Improving Project Outcomes with Interface Management: A Case Study

Improving Project Outcomes with Interface Management: A Case Study
As capital projects grow in scope and complexity, there is increasing demand for improved cost efficiencies and strict adherence to safety requirements in heavy engineering construction. As such, prefabrication and modularisation are becoming preferred modes of construction, allowing project components to be fabricated anywhere in the world by the most qualified and cost effective suppliers and then assembled on-site. However, this new method of construction brings a number of key project management challenges, including:

• Coordinating stakeholders across various geographies, languages, and time zones
• Unique planning, logistics, and project management needs, including interface management
• Ensuring hook-up and commissioning occur in the most logical sequence

With so many stakeholders involved and extremely complex projects to build, interface management (IM) aims to keep all involved stakeholders aligned in order to ensure the safety and integrity of each project subsection, as well as the integrated performance of the project overall.

This case study examines how the assembly of a gas turbine generator (GTG) package was completely derailed by the mismanagement of interface dependencies within that project’s scope. As a result, the construction and launch of an offshore platform went grossly over time and budget and ended up costing the owner potentially hundreds of millions of dollars in production revenue. This study also identifies how interface management could have been applied to this project in order
to reach successful completion of the GTG package as well as the offshore platform project as a whole.

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