The invisible hand

One of the great challenges in implementing upgrade projects is keeping the organization's general operations running without interruption. This article discusses how one engineering consulting company--Hatch (Ontario, Canada)--implemented an upgrade project for the metallurgy company QIT-Fer et Titane (Quebec, Canada) that enabled QIT to increase its output without disrupting its plant's performance, an effort so expertly managed that it was named the PMI 2008 Project of the Year. In doing so, it overviews the factors that drove this plant upgrade project, noting how Hatch assembled its project team and how it approached the challenge of managing this project. It describes Hatch's process of targeting the plant functions to upgrade; it defines Hatch's approach to planning the project and managing its scope changes. It also explains Hatch's process for communicating with team members located on-site and those working from South Africa. It then outlines Hatch's reporting process and procurement approach, looki
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