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Piping Engg-Process Plants

Piping Engg-Process Plants

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Published by: rajeshv8907 on Feb 15, 2009
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07/14/2014

 
Piping Engineering Leadership forProcess Plant Projects
byJames O. Pennock 
ISBN: 0884153479
Pub. Date: May 2001
Publisher: Elsevier Science & Technology Books
 
Preface
There are many books already on the market that address all the purelytechnical and mechanical aspects of the piping engineering and design pro-fession (piping). There is also a long list of codes and standards that formthe "rules" that govern the piping industry. This book is not about thesetechnical aspects of piping nor is it intended to compete with or contradictany of these fine works. In fact, I have a number of these books in my per-sonal library. I have found the need to refer to them on a regular basis dur-ing the course of my work. I also have used many of them as text orreference material when I teach the various entry levels and intermediatelevel design training classes. This book is also not about piping departmentmanagement. There is no doubt that department management is complex,and the issues there are very important. Some department issues may evenbe similar to issues discussed in this book. However, I will leave any dis-cussion 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 theresponsibilities of this position are not currently covered in any of theseother technical books. This "lead in charge" is the person assigned to aproject and held responsible for the successful execution of all the pipingactivities, both technical and nontechnical. This book is intended for the in-dividual who may be at (or near) the top of the technical ladder and whowill soon become, by choice or circumstance, a supervisor or "lead incharge" as a project piping lead. It may also assist those who are currentlyin this position of project responsibility by validating what they are already
 
X Piping Engineering Leadership for Process Plant Projects
doing. Hopefully, it may also suggest new areas where they can bring valueto that project.Let me start with a discussion that places you, the reader, in a symbolicscenario. You suddenly awaken and find yourself standing all alone in astrange place. You really don't know where you are or how you got there.You are in the center of a circle or cone of light. The light is shining downas from a narrowly focused spotlight. Everything you see inside the circleof light is recognizable and familiar to you. You have some level of com-fort here. But beyond the cone of light, there is total blackness. You cannotsee anything outside the light cone. You have an overwhelming sense ofuncertainty about what may be out there. You can hear sounds, and you cansee occasional flashes of light. You do not understand what is going on outthere in the darkness. You are then told that this mysterious black outer areais now included as part of your world. You are also told that you must safelyand successfully navigate it.Does this scenario sound like some Hollywood screen plot? I assure you,it is not. This is how many people feel when they find themselves promotedto supervision and the lead position on a project. They may not have wantedto be promoted at all. They may have been the strong technical lead and sec-ond in command when the "boss" was not around. Then it happened. The"boss" quit, and they were the next in line. They were just in the wrong placeat the wrong time. Possibly, they were due for a promotion, but they werenever trained for it. There had been no money in the company or departmentbudget for training. They may have been pushing for a promotion but neverfully understood what they were wishing for. No matter how they got there,they are now the person in charge. This is a scary thing.Back to the scenario. Now suppose that someone begins to turn on thelights. The darkness and the mystery go away. The purpose of this book isto help turn on the lights--the bright light of day to illuminate the pipingengineering lead position and bring understanding to the four functionalsubgroups of piping. The light is then turned on for the next level, the en-gineering coordination position and the other peer-level engineering disci-plines. We then turn on the lights for the management, administrative, andcontrol functions. Next, the lights are shown on the many types of plantsthrough a discussion of the breadth and depth of both new construction andmodification projects. Light is then used to bring a broader understandingto the procurement and contracts area of a project. Finally, we turn thelights on to bring more understanding to the actual execution activities ofproject scope development, estimating, scheduling, staffing, directing,controlling, and final closeout. When all of the lights are turned on, you are

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