 PM 과 PRINCE2 활용및 Company Adoption 추진 33
14. Concluding remarks ( 맺음말 ) Application effects and results ( 적용효과및성과 ) Global PM 인프라확보로수주활동에기여및프로젝트수행역량향상으로수익성증가 - 해외사업관리프로세스정비, PM체제운영및글로벌수준의사업관리체질화에경험지식제공 - 해외 PJT 기반의 Project IT 표준모델구축및지원체계구축에절차등을활용 Global Standard PM 수행조직 ( 조직구성, R&R, 직제규정등 ) 구축에활용용이 - 해외 PJT 수행조직구성시사업관리부분의핵심직무인력배치 - 해외 / 대규모 PJT 를위한본사지원, 통제, 자문기능의 PMO 체제구축 초기 Set-up 및지원분야 One-Stop Service 기능강화로초기리스크제거 - 수주부터사업전과정의 Risk, 최적의원가, 공정및각단계 Interface 관리용이 - Process 별 Health check 활용으로사업의안정성확보 글로벌 PM 및핵심인력양성교육프로그램활용으로해외사업의역량인재확보 - Global 사업관리및해외핵심업무를수행할수있는인적역량을단기간내제고로발주자신뢰확보및종합손익개선에기여 - PSM 배치로핵심육성분야 (Q-HSE, 클레임, 공정관리분야등 ) 인력육성방향성제공 34
14. Concluding remarks ( 맺음말 ) Difficult problems of application ( 적용상애로사항 ) Global PM 체제에대한방법론과글로벌 PM 용어에대한인식의차이 경영진의글로벌 PM 방법론에대한인식제고가요구되는점 체계적인 Career Path 에의한 PM 핵심인력의단계적양성체계미흡및교육부족 국내프로젝트수행관행에의한글로벌사업관리및변화관리능력부족 PM/SM 의주요책임자의사업관리에대한변화관리인식부족 협상 / 계약검토, 관리기능의전문화에대한노력부족 해외 EPC 수행역량부족 해외 PJT 의초기전담지원체제미비 해외 PJT 용표준업무 Infra 구축미비 (PMIS, MCS, PM Procedures) Application and fulfillment expression ( 적용및수행소감 ) EP, C 분리수행의기존국내관행에서글로벌 PM 체계, Pre-con 역량, EPC 수행역량, 우수 PM 글로벌인력양성을통한 Global 환경의사업수행으로해외사업경쟁력확보 ( 매출이익향상 ) 해외 PJT 의글로벌사업관리방법론을적용을함에있어서과거에적용하였던 PMBOK 는지식영역위주로활용하고, 이에더하여 PRINCE2 는 Principle 과 Process 위주로활용하면해외사업수행에아주효과적인것으로판단되어계속해서활용할계획임. 35
PM 대중화를통한선진대한민국건설 PKF PRINCE2 Korea Forum Questions?