‘It might just be plumbing
but………….’
15th June 2011
Jonathan Crone
2Page
20-Jun-
11
Outline
An insight into some of the
challenges faced when
implementing EVA and integrated
Project Control...
3Page
20-Jun-
11
Subsea 7
An introduction to Subsea 7 and
the work we do
Our Vision
To be acknowledged by our clients,
our people, and our shareholders,
as the leading strategic partner in
seabed...
5Page
20-Jun-
11
Where we operate
6Page
20-Jun-
11
A global leader
7Page
20-Jun-
11
Something about our projects
8Page
20-Jun-
11
slide 8
Northern Production line Offloading Buoy
Riser Tower
FPSO mooring
Northern Water injection line
G...
9Page
20-Jun-
11
Flowlines
10Page
20-Jun-
11
Umbilicals
11Page
20-Jun-
11
RISER TOWER
• 1,240 m
• 4,057 T
• 2.3m diameter
• 11 Risers
• 1 umbilical
12Page
20-Jun-
11
13Page
20-Jun-
11
13Page
20-Jun-
11
EVA in Subsea 7 So, its fancy plumbing, but………..
14Page
20-Jun-
11
Key Considerations
• Financial and Statutory focus
• Global Environment
• External and Internal
Stakehol...
15Page
20-Jun-
11
Financial and Statutory Focus
FINANCE PROJECT
CONTROL
REPORTING •Forecast(POC)
•Treasury/ tax
•Year end
...
16Page
20-Jun-
11
Financial and Statutory Focus
FINANCE PROJECT
CONTROL
REPORTING •Forecast(POC)
•Treasury/ tax
•Year end
...
17Page
20-Jun-
11
Financial and Statutory Focus
FINANCE PROJECT
CONTROL
REPORTING •Forecast(POC)
•Treasury/ tax
•Year end
...
18Page
20-Jun-
11
Financial and Statutory Focus
FINANCE PROJECT
CONTROL
REPORTING •Forecast(POC)
•Treasury/ tax
•Year end
...
19Page
20-Jun-
11
Financial and Statutory Focus
So the answer is….
Acknowledge the differences and….
Play to our strengths...
20Page
20-Jun-
11
Play to our Strengths!!!
Systems, Structures and Reporting
POC
Manual/Auto
PROJECT REPORTING
COBRA
Budge...
21Page
20-Jun-
11
Play to our Strengths!!!
Systems, Structures and Reporting
Internal
Resource
Financial Control in SAP
Sh...
22Page
20-Jun-
11
Play to our Strengths!!!
Reporting
Sensitivity Reporting:
POC
Worst Case
PM ‘Achievable’
Best Case
Enabl...
23Page
20-Jun-
11
Play to our Strengths!!!
Reporting
• EVA metrics form part of:
Project Dashboards
Country, Territory and...
24Page
20-Jun-
11
Play to our Strengths!!!
Disciplines
It is important to achieve clarity of
role and purpose. This has be...
25Page
20-Jun-
11
Play to our Strengths!!!
RACI
PROJECT CONTROLS AND FINANCE FUNCTIONS
PROJECT COST CONTROL AND PROJECT AC...
26Page
20-Jun-
11
Internal and External Stakeholders
• Revenue vs Cost
• Programme/Progress
measurement
• Legal Entities
27Page
20-Jun-
11
Best Application of EVA
Horses for Courses!
Influences on the application of
EVA:
• Project Phases: eg V...
28Page
20-Jun-
11
In Summary
Its not just the work that can
make the application of EVA
difficult:
• Financial and Statuto...
29Page
20-Jun-
11
…..But it still has a value at all levels of the
Project Organisation!
10.01.11 30Page
seabed-to-surface
www.subsea7.com
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It might just be planning but ... Jonathan Crone

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This is one of many excellent presentations given over the last three years of the eVa in the UK series. They can also be found in the archive at: http://evaintheuk.org/archive along with back-copy video footage in http://evaintheuk/pmchannel
EVA19, the long established Earned Value conference, has this year described its theme as looking at a project management ‘ABC’ – Agile, Benefits and Complex.
The four day event, which returns to the Armourers Hall, runs from the 19th to 22nd of May with the flagship conference being held on 20th and 21st May and workshops before and after.
The conference will look at how this ‘ABC’ can be made to work within a portfolio and how agile fits into major and minor projects. It will investigate how to manage the relationship between portfolio benefits and project budgets, and whether complex projects even exist.
