The most common definition of a project is “to conduct purposeful work with the aim of achieving a specific effect, change or function within a specific time frame and budget”. This relationship between time (T), function (F) and economy/budget (E) are the fundamental principles in all project models. If we add something to the function during the course of the project (alternative name is “scope”), we must also expand the parameters budget and time, otherwise it will not work. In addition, we find the concept of quality (Q) which also affects the parameters T, F and E. Therefore, it is very important to define these four parameters in the initial stage of the project, which then form the foundation of the project. Although the fundamental principles for running a project are always the same, we also know that different activities have different needs that are very important to capture, understand and communicate to the project group.

 Alteco's project model is built on the definitions in ISO 21502 where the project's form, goals, stakeholders, organization, boundaries, life cycle, etc. should always be defined. This also means that before a new project is started, we should thoroughly define and understand the nature of the project, especially when it comes to new project forms, activities or project recipients. Our continued project process is then based on the classic concepts of Initiate, Plan, Execute, Monitor and Close. The project phases usually consist of the following stages; detailed design, construction and commissioning. Common project processes that we work with are: Preliminary study (Investigate the potential of a certain idea), Preliminary design (Investigate the potential and develop economic decision-making basis) and Construction (Design, Build and commission) which all consist of a predetermined life cycle.

 Alteco has a comprehensive project program that standardizes all our projects down to the smallest activity. With each new project order, we start by determining what type of project it is; i.e. E, EP, EPCM or EPC. We then look at which category (Economic size) it belongs to, i.e. whether it is a type A, B or C project. These conditions then determine how the project's basic structure and checklists should be set up. In addition to "hard" parameters such as contracts, checklists, project plans, etc., we are constantly developing our soft parameters. We have learned that it is important that each project employee values the success of the overall project rather than the success of the individual or the individual company. To help with this, the individual can consider at least the following before and during the project

•  Always try to have a few people working hard on each task instead of many people working a little. This requires complete transparency to avoid losing redundancy.
•  Try to focus on ONE thing at a time.

 Before you begin your assignment, ask yourself the following questions:

•  Have I understood what my task is?
•  Have I understood what the purpose of my assignment/task is?
•  Have I understood the level of detail required for my delivery?

 And when your task is complete, before you take on the next task; then consider:

•  Have I done everything I should/can do in the specific task? Check that the task is completed before delivery.
•  Always confirm your delivery with the recipient.