Академический Документы
Профессиональный Документы
Культура Документы
Fundamentals
of
Hydrocarbon Project
Management
Lecture 1
2016
Module overview
More than 25 years experience in consulting, teaching, R&D, Oil & Gas
project planning, implementation and management in Eastern Europe,
Africa and Asia pacific region;
Designed and implemented course unit: Petroleum economics & project
management in 2004, Petroleum economics, risks and project
management in 2010, Hydrocarbon economics and project
management for Subsea Engineers, 2014.
PhD in Petroleum Economics and Management (1989),
Gubkin University of Oil and Gas, Moscow, Russia.
MSc in Industrial engineering and management (1985)
Post Doctoral Diploma in Environmental Impact Assessment, Murdoch
University, Western Australia (2010)
Accredited Project Management Professional, PMP since 2005.
Book Author: Environmental Project Management: Principles,
Methodology and processes, Springer, 2016.
Director of Education, Project Management Institute, Western Australian
Chapter (2008 2010)
Member, Society of Petroleum Engineer, USA.
Member, Project Management Institute, USA.
Outline
1.
2.
3.
4.
Lecture objectives
At the end of this lecture, you should be able to:
Properly define a project scope and identify key constraints
Recognize basic properties of projects, including their definition.
Differentiate between project management practices and more
traditional, process-oriented business functions.
Understand how effective project management contributes to
achieving strategic objectives.
Recognize the strength and weakness of three basic forms of
organizational structure and their implications for managing
projects.
What Do we Need?
Innovation and Creativity
Managing Resources with Immersive
Visualization, transparency and Control
Employing Integrated Project
Management System.
Vision
Business Opportunity
Execution
I.Q.
Strategy
Capability
Leaders
Vision
Focus
Values
Culture
Current
Reality
Commitment
E.Q.
Lecture_1_Fundamentals of Petr. Proj. Management
What is PMBoK?
What is a Project?
Project Versus Traditional Business Operations
Project, Program, Portfolio
Petroleum Project Management definitions
Project deliverables
The Triple Constraints or Project Management Triangle.
Front-end Engineering and Design (FEED) Vs Front-end
End Loading (FEL)
PMBOK
What is it?
Project Management Body of Knowledge.
A Guide published by the Project
Management Institute (PMI), USA.
Shell Petroleum has also developed its own
Body of Knowledge. It is called:
Opportunity and Project Management
Guide (OPMG)
What is a Project?
Consider the following definitions of projects:
A project is a unique venture with a beginning and end, conducted
by people to meet established goals within parameters of cost,
schedule, and quality (Buchanan & Boddy, 1992)
Projects are goal-oriented, involve the coordinated undertaking of
interrelated activities, are of finite duration, and are all, to a degree,
unique (Franem J.D., 1995).
A temporary endeavour with a defined beginning and end (usually
time-constrained, and often constrained by funding or deliverables),
undertaken to meet a unique goals and objectives, typically to bring
about beneficial change or added value. (IPMA, 2006).
Characteristics of a Project
A Project has the following attributes:
Projects are complex, one-time endeavor (processes)
with a specific time frame or finite life span, i.e.
temporary.
Projects are limited by budget, schedule and resources.
Projects are developed to resolve a clear goal or set of
goals.
Projects are customer-focused.
Projects are ad hoc endeavors with a clear life cycle.
Projects are building blocks in the design and execution
of organizational strategies.
Projects are terminated upon successful completion of
performance objectives.
Strategic
Scope
Management
Strategy & finance
Project
Management
Technology
(requirements, design,
make, test)
Organizational
(structure & people)
Time
Human Resources
Cost
Communications
Integration Scope
Risk
Commercial (supply
chain, procurement,
etc.)
Concept
delivered
Quality
Procurement
Stakeholder/Interface
Initiate
Feasibility
Definition
Plan
Execute
Execution
Control
Close
Out
Close-out/
Operations
INTEGRATED PROJECT MANAGEMENT involves planning and delivery of projects throughout project
life cycle, in a fully integrated and consistent manner that cut across all project elements.
