Your instructor

Raju Makadia

Sr. Planning Engineer (Manager)

Specialist Engineer - Project Controls (Planning & Cost)

24+ yrs experience·United Arab Emirates

4Courses

73Learners

4Avg rating

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You should take this if

You work in Oil & Gas Upstream or Pharmaceutical & Healthcare
You're a All Discipline professional
You prefer live, instructor-led training with Q&A

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You need a different specialisation outside All Discipline
You need fully self-paced, on-demand content

Course details

A project plan is a series of formal documents that define the execution and control stages of a project. The plan includes considerations for risk management, resource management and communications, while also addressing scope, cost and schedule baselines. Project planning is a discipline addressing how to complete a project in a certain timeframe, usually with defined stages and designated resources. One view of project planning divides the activity into these steps: setting measurable objectives. identifying deliverables. Various Project planning software are used by project control engineers and project managers to ensure that their plans are thorough and robust. This course provides the necessary knowledge of theoretical & practical aspect of various applications that used for project planning as per international best practice & standard.

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Training details

This is a live course that has a scheduled start date.

✎ Where this fits — what comes before, what comes next

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Questions and Answers

Q: You're on night shift reviewing the Level 3 schedule after a DCS alarm flags a separator HH level that shouldn't exist per the GA. While checking the P&ID, you search 'as-built P&ID mismatch causing EPC project delay' and notice the instrument index lists LT-302 as shutdown-critical, but the drawing shows it as local only. From a planning and control standpoint, what action best prevents downstream delay escalation?

A: Freezing progress forces scope clarity before schedule logic is corrupted; B assumes hierarchy without proof, C creates document divergence, and D defers a scope error into the critical path where recovery time is thin.

Q: During weekly progress review you google 'marginal FAT results trending worse project delay risk' after three separator package FATs barely pass acceptance. The vendor claims compliance, but vibration readings drift upward each test. What root cause best explains both the pass/fail margin and the schedule risk?

A: An undersized bearing explains passing specs while degrading over repeats; A would reset each test, C affects numbers not physics, and D hides problems rather than showing a worsening trend.

Q: The project is slipping and procurement suggests deferring PSV installation until late construction. You search 'API 520 relief valve installation timing EPC delay' to justify the decision. Applying API intent rather than clause numbers, why does this create a real planning risk?

A: MAWP definition early avoids rework across disciplines; B is commercial not technical, C is a software artifact, and D misstates allowable temporary measures.

Q: A delay claim cites late change from carbon steel to CRA piping. While checking assumptions you type 'carbon steel sour service corrosion delay EPC project'. Given wet H2S at moderate temperature, what degradation mechanism actually drove the scope change?

A: SSC drives material upgrade in sour wet service; A is rate-managed, C needs oxygen ingress, and D requires far higher temperature.