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> AREVA NP GmbH •
> AREVA NP GmbH •
Project Management equalsIntegration Management
INTECO Projektmanagement TageLandshut June 14, 2007
Frank-Peter RitscheProject Management Initiative / AREVA NP
The reproduction, transmission or use of this document or its contents is not permitted without express written authority. Offenders will be liable for damages. All rights, including rights created by patent grant or registration of a utility model or design, are reserved.
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 3All rights are reserved, see liability notice.
Outline
Who is AREVA?
Why Nuclear?
Managing a large project
What is Integration Management?
The Silos
AREVA PM Initiative
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 4All rights are reserved, see liability notice.
The AREVA group
Key figures (2006)
10 863 M EUR revenue
61.111 employees
AREVA is world leader in the energy business• N°1 in the entire nuclear cycle• N°3 in electricity transmission and distribution
ENERGYENERGY
AREVA NCAREVA NCAREVA NPAREVA NP AREVA T&DAREVA T&D Equity interests
Equity interests
34% 100%66% 100%
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 5All rights are reserved, see liability notice.
Energy: our core business
u Front End Division
u Reactors and Services Division
u Back End Division
u Transmission and Distribution Division
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 6All rights are reserved, see liability notice.
France
US
Reactors Service Fuels Components
Germany
Organization of AREVA NP
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 7All rights are reserved, see liability notice.
Who is AREVA?
Why Nuclear?
Managing a large project
What is Integration Management?
The Silos
AREVA PM Initiative
Outline
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 8All rights are reserved, see liability notice.
Why Nuclear?
1987
5 billion
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 9All rights are reserved, see liability notice.
Why Nuclear?
1999
6 billion
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 10All rights are reserved, see liability notice.
Why Nuclear?
2050
9 billion
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 11All rights are reserved, see liability notice.
Why Nuclear?
1900 2000 2020
Source: UN, IEA, Siemens PG * preliminary data 1) Hard Coal Equivalent
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 12All rights are reserved, see liability notice.
Why Nuclear?
Source: WNA
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 13All rights are reserved, see liability notice.
Why Nuclear?
Source: WNA, Dr. Ralf Güldner
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 14All rights are reserved, see liability notice.
Why Nuclear?
435 Nuclear Power Stations Worldwide
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 15All rights are reserved, see liability notice.
Why Nuclear?
An Energy Policy for Europe
„Reinforcing nuclear power generation could also represent one option for reducing CO2 emissions and
plays a major role in addressing global climate change. [...] nuclear power generation is largely immune in the
cost of raw material supplies, [...] in most industrializedcountries new nuclear power plants offer an economic
way to generate base-load electricity.“
European Commission, January 10th, 2007
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 16All rights are reserved, see liability notice.
Why Nuclear?
2005 2025
AREVA is restructuring its operations to deliver 25+ new nuclear plants over the next 10-20 years.
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 17All rights are reserved, see liability notice.
Who is AREVA?
Why Nuclear?
Managing a large project
What is Integration Management?
The Silos
AREVA PM Initiative
Outline
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 18All rights are reserved, see liability notice.
The EPR is an advanced evolutionarypressurized water reactor (PWR) designed by AREVA NP, an AREVA and Siemens company.
Electric Output: 1,600 MWeReactor Power: 4,300 to 4,500 MWtDesign Life: 60 yearsFuel Type: Enriched (up to 5%) uranium
and/ or mixed-oxide (MOX)
EPR: the first-built generation III+ reactor
More information on: www.areva-np.com
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 19All rights are reserved, see liability notice.
The EPR in Europe
Olkiluoto 3 (Finland)
First concrete: 2005Operation: 2011
Olkiluoto 3 (Finland)
First concrete: 2005Operation: 2011
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 20All rights are reserved, see liability notice.
The EPR in Europe
Olkiluoto 3 (Finland)
First concrete: 2005Operation: 2011
Olkiluoto 3 (Finland)
First concrete: 2005Operation: 2011
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 21All rights are reserved, see liability notice.
The EPR in Europe
Flamanville 3 (France)
First concrete: 2007Operation: 2012
Flamanville 3 (France)
First concrete: 2007Operation: 2012
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 22All rights are reserved, see liability notice.
The EPR in US
UniStar NuclearA joint venture
for the U.S. EPR
2005-09-15 Constellation Energy and AREVA Inc. announce foundation of a joint venture UniStar Nuclear. Bechtel Power Corp. will support as architect-engineer.
