fundamentals of petroleum project management
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Lecture_1_Fundamentals of Petr. Proj. Management
Hydrocarbon Economics & Project Management (PEEN4001/Econ 6007)
Dr Ebenezer Sholarin, PMP®
Lecture 1
Fundamentals
ofHydrocarbon Project
Management
1st Semester, 2016
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Hydrocarbon Economics & Project Management (PEEN4001/Econ 6007)
Prepared by Dr Ebenezer A. Sholarin, PMP®
Module overview
• Project Management Conceptualisation
• Individual and Team Issues
• Petroleum Project Risk Management
• Project Organisational Design• Project Time Planning and Control
• Project Cost Planning and Control
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Meet Your Lecturer• 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 projectmanagement in 2010, Hydrocarbon economics and projectmanagement 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 AustralianChapter (2008 – 2010)
• Member, Society of Petroleum Engineer, USA.
• Member, Project Management Institute, USA.
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Hydrocarbon Economics & Project Management (PEEN4001/Econ 6007)
Pre ared b Dr Ebenezer A. Sholarin PMP®
Outline
1. Introduction and module overview
2. Basic concepts and Definitions.
3. Projects Versus Operations.
4. Project Management System
– Project Organisational Structure
– Project management framework
– The triple constraint/PM triangle5. Management Versus Leadership
6. Engineering, procurement, and constructionmanagement (EPCM).
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Hydrocarbon Economics & Project Management (PEEN4001/Econ 6007)
Pre ared b Dr Ebenezer A. Sholarin PMP®
“The balance between the global supply and demand forcrude oil is becoming progressively tighter, increasingly
requiring our industry to face new and unique
challenges. Our industry of tomorrow will have toaddress the demands of operating in an adverse
environment, development of new technologies andexpediting implementation in the field, as well as
optimization of processes and enhancing collaborative efforts to reduce cost.”
Statement made by former SPE President, Dr Behrooz Fattahi, athis University of Western Australia presentation on “Challenges of
the Future”, delivered 7th April, 2011
1. Introduction & Course
overview
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Hydrocarbon Economics & Project Management (PEEN4001/Econ 6007)
Pre ared b Dr Ebenezer A. Sholarin PMP®
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 moretraditional, process-oriented business functions.
– Understand how effective project management contributes toachieving strategic objectives.
– Recognize the strength and weakness of three basic forms oforganizational structure and their implications for managingprojects.
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Hydrocarbon Economics & Project Management (PEEN4001/Econ 6007)
Pre ared b Dr Ebenezer A. Sholarin PMP®
“ We will start digging from this side of the mountain.You and your gang start digging from the other side.
When we meet in the middle, we wil l have made atunnel. And i f we don’t meet, we will have made two
tunnels!”
Management Without Planning
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When to Use Project Management?
• When the scope of the challenge is larger thanone normally encounters;
• An ad hoc undertaking – unique or unfamiliar
organizational challenges;• When change is eminent and inevitable;
• When there is need for concurrent or value
engineering
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Hydrocarbon Economics & Project Management (PEEN4001/Econ 6007)
Prepared by Dr Ebenezer A. Sholarin, PMP®
What Do we Need?
• Innovation and Creativity
• Managing Resources with ImmersiveVisualization, transparency and Control
• Employing Integrated ProjectManagement System.
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Hydrocarbon Economics & Project Management (PEEN4001/Econ 6007)
Prepared by Dr Ebenezer A. Sholarin, PMP®
How are projects conceived?
• Ideas
Leaders
Strategy
Culture
Vision
CurrentReality
Execution
Commitment
Values
Focus
Capability
I.Q.
E.Q.
• Vision • Business Opportunity
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STO Project Management Model
Strategic
Planning
Tactical
Planning
OperationalPlanning
Prepared by Dr Ebenezer A. Sholarin, PMP®
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Hydrocarbon Economics & Project Management (PEEN4001/Econ 6007)
Pre ared b Dr Ebenezer A. Sholarin PMP®
2. Basic Concepts & Definitions
• What is PMBoK?
