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Cement manufacturing is one of the most complex processes in the chemical processing industry (CPI). The complexity even greater when the manufacturing plant is near obsolescence. That was the situation in the cement company where I served as process engineer involved in one of the most complex projects professionally. The project was the redesign, fabrication, installation, and testing of the dopol (precalciner) fan following its failure. The failure of the dopol fan implied complete shutdown of the kiln, the heart of the cement manufacturing plant. Meanwhile, the plant was not equipped to fabricate a sensitive and complex piece of machinery like the dopol fan, and spare parts were completely off-the shelf. The only option is to do internal fabrication, and the multi functional team lead by the plants Chief Mechanical Engineer successfully executed the project. From planning, issuance of the statement of work (SOW) and the work breakdown structure (WBS) and actual monitoring of the project from start to finish, teamwork was at its best.

In evaluating this project based on time, scope, and resources using the knowledge from the course materials, the question of organization and categorization is first answered. The dopol fan project was mainly a complex breakdown/turnaround maintenance project and fell under the functional organization. Members of the interdisciplinary team were still answerable to their respective departmental heads while performing project work. The desired amount of change behind the dopol fan project is best described as a hybrid of platform and derivative projects with process upgrade and product enhancement as the type of change expected (Jacobs & Chase, 2020).

Evaluating the project management based on Time, Scope, and Material: It is important to use appropriate tool in evaluating project management based on time, scope, and material. First, as part of the planning stage, all project activities were identified, and Gantt chart was used for virtual display both the amount of time involved and the sequence in which activities can be performed. (Jacobs & Chase, 2020. P.76). With complete shut down of the plant, plant management looked up to the cross-functional project team to bring up a realistic time-based plan that at best was expediting. The critical path method (CPM) was relied on to estimate project completion time based on calculated critical path, early start and early finish times, late start, and late finish times as well as slack for the projected. Using the Earned value management (EVM) technique progress was objectively measured (Jacobs & Chase, 2020). Using parameters like budgeted cost of work schedule (BCWS), budgeted cost of work performed (BCWP), actual cost (AC), performances measures such as schedule variance, schedule performance index, cost variance, and cost performance index were obtained.

In all, the project performance measures were either on plan or very slightly off-plan, and the result was satisfactory to management.