The overall management and successful completion of largescale(those in excess of $500million U.S.) Engineering, Procurement, and Construction (EPC) projects can be a daunting, ifnot seemingly impossible task. The risks are many and the responsibilities for meeting discretebudgets, schedules, and milestones are often spread out among hundreds or even thousands ofindividuals from many different organizations and disciplines. While a single project executionplan is developed as a guide for all to follow; by necessity, such a plan can only scratch thesurface of anticipating and addressing the challenges that will be faced over the course of project.This deficiency is most often evident when is comes to the planning for environmentalmanagement. Among the traditional players on the project team (senior management,engineering, contracts, and construction) the perception remains strong that environmentalmanagement is primarily the responsibility of the environmental manager and his or her team.This assumption is likely false on the smallest of projects and is hopelessly na?ve when it comesto the types of largescaleEPC projects described in this paper.To achieve and maintain success in the environmental arena, the responsibilities forenvironmental management must be delegated to the major groups of the project team andintegrated into their standard work processes, plans, and procedures. This paper discusses someof the key elements to successfully delegating, integrating, and ultimately managingenvironmental requirements and issues at each of the following major phases of EPC projectplanning and execution:· Bid Decision and Proposal· Prime Contract Development· Subcontracts and Procurement Planning· Engineering· Construction
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