• What is a Project?
• Project Versus Traditional Business Operations
• Project, Program, Portfol io
• Petroleum Project Management definitions – Project deliverables
– The Triple Constraints or Project Management Triangle.
– Front-end Engineering and Design (FEED) Vs Front-endEnd Loading (FEL)
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Hydrocarbon Economics & Project Management (PEEN4001/Econ 6007)
Prepared by Dr Ebenezer A. Sholarin, PMP®
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 ManagementGuide (OPMG)
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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 ofinterrelated 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 (usuallytime-constrained, and often constrained by funding or deliverables),
undertaken to meet a unique goals and objectives, typically to bringabout beneficial change or added value. (IPMA, 2006).
Pre ared b Dr Ebenezer A. Sholarin PMP®
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Hydrocarbon Economics & Project Management (PEEN4001/Econ 6007)
Prepared by Dr Ebenezer A. Sholarin, PMP®
Project according to PMBoK Guide
“Project is a temporary endeavor
undertaken to create a unique product,service or result”
Source: PMI, 2013. A Guide to the Project Management Body ofKnowledge, PMBoK® Guide. Project Management Institute Inc., Atlanta.
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Hydrocarbon Economics & Project Management (PEEN4001/Econ 6007)
Prepared by Dr Ebenezer A. Sholarin, PMP®
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 ofgoals.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 ofperformance objectives.
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Alignment of Projects with Corporate Strategy
• Integration
• Time
• Cost
• Scope
• Risk
• Human Resources
• Communications
• Quality
• Procurement
• Stakeholder/Interface
Initiate Plan Execute Control CloseOut
• Time• Budget
• Scope
“delivered”
Strategic
Management Project
Management• Strategy & finance
• Technology(requirements, design,make, test)
• Commercial (supplychain, procurement,etc.)
• Organizational(structure & people)
I n t e r a c t i o
n w i t h t h e b u s i n e s s a n d g e n e r a l e n v i r o n m
e n t
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.
Concept Feasibility Definition ExecutionClose-out/Operations
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Example: An Offshore Project
The Galata Project, situated about 20km from the eastern port ofVarna, is being developed by Melrose Resources. The Galata gasfield is 23km offshore Bulgaria in the Black Sea.The field lies at awater depth of 35m and has gross proved and recoverablereserves of 49 billion cubic feet (bcf), and proved and probablereserves of 81bcf.
Van Gogh Oil Project, Exmouth Sub-Basin, Australia.FPSO Ningaloo Vision is slightly smaller than other FPSOs in the area,with a storage capacity of 620,000 barrels of oil and an oil-processing capacity of 63,000bpd.
http://www.offshore-technology.com/projects/apache_vangogh/http://www.offshore-technology.com/projects/galata-field/
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Pre ared b Dr Ebenezer A. Sholarin PMP®
An artistic rendition of the Ivar Aasen FieldDevelopment.
An illustration of the Ivar Aasen Platform.The platform will be approximately 230m in height.
Ivar Aasen Field Development Project
Example: An Offshore Project (2)
http://www.offshore-technology.com/projects/ivar-aasen-field-development-norway/http://www.offshore-technology.com/projects/ivar-aasen-field-development-norway/
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Pre ared b Dr Ebenezer A. Sholarin PMP®
Polyarnaya Zvezda (Polar Star) semi-submergeddrilling rig is currently drilling the first production well
at the Kirinskoye field.
Kir inskoye Gas and Condensate Field,Sea of Okhotsk, Russian Federation Chinguetti Oil Field, Mauri tania
The Chinguetti field lies off the coast of Mauritaniaand will be developed from an FPSO.
