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Construction of the Urucu/Manaus (PETROBRAS) Pipeline Application of SDPM, Critical Chain and Portfolio Project Management Principles Russell D. Archibald Peter Berndt de Souza Mello Jefferson Guimarães
Initial planning started in 2004 with a segmented view of the project, with several separated set of schedules for different regions (geographic division) and different areas (scope, costs, logistics and supplies).
Initial estimates created for the project took in consideration the productivity found in some pipeline constructions in many parts of Brazil but were not enough to predict the reduced ability of the teams to work under continuous tropical rain.
As an example, some drained areas of the construction in the first semester of any given year would simply be found to be under 12 meters of water in the following semester.
Although the first stages of the project are dated in 2004, real project activities started only in July 2006, after the military engineering brigade had opened the first roads through the jungle and established camping sites for storing many tons of pipe.
One of the biggest challenges is the fact that Petrobras in fact administers several separate contractors and each one must be convinced of the benefits of better scheduling through the use of SDPM and Critical Chain concepts.
What is expected with the adoption of Success Driven Project Management is the ability to identify what phases of the project should be delayed to make critical resources available to other critical phases, thus expanding the productivity in areas of greater working dependencies with other teams.
Example: Transferring resources from the opening of new construction roads to the transportation of pipe will delay the first phase of the project, but it will speed up the second phase. The challenge is to optimize the distribution to increase global results.
Information gathered by the SDPM team and organizational changes in the project has already imposed a new rhythm for the project.
By the time this paper will be presented in the PMI Global 2007, Canc ú n, actual data extracted from the field will give the general audience a broader view of the advantages of integrating Project Portfolio Management, Success Driven Project Management and Critical Chain concepts.
We shall not forget that the expansion in the level of details planned, scheduled, and controlled by the project managers with the help of the SDPM team will provide a set of learning lessons that will improve other new and ongoing projects in the region.
Besides the limited application in actual contracts, top management has understood the advantages of truly integrated data (scope/time/cost/risk) and it has demanded that future planning for all projects for PETROBRAS/IENOR should be addressed by the SDPM Methodology.
Liberzon, Vladimir, and R ussell D. Archibald, “ From Russia with Love: Truly Integrated Project Scope, Schedule, Resource and Risk Information,” PMI World Congress- The Hague, May 24-26, 2003; download at http://www.russarchibald.com/ [go to ‘author>recent papers’]