Issues related to the planning of professional technical personnel and management staff for project construction

It’s been such a long time – doesn’t anyone know? I wonder what it’s like for fellow sea folks who are project managers as owners?

Hey, in terms of project management these days, have you heard of a project where there are only two people in charge? The investment for this project is nearly 1 billion! ! !

There are two scenarios: one is the general contractor approach, where the owner decides how many managers and technicians are needed. I think 2 people upstairs is too few; how can issues be monitored throughout all stages from design to construction if that’s the case? Second, the owner provides the main materials; how many workers are needed, and what type of technical personnel are required?

In my opinion, the staffing level should be determined based on the size of the project. For example, during the design phase, there should be a project manager, as well as specialists in processes, equipment, and electrical systems. For pipeline projects, specialists in related areas are also necessary, and of course, instrumentation specialists are essential. Each of these teams should consist of at least one person; in some cases, there may be 2 to 5 people in such teams. Visionary managers even consider it beneficial to have as many such personnel as possible, as those who are involved in the project construction phase can be directly transformed into production management staff once the project is completed, commissioned, and put into operation

In my opinion, it depends on the situation: in the case of turnkey projects that involve the introduction of technology, fewer managers may be needed, but from a training perspective, more recent university graduates who are junior engineers can be involved. Overall, it is still necessary to have all the professional staff in place. Moreover, professionals can provide certain support regarding project budgets and final accounts, and they can also assist with production management later on; I think it’s better to have them around. In the case of domestic EPC general contracting, given the current level of supervision, if there is no PMC team, it is essential to have all necessary professional staff; however, it is important to clarify roles and responsibilities. Another scenario is when temporary additional professionals are brought in for key tasks such as design review, budgeting, and project handover; it’s not necessary to have a large number of full-time project supervisors. Focusing on reaping benefits from the construction party on a daily basis is actually counterproductive. Just my humble opinion; please feel free to give your feedback!

In my opinion, no matter how few there are, coordinators are essential, as are professionals in various technical fields such as machinery, electricity, instrumentation, engineering, safety, and civil construction

For new chemical projects, I believe that if the owner truly intends to manage production on their own in the future, it is necessary to prepare plans involving various specialized fields, including equipment, electrical systems, instrumentation, and process engineering. More personnel can be assigned to the process engineering team, who can later become operators after the project is completed; at the same time, DCS system operators should also be appointed. During the project construction process, professionals must go to the front line to obtain first-hand information. Lay a solid foundation for future production.