Example: An Offshore Project (3)
http://www.offshore-technology.com/projects/chinguetti/http://www.offshore-technology.com/projects/kirinskoye-gas-condensate-field-russia/
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Hydrocarbon Economics & Project Management (PEEN4001/Econ 6007)
Prepared by Dr Ebenezer A. Sholarin, PMP®
3. Projects Vs Operations
E&P Operations E&P Project• Repeat process or product• Several objectives• Ongoing• People are homogenous• Well-established systems in
place to integrate efforts• Greater certainty of performance,
cost and schedule• Part of line organization• Supports status quo
• New process or product• One objective• One short – limited life• More heterogeneous• Systems must be created to
integrate efforts.• Greater uncertainty of
performance, cost and schedule.• Outside of the organisation• Upsets status quo.
Source: Graham, R.J. (1992). A Survival Guide for the Accidental Project
Manager, Proceedings of the Annual Project Management InstituteSymposium, Drexel Hill, PA: PMI, pp. 355-361.
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Hydrocarbon Economics & Project Management (PEEN4001/Econ 6007)
Prepared by Dr Ebenezer A. Sholarin, PMP®
Project/Program/Portfolio
• A project is “a temporary endeavor undertaken to createa unique product, service, or result” (PMBOK)
• A Program is a group of projects managed in a
coordinated way to obtain benefits not available frommanaging them individually, e.g. CCS program, LNGProgram, GTL Program, ANLEC R&D program.
• A Portfolio is a set of projects or programs that areselected or prioritized in accordance with the
organization's business strategy, e.g. hydrocarbonportfolio comprising 15 projects (6 oil wells and 5 gaswells, 4 NGL projects).
H d b E i & P j M (PEEN4001/E 600 )
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Project management definitions
• “PM is the process of managing, allocating, and timingresources in order to achieve a given objective in anexpedient manner” (Badiru, et al 2008)
• “PM is the art and science of applying skills, knowledge,
tools and techniques to all aspects of project to achievethe project mission objective, within the specified time,budgeted cost and predefined quality specification”(Chan, et al 2009).
• “PM is the act of collaborating with people using otherrequired resources such that a project is planned,organised, and controlled effectively to accomplish itsgoals and objectives” (Vaidyanathan, G. 2013)
Prepared by Dr Ebenezer A. Sholarin, PMP®
H d b E i & P j t M t (PEEN4001/E 6007)
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Project Management according to PMBoK Guide
• “The application of knowledge, skil ls, tools and
techniques to project activities in order to meet project requirements” (PMBOK, 2013)
H d b E i & P j t M t (PEEN4001/E 6007)
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Prepared by Dr Ebenezer A. Sholarin, PMP®
What is a deliverable?
A unique and verifiable product, result or capabilityto perform a service that is identified in the projectplanning 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 andactivities can be planned and estimated is calledDecomposition.
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Decomposition in Project Management
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4. Project management System
• Integration
• Time
• Cost
• Scope
• Risk
• Human Resources
• Communications
• Quality
• Procurement
• Stakeholder/Interface
Initiate Plan Execute Contro l CloseOut
• Time
• Budget
• Scope
“given” “delivered”
PROJECT MANAGEMENT:
“ On time, with in budget, to scope” execution/ delivery
Project
Management
Knowledge
Areas
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The Paradigm shiftPetroleum ProjectManagement Systems
Future
Present
Past
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• Organisation structure depends on three mainissues:
– Team Mix Requirements
• Or who you can get! – Procurement/Contracting Strategy
– Project Challenge
• There are three types of organisational
structure: – Functional
– Matrix
– Project based or “projectised”
4a Project Organisation Structure
Prepared by Dr Ebenezer A. Sholarin, PMP®
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Types of Organizational Structure1. Functional Organization 2. Weak Matrix Organization
3. Strong Matrix Organization 4. Project-based Organization