2005-10-27 Constellation Energy announce its intent to file with the NuclearRegulatory Commission (NRC) for a combined construction & operationlicense (COL). Sites under consideration are Calvert Cliffs NPP and Nine MilePoint NPP.
2007-04-05 UniStar Nuclear announced an agreement with Missouri-basedutility AmerenUE to prepare a combined construction and operating licenseapplication.
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 23All rights are reserved, see liability notice.
Lessons Learned from Olkiluoto
o Licensing: public awarenesstranslates into very high safetystandards. Licensing authoritiesare enforcing „Safety Culture“.
o Quality: Nuclear QualityStandards are a challenge formany global manufacturers and suppliers.
Olkiluoto is the first Gen3 reactor - a „FIRST-OF-A-KIND“ (FOAK) projectand the first turn-key nuclear power plant under construction in Europe since 10 years
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 24All rights are reserved, see liability notice.
Lessons Learned from Olkiluoto
o Schedule: High investment pushsfor ambitious schedules, resultingin concurrent engineering, manufacture and construction.
o Information management: Amountof documents and data more thanever handled. A challenge for IT-providers.
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 25All rights are reserved, see liability notice.
Who is AREVA?
Why Nuclear?
Managing a large project
What is Integration Management?
The Silos
AREVA PM Initiative
Outline
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 26All rights are reserved, see liability notice.
Project Management
The 9 Project Management Processesaccording to Guideline ISO 10006
and PMBoK® of the Project Management Institute®
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Resource Management
Communication Management
Risk Management
Procurement Management
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 27All rights are reserved, see liability notice.
A project organization
Work-package Manager
Subproject Manager
Project Manager
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 28All rights are reserved, see liability notice.
Responsibilities
What‘s the responsibility of a Work-package Manager (WPM) ?
Standard PMI requirements:
Ø Cost
Ø Time
Ø Scope
Ø Resources
Ø Quality
Ø Risk
Ø Reporting
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 29All rights are reserved, see liability notice.
Responsibilities
What‘s the responsibility of a Subproject Manager (SPM) ?
Integration Management:
Ø Transversal coordination
Ø Managing WP‘s as PM (top down)
Ø Reporting issues (bottom up)
Ø Consider aspect of “interface managers”
Ø Consider interface between project organization and technical units (resource organizations)
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 30All rights are reserved, see liability notice.
Responsibilities
What‘s the responsibility of a Project Manager (PM) ?
Leadership
Ø Establish the rules and structures
Ø Organizing
Ø Centralizing
Ø Decentralizing
Ø Define decision authority levels
Integration Management
Ø Outside & Inside subproject boundaries
Ø Client
Ø Executive management
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 31All rights are reserved, see liability notice.
EngineeringDatabase
A case study
3D Design3D
Design
2D P&IDs2D
P&IDs
Bill ofMaterialBill of
Material
MaterialManagement
POs/ Delivery
Lots
POs/ Delivery
Lots
DrawingsDocumentsDrawings
Documents
DocumentManagement
Time Schedule
Datesplannedactual
Datesplannedactual
Datesplannedactual
Datesplannedactual
SAPDates
plannedactual
Datesplannedactual
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 32All rights are reserved, see liability notice.
EngineeringDatabase
A case study
3D Design3D
Design
2D P&IDs2D
P&IDs
Bill ofMaterialBill of
Material
MaterialManagement
POs/ Delivery
Lots
POs/ Delivery
Lots
DrawingsDocumentsDrawings
Documents
DocumentManagement
Time Schedule
Datesplannedactual
Datesplannedactual
Datesplannedactual
Datesplannedactual
SAPDates
plannedactual
Datesplannedactual
Techn.ChangeTechn.Change
CostChangeCost
Change
ScheduleChange
ScheduleChange
QuantityChange
QuantityChange
CustomerLetter
CustomerLetter
DocumentRevision
DocumentRevision
ClaimClaim
LetterLetter
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 33All rights are reserved, see liability notice.
Who is AREVA?
Why Nuclear?
Managing a large project
What is Integration Management?
The Silos
AREVA PM Initiative
Outline
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 34All rights are reserved, see liability notice.
Silos
EngineersManagers
Commercials
University Education
Matrix organization
Career path
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 35All rights are reserved, see liability notice.
Silos
Engineering
Procurement
Construction
E P C
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 36All rights are reserved, see liability notice.
Silos
DaratechPLANT®CEGUG®
ISEIT®
PMI®INTECO®DPMO®
AVEVA®Intergraph®
Bentley®
SAP®Primavera®Impress®
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 37All rights are reserved, see liability notice.
