The document provides an overview of front-end loading (FEL) and gated project governance processes for capital projects. It discusses the importance of FEL in influencing project outcomes and realizing value. The objectives of a gated process are outlined as ensuring business value, risk assurance, alignment, and definition of responsibilities. An overview of typical project phases, gates, decisions, and key deliverables is presented. Industry standards for FEL and gated processes used by major oil and gas companies are also listed.
An APM webinar promoted by the North West Branch Cumbria Chapter on 23 February 2022.
Speaker: Karl Sanderson
A root cause of project failure can be poor up-front shaping.
Facilitated Opportunity Framing at project inception, repeated through front-end-loading, mitigates the risk of later project recycle, ensures that the project is decision rather than task driven, and provides the right tools for optioneering. Framing is being rolled out across HM Government’s Major Projects Portfolio, and agencies such as the Nuclear Decommissioning Authority are taking the process even further by applying it more widely to their estates.
Topics covered included:
1. What is opportunity framing and how can it help make project outcomes more predictable;
2. Framing as a tool for achieving stakeholder alignment;
3. How framing fits into stage-gated project maturation – what it adds that is commonly missing;
4. The origins of framing, practitioners, and its current roll-out across the public sector;
5. Other uses of framing outside of projects including; policy formulation; strategic decisions; strategic procurements;
https://www.apm.org.uk/news/opportunity-framing-webinar/
https://youtu.be/4-WrVzHjzPA
Understanding the five immutable principles to project success will help project managers deliver on time, on budget when talking projects of any size, in any domain
An APM webinar promoted by the North West Branch Cumbria Chapter on 23 February 2022.
Speaker: Karl Sanderson
A root cause of project failure can be poor up-front shaping.
Facilitated Opportunity Framing at project inception, repeated through front-end-loading, mitigates the risk of later project recycle, ensures that the project is decision rather than task driven, and provides the right tools for optioneering. Framing is being rolled out across HM Government’s Major Projects Portfolio, and agencies such as the Nuclear Decommissioning Authority are taking the process even further by applying it more widely to their estates.
Topics covered included:
1. What is opportunity framing and how can it help make project outcomes more predictable;
2. Framing as a tool for achieving stakeholder alignment;
3. How framing fits into stage-gated project maturation – what it adds that is commonly missing;
4. The origins of framing, practitioners, and its current roll-out across the public sector;
5. Other uses of framing outside of projects including; policy formulation; strategic decisions; strategic procurements;
https://www.apm.org.uk/news/opportunity-framing-webinar/
https://youtu.be/4-WrVzHjzPA
Understanding the five immutable principles to project success will help project managers deliver on time, on budget when talking projects of any size, in any domain
The Five Immutable Principles of Project DSuccessGlen Alleman
Understanding the Five Immutable Principles of project success will help project managers to deliver on-time and on-budget when managing any project in any domain
Offshore & Marine Projects and Risk Management with Contractual PerspectivespetroEDGE
About this course
This course is exclusively developed for professionals engaged in multiple disciplines across niche segments of the Offshore & Marine Rig-building & FPS Conversion industry.
Participants will be able to learn from real life experiences and be equipped for managing the challenges ahead through this three day intensive course, covering:
Overview of Offshore & Marine Projects for Conversion of Tankers, Drill Ships and Rigs
Project Risks Identification, Evaluation and Mitigation Strategies
- Conducting Hazop Studies in E & P Projects
- Impact of Project Risks on Corporate Performance
Project and Risk Management Framework
- Project Organization Structures
- Contracts Breakdown Structures and Works Breakdown Structures
Commercial and Contractual Risks in High Value Complex Projects
- Financing and Cash Flow Management
- Risks Monitoring and Management Controls
- Incidents Prevention and Consequences Management
Project Resource Planning
- Human Resource Competencies
- Cross Functional Teams and Distributed Works Management
- Responsibility Assignment Matrix
email: sysenegacademy@gmail.com
Planning engineers are responsible for working out a sequence of activities that are required to complete a project and linking them all together using the resources to the best possible effect.
A planning engineer is responsible for a multitude of tasks and is involved in projects from initiation phase to closure. This job often carries a lot of responsibility, as the timely completion of a project usually rests on the planning engineer's shoulders. The main job duty is to figure out and plan the best and most efficient way to complete a project.
During the development phase, they create plans and schedules. They also figure out what materials and equipment will be needed as well as estimate the expected amount of labor in terms of people and cost. In addition, they often calculate the projected overall cost of the project as well as the timeline for completion.
Contact : sysenegacademy@gmail.com to register .
