Mega Project Management In The Oil & Gas Industry

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Mega Project Management In The Oil & Gas Industry

  1. 1. Mega-Project MM P j t Management in th Oil & G Industry t i the Gas I d tImproving Collaboration, Managing Costs & Delivering ResultsGuy Barlow Kirk BlanchardIndustry Strategy Project Controls SpecialistPower Energy & Process Industries Performance Contractors, Inc,Oracle Primavera Global Business Unit
  2. 2. Agenda• “Mega-Project” Overview• What are the Key Challenges?• Resolving the Challenges• Motiva Project Overview• T 5 Challenges Top Ch ll• Moving Forward• Q&A and Wrap-up• Exit Survey
  3. 3. Mega-Project OverviewManaging Complex Coordination Owners Participant Activities General Contractors • Fi Financing i • R l t Regulatory Construction Mgrs • Insurance • Legal Architects Engineers Subcontractors Supply Chain Activities pp y • Eng. to Order • Logistics Labor Pool • Manufacturing • Procurement Suppliers Operators Impact • Poor Financial Performance • Reduced Operational Capabilities • Increased Legal Exposure • Greater Political/Regulatory Issues
  4. 4. What are the Key Challenges?5 Distinct Pain PointsDocument ControlAre we efficiently managing the thousands of documents?Performance ReportingHow are we measuring and reporting project metrics?Change Management g gAre the hundreds of change orders a growing liability?Risk ManagementWho’s managing project risk and what’s the mitigation strategy?System TurnoverAre we able to easily transition to a start-up environment?
  5. 5. Resolving the ChallengesCollaborative, Integrated & Optimized Capital Plan / Project Change Control Operate & Maintain Bid Phase Project Close Project Execution Plan, Design & Procure Business Management
  6. 6. Resolving the ChallengesCollaborative, Integrated & OptimizedCapital Plan / Project Change Control Operate & MaintainBid Phase Project Close P6 Analytics / P6 ERD / BI / Reporting Business Process Management g Contract Portfolio Risk Analysis P6 Quantitative Risk Project Management Management Management Analysis Risk Management Change Management g g Propose, Prioritize & Quantitative Risk Project Scheduling Contract Management Select Initiatives Project Execution Management Resource Management Claim Management Review, Track & Adjust Plan, Design Issue Management Portfolio & Procure Oracle Universal Content Management (or other content management system) Integration with other core applications (ERP, EAM, AutoVue, etc.) Business Management
  7. 7. PERFORMANCE ContractorsKirk Blanchard, Project Controls Specialist Office Locations - Baton Rouge, Lake Charles, Freeport & Mobile Current States License Held to do Business
  8. 8. Communication Schedule and Cost Resource Management Information Management Timely Project Close-outMEGA Projects are cross functional events which require cross-functional events,a great deal of communication and resources. There area number of fundamental task that must be in-place toensure that information is effectively prepared andfundamental procedures are in place to execute thep jproject. Contractors
  9. 9. PERFORMANCE ContractorsH-Block Project Overview (Motiva Refining, Port Arthur Texas) H-Block Consist of Hydrocracker, Power Station, Naphtha, and Cat Feed Units • MOTIVA (Owner) Bechtel/Jacobs, (MC) PERFORMANCE Contractors (GC) MOTIVA + Bechtel/Jacobs + PERFORMANCE + Sub-Contractors • Bechtel/Jacobs Joint Venture, Managing Contractor Manpower Projections, 2000 Project Personnel on Site for H-Block including Sub-Contractors Sub Contractors • PERFORMANCE Contractors, LLC.
  10. 10. Top 5 ChallengesMassive, Complex & Risky • Procedures Document Control • Communication • Control • Quality Performance • Timely Reporting • Consistency Co s ste cy • Initiation Change • Estimate Management pp • Approvals • Guidelines Risk Management • Monitoring • Mitigation • Completion System Turnover • Final Inspection • Pre Commission / Start-up
  11. 11. Moving Forward Best Practices & Lessons LearnedRisk Management Best Practices Desired Outcome• Scope Creep • Processes • Safety• Labor • Analysis • Quality• Schedule • Reporting • Schedule (Cost / Duration)
  12. 12. Moving Forward (continued) Best Practices & Lessons Learned P6 Analytics / P6 ERD / BI / Reporting Business Process ManagementRisk Management Best Practices Desired Outcome• Scope Creep • Processes Contract • Safety Portfolio P6• Labor Risk Analysis • Analysis Project Management Management Quality • Management Quantitative Risk Analysis• Schedule • Reporting • Schedule (Cost / Duration) Change Management Propose, Prioritize & Select Risk Management Quantitative Risk Contract Management Initiatives Project Scheduling Management Claim Management Review, Track & Adjust Resource Management Issue Management Portfolio Oracle Universal Content Management (or other content management system) Integration with other core applications (ERP, EAM, AutoVue, etc.)
  13. 13. <Insert Picture Here> Quote Attribution Title, Company “We are what we repeatedly do. Excellence, then, is not an act but a habit....” AristotleFor More Information Contact Kirk BlanchardPerformance Contractors, LLC.Baton Rouge, Louisiana225-751-4156
  14. 14. Q&A and Wrap-Up

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