FunctionalManagers
Functions Working
Level
People work within their functional
organization with little cross-functional
coordination
Project
CoordinatorLiaisons
People work within their functional
organizations with the project manager
serving as a cross-functional coordinator
Project
Manager
Customers
Project Manager has authority to make
personnel, budgetary and project decisions
and team has direct contact with customers People report directly to the project manager,
team members have minimal non-project
responsibilities and may be co-located, team
member keep functional organizations
informed about project progressAdapted from PMBOK Guide® 2013
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Responsibility Assignment Matrix (RAM)
PARIS Chart/
RAM PERSON
PHASE
Ben James John Ann David
Concept &
Initiation
S R A P P
Design &Development
S A A P P
Implementation
& Control
S R A P
Commissioning
& HandoverS A P P
LEGENDP=
Participant A=
Accountable
R=Review
Required
I=Input
Required
S=Sign-offRequired
Prepared by Dr Ebenezer A. Sholarin, PMP®
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4b Project Management Framework
ASSESSMENT
PHASE
SELECTION
PHASE
DEVELOPMENT
PHASE
EXECUTION
PHASE
OPERATION
PHASE
Initiating
Processes
Planning
Processes
Executing
Processes
Controlling
Processes
Close-out
Processes
Scope
ManagementTime
Management
Cost
Management
Quality
ManagementIntegration
Management
Risk
Management
Human Resource
Management
Communications
Management
Procurement
Management
Adapted from PMI® 2013
Stakeholder
Management
Define Measure Analyze Improve Control
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Iterated Links of PM Processes
Initiating
Processes
(arrows represent
flow of information)
Controlling
Processes
Planning
Processes
Executing
Processes
ClosingProcesses
Define Measure/Plan
Analyze/DoImprove/Check Control/Review
Celebrate
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PLAN
DO
REVIEWRECOGNITION
ISO 9001 Project Management Model
CHECK
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36
Five Steps of Project Management
1. DEFINEIdentifyprojectactivities
Estimatetime and
costQualityandCommunicationmanagement
WriteProjectProposal
3. ORGANIZE 4. CONTROL2. PLAN 5. CLOSE
State theProblem/opportunity
IdentifyProject
Goal
List theobjectives
DeterminePreliminaryResources
Identify
Risks andstakeholdersSuccess criteria
DeterminePersonnelNeeds
IdentifyProject
ChampionRecruitProject Team
OrganizeProjectTeam Bidding
Assign
WorkPackages
DefineManagementStyle
EstablishControl Tools
PrepareStatus Reports
ReviewProjectSchedule, cost,team report
Issue ChangeOrders
ObtainClient
Acceptance
InstallDeliverables and
Commissioning
Document theProject
Issue FinalReport
Conduct Post-
Implementation Audit
DeliverablesProject charter WBS Recruitment Criteria Variance Reports Final Report
Project network/ Define Work packages Status Reports Audit ReportsCritical Path Assign work packagesProject proposal
PLANNING IMPLEMENTATION
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Project Phases
Scouting Study (30%)
Design Preparation ( 30% confirmed)
Decision #2
Decision #1
Project Spec’s Project Definition
Tender & evaluate
Decision #4 =
Final Investment Decision
Detailed design
Procurement
Construction
Commissioning &
Start-Up Performance Testing
Acceptanc e
incl. 10% estimate
Decision #3
Basic Design (20%)
Define Plan Organise Control Close
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Phase-Gate Project Management
Adapted from WoodsidePetroleum OPREP Material.
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Project Management Body of Knowledge
2. ScopeManagement
3. TimeManagement
4. CostManagement
6.. RiskManagement
9. ProcurementManagement
8. CommunicationManagement
5. QualityManagement
7. HumanResources
Management
1. ProjectIntegration
Management
• What are we going to do?
• What needs to be done?
• How long will it take?• How will it fit into the
FDP?
• What are the costsinvolved?
• How will I get the fundingI need?
• Is the Project worth doing?• What are the road blocks?
• How do I get what Ineed?
• Who are thecontractors/suppliers?
• How do we collaborate towork together?
• What are the processesfor sharing work?
• How many communicationchannels do I have?
• Are the technicalstandards being met?
• Who do I need for myproject?
• Where do I get themfrom?
• What project plans do Ineed?