Immutable Principles of Project Management (Toronto PMI)Glen Alleman
All projects - no matter the domain - are fraught with Technical, Cost, and Schedule uncertainties, that create risk to project success. Five Principles of Project Success increase the Probability of Project Success (PoPS) through the application of Risk Management to all Practices and Procedures.
Designed to provide comprehensive of the fundamentals of estimation & control, this masterclass covers many subtle and advanced estimating & control concepts for specific industry like Oil & gas which are “equipment-centric”, and this influence is important in the selection of estimating methodologies and techniques used in estimate preparation. This process will be covered from both the contractor and owner’s points of view, noting the similarities and differences in the respective approach of each.
An emphasis will be placed on examining the conceptual estimating methodologies that can assist in preparing accurate estimates at early design stages of project. The cost control process will be based on the concept of Plan-Do-Check-Assess of total cost management framework.
Ariel Partners has developed a comprehensive program for governance and oversight of large-scale agile projects in the US federal government. This program is structured as a set of eleven major focus areas. Within each focus area, there are specific oversight objectives, activities, and metrics. The output is captured in an excel spreadsheet that calculates a set of quantitative measures, which are then aggregated to automatically produce a composite score, using a similar scoring strategy to FITARA. The program is comprehensive, but it is based on a set of simple principles. We have prepared a presentation that summarizes the program’s key points.
The Perfect STOrm in nature is a weather phenomenon where three systems converge on each other over the ocean to create havoc, making it nearly impossible for ocean-going vessels to navigate. Since our primary focus is on navigating complex, risky and expensive projects, it’s only fitting that we use this concept to demonstrate how to avoid, or manage STO Events in the petrochemical, oil & gas, and mining sectors.
Elico Solutions is a Ready Partner of Odoo, the fastest-growing open-source business software. We adopt an agile project management approach in implementing its Odoo for ERP Management Systems.
Learn more about Elico Solutions and how we can help your business grow at elico-corp.com.sg or email us at contact@elico-corp.com.sg to inquire.
Performance based planning in a nut shell (V5)Glen Alleman
Step by step activtiies to increase the probability of success for all projects, no matter the project domain. These principles and practices can be found in all successful projects.
Project Integration Management includes the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.
The Five Immutable Principles of Project DSuccessGlen Alleman
Understanding the Five Immutable Principles of project success will help project managers to deliver on-time and on-budget when managing any project in any domain
Offshore & Marine Projects and Risk Management with Contractual PerspectivespetroEDGE
About this course
This course is exclusively developed for professionals engaged in multiple disciplines across niche segments of the Offshore & Marine Rig-building & FPS Conversion industry.
Participants will be able to learn from real life experiences and be equipped for managing the challenges ahead through this three day intensive course, covering:
Overview of Offshore & Marine Projects for Conversion of Tankers, Drill Ships and Rigs
Project Risks Identification, Evaluation and Mitigation Strategies
- Conducting Hazop Studies in E & P Projects
- Impact of Project Risks on Corporate Performance
Project and Risk Management Framework
- Project Organization Structures
- Contracts Breakdown Structures and Works Breakdown Structures
Commercial and Contractual Risks in High Value Complex Projects
- Financing and Cash Flow Management
- Risks Monitoring and Management Controls
- Incidents Prevention and Consequences Management
Project Resource Planning
- Human Resource Competencies
- Cross Functional Teams and Distributed Works Management
- Responsibility Assignment Matrix
email: sysenegacademy@gmail.com
Planning engineers are responsible for working out a sequence of activities that are required to complete a project and linking them all together using the resources to the best possible effect.
A planning engineer is responsible for a multitude of tasks and is involved in projects from initiation phase to closure. This job often carries a lot of responsibility, as the timely completion of a project usually rests on the planning engineer's shoulders. The main job duty is to figure out and plan the best and most efficient way to complete a project.
During the development phase, they create plans and schedules. They also figure out what materials and equipment will be needed as well as estimate the expected amount of labor in terms of people and cost. In addition, they often calculate the projected overall cost of the project as well as the timeline for completion.
Contact : sysenegacademy@gmail.com to register .
Immutable Principles of Project Management (Toronto PMI)Glen Alleman
All projects - no matter the domain - are fraught with Technical, Cost, and Schedule uncertainties, that create risk to project success. Five Principles of Project Success increase the Probability of Project Success (PoPS) through the application of Risk Management to all Practices and Procedures.
Designed to provide comprehensive of the fundamentals of estimation & control, this masterclass covers many subtle and advanced estimating & control concepts for specific industry like Oil & gas which are “equipment-centric”, and this influence is important in the selection of estimating methodologies and techniques used in estimate preparation. This process will be covered from both the contractor and owner’s points of view, noting the similarities and differences in the respective approach of each.
