Tension leg platform project execution

The first floating platform concept design work for South China Sea is undergoing in DMAR's office now. This tension leg platform has potential to become the first advanced floating production platform project. Project execution is always a challenge for floating system. This paper focuses on the critical elements of project execution for tension leg platform,and studies potential implications to future oil and gas exploration in South China Sea. There are many factors affecting successful execution of floating system project,including technical issues, engineering management,interface management,etc. There are also failure examples of project execution in the industry. The author has participated 28 large detailed projects and has gained extensive experience on floating projects,with ample hands-on project experiences. A detailed tension leg platform project study example and discussions in depth are presented for future project execution in China deepwater development.

Comparative Study on FFE Activities Between Japanese and Korean NPD Project Success

This study shows the impact of fuzzy front end （FFE） phase during innovation process on new product development （NPD） project success in two East Asian countries--Korea and Japan was explored via employing comparative study. Authors decided to consider two East Asian countries＇ successful periods as comparison samples for the study of this issue. The 1980s are considered to be ＂golden age＂ of Japanese manufacturing firms when they were extremely successful on global market. Korean firms are enjoying competitive advantage in the late 2000s and the beginning of the 2010s. A conceptual model was developed based on previous research. The model was tested using data from 293 Korean manufacturing firms in the late 2000s and from 540 Japanese manufacturing firms in the late 1980s using structural equation modeling （SEM） technique. In both countries, the effect of intensity of planning on efficiency, prior to the development, was high. Moreover, effect of market uncertainties on effectiveness was significant. Therefore, effective initial planning and good analysis of market prior to the development have positive impacts on NPD project success. In the late 80s, in the period of stability of the economy in the world, the Japanese finns were successful concentrating more on FFE activities, such as market and technological research and initial planning. However, in the 2000s when the world economy started to change so fast and the demands for the goods change so fast, the Korean firms became more successful, thanks to flexibility in the system of NPD project strategies where system was not fixed to the initial plans but where the changes within the project execution phase were allowed. Thus Korean and Japanese firms had different strategies in NPD process in the two different periods. Japanese firms were concentrated more on FFE activities and tended to keep initial plans during development process, while the Korean firms were more flexible in project execution phase allowing dramatic changes to the initial plans.

Study on Construction Project Variation Management System Design

This paper analyses the necessity of developing variation information management of construction project. The structure scheme of variation management system has been put forward, which is based on intranet or internet scheme, with the structure of Browser or Server. The system consists of eight modules, which are variation account management, variation application, variation evaluation, variation execution, variation price management, variation report management, variation information query and system maintenance. With this system, remote management and controlling in real time for variation of construction proiect can be carried out.

Improving Internationally Core Competences Based on the Capabilities of Precise and Accurate Project Management

Modern international project management has entered the phase of precise and accurate project management after the global financial crisis broke out at the beginning of the 21 stcentury. However, its development has faced new challenges since there has been lack of explicitly unanimous definition for the capability dimensions of precise and accurate project management, as well as the models and their process control parameters. The required core capabilities based on the precise and accurate project management for various rings are involved in the project life cycle, namely, the required internationally core competences and their components for the phases of project strategic planning and decision making in the early project phase, as well as the value engineering, and the project supervision and controls during the execution phase.Through studying the effects of the internationally core competences based on precise and accurate project management capabilities for the success and excellence of projects and configuring such models, the goal is to help the main contractors continuously obtain project success and excellence, thus improve its internationally core competences with continuous project success and excellence.