• How do I get every teammember to do this?
10. StakeholderManagement
• Who are my
stakeholders?• What are theirexpectations?
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yd oca bo co o cs & oject a age e t ( 00 / co 600 )
Prepared by Dr Ebenezer A. Sholarin, PMP®
4c The Triple Constraint or PM Triangle
S
T (Schedule)
CBudget
Scope
Time
Goal (Target)
• 3-Dimensions of Project Goal
• Projects must be within cost.• Projects must be delivered on time.
• Projects must be within scope.• Projects must meet customer
quality requirements.
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y j g ( )
Prepared by Dr Ebenezer A. Sholarin, PMP®
Some Examples of a Project Goal• Saudi Aramco Haradh Gas Project:
– Objective - To create a $2 billion facility, which will be used togather, process and distribute natural gas, tapped from 87 gaswells, to satisfy the domestic Saudi market within 37 months.
Task: Can you identi fy the scope (target),
time (schedule) and Cost (budget)from each objective?
Think and develop 3D objectives related to your PM group project.
• NASA Autonomous Rotorcraft Project:
• Objective – To develop an unmanned helicopter (rotorcraft) thatwould operate with decision-making skill of a piloted aircraft.
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Dimensions of Scope, Time & Budget
Step 1: Define Scope(Develop WBS or ABS) Step 2: SequenceThe Work (Scheduling) Step 3: Allocate theResources (Budgeting)
300
80
SCOPE TIME COST
75
65
80
25
20
35
5
10
105
5
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Project Interface Management
Interface management: “the management of common boundaries between people,systems, equipment, or concepts” (Nooteboom 2004).
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y j g ( )
Prepared by Dr Ebenezer A. Sholarin, PMP®
Project Stakeholder Management
Stakeholder Roles performed
Client • Person or organisation that ‘owns’ the project• Provides the financial resources, in cash or in kind, for the project• May initiate project changes
Sponsor • Initiate the project• Champions project from a position of authority• Supports project team’s most senior members
PerformingOrganisation
• Enterprise, whose employees are most directly involved in doingthe work of the project
Project Manager • Person responsible for the management of the project on a dailybasis
• Single point of responsibility for achievement of project objectives
Project Team
Members
• Responsible for performing project tasks
• Provides and applies technical skills
Suppliers/Contractors
• Delivers goods and services to the project as required• Provides logistical support
User • The person or organisation that will make use of the projectproduct.
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Project Communication Management
Communications Channels = n(n-1)2
What isthe CC?
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Project Scope Management
HOW THE CUSTOMER EXPLAINEDIT… HOW THE PROJECT MANAGERUNDERSTOOD IT… HOW THE ENGINEERSDESIGNED IT…
WHAT OPERATIONS TEAM ACTUALLY INSTALLED…
HOW THE SALES EXECUTIVESDESCRIBED IT…
AND WHAT THE
CUSTOMER REALLY
NEEDED WAS …………
Prepared by Dr Ebenezer A. Sholarin, PMP®
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Project Scope Management
HOW THE CUSTOMER EXPLAINEDIT… HOW THE PROJECT MANAGERUNDERSTOOD IT… HOW THE ENGINEERSDESIGNED IT…
WHAT OPERATIONS TEAM ACTUALLY INSTALLED…
HOW THE SALES EXECUTIVESDESCRIBED IT…
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Take home message (1)…
Defining the scope of a project at the outset is
crucial to its success.
If you don’t have a fixed Scope, you have nothing
to manage against
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Pre ared b Dr Ebenezer A. Sholarin PMP®
5. Management Vs Leadership
• Management:
– Ability to complete work through the efforts of
others.• Leadership:
– Ability to motivate others to produce the workwillingly.
“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
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Characteristics of an Effective 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.
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Prepared by Dr Ebenezer A. Sholarin, PMP®
Improving technical competence with
business and leadership skills
Technicalskill
Business
skill
Leadership
skill
Adding
value
Competent
Petroleum/Subsea
Engineer
Explore - Develop - Produce - Transport - Sell
Value
chain
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So Who is a Project Manager?