An emphasis will be placed on examining the conceptual estimating methodologies that can assist in preparing accurate estimates at early design stages of project. The cost control process will be based on the concept of Plan-Do-Check-Assess of total cost management framework.
Ariel Partners has developed a comprehensive program for governance and oversight of large-scale agile projects in the US federal government. This program is structured as a set of eleven major focus areas. Within each focus area, there are specific oversight objectives, activities, and metrics. The output is captured in an excel spreadsheet that calculates a set of quantitative measures, which are then aggregated to automatically produce a composite score, using a similar scoring strategy to FITARA. The program is comprehensive, but it is based on a set of simple principles. We have prepared a presentation that summarizes the program’s key points.
The Perfect STOrm in nature is a weather phenomenon where three systems converge on each other over the ocean to create havoc, making it nearly impossible for ocean-going vessels to navigate. Since our primary focus is on navigating complex, risky and expensive projects, it’s only fitting that we use this concept to demonstrate how to avoid, or manage STO Events in the petrochemical, oil & gas, and mining sectors.
Elico Solutions is a Ready Partner of Odoo, the fastest-growing open-source business software. We adopt an agile project management approach in implementing its Odoo for ERP Management Systems.
Learn more about Elico Solutions and how we can help your business grow at elico-corp.com.sg or email us at contact@elico-corp.com.sg to inquire.
Performance based planning in a nut shell (V5)Glen Alleman
Step by step activtiies to increase the probability of success for all projects, no matter the project domain. These principles and practices can be found in all successful projects.
Project Integration Management includes the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.
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Empowering the Data Analytics Ecosystem: A Laser Focus on Value
The data analytics ecosystem thrives when every component functions at its peak, unlocking the true potential of data. Here's a laser focus on key areas for an empowered ecosystem:
1. Democratize Access, Not Data:
Granular Access Controls: Provide users with self-service tools tailored to their specific needs, preventing data overload and misuse.
Data Catalogs: Implement robust data catalogs for easy discovery and understanding of available data sources.
2. Foster Collaboration with Clear Roles:
Data Mesh Architecture: Break down data silos by creating a distributed data ownership model with clear ownership and responsibilities.
Collaborative Workspaces: Utilize interactive platforms where data scientists, analysts, and domain experts can work seamlessly together.
3. Leverage Advanced Analytics Strategically:
AI-powered Automation: Automate repetitive tasks like data cleaning and feature engineering, freeing up data talent for higher-level analysis.
Right-Tool Selection: Strategically choose the most effective advanced analytics techniques (e.g., AI, ML) based on specific business problems.
4. Prioritize Data Quality with Automation:
Automated Data Validation: Implement automated data quality checks to identify and rectify errors at the source, minimizing downstream issues.
Data Lineage Tracking: Track the flow of data throughout the ecosystem, ensuring transparency and facilitating root cause analysis for errors.
5. Cultivate a Data-Driven Mindset:
Metrics-Driven Performance Management: Align KPIs and performance metrics with data-driven insights to ensure actionable decision making.
Data Storytelling Workshops: Equip stakeholders with the skills to translate complex data findings into compelling narratives that drive action.
Benefits of a Precise Ecosystem:
Sharpened Focus: Precise access and clear roles ensure everyone works with the most relevant data, maximizing efficiency.
Actionable Insights: Strategic analytics and automated quality checks lead to more reliable and actionable data insights.
Continuous Improvement: Data-driven performance management fosters a culture of learning and continuous improvement.
Sustainable Growth: Empowered by data, organizations can make informed decisions to drive sustainable growth and innovation.
By focusing on these precise actions, organizations can create an empowered data analytics ecosystem that delivers real value by driving data-driven decisions and maximizing the return on their data investment.
Adjusting primitives for graph : SHORT REPORT / NOTESSubhajit Sahu
Graph algorithms, like PageRank Compressed Sparse Row (CSR) is an adjacency-list based graph representation that is
Multiply with different modes (map)
1. Performance of sequential execution based vs OpenMP based vector multiply.
2. Comparing various launch configs for CUDA based vector multiply.
Sum with different storage types (reduce)
1. Performance of vector element sum using float vs bfloat16 as the storage type.
Sum with different modes (reduce)
