ABSTRACT
This chapter covers the implementation of early equipment management (EEM) principles and techniques. It covers how to lock in the gains from EEM by integrating the approach to projects into the routine management process. The chapter describes how one multisite organization carried out their EEM implementation. This began with the need to improve the chances of success of an existing project at or near to the high-level design (HLD)/funding approval stage gate. It is important that pilot projects do not delay the project delivery time line, but even if time were available, experience has shown that there is little to be gained in returning to an earlier project step. As many capital projects originate from the introduction of new products or services, the biggest gains from EEM are achieved when the principles are applied at the product design stage. The planning and preparation step began with an assessment of current practices against EEM audit criteria to complete an EEM diagnostic.