Who is AREVA?
Why Nuclear?
Managing a large project
What is Integration Management?
The Silos
AREVA PM Initiative
Outline
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 38All rights are reserved, see liability notice.
AREVA NP Project Management Initiative
In late 2003, AREVA NP launched an ambitious initiative to globalize its project management practices. An international team of project management experts was assembled to begin developing and leading this effort by focusing on several key themes.
• Strengthening and harmonizing our PM practices • Standardized Processes• Improving Practices and Qualification• Successful projects
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 39All rights are reserved, see liability notice.
AREVA NP Project Management Initiative
Standardized Processes
> Develop standardized project management processes, which lead to define good practices with special emphasis on project performance.
> The policies issued by the PMI are based on the PMBoK®, the internationally most recognized standard of the Project Management Institute Inc.®
The processes are described by policies and directives
n Project Management Process Manualn Project Rating / Criteria for Technical Risk Assessmentn Project Risk Management n Reporting and Project Status Presentation n Project Assessments n Project Manager Certification
covering the entire project life, from proposal preparation to contract closeout.
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 40All rights are reserved, see liability notice.
AREVA NP Project Management Initiative
Qualification and Certification
> The Project Management Initiative implemented an AREVA NP wide internal training and certification program
> A training program is implemented along the project managers career path
> The highest level of AREVA NP project managers requires PMP®certification by the Project Management Institute Inc.®
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 41All rights are reserved, see liability notice.
AREVA NP Project Management Initiative
Improvement and sharing best practices
> The Project Management Initiative performs project assessments through all business sectors worldwide to verify the status and effectiveness of the implementation of the PMI directives in the project reality, and to identify potential for further improvement
> PMI is the platform to share best practices in project management across the company, as the group is organizing PM-Forums or expert workshops
> Directives and guidelines are further evoluted considering this feedback
> The high standards of the Project Management Initiative have been reflected in the AREVA WAY model, the AREVA group’s continuous improvement program
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 42All rights are reserved, see liability notice.
You remember project reality...?
EngineeringDatabase
3D Design3D
Design
2D P&IDs2D
P&IDs
Bill ofMateria
l
Bill ofMateria
lMaterial
Management
POs/ Delivery Lots
POs/ Delivery Lots
DrawingsDocument
s
DrawingsDocument
s
DocumentManagement
Time Schedule
Datesplannedactual
Datesplannedactual
Datesplannedactual
Datesplannedactual
SAPDates
plannedactual
Datesplannedactual
Techn.ChangeTechn.Change
CostChangeCost
Change
ScheduleChange
ScheduleChange
QuantityChange
QuantityChange
CustomerLetter
CustomerLetter
DocumentRevision
DocumentRevision
ClaimClaim
LetterLetter
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 43All rights are reserved, see liability notice.
AREVA NP Information Management System
Project Management equals Integration Management
DocumentManagement
TimeScheduling
CommercialManagement
MaterialSupply Chain
Plant Layout3D-Model
System DesignEngineering DB
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 44All rights are reserved, see liability notice.
Project Managementconsiders the integration of
• time & resource information• commercial information and• scope, which in engineering isà documentation andà data
TimeScheduling Commercial
Management
DocumentManagement
DOCUMENTUMDocumentationManagement
DOCUMENTUMDocumentationManagement
PRIMAVERAEnterprise P3ETime schedule
PRIMAVERAEnterprise P3ETime schedule
SAPCommercial Management
SAPCommercial Management
Time
CostScope
Information Management in New Plants Projects
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 45All rights are reserved, see liability notice.
MaterialSupply Chain
Plant Layout3D-Model System Design
Engineering DB
Design Integrationin AREVA NP is achieved within Aveva‘sVANTAGE suite of Engineering tools
VPE
VPD VPRM
Vantage VPESystems Design database
Vantage VPESystems Design database
Vantage VPD (PDMS)3D Design
Vantage VPD (PDMS)3D Design
Vantage VPRMMaterial Management
Vantage VPRMMaterial Management
Information Management in New Plants Projects
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 46All rights are reserved, see liability notice.
TimeScheduling
CommercialManagement
DocumentManagement
VPEVPRM
VPD
AREVA NP Information Management System
Our partners are the world market leaders in their field
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 47All rights are reserved, see liability notice.
Silos
DaratechPLANT®CEGUG®
ISEIT®
PMI®INTECO®DPMO®
Some links are there……Let the links grow…
SAP®Primavera®Impress®
AVEVA®Intergraph®
Bentley®
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 48All rights are reserved, see liability notice.
