ABSTRACT
Small projects require simplified procedures and special treatment, multiple duty performance of versatile general purpose engineers, streamlined project organizations, minimum use of systems, on-off help from specialists, and design and procedural shortcuts with maintenance of acceptable levels of quality. A general position on project controls and procedures should be understood: the emphasis has to move from a reliance on systems to hands-on person-to-person verbal communications, with one exception. The single greatest mistake in estimating small projects is the use of standard tools more suited to conventional projects. The simple bar chart approach to planning and scheduling of projects is best for most small projects, and should be evaluated for suitability for a specific project before an alternative program is selected. Effective cost-control procedures for the four principal classifications of projects based on size are drastically different. The types of projects that may qualify as small projects include pilot plants, small production facilities, modifications to existing facilities, and feasibility studies.