Lecture_1_Fundamentals of Petr. Proj. Management
The Galata Project, situated about 20km from the eastern port of
Varna, is being developed by Melrose Resources. The Galata gas
field is 23km offshore Bulgaria in the Black Sea.The field lies at a
water depth of 35m and has gross proved and recoverable
reserves of 49 billion cubic feet (bcf), and proved and probable
reserves of 81bcf.
3. Projects Vs Operations
E&P Operations
E&P Project
Project/Program/Portfolio
A project is a temporary endeavor undertaken to create
a unique product, service, or result (PMBOK)
A Program is a group of projects managed in a
coordinated way to obtain benefits not available from
managing them individually, e.g. CCS program, LNG
Program, GTL Program, ANLEC R&D program.
A Portfolio is a set of projects or programs that are
selected or prioritized in accordance with the
organization's business strategy, e.g. hydrocarbon
portfolio comprising 15 projects (6 oil wells and 5 gas
wells, 4 NGL projects).
What is a deliverable?
A unique and verifiable product, result or capability
to perform a service that is identified in the project
planning documentation, and must be produced and
provided to complete the project.
The process of breaking project deliverables down into
smaller, manageable components so that project tasks and
activities can be planned and estimated is called
Decomposition.
delivered
given
Scope
Project
Management
Knowledge
Areas
Initiate
Plan
Time
Communications
Cost
Quality
Scope
Procurement
Risk
Stakeholder/Interface
Execute
Control
Close
Out
PROJECT MANAGEMENT:
On time, within budget, to scope execution/ delivery
Petroleum Project
Management Systems
Future
Present
Past
Lecture_1_Fundamentals of Petr. Proj. Management
Prepared by Dr Ebenezer A. Sholarin, PMP
Procurement/Contracting Strategy
Project Challenge
Functional
Managers
Functions
Working
Level
Project
Coordinator
Liaisons
4. Project-based Organization
Customers
Project
Manager
PERSON
Ben
James
John
Ann
David
A=
Accountable
R=Review
Required
I=Input
Required
S=Sign-off
Required
P=
Participant
Measure
Analyze
Improve
Control
ASSESSMENT
PHASE
SELECTION
PHASE
DEVELOPMENT
PHASE
EXECUTION
PHASE
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Scope
Management
Time
Management
Quality
Management
Communications
Management
Close-out
Processes
Cost
Management
Integration
Management
Risk
Management
OPERATION
PHASE
Human Resource
Management
Procurement
Management
Stakeholder
Management
Adapted from PMI 2013
Measure
Analyze
Improve
Control
Define
Planning
Processes
Initiating
Processes
Improve/Check
Control/Review
Controlling
Processes
(arrows represent
flow of information)
Executing
Processes
Celebrate
Closing
Processes
Analyze/Do
CHECK
PLAN
RECOGNITION
Lecture_1_Fundamentals of Petr. Proj. Management
REVIEW
Prepared by Dr Ebenezer A. Sholarin, PMP
PLANNING
5. CLOSE
1. DEFINE
2. PLAN
3. ORGANIZE
4. CONTROL
State the
Problem/o
pportunity
Identify
project
activities
Determine
Personnel
Needs
Define
Management
Style
Obtain
Client
Acceptance
Identify
Project
Goal
Estimate
time and
cost
Quality
and
Communi
cation
managem
ent
Identify
Project
Champion
Recruit
Project Team
Establish
Control Tools
Install
Deliverables and
Commissioning
List the
objectives
Determine
Preliminary
Resources
Identify
Risks and
stakeholders
Success criteria
Write
Project
Proposal
Organize
Project
Team Bidding
Assign
Work
Packages
Prepare
Status Reports
Document the
Project
Review
Project
Schedule, cost,
team report
Issue Change
Orders
Issue Final
Report
Conduct PostImplementation
Audit
Deliverables
Project charter
WBS
Project network/
Critical Path
Project proposal
Recruitment Criteria
Define Work packages
Assign work packages
Variance Reports
Status Reports
Final Report
Audit Reports
36
Project Phases
Define
Plan
Organise
Control
Decision #1
Design Preparation ( 30% confirmed)
Decision #2
Basic Design (20%)
Decision #3
Project Definition
Project Specs
Decision #4 =
Final Investment Decision
Detailed design
Procurement
Construction
Commissioning &
Start-Up
Performance Testing
Acceptance
Close
Who are my
stakeholders?