Silos
Let‘s break down the silos...
> AREVA NP GmbH • Frank-Peter Ritsche, RP-G, May 2007 49All rights are reserved, see liability notice.
www.areva.com
Contact:
Frank-Peter Ritsche, PMPAREVA NP GmbHProject Management Initiative
Contact:
Frank-Peter Ritsche, PMPAREVA NP GmbHProject Management Initiative
Alle Angaben ohne Gewähr. Irrtümer und Änderungen ohne vorherige Mitteilung vorbehalten. Alle Rechte vorbehalten.
Projektmanagement-Tage 2007
INTECO Gesellschaft für innovative Technologien mbH • Stethaimer Str. 32-34 • 84034 Landshut • Tel: +49 (0)871/ 922 89 –0 • Fax: +49 (0)871/ 922 89 –99 • http://www.inteco.de
Agenda 13. Juni 2007
„Kurs auf Zukunft – gemeinsam zum Erfolg“ in den
Bernlochner Stadtsälen
09.00 Check In mit Begrüßungskaffee
09.30 „Projektmanagement: Kurs auf Zukunft – gemeinsam zu m Erfolg“ (1.001)
Begrüßung, News und Vorstellung der Veranstaltung.
Christoph Eckl, INTECO GmbH
(im “Redoutensaal”)
10.00 Keynotespeaker: Dr. Ulrike Reisach (1.002)
„Die Amerikanisierungsfalle”
The American Way of Management: Kulturkampf in deutschen Unternehmen?
(im “Redoutensaal”)
11.30 Kaffeepause
11.45 Rudi Mayer (Astrium GmbH) (1.003)
„Ariane: Europa – mit rotem Faden an die Spitze“
18 Jahre Primavera – von Kinderschuhen zu Sieben-Meilen-Stiefeln
(im “Redoutensaal”)
Produktentwicklung
12.30 Gemeinsames Mittagessen
Parallele Vortragsreihen 14.00
Prof. Erich Everts (Fachhochschule Oldenburg) (1.004)
„Was Du heut’ nicht kannst besorgen, das besorgen wir dann morgen“
Die Grundlagen gerichtsfesten Nachtragsmanagements an einem praktischen Beispiel
(im „Ratsherrenzimmer“)
Bauwesen
Thomas Auer (Thales Group) (1.005)
„Prozessbasiertes Projektmanagement“
Prozessbasiertes Projektmanagement in einem CMMI Level 3 Unternehmen
(im „Redoutensaal)
Produktentwicklung
M – Methode T – Tool O – Organisation I – Integration
Alle Angaben ohne Gewähr. Irrtümer und Änderungen ohne vorherige Mitteilung vorbehalten. Alle Rechte vorbehalten.
Projektmanagement-Tage 2007
INTECO Gesellschaft für innovative Technologien mbH • Stethaimer Str. 32-34 • 84034 Landshut • Tel: +49 (0)871/ 922 89 –0 • Fax: +49 (0)871/ 922 89 –99 • http://www.inteco.de
Parallele Vortragsreihen 14.45
Martin Bessler (DS-Infra GmbH) (1.006)
„Program Management Scottisch Railway“
Programm Management als Schnittstelle zwischen Regierung und ausführendem Unternehmen am Beispiel der Wieder-belebung des Bahnsystems in Schott-land
(im „Redoutensaal“)
Bauwesen
Dr. Robert Müller-Török (INTECO GmbH) (1.007)
„Projektfeuerwehr und Prozess-THW”
Was kann man tun, wenn das Projekt brennt und der Prozess kracht
(im „Ratsherrenzimmer“)
15.30 Kaffeepause
15.45 Bruno Flohr / Christoph Eckl (SAP Deutschland / INT ECO GmbH) (1.008)
„DPMO – Deutsche Projektmanagement Offensive”
Eine Initiative von SAP und INTECO stellt sich vor
(im „Redoutensaal“)
16.45 Zusammenfassung des Tages Christoph Eckl, INTECO GmbH
(im „Redoutensaal“)
18.30 Abendveranstaltung mit „ 4xang “
(im „Zeughaus“)
Alle Angaben ohne Gewähr. Irrtümer und Änderungen ohne vorherige Mitteilung vorbehalten. Alle Rechte vorbehalten.
