Sunday, February 3, 2019

Piping Engineering Leadership for Process Plant Projects




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Description
There are many books already on the market that address all the purely technical and mechanical aspects of the piping engineering and design profession (piping). There is also a long list of codes and standards that form the “rules” that govern the piping industry. This book is not about these technical aspects of piping nor is it intended to compete with or contradict any of these fine works. In fact, I have a number of these books in my personal library. I have found the need to refer to them on a regular basis during the course of my work. I also have used many of them as text or reference material when I teach the various entry levels and intermediate level design training classes. This book is also not about piping department management. There is no doubt that department management is complex, and the issues there are very important. Some department issues may even
be similar to issues discussed in this book. However, I will leave any discussion of the department management area to others.

The focus of this book is the position of the lead, the person who is incharge of the piping effort on a process plant project. This position and the responsibilities of this position are not currently covered in any of these other technical books. This “lead in charge” is the person assigned to a project and held responsible for the successful execution of all the piping activities, both technical and nontechnical. This book is intended for the individual who may be at (or near) the top of the technical ladder and who will soon become, by choice or circumstance, a supervisor or “lead incharge” as a project piping lead. It may also assist those who are currently in this position of project responsibility by validating what they are already doing. Hopefully, it may also suggest new areas where they can bring value to that project.

Content:-
Preface
Part I—Roles and Responsibilities
1. Piping
2. Engineering Management and Other Engineering Disciplines
3. Nonengineering Groups
Part II—Project Descriptions
4. Project Types, Terms, and Execution Philosophy
5. Grassroots Projects
6. Revamp and Rebuild Projects
Part III—Procurement, Pipe Fabrication, and Contracts
7. Procurement Responsibilities
8. Pipe Shop Fabrication 
9. Contracts and Construction Work Packages (CWP)
Part IV—Project Execution
10 Project Definition—Scope of Work
11. Estimating
12. Scheduling
13. Planning and Organizing
14. Staffing and Directing
15. Controlling Change
16. Reporting
17. Project Completion.
Part V—The Future
18. Where Do We Go from Here? 
APPENDIX ATypical Piping Deliverables
APPENDIX B The Cradle-to-Grave Concept
APPENDIX C Glossary
APPENDIX D Suggested Piping File Index
INDEX
ABOUT THE AUTHOR

Author Details
 "James O. Pennock" has more than 45 years of diversified process plant engineering experience. He has been involved in numerous domestic and international projects, in addition to computer graphic software development, manufacturing engineering, and pipe fabrication shop engineering.




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