Conference organiser and APM chairman, Steve Wake says:
“Currently there is little evidence that this ‘ABC’ is being effectively deployed and managed. This conference aims to address that concern through EVA’s trademark blend of learning and professional development. Case studies and unusual presentations, delivered by top-notch speakers and experienced practitioners, will again engage and entertain the audience.
We’ve used string quartets to illustrate points in the past and this year we will be using a Blues band for the first time.”
Speakers across the two days include many familiar faces from the APM events programme including; Adrian Pyne of the APM ProgM SIG ‘Changing the project wasteland with a portfolio culture that works,’ APM Honorary Fellow Tim Banfield Director at the Major Projects Authority and Stephen Jones, Sellafield and Planning Monitoring and Control Specific Interest Group (PMC SIG) and Carolyn Limbert of the APM PMC SIG to talk about agile, benefits and complex.
Peter Taylor, the Lazy Project Manager will be presenting on “The project manager who smiled” and the ever popular Stephen Carver will present the leadership lessons that can be learnt from Alfred the Great.
In addition, there will be speakers from AIRBUS, TfL, Bloodhound, Heathrow T2 and London Tideway Tunnels.
The conference will be supplemented by a number of workshops being held at the Chartered Institute of Arbitrators, Bloomsbury Square on Monday 19th and Thursday 22nd May 2014.
'eVa in the UK' http://evaintheuk.org is building a reputation, brand and a learning legacy for the Project Management Profession. The event series is now in its nineteenth year. It is almost as if it all kicked-off when Steve Wake was in short trousers and knights roamed the land on their chargers!
#eva19 is an excellent example of Listening, Learning and Leading #apmLLL in action, and great opportunity for professional development.
I would encourage anyone who is interested in 'Building a better Project Manager,' to take a look at the web site, book your place and get involved.

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It might just be planning but ... Jonathan Crone

  1. 1. ‘It might just be plumbing but………….’ 15th June 2011 Jonathan Crone
  2. 2. 2Page 20-Jun- 11 Outline An insight into some of the challenges faced when implementing EVA and integrated Project Controls into an established deep sea construction company
  3. 3. 3Page 20-Jun- 11 Subsea 7 An introduction to Subsea 7 and the work we do
  4. 4. Our Vision To be acknowledged by our clients, our people, and our shareholders, as the leading strategic partner in seabed-to-surface engineering, construction and services.
  5. 5. 5Page 20-Jun- 11 Where we operate
  6. 6. 6Page 20-Jun- 11 A global leader
  7. 7. 7Page 20-Jun- 11 Something about our projects
  8. 8. 8Page 20-Jun- 11 slide 8 Northern Production line Offloading Buoy Riser Tower FPSO mooring Northern Water injection line Gas injection line Southern Production line Southern Water injection line Major Project – 183km Offshore Angola Umbilicals Service line
  9. 9. 9Page 20-Jun- 11 Flowlines
  10. 10. 10Page 20-Jun- 11 Umbilicals
  11. 11. 11Page 20-Jun- 11 RISER TOWER • 1,240 m • 4,057 T • 2.3m diameter • 11 Risers • 1 umbilical
  12. 12. 12Page 20-Jun- 11
  13. 13. 13Page 20-Jun- 11 13Page 20-Jun- 11 EVA in Subsea 7 So, its fancy plumbing, but………..
  14. 14. 14Page 20-Jun- 11 Key Considerations • Financial and Statutory focus • Global Environment • External and Internal Stakeholders • Best Application of EVA - ‘Horses for Courses’
  15. 15. 15Page 20-Jun- 11 Financial and Statutory Focus FINANCE PROJECT CONTROL REPORTING •Forecast(POC) •Treasury/ tax •Year end •Currency •PM Forecast •Scope •Project Life •‘As-sold’ rates
  16. 16. 16Page 20-Jun- 11 Financial and Statutory Focus FINANCE PROJECT CONTROL REPORTING •Forecast(POC) •Treasury/ tax •Year end •Currency •PM Forecast •Scope •Project Life •‘As-sold’ rates DISCIPLINE •Accountants •Financial Control •Accuracy of historic data •Focus on Actual •Project Profession •Delivery to scope and budget •Trends and likely outcome
  17. 17. 17Page 20-Jun- 11 Financial and Statutory Focus FINANCE PROJECT CONTROL REPORTING •Forecast(POC) •Treasury/ tax •Year end •Currency •PM Forecast •Scope •Project Life •‘As-sold’ rates DISCIPLINE •Accountants •Financial Control •Accuracy of historic data •Focus on Actual •Project Profession •Delivery to scope and budget •Trends and likely outcome SYSTEMS •Accounting systems eg JDE, SAP, Excell •Cost Management eg Cobra
  18. 18. 18Page 20-Jun- 11 Financial and Statutory Focus FINANCE PROJECT CONTROL REPORTING •Forecast(POC) •Treasury/ tax •Year end •Currency •PM Forecast •Scope •Project Life •‘As-sold’ rates DISCIPLINE •Accountants •Financial Control •Accuracy of historic data •Focus on Actual •Project Profession •Delivery to scope and budget •Trends and likely outcome SYSTEMS •Accounting systems eg JDE, SAP, Excell •Cost Management eg Cobra STRUCTURES •Financial, eg: entities, Chart of Accounts •Transactions •Scope and Cost, eg:WBS •Control Accounts
  19. 19. 19Page 20-Jun- 11 Financial and Statutory Focus So the answer is…. Acknowledge the differences and…. Play to our strengths!!!
