Host Jeff Plumblee interviews Tim Parker, covering Tim’s family background in the rigging industry, how Tim almost ended up as a computer programmer, and what change orders can cost in a rigging project when the engineers keep important facts secret until the last minute. Tim tells of a nuclear project that went well and gives his final advice to new project managers; always get a complete and well-defined scope.

Key Takeaways:

Rigging is moving heavy objects from one location to another using complex engineering and expensive equipment under dangerous conditions. Before Tim finished college, his father brought him into the company and he stayed in it. He got his rigging degree in the early ’90s while maintaining his rigging company.
Tim tells of moving the world’s largest gas turbine from Europe to the U.S. The engineers didn’t reveal the final weight until the last minute, causing big issues. It was too heavy for the rail car and line. Tim coordinated it all, including a barge trip, a special transporter, cranes, and multiple vendors; all expensive changes!
The seven major change orders added more than seven figures to the cost of transportation. The transportation project was still counted as a major success! It was a scope-driven project. Their biggest time crunch was getting the turbine off the ship and out of the port. The ship charges for being out of use.
Tim describes his roles in a project at a nuclear power plant. It takes years of planning for the installation of equipment during a 45-day shutdown window. Some activities were scheduled down to 15-minute increments.
Tim tells what he sees as broken in project planning: people managing projects straight from school without coming up through projects; not paying attention to older functional experts with experience. The most important thing Tim teaches is to start with a complete, well-defined scope. Get the requirements you need.

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Tim Parker

Port of Charleston

Port of Savannah