What are their
expectations?
10. Stakeholder
Management
2. Scope
Management
7. Human
Resources
Management
1. Project
Integration
Management
4. Cost
Management
6.. Risk
Management
8. Communication
Management
How do we collaborate to
work together?
What are the processes
for sharing work?
How many communication
channels do I have?
3. Time
Management
5. Quality
Management
9. Procurement
Management
Prepared by Dr Ebenezer A. Sholarin, PMP
4c
Budget
Time
T (Schedule)
Lecture_1_Fundamentals of Petr. Proj. Management
Step 2: Sequence
The Work (Scheduling)
80
75
65
80
25
20
35
5
10
10
5
5
SCOPE
Lecture_1_Fundamentals of Petr. Proj. Management
TIME
COST
Prepared by Dr Ebenezer A. Sholarin, PMP
Roles performed
Client
Sponsor
Performing
Organisation
Project Manager
Project Team
Members
Suppliers/
Contractors
User
Gold Plating
continuing to work on a project or task well past the point where
the extra effort is not worth the value it adds. Gold plating often
comes from the project manager or team members.
5.
Management Vs Leadership
Management:
Ability to complete work through the efforts of
others.
Leadership:
Ability to motivate others to produce the work
willingly.
Management getting people to do what needs to be done;
Leadership getting people to want to do what needs to be done
Warren Bennis (1994) On Becoming a Leader
Ability to:
Develop vision;
Set clear objectives and targets;
Put in place appropriate organizational structure, methods and
processes, Roles and Responsibilities;
Maintain team focus;
Challenge status quo and accept constructive challenge;
Obtain team buy-in;
Get the best out of people by support, mentoring and coaching
Prepared to let people get on with it
Enthusiasm, drive and determination consistently displayed.
Technical
skill
Leadership
skill
Adding
value
Business
skill
Value
chain
Lead
Engineer
Engineering
Manager
Project Manager
Vs
Line Manager
Project Manager
Lead Engineer/Manager
What is to be done?
Electronics Industry
Cisco (major suppliers across the world
Apple (over 70% of components outsourced)
Taiwanese companies now design and manufacture most laptop sold around the world.
PalmOne collaborate with Asian suppliers on the design of their personal digital assistance
(PDA)s
Type of Contract
Lump sum turnkey (LSTK)
Contractor is given defined starting and finishing points and undertakes
to perform the whole of the specified work at a fixed price, bears the risk
of any cost overruns and benefits from any savings that can be made
(e.g., EPC contracts).
Bills of Quantities
Lump sum contracts with detailed bills of quantities forming precise
definition of the scope of work.
Schedule of Rates
This type of contract permits a degree of control over the final cost of
the job, without the need to define the SoW at the tender stage
Preparer Name:
Preparer Signature:
Customer:
Customer Contact:
contact Phone:
Date Prepared:
Closeout Activity
1. Obtain sign-off for deliverables
2. Update project plan for transfer to next project manager
3. Provide project staffing plan for reduced resource
requirements if applicable
4. Write project turnover memo to all stakeholders
5. Perform postproject review (lesson learned):
... What worked well?
...What did not work well?
...What can be done to improve the next project?
6. Update project history file
7. Give individual performance feedback to team members
8. Close project accounts and finalize all billing
9. No claims or audits are pending on this project
10. All customer-provided equipment returned
Planned
Closeout
Yes N/A No Closeout Date Complete Date
Project Planning
Techniques
Lecture 2