Even for experienced project managers, complex integration projects can introduce a degree of ambiguity. Closely monitoring budgets and schedules is crucial for success, but it's not enough to guarantee client-approved success. Maintaining client satisfaction is perhaps the most challenging aspect of managing integration projects.
Client perceptions of satisfaction, like projects themselves, go through a transition period. Client views on the integration team's performance are highly complex and difficult to measure accurately. Effectively managing perceptions and expectations can be challenging. To succeed, it's essential to understand the client's concerns.
Throughout its lifecycle, the amount of interaction and data exchange among stakeholders changes as the project progresses. In a typical project, the time and effort spent on the definition and planning phase often exceeds that spent on the execution phase.
DTECC selected Siemens' SIMATIC PCS7 distributed control system (DCS) and modernized its control system using redundant AS400H controllers to achieve updated project configurations, including combustion control (blue I/O) and process safety/burner management applications (yellow I/O). The system was integrated into a new cabinet by Cross. Image source: Siemens
Generally, more communication with clients is needed in the early and late stages of a project lifecycle. The planning phase also requires accurate and timely collection of client data to facilitate the execution phase. This necessitates putting pressure on clients to obtain the necessary information, which can become a bottleneck for the entire project. In many cases, clients lack the expertise and sufficient time to generate the information required for execution.
The following eight key attributes of the management process are derived from practical experience in managing complex automation projects.
1. Do not underestimate demand.
To ensure project requirements are met, it is recommended to assess the workload requirements of all stakeholders before undertaking large projects. If the company lacks experience in executing large projects, it is strongly advised to consult with senior professionals to clarify requirements. A common misconception is that current job responsibilities can be maintained while undertaking additional projects. Another common oversight is underestimating the level of detail required to provide accurate data or conduct reviews. These oversights can negatively impact project success; all workloads should be properly planned and staffed accordingly for success.
2. Establish a solid cooperative relationship as early as possible.
Establishing strong working relationships among stakeholders is crucial. It is advisable to invest time early in the project to build a solid foundation based on ethical business practices. Face-to-face communication via video or teleconference is recommended. It is important to discuss communication between different teams and define scope boundaries. Define how requests, submissions, deadlines, and requests that exceed the scope will be handled. Doing business is easy when a project is completed within plan and budget. However, when deadlines are looming and costs are high, it is always better to understand how to collaboratively solve problems and focus on key issues before immense pressure sets in. Communicate expectations thoroughly with all stakeholders to ensure everyone understands them.
3. Frequently request feedback
View feedback as a crucial aspect of continuous improvement. This means stakeholders should be humble, introspective, and demand direct, honest feedback. Positive feedback is good, but the only way to improve is to define a negative list. However, this is a two-way street; both clients and contractors should engage in open discussion, as they both have a responsibility to provide feedback. Milestone reviews can be conducted periodically, depending on project size. Each feedback meeting should address identified issues and outline follow-up actions.
4. Seek the involvement of management.
Regular participation from senior management demonstrates commitment to the project. This openness policy helps clarify current issues and provides key decision-makers with firsthand information. These meetings should be more strategic. Identify roadblocks or critical path items, but keep discussions at a level that everyone can focus on and avoid diverting attention to other matters, as this can cause management to lose interest. Review meetings should not be routine weekly or bi-weekly meetings. Specific time should be set aside to review key issues and keep management informed of the project's status.
5. Clear responsibilities
Stakeholders should take full responsibility for providing the necessary data and information to drive project execution. Deadlines must be set for deliverables, not just timeframes. If one project is delayed, subsequent projects will also be delayed. All deliverables and deadlines should be reviewed at every meeting to ensure everyone fully understands and recognizes their responsibilities. Collective collaboration and commitment from all stakeholders will ensure project success.
6. Follow the process
Partnering with a professional team that has a clear and qualified implementation process is a key factor in project success or failure. Custom approaches or unproven strategies are not permitted in projects. Taking new paths or starting from scratch only introduces uncertainty into the outcome. The only way to predict the future is to understand the past. When under pressure, most people want to take shortcuts. Ensure that the impact or potential effects of all actions are fully assessed and that you have faith in proven processes for success.
7. Do the right thing
Mistakes will always happen, but the important thing is to face reality and acknowledge them, determine how to correct them, and provide solutions to prevent them from happening again. Open, fair, and transparent communication with stakeholders is the best strategy. Always act in the best interests of your clients and lead by example.
