This 3 sentence summary provides an overview of the Large Gas Projects Course document:
The document describes a one-week course that provides senior gas industry professionals with in-depth insight into developing major gas infrastructure projects from concept to realization, covering topics like project identification, economic feasibility, financing, risks, and project management through lectures, case studies, and interactive exercises led by industry experts. Upon completion, participants will receive a certificate and have gained understanding of the key success factors and challenges for large, international natural gas projects.
The 1-week Gas Strategy Course (GSC) has been designed to take its participants a step further in strategic thinking and strategy development. The GSC will focus on understanding the tools of strategy and scenario development, analysing and valuing strategies of players in the gas industry and gaining practical experience, based on case studies and exercises.
This gas training will provide an understanding of the strategic context in which the gas industry operates in the global gas markets. It offers the participant an appreciation of processes of managing uncertainties in a rapidly changing business environment, strategy development and assessing business risks and exposure around strategic choices, providing insight in the tools available for managing value and risks.
The course also offers insight into the many interfaces with governments, the relation with energy policy and the regulatory environment and the impact of (geo)politics. The GSC will help participants identify the best opportunities for their company(ies) in the near future and familiarise with development of strategy concepts, and the management of business risks.
The 1-week Gas Strategy Course (GSC) has been designed to take its participants a step further in strategic thinking and strategy development. The GSC will focus on understanding the tools of strategy and scenario development, analysing and valuing strategies of players in the gas industry and gaining practical experience, based on case studies and exercises.
This gas training will provide an understanding of the strategic context in which the gas industry operates in the global gas markets. It offers the participant an appreciation of processes of managing uncertainties in a rapidly changing business environment, strategy development and assessing business risks and exposure around strategic choices, providing insight in the tools available for managing value and risks.
The course also offers insight into the many interfaces with governments, the relation with energy policy and the regulatory environment and the impact of (geo)politics. The GSC will help participants identify the best opportunities for their company(ies) in the near future and familiarise with development of strategy concepts, and the management of business risks.
Strengthen outcome based capital project deliveryBob Prieto
Over the course of my career I have looked at a number of underperforming mega-projects. In every instance there was a common element of underperformance, the lack of clarity around the strategic business outcomes to be accomplished. Conversely, some of the best performing projects exhibited high clarity of recognized and shared outcomes.
This paper looks at the imperative to continue the shift to outcomes based contracts versus more traditional output based contracting forms. This shift is discussed from the perspective of the engineering and construction industry in the United States but draws upon the experience in other countries and other sectors.
Engineering and construction project startupBob Prieto
This paper looks at engineering and construction project startup for three different project execution approaches. While specific to this industry, project professionals in other industries may find it is a good analog for their own efforts.
The paper underscores that:
• Large complex projects require strong foundations
• A day at the beginning of a project is just as valuable as a day at the end
• Strong project foundations are built during project startup
• Vertical startup is enabled by the use of a dedicated startup team
• Project startup should consider lessons learned on other projects
This paper addresses project startup for three general types of contracts:
• Pure design or engineering contracts typically performed for the Owner
• Design/build contracts performed for the Owner but recognizes that engineering may be undertaken by an engineering subcontractor within the D/B team
• Pure construction contract
Rework in Engineering & Construction ProjectsBob Prieto
This paper is focused on engineering and construction projects which will experience increased emphasis as nations increase their focus on economic stimulus and climate change. It deals narrowly with the inevitable rework these projects often experience and which contributes to the cost and schedule growth we all too often witness. The objective of this paper is to:
• Categorize rework factors into four broad categories – project, human, organizational and complexity
• Identify rework impacts not just on cost and schedule but importantly morale and trust.
• Recognize that strategies exist to reduce the potential for required rework
• Suggest four dozen control points.
Project Execution in Changing Times - Focus on the EssentialsEndeavor Management
Many approaches are being taken to reduce the cost of capital developments as the current performance of megaprojects has not significantly improved over the last decade. There are essential elements that permeate the project execution lifecycle and contribute to improved project performance.
Strengthen outcome based capital project deliveryBob Prieto
Over the course of my career I have looked at a number of underperforming mega-projects. In every instance there was a common element of underperformance, the lack of clarity around the strategic business outcomes to be accomplished. Conversely, some of the best performing projects exhibited high clarity of recognized and shared outcomes.
This paper looks at the imperative to continue the shift to outcomes based contracts versus more traditional output based contracting forms. This shift is discussed from the perspective of the engineering and construction industry in the United States but draws upon the experience in other countries and other sectors.
Engineering and construction project startupBob Prieto
This paper looks at engineering and construction project startup for three different project execution approaches. While specific to this industry, project professionals in other industries may find it is a good analog for their own efforts.