Projektmanagement-Tage 2007
INTECO Gesellschaft für innovative Technologien mbH • Stethaimer Str. 32-34 • 84034 Landshut • Tel: +49 (0)871/ 922 89 –0 • Fax: +49 (0)871/ 922 89 –99 • http://www.inteco.de
Agenda 14. Juni 2007
„Kurs auf Zukunft – gemeinsam zum Erfolg“ in den
Bernlochner Stadtsälen
09.00 Begrüßung - Rückblick auf den ersten Tag
Christoph Eckl, INTECO GmbH
(im “Redoutensaal”)
09.15 Christoph Eckl (INTECO GmbH) (2.001)
„Kundenbefragung: Resultate und Konsequenzen”
INTECO hat ausgewählte Kunden im Quartal 1 und Quartal 2 befragt, wie Produkt und Serviceangebot derzeit bewertet werden und wie diese anzupassen sind, um als Lösungsanbieter auch zukünftig attraktiv zu sein.
(im „Redoutensaal“)
09.45
Max Leythäuser / Christoph Eckl (INTECO GmbH) (2.00 2)
„Was lange währt wird endlich gut”
Primavera Version 6.0 – Standortübergreifendes Projektportfolio- und Multiprojektmanagement unter besonderer Berücksichtigung von Ressourcenmanagement
(im „Redoutensaal“)
10.45 Kaffeepause
11:00
Peter Ritsche (AREVA NP GmbH) (2.003)
"Projektmanagement ist Integrations-Management"
Standardisiertes Projektmanagement bestehend aus Methode, Tools und Organisation als notwendige Vorraussetzung bei der Abwicklung komplexer Großprojekte in einem internationalen Unternehmen.
(im „Redoutensaal“)
Anlagenbau
11.45 Parallele Anwendervorträge
Dirk Hanewacker (KPC-E AG) (2.004)
„Use Case schlüsselfertige Dieselkraftwerke“
Homogenisierung von heterogenen Arbeitsweisen im Anlagengeschäft
(im „Redoutensaal“)
Anlagenbau
Dr. Horst Kötting (Explovision Limited) (2.005)
„Auf den Inhalt kommt es an”
Systematisch die richtigen Planungs-inhalte entwickeln – Vorstellung der MAP Methode
(im „Ratsherrenzimmer“)
Produktentwicklung
12.30 Gemeinsames Mittagessen
M – Methode T – Tool O – Organisation I – Integration
Alle Angaben ohne Gewähr. Irrtümer und Änderungen ohne vorherige Mitteilung vorbehalten. Alle Rechte vorbehalten.
Projektmanagement-Tage 2007
INTECO Gesellschaft für innovative Technologien mbH • Stethaimer Str. 32-34 • 84034 Landshut • Tel: +49 (0)871/ 922 89 –0 • Fax: +49 (0)871/ 922 89 –99 • http://www.inteco.de
14:00 Parallele Anwendervorträge
Prof. Erich Everts / Christoph Eckl (Fachhochschu-le Oldenburg / INTECO GmbH) (2.006)
„INTECO Search And Retrain (iSAR)“
Vorstellung eines neuen Dienstleistungsproduktes:
INTECO Search And Retrain (iSAR) – Personalsuche und -entwicklung von Ingenieuren und Technikern im Bau und Anlagenbau
(im „Ratsherrenzimmer“)
Josef Weig (INTECO GmbH) (2.007)
„Überblick auf einen Klick“
Konsolidiertes Projektcontrolling einer transnationalen Multiprojektumgebung in einem Unternehmen mittlerer Größe
(im „Redoutensaal“)
14.45 Parallele Anwendervorträge
Stefan Kempe / Björn Zubel (BP Lingen / EP-CM) (2.008)
„Kurs auf Erfolg“
Erfahrungsbericht aus dem Shutdown 2006 der Raffi-nerie Lingen – einer der größten Erfolge der BP!
Einblick in Methoden, Tools und Resultate
(im „Redoutensaal“)
Wartung und Großstillstände
Udo Grünberg (Bayer Schering Pharma AG) (2.009)
„Der Fünf-Jahres-Plan in der Rückschau“
Projektmanagement in der in der Vorklinischen Entwicklung mit Primavera: Erfolge und Zukunftsperspektiven
(im „Ratsherrenzimmer“)
Produktentwicklung
15.30 Kaffeepause
15.45 Christoph Eckl (INTECO GmbH) (2.010)
„The Road Ahead“ Strategische Schwerpunkte für Unternehmen und Software INTECO GmbH und Primavera
(im „Redoutensaal“)
16.15 Zusammenfassung, Ausblick und Farewell, Ankündigung neuer Veranstaltungen
Christoph Eckl, INTECO GmbH
(im „Redoutensaal“)
16.45 Ende der Veranstaltung