8. Continuous improvement and open culture
A common attribute of successful projects is that stakeholders accept and assume corresponding responsibilities. Even successful projects encounter difficulties throughout their lifecycle. However, persistent efforts to resolve these difficulties can build trust and understanding to ensure positive interactions. Continuous improvement and an open culture committed to success are crucial for building close partnerships.
Establishing this relationship means jointly identifying viable solutions and ensuring that decisions are not one-sided. Maintaining management involvement and ensuring commitment to the project is a good idea. Communicate openly and realistically, while adhering to the most ethical business practices. Implementing these actions will undoubtedly lead to project success. (Author: RobbiePeoples)
Successful DCS migration case
Three years ago, DTECalvertCity (DTECC) decided to upgrade its outdated ProcessSuite Human-Machine Interface (HMI) to the APACS operating system. The APACS Distributed Control System ( DCS ) had been a reliable and convenient system for maintaining 24/7 power and utility operations for the past 15 years. However, due to a depletion of new and used spare parts and a lack of support for its HMI and hardware, the APACS hardware was now nearing the end of its lifespan.
Cross, a Siemens-certified PCS7 solutions partner, established a relationship of mutual trust with DTECC by facilitating a smooth transition to the APACS operating system. DTECC reviewed its needs, concerns, and issues, ultimately selecting Cross to handle the migration of its APACS/DCS system to a complete Siemens PCS7 system.
The main challenges of upgrading
Problems arise with any change and upgrade, even for modern systems. First, the initial fear is of change itself. If we don't understand what will happen, for better or worse, we become extremely anxious, which can lead us to avoid the change and deny the existence of a problem requiring change. In DTECC and its specific migration projects, the challenges of upgrades included:
DTECC provides industrial utility services to many chemical facilities in the region, including power generation via gas turbines, softened water, steam, and compressed air. Its customers require a continuous supply, so how can upgrades be performed with minimal downtime to minimize revenue loss for DTECC and its customers? APACS does not have a direct migration tool to PCS7.
Although the APACS operating system fundamentally uses Siemens' WinCC monitoring and data acquisition (SCADA) system, it is configured with third-party tools that can write-protect the project database.
The initial version of PCS7 was 9.0, but due to some initial issues with the redundant library, the project was upgraded to version 9.0SP1 during implementation.
Then, a problem occurred when installing the Modbus (a protocol for transmitting information between electronic devices via serial lines) library on PCS7V9.0SP1.
Planning to overcome obstacles
Identifying critical issues is a crucial part of the problem-solving process. Once these issues are identified, determining the next steps is equally important. DTECC brainstormed with engineers from Cross to mutually understand process objectives, review potential solutions or combinations of solutions, evaluate these options, and agree on contingencies and future reviews.
DTECC has established a positive working relationship with Cross and can discuss support for existing control systems and upgrades to DCS projects. Furthermore, Cross personnel can arrive on-site within hours, providing ongoing support and improvements. DTECC relies on its trusting relationship with Cross to discuss issues and find reasonable and satisfactory solutions.
Paper designs can be very different from reality, so Cross engineers use a combination of planning and situational problem solutions to achieve their goals within the required timeframe.
After discussing all possible options, the entire plant will be shut down completely for 3 days. To minimize problems or complexities during the downtime and to speed up the installation process, Cross engineers plan to relocate and assemble all necessary panels, which contain approximately 2,500 input/output (I/O) points, and replace field cabling with electronic junction boxes.
Migrate a WinCC project by copying the project and using the import/export function to migrate configurations such as alerts, tags, and scripts to the newly created running project.
In the initial stages of project implementation, the APACS logic needs to be manually programmed. Once successfully completed, batch processing, copy/paste, and ProcessObjectView tools are used to copy the code to all duplicate cells.
Siemens technical support can provide manual solutions for version issues of redundant libraries until a permanent fix is developed through a software update.
After performing the manual steps, the Modbus library installation problem has been resolved.
Achieving the ultimate goal
Change is an inevitable part of our lives, but how we deal with it determines our approach and ultimate goals. We can choose to ignore a problem and hope it will disappear on its own; however, historical experience tells us that this approach to change only allows us to react to the situation (i.e., passively clean up the mess) rather than manage it (i.e., take proactive measures).
The migration to PCS7 enables DTECC to operate its facilities on a state-of-the-art, well-supported system with a clear and reliable upgrade concept for future expansion. Over time, DTECC will continue to focus on its trusted systems integration partners to maximize time management and improve production costs.
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