The paper underscores that:
• Large complex projects require strong foundations
• A day at the beginning of a project is just as valuable as a day at the end
• Strong project foundations are built during project startup
• Vertical startup is enabled by the use of a dedicated startup team
• Project startup should consider lessons learned on other projects
This paper addresses project startup for three general types of contracts:
• Pure design or engineering contracts typically performed for the Owner
• Design/build contracts performed for the Owner but recognizes that engineering may be undertaken by an engineering subcontractor within the D/B team
• Pure construction contract
Rework in Engineering & Construction ProjectsBob Prieto
This paper is focused on engineering and construction projects which will experience increased emphasis as nations increase their focus on economic stimulus and climate change. It deals narrowly with the inevitable rework these projects often experience and which contributes to the cost and schedule growth we all too often witness. The objective of this paper is to:
• Categorize rework factors into four broad categories – project, human, organizational and complexity
• Identify rework impacts not just on cost and schedule but importantly morale and trust.
• Recognize that strategies exist to reduce the potential for required rework
• Suggest four dozen control points.
Project Execution in Changing Times - Focus on the EssentialsEndeavor Management
Many approaches are being taken to reduce the cost of capital developments as the current performance of megaprojects has not significantly improved over the last decade. There are essential elements that permeate the project execution lifecycle and contribute to improved project performance.
Deze publicatie gaat over project management op grote projecten in de infrastructuur. Met name welke factoren van invloed zijn op de keuze van de methodiek mbt project management.
Context statement establishes the project's external framework and environment. The context statement defines the role of the project within organisational strategy and its contribution to organisation’s goals and objectives.
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.
This module is one of the 6 course modules of “The Essentials of Planning and Scoping a Project” training program.
If you wish to purchase the complete set of this training material which comprised of 6 modules, visit https://www.gafmonline.com/public/#
Project Server in the Oil and Gas Industry - Enabling Technologies Best Pract...EPC Group
EPC Group's - Project Server in the Oil and Gas Industry - Enabling Technologies Best Practices - Covering EPC Group's Project Server Implementation Strategies
Project Server in the Oil and Gas Industry - Enabling Technologies Best Pract...
Large Gas Projects Course
1. SpeciFic progr amme
Large gaS projectS courSe
Mastering the process from
concept to realisation
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2. SpeciFic progr amme
Large gaS projectS courSe
The global outlook for natural gas in the coming decades implies a substantial growth driven by economic and
environmental considerations. To deliver the gas will require massive investments in gas pipeline or liquefied natural gas
(LNG) projects. Such projects combine large upfront investments with long pay-back periods. And, often, they cover long
distances and cross many national borders.
Such investments require analysis of key business concepts of risk and finance are taught • A n understanding of the key success factors,
long-term business drivers, including the and their relevance in the gas business explored. the risks and the causes of failure and delay.
outlook for supply chains and markets, given the increasingly competitive nature of
delivery of alternatives and economic feasibility. the global gas markets, proper decision-making although the focus of the Lgpc is on large,
each investment decision has a great many as- for large projects will be more than ever a key international projects, many elements of
pects, including the interface with governments, factor. this course are also perfectly applicable to
joint venture partners and other stakeholders, smaller-scale projects.
practical alliance and partnership consider- More specifically...
ations, and the structuring of the project. upon completion of the course the participant Your profile
a broad range of risks also need to be identified will have insight into: You are a high potential professional who
and managed, from typical project and business • The identification of the key economic and operates in the gas industry or a related area
uncertainties to geopolitical threats. (geo)political drivers that define a project’s and deals with large-scale projects. You have
business case and comparison with alternative 5-10 years of relevant experience in one or more
For the most part, major gas projects are projects. areas of project management and organisation
conceived as standalone corporate vehicles to • The structures and strategies for meeting the or financing. also, you have a working knowl-
build, own, finance and operate. they will enter corporate objectives of each of the parties T edge(0)the 524 industry, financial principles and
+31 of 50 gas 83 00
into a complex legal framework of commercial involved. F how (0)apply such 01
+31 to 50 524 83 principles. You also have a
E info@energydelta.nl
contracts and concessions. consequently many • The project set-up including the role and good command of the english language.
I www.energydelta.org
competencies are required to manage the position of each individual player, the legal and
interests of all parties involved in the context regulatory framework, the geopolitical context, The programme structure
of their differing objectives. the standalone the business and economic situation, and so the course aims to be intellectually stimulating
nature of most projects also implies that forth. and requires all participants to contribute.
