Engineering

and Process Economics

2 (1911)

143

143

0 Elsevier Scientific Publishing Company, Amsterdam - Printed in The Netherlands

LETTER TO THE EDITORS .-

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THE PROJECT MANAGEMENT OF LARGE PETROCHEMICAL COMPLEXES

Mr. Pykes letter in Vol. 2, No. 1 of EPE illustrates with great clarity the problem facing the developing country in the management of malor petrochemical projects. Whether the ownership of the plant is vested in a single company or in a grouping, the project management problem is not altered essentially. Indeed the multiple ownership project is more complex and thercfore requires greater management skills. Whilst the decisions required on technology, product marketing, equity and financing are more complex with a multiple ownership, the project management of the project could be delegated to a Project Board. This Project Board contains the key staff required 1~ the owner to supervise the project. In many instances, as illustrated by Mr. Pyke, the owner (be he single or multiple) may be deficient in some particular skills and cxpcricnce. In thcsc casts he may well decide to appoint a consulting company who would

provide the necessary r~;*y people to build up his team. From that point on the management interface between the owner and the Managing Contractor is not very dissimilar from the model postulated in the writers article dated April 1976. The few details given in this letter generally concur with Pykes views and there are many instances around the world where such arrangements are being employed. J. Bidder Developments Ltd. Sharston Road Manchester M22 4TB (U.K.)

Petrocarbon

Mr. Bidder has recently joined Petrocarbon Developments as the Sales Director responsible for its international marketing, sales and proposal activities.