  20. 20. 20Page 20-Jun- 11 Play to our Strengths!!! Systems, Structures and Reporting POC Manual/Auto PROJECT REPORTING COBRA Budget Forecast Performance Analysis Variations PRIMAVERA Progress Data Dates Offline Analysis Ad Hoc reports SAP Purchasing Rates Payments Invoices ACWP Project Structure Timesheets Misc. Local Costs FINANCIAL REPORTING Data structures mapped at ‘Control Level’ between systems to enable integration at Control account level Actuals Structure
  21. 21. 21Page 20-Jun- 11 Play to our Strengths!!! Systems, Structures and Reporting Internal Resource Financial Control in SAP Ship and Equip Allocation Procurement Project Network Activities WBS Elements Awards, Commitments and Actual Expenditure Proj Cost Management and Project Performance in Cobra Budget, Forecast, EVA, PMSR
  22. 22. 22Page 20-Jun- 11 Play to our Strengths!!! Reporting Sensitivity Reporting: POC Worst Case PM ‘Achievable’ Best Case Enables a view of risk exposure whilst being able to support market figures
  23. 23. 23Page 20-Jun- 11 Play to our Strengths!!! Reporting • EVA metrics form part of: Project Dashboards Country, Territory and Corporate Portfolio Reports Used to cross check integrity of forecast
  24. 24. 24Page 20-Jun- 11 Play to our Strengths!!! Disciplines It is important to achieve clarity of role and purpose. This has been done through: Right organisation structure Clear Role Profiles RACI
  25. 25. 25Page 20-Jun- 11 Play to our Strengths!!! RACI PROJECT CONTROLS AND FINANCE FUNCTIONS PROJECT COST CONTROL AND PROJECT ACCOUNTANT - RACI ACTIVITY Project Cost Control Project Accountant 1. Cost Planning R I 2. Cost Estimating R C 3. Cost Forecasting R C 4. Cost Tracking R C 5. Budget and Scope Control R I 6. Value Engineering R I 7. Inflation R 8. Contingency Management R I 9. Recovery Planning R C 10. Valuation R I 11. Breakdown Structure R C 12. Convert As-Sold Budget R C 13. Actual Work Performed + Forecast Deviation R C 14. Forecasting R C 15. Determine Trends R C 16. Valuation of Sensitivities R C 17.Variation Control R I 18. Variance Analysis R I 19. Cost Profiles and Currency dentification R C
  26. 26. 26Page 20-Jun- 11 Internal and External Stakeholders • Revenue vs Cost • Programme/Progress measurement • Legal Entities
  27. 27. 27Page 20-Jun- 11 Best Application of EVA Horses for Courses! Influences on the application of EVA: • Project Phases: eg Vessels can be 60% of project costs • Type of Work – pipelay, fabrication, Engineering • Contract Conditions – EPC or Reimbursable – small vs large • Corporate View vs Project View
  28. 28. 28Page 20-Jun- 11 In Summary Its not just the work that can make the application of EVA difficult: • Financial and Statutory implications, eg: – POC – Tax – Currency – Entities – Year end • External and Internal considerations • Nature of our projects: – Type of contract – Nature of work – Phase of work
  29. 29. 29Page 20-Jun- 11 …..But it still has a value at all levels of the Project Organisation!
  30. 30. 10.01.11 30Page seabed-to-surface www.subsea7.com

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