Finding The Balance - Due to the high demands of the pharmaceutical industry fast track projects are a common phenomenon nowadays. However, they are less fault-tolerant than standard projects. As a consequence, the contractor or general planner is faced with a more strenuous planning and project management process. Which steps does he have to follow alone or in cooperation with his client in order to enhance and accelerate the project planning and realization? Rolf Mönig, Head of Engineering of the Chemgineering Group and Managing Director of the Chemgineering Technology in Wiesbaden, Germany, provided CHEManager Europe with some of the answers to fast-track projects.

CHEManager Europe: Is there a definitive definition for what constitutes a fast track project?

R. Mönig: There is no exact or proper definition in the field of high-tech construction. On the other hand, this also might not be purposeful as every project is unique and the framework conditions are significantly different. Based on my personal experience, I define it in the following way: Fast track projects are technically highly sophisticated projects which are already running late from the minute they start. With normal project procedures they would fail. The project goal can only be achieved by an intelligent and controlled process optimization. As the name states, through overlapping several planning and execution phases the time difference is compensated by integrating development, planning and implementation.

What do clients expect from a contractor?

R. Mönig: Above of all, the client expects his project to be executed at low risk, fast and cost-efficiently while using state-of-the-art technology. This automatically means that a fast track project is intended for timed market entry. In some projects, every month counts and with this knowledge, a punctual start to the project planning is crucial.
To ensure competitiveness of the project, cost efficient system solutions have to be considered. High quality at low costs is not necessarily contradictive. Important for the client is the long-term view: The new plant shall be flexible and adjustable to growth and revised area requirements. This is often forgotten in the planning process.
Depending on the project philosophy, the client and his project manager expect a single point of responsibility. Meaning one responsible person keeps things firmly in hand and reports on the progress. This is nothing else than efficient project execution in terms of general planning.

What are the pitfalls in a fast track project?

R. Mönig: The crucial point is the initial phase of the project, including the phase leading to the final investment decision and project start itself. Inconsistent project organization and processes otherwise burden the whole project right to the end. Therefore it has to be clear from the start who is responsible for which task and interfaces. This is an inevitable step to establish order and discipline in a project. Later in critical project phases - and believe me these will occur for certain in a high-tech project - this will help tremendously to keep control. What's exciting with these projects are the overlaps when for example the production equipment is brought in while the clean-room setup is not yet finished.

What can be done to optimize the beginning of the project?

R. Mönig: It is crucial to bring all project participants together. In a two-day meeting, client, operator, architect, planner and plant and equipment suppliers as well as specialists etc. should discuss all relevant topics and set priorities. We call this the programming workshop. After the investment approval, the project parameters such as project organization, meeting schedule, reporting, cost, milestones, qualities, architecture and layout, process technology, long leads and procurement plan can be fixed. Apart from that, the workshop helps the parties to get to know each other and to build team confidence.

You said that, within the scope of project management, procedures and processes are especially important to achieve the project goals. Could give us an example?

R. Mönig: Everyone who has participated in a large and complex high-tech project knows that early and well set structures and procedures are necessary to develop a certain routine. This routine saves time which can then be spent on critical issues. For example the meeting schedule determines who has to participate in which meeting and when, and who is going to write the protocol. Furthermore, sub-project managers and project manager should agree on "lean" reporting. For example it suffices to conduct a weekly "jour fixe" of limited duration. Every sub-project manager receives a template in which he flags the current status of his sub-project with the traffic light colors red, yellow or green. With the help of these reports the project manager gets an overview of the current tasks with percentage degree of completion as well as critical parts, cost positions and deadlines. These screenshots will be consolidated in an overall document to show the project manager the overall current project status on a weekly basis.

Despite all technical expertise that are necessary for a plant design project, in the end it is people who lead a project to success. What about "soft skills"?

R. Mönig: Projects tend to becoming more complex and have to be executed at high speed. Here in particular, a good communication within the team is essential. This does also mean that, instead of sending e-mails back and forth, one should preferentially talk to the person directly if not face-to-face then over the phone. Often this is more time-saving than the written correspondence.
In the whole discussion, soft skills are crucial: to my mind, we need more emotions and more interest in the individual. The project manager has to lead here. A robust project team evolves if the team members understand each other on a personal level and can rely on each other. This emotional link will motivate every team member in his section to perform his best.