• PM coordinates and integrates activitiesand resources across multiple, functionallines;
• PM plans, organises, evaluate, directs andcontrols the execution of the project to meet
the time, cost and performance objectives• PM understands the company’sorganisational structures and behavior
• PM possesses strong communication andinterpersonal skills and familiar with thehydrocarbon E&P operations
“ A Project Manager is distinguished by his knowledge,
known by his method and identif ied by his tools”
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Your Role as a Project Manager
Petroleum GeologistBusiness/
Risk Analyst
Engineering
Manager
Lead
Engineer
Applying the skills, knowledge, tools andtechniques to project activities tosuccessfully complete project objectives.
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Project Manager
Vs
Line ManagerProject Manager Lead Engineer/Manager
What is to be done? How will the task be done?
When will the task bedone?
Where will the task bedone?
Why will the task be done? Who will do the task?
How much money isavailable to do the task?
How well has the functionalinput been integrated intothe project?
How well has the totalproject been done?
Who deserves promotionfor doing the task well?
Project Managers get things done by working through others.
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Procurement and Outsourcing Strategies
• Outsourcing components have increased progressivelyover the years.
• Some industries have been outsourcing for an extendedtime
– Fashion industry• Nike – all manufacturing outsourced
– 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
Prepared by Dr Ebenezer A. Sholarin, PMP®
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Type of Contract• Lump sum turnkey (LSTK)
– Contractor is given defined starting and finishing points and undertakesto perform the whole of the specified work at a fixed price, bears the riskof 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 precisedefinition 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
• Reimbursable Cost Plus Profit Fee (RCPPF) – This type of contract should be avoided at all cost because there is no
incentive for the contractor to perform apart from his/her desire toestablish or maintain a good reputation (e.g., EPCM contracts).
Prepared by Dr Ebenezer A. Sholarin, PMP®
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Successfully Closing The Project
Project Name: Project Control No.: Preparer Name: Preparer Signature:
Customer Contact: contact Phone: Date Prepared:
Planned Closeout
Closeout Date Complete Date
1. Obtain sign-off for deliverables
2. Update project plan for transfer to next project manager3. 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 members8. Close project accounts and finalize all billing
9. No claims or audits are pending on this project
10. All customer-provided equipment returned
Customer:
Closeout Activity Yes N/A No
Project Closeout checklist template
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Where to get more information
• A Guide to the Project Management Body of Knowledge, PMBOKGuide®, 5th edition, PMI, 2013.
• SPE publications: Journal of Petroleum Science and Engineering, JPT, AAPG, etc.
• Havranek, Timothy J., Modern Project Management Techniques for the
Environmental Remediation Industry, St. Lucie Press, Florida, 1999.• Kerzner, Harold. Project Management: A systems Approach to
Planning, Scheduling & Controlling, 10th edition, 2009.• Avraham Shtub, et al, Project Management: Processes, Methodologies
and Economics, Pearson, 2nd edition, 2005.• Virine, L., Trumper, M., Project Decisions: The Art and Science,
Management concepts, 2008.• Pinto, Jeffrey K., Project Management: Achieving Competitive
Advantage, Pearson, 3rd edition, 2013.• Vanhoucke, Mario. Integrated Project Management and Control: First
Comes the Theory, then the Practice, Springer, 2014.
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Take home message (2)…
“...Never accept a project you did not define.Nor accept a project you have not defined.
It is a recipe for disaster...”
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Project Planning
Techniques Lecture 2
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Questions for self-assessment
1. How do you define a project?
2. Why do petroleum companies do projects?
3. What are the triple constraint in project management?
4. How do you identify deliverables in a project?
5. Mention three types of organisational structurediscussed in the lecture.
6. Project Management consists of how many knowledgeareas? Mention 7 of them.
7. If your project team consists of 15 members, how manycommunication channels do you require?
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