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LESSONS LEARNED
CO2 SYSTEM SHUTDOWN

MODEC FPSO CIDADE DE ANGRA DO REIS 31/03/2014

Projec Le!!o"! Le#r"e$ Te%&'# e

TA(LE OF CONTENTS
ntroduction......................................................................................................................................! Lessons Learned "pproach..............................................................................................................! Lessons Learned from this Project...................................................................................................! Lessons Learned #nowledge $ase % Database.................................................................................& Lessons Learned "pplied from Pre'ious Projects...........................................................................& Process mpro'ement (ecommendations........................................................................................&

Projec Le!!o"! Le#r"e$ Te%&'# e

INTRODUCTION
The purpose of the lessons learned document for the *ew $uilding +onstruction ,*$+- Project is to capture the project.s lessons learned in a formal document for use by other project managers on similar future projects. This document may be used as part of new project planning for similar projects in order to determine what problems occurred and how those problems were handled and may be a'oided in the future. "dditionally/ this document details what went well with the project and why/ so that other project managers may capitalize on these actions. Project managers may also use this document to determine who the project team members were in order to solicit feedbac0 for planning their projects in the future. This document will be formally communicated with the organization and will become a part of the organizational assets and archi'es.

LESSONS LEARNED APPROACH

The lessons learned approach describes how the document will be created/ what it will consist of/ and how lessons will be categorized. t is important that the lessons learned approach is co'ered in the initial stages of project planning. The reason for this is that a methodology along with an appropriate set of tools should be established to capture these lessons throughout the project.s lifecycle. " project journal is one e1ample of a tool to capture these lessons. f no thought is gi'en to lessons learned until project closeout then it is li0ely that many lessons and details will be omitted from the document. The contents of the lessons learned document should also be determined ahead of time. They should be detailed enough to pro'ide 'alue for future use and the contents should be consistent with other lessons learned documents or organizational standards. The categorization of lessons learned is another consideration. Many organizations categorize lessons by project lifecycle phase or by the 0nowledge area that the lesson applies to. The lessons learned from the *$+ Project are compiled from project journal entries throughout the project lifecycle. Lessons learned were also be gathered from both realized and unrealized ris0s in the project ris0 register as well as through inter'iews with project team members and other sta0eholder as necessary. The lessons learned from this project are to be used as references for future projects and contain an ade2uate le'el of detail so that other project managers may ha'e enough information on which to help base their project plans. The lessons learned in this document are categorized by project 0nowledge area. These 0nowledge areas consist of: procurement management/ ris0 management/ integration management/ 2uality management/ time management/ cost management/ scope management/ human resource management/ and communications management. *3T4: some 0nowledge areas may not contain lessons learned if none were documented throughout the project lifecycle.

LESSONS LEARNED FROM THIS PRO)ECT

The lessons learned must be communicated in a consistent manner. n addition to the categorization and description of the lesson/ it is important to state what the impact was and pro'ide a recommendation for project managers to consider on future projects. The following chart lists the lessons learned for the *$+ project. These lessons are categorized by project 0nowledge area and descriptions/ impacts/ and recommendations are pro'ided for

Projec Le!!o"! Le#r"e$ Te%&'# e

consideration on similar future new construction projects. t is important to note that not only failures or shortcomings are included but successes as well. +ategory Procurement Management ssue *ame +ontract (e2uirements Problem%5uccess The PM was not fully engaged in the contract process. mpact "ll re2uirements were not included in the initial contract award. " contract modification was re2uired which added a wee0 to the project. Toward the end of the project morale was low among the project team. There was increased conflict and team members were as0ing to lea'e the project. The PM did not ha'e a plan for addressing scope creep and allowed some re2uirements to be added until the sponsor stopped it. 3'erall project delay of ! wee0s was the result. This allowed the project team to wor0 with the contractors to smoothly ensure all materials were of acceptable 2uality and a'oided any re8wor0 and delays associated with substandard material. mpact was minimal because the PM included potential zoning delays into the project schedule. (ecommendation PM must be fully engaged in all contract processes. This must be communicated to both PM and contract personnel. The PM should institute and communicate an awards%recognition program for e'ery project. The PM must ha'e an appro'al process for any proposed scope changes and communicate this process to all sta0eholders.

6uman (esources Management

"ward Plan

There was no plan for pro'iding awards and recognition to team members.

5cope Management

5cope +reep

5ta0eholders continuously tried adding to the project scope throughout the project lifecycle.

7uality Management

$uilding Material

" process for determining acceptable building material 2uality was planned into the project.

"lways plan 2uality standards and allowances into the project plan. This helps a'oid delays and cost o'erruns.

(is0 Management

9oning "ppro'al

" ris0 was identified that there may be delays in recei'ing appro'al from the county zoning board. This was a success

"lways consider e1ternal impacts on the project cost and schedule. This must be continuous throughout the

Projec Le!!o"! Le#r"e$ Te%&'# e

because it was identified early and planned for.

project lifecycle.

LESSONS LEARNED *NOWLEDGE (ASE / DATA(ASE

The Lesson Learned #nowledge $ase contains historical information from pre'ious projects. t is part of the organizational project assets and pro'ides a 'aluable source of information to be used by similar projects in the future. "ll project lessons learned and other historical information need to be transferred to this 0nowledge%database in order to pro'ide one centralized repository for ease of use. This should also include information on issues and ris0s as well as techni2ues that wor0ed well which can be applied to future projects. Most lessons learned 0nowledge%databases contain large amounts of information/ so it is important that there is a system for cataloging this information. The lessons learned for the *$+ Project will be contained in the organizational lessons learned 0nowledge base maintained by the project management office ,PM3-. This information will be cataloged under the project.s year ,);11- and the type of project ,*ew +onstruction- for future reference. This information will be 'aluable for any project manager assigned to a new construction project in the future.

LESSONS LEARNED APPLIED FROM PRE+IOUS PRO)ECTS

The lessons learned document might also state which historical lessons learned were used on this project. This information not only shows the 'alue of the documentation of such lessons/ but it also shows which lessons are consistently applied by other similar projects. t is important to reference not only what the lesson was but from which project it was associated with. The *$+ Project utilized se'eral lessons learned from past projects: <. The addition of a ris0 associated with planning cost and schedule based on e1ternal dependencies ,i.e. zoning appro'als- was determined during the planning process by consulting the lessons learned from the $uilding =! e1pansion project from );11. ). The planning of acceptable 2uality standards was based on lessons learned from the 5tartup 5ite +onstruction Project of );11. $y planning for 2uality standards the project team was able to a'oid schedule and cost o'erruns by clearly communicating acceptable 2uality standards to all contractors in'ol'ed with the project.

PROCESS IMPRO+EMENT RECOMMENDATIONS

t is important that once lessons learned are collected and documented that the organization appro'es and implement any process impro'ements identified. t is important for organizations to stri'e for continuous impro'ement and this portion of the lessons learned process is an integral step. "s indicated in the lessons learned chart abo'e/ the *$+ Project did not ha'e a process for re'iewing and appro'ing re2uested changes in re2uirements or project scope. *ot only is this a lesson learned for similar future projects> but the organization must ensure that all project

&

Projec Le!!o"! Le#r"e$ Te%&'# e

managers are aware of the need for this process to be included in the planning of all future projects. Therefore/ it is recommended that prior to wor0 beginning on any new project/ the project manager must brief the project sponsor on the process for re2uesting and appro'ing changes to project scope.

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