PLANNING AND CONDUCTING A SUCCESSFUL THERMAL PROCESS DEMONSTRATION PROGRAM

摘要

When planning and conducting a process demonstration program, a project manager is continually challengedrnwith balancing the relative priorities of time, money, and quality. Whether the project requires implementing existingrntechnology or developing an entirely new process, four universal elements must be considered. The venture’srntechnical and economic success ultimately depends on a project manager’s ability to recognize and define thernobjectives, accurately identify data requirements, develop a sound work plan, and efficiently execute that plan. Toornoften, one or more of these elements is compromised in an effort to reduce short-term project expenses. The longtermrnpenalty usually is a marked increase in total project costs.rnAn appropriate balance of time, money, and quality usually can be achieved if the project objectives are welldefinedrnand realistic. Precisely defining the objectives early in the project significantly reduces the potential forrnunderestimating the capital and/or scheduling requirements. To avoid jeopardizing quality, carefully consideringrnthe objectives will help identify the types of data that must be collected prior to and during the demonstration program.rnThe importance of investigating the critical process parameters at the bench-scale, and demonstrating thernprocess in a pilot-plant is often overlooked. These data, as well as the design, construction, and operation of therndemonstration plant, are an integral part of a comprehensive project plan.rnTo obtain reliable data at the bench- or pilot-scale, a project manager can draw on corporate research andrndevelopment (R&D) departments, universities and government-supported facilities, equipment vendors, and independentrnR&D organizations. Each resource has advantages, but in many cases a combination of two or morernproves most effective. A project manager must effectively use these resources by matching the project-specificrnrequirements to the various capabilities of each resource.rnThis is the first in a series of publications planned to provide a manager with the tools to effectively handle thernresponsibilities of project management for a technical program. The authors’ combined experience of more than 40rnyears in process development and contract R&D provide the foundation and perspective for presenting this paper.