external financing must be raised in the • The assessment of the project’s economic the programme is structured to include all of
financial and capital markets. the financial feasibility, including evaluation of the life cycle the steps of an actual major gas project develop-
interests of lenders must be balanced with the costs and the commercial performance. ment cycle. main headlines include the key
objectives of financial and strategic investors. • A n appraisal of inherent project uncertainties elements of a business case focusing on
and ways to manage or hedge the main risks. fundamental project feasibility and sustain-
Why the Large Gas Projects • A n assessment of the ability to raise project ability and the practical processes of converting
Course? finance in the international capital markets concepts and aspirations into an operational
the one-week Large gas projects course from banks, development agencies and multi-billion dollar gas project. Key topics are:
(Lgpc) has been designed especially for senior financial investors such as private equity funds. • Project Development
managers and professionals who are involved in • The importance of adequate project manage- • Project Identification
major gas infrastructure projects and who are ment, the different steps in the development • Framework of Concessions and
looking for in-depth insight into the processes of a project and the interaction between the Legal agreements
involved, from identification to execution. relevant disciplines required to control and • Economic and Financial Dimensions of
the course fuses academic thinking with monitor the various stages of a project. investments
substantial practical experience. as such, it • The interdependency and interaction between • Financing Large Projects
offers both the theoretical framework and the stakeholders and external parties of influence • Market Entry Strategies and Competitive
pragmatic skill sets required for deciding on that may have a critical impact on successful positioning
major investments from strategic, economic, project finalisation and operation. • Project Execution and Management
and financial points of view. Fundamental
3. Sharing the Energy of Knowledge.
“...complete coverage
of issues of successful
development of major
gas projects...”
Gordon Summers and Jan Prins,
key lecturers
the Lgpc consists of three elements:
• Interactive lectures by experts, discussions,
Your role
to stimulate your learning process, you will be
the programme
small exercises and the introduction of asked to play an active role during the course. in more detail
models and tools. You will be working on a comprehensive case
• A case study, worked out by groups of three study based on a real-life cross-border gas 1. Prologue: Introducing Large Gas
to six participants. each group may pipeline project. it will be used to demonstrate Projects worldwide | The main
eventually propose a different solution to and stimulate a discussion on the key themes of characteristics of major gas projects are
the same problem, which will trigger new the lectures and offer material to test relevant identified as well as the dynamic trends
discussions and personal opinions. economic models and tools. that will challenge future large-scale
• Plenary feedback. international development.
Certification 2. Project Development | The elements of
The educational partners upon successful completion of the course the a project business case are investigated
Key lecturers of this programme are mr gordon participant will receive a certificate on behalf of in terms of ‘project as a process’.
Summers, former Vice-president middle east/ the university of groningen. This session is used to create a road map
gulf region at Shell gas & power, and for the content of the course.
mr jan prins, former Head of global energy & Location 3. Project Identification | Further insight
project Finance at aBN amro. to guarantee the course will take place in a central location into corporate strategic motivations
both high quality and a varied programme they in the Netherlands. please check our website behind major gas project investments
are supported by a carefully selected group of www.energydelta.org for specific details. and how they cascade down to specific
leading experts from the gas industry. project selection and objectives.
4. Framework of Concessions and Legal
Agreements | Identification and further
exploration of the legal ‘cement’ that
binds the crucial elements of a major
project together.
5. Economic and Financial Dimensions
of Investments | Explanation of the
“Why managers should take this particular course? Well, we believe EDI key concepts of economic and financial
is the only institute in Europe that provides a programme that offers such feasibility of project investments.
a complete coverage of all issues that surround the successful development 6. Financing Large Projects | Exploring
of major gas projects. The course gives the participants a bird’s eye view aspects of project finance including
of the things that can go wrong and should go right in such multi-billion assessment of debt service capacity,
dollar undertakings. Basically, the course is aimed at avoiding delays in sources of finance, and strategies to
development and financing, cost overruns and shortfalls in operational mitigate the main credit risks.
performance – all at a time when gas projects are becoming increasingly more complex, not just 7. Market Entry Strategies and
financially, but also legally, technically and, of course, geopolitically. This course gives participants a Competitive Positioning | Examining
comprehensive insight into what the issues and risks are that they may encounter and how they can the decisions needed in gas marketing.
approach them. And all this in a relatively short period of time – just one, intensive, week.” 8. Project Execution and Management |
Looking at the key project planning
Gordon Summers, key lecturer Large Gas Projects Course process and principles.
Jan Prins, key lecturer Large Gas Projects Course
4. Sharing the Energy of Knowledge.
About Energy Delta Institute
Energy Delta Institute (EDI) is an international energy business school, with a primary focus on natural gas. EDI was founded
in 2003 by N.V. Nederlandse gasunie, gasterra B.V., oao gazprom and the university of groningen. The energy community
has come to appreciate EDI both as a platform of knowledge exchange between partners and participants alike. The changing
energy world is forcing energy companies to innovate in order to stay competitive. in addition, the energy sector is confronting
the possibility of a growing shortage of qualified personnel in the coming decades. The sector has only one choice: to invest in
knowledge. T +31 (0) 50 524 83 00
F +31 (0) 50 524 83 01
EDI’s main objective is to contribute to the professional development of current and future energy managers. EDI coordinates
E info@energydelta.nl
research projects and organises training programmes with a focus on the economic, management, legal and geopolitical aspects
of the energy business. I www.energydelta.org