1. Performance of sequential execution based vs OpenMP based vector element sum.
2. Performance of memcpy vs in-place based CUDA based vector element sum.
3. Comparing various launch configs for CUDA based vector element sum (memcpy).
4. Comparing various launch configs for CUDA based vector element sum (in-place).
Sum with in-place strategies of CUDA mode (reduce)
1. Comparing various launch configs for CUDA based vector element sum (in-place).
Techniques to optimize the pagerank algorithm usually fall in two categories. One is to try reducing the work per iteration, and the other is to try reducing the number of iterations. These goals are often at odds with one another. Skipping computation on vertices which have already converged has the potential to save iteration time. Skipping in-identical vertices, with the same in-links, helps reduce duplicate computations and thus could help reduce iteration time. Road networks often have chains which can be short-circuited before pagerank computation to improve performance. Final ranks of chain nodes can be easily calculated. This could reduce both the iteration time, and the number of iterations. If a graph has no dangling nodes, pagerank of each strongly connected component can be computed in topological order. This could help reduce the iteration time, no. of iterations, and also enable multi-iteration concurrency in pagerank computation. The combination of all of the above methods is the STICD algorithm. [sticd] For dynamic graphs, unchanged components whose ranks are unaffected can be skipped altogether.
Levelwise PageRank with Loop-Based Dead End Handling Strategy : SHORT REPORT ...Subhajit Sahu
Abstract — Levelwise PageRank is an alternative method of PageRank computation which decomposes the input graph into a directed acyclic block-graph of strongly connected components, and processes them in topological order, one level at a time. This enables calculation for ranks in a distributed fashion without per-iteration communication, unlike the standard method where all vertices are processed in each iteration. It however comes with a precondition of the absence of dead ends in the input graph. Here, the native non-distributed performance of Levelwise PageRank was compared against Monolithic PageRank on a CPU as well as a GPU. To ensure a fair comparison, Monolithic PageRank was also performed on a graph where vertices were split by components. Results indicate that Levelwise PageRank is about as fast as Monolithic PageRank on the CPU, but quite a bit slower on the GPU. Slowdown on the GPU is likely caused by a large submission of small workloads, and expected to be non-issue when the computation is performed on massive graphs.
Opendatabay - Open Data Marketplace.pptxOpendatabay
Opendatabay.com unlocks the power of data for everyone. Open Data Marketplace fosters a collaborative hub for data enthusiasts to explore, share, and contribute to a vast collection of datasets.
First ever open hub for data enthusiasts to collaborate and innovate. A platform to explore, share, and contribute to a vast collection of datasets. Through robust quality control and innovative technologies like blockchain verification, opendatabay ensures the authenticity and reliability of datasets, empowering users to make data-driven decisions with confidence. Leverage cutting-edge AI technologies to enhance the data exploration, analysis, and discovery experience.
From intelligent search and recommendations to automated data productisation and quotation, Opendatabay AI-driven features streamline the data workflow. Finding the data you need shouldn't be a complex. Opendatabay simplifies the data acquisition process with an intuitive interface and robust search tools. Effortlessly explore, discover, and access the data you need, allowing you to focus on extracting valuable insights. Opendatabay breaks new ground with a dedicated, AI-generated, synthetic datasets.
Leverage these privacy-preserving datasets for training and testing AI models without compromising sensitive information. Opendatabay prioritizes transparency by providing detailed metadata, provenance information, and usage guidelines for each dataset, ensuring users have a comprehensive understanding of the data they're working with. By leveraging a powerful combination of distributed ledger technology and rigorous third-party audits Opendatabay ensures the authenticity and reliability of every dataset. Security is at the core of Opendatabay. Marketplace implements stringent security measures, including encryption, access controls, and regular vulnerability assessments, to safeguard your data and protect your privacy.
Chatty Kathy - UNC Bootcamp Final Project Presentation - Final Version - 5.23...John Andrews
SlideShare Description for "Chatty Kathy - UNC Bootcamp Final Project Presentation"
Title: Chatty Kathy: Enhancing Physical Activity Among Older Adults
Description:
Discover how Chatty Kathy, an innovative project developed at the UNC Bootcamp, aims to tackle the challenge of low physical activity among older adults. Our AI-driven solution uses peer interaction to boost and sustain exercise levels, significantly improving health outcomes. This presentation covers our problem statement, the rationale behind Chatty Kathy, synthetic data and persona creation, model performance metrics, a visual demonstration of the project, and potential future developments. Join us for an insightful Q&A session to explore the potential of this groundbreaking project.
Project Team: Jay Requarth, Jana Avery, John Andrews, Dr. Dick Davis II, Nee Buntoum, Nam Yeongjin & Mat Nicholas
LKG Project Level Presentation FEL in New Energies 2023.ppsx
1. Gatekeeping for Capital Project Governance
E&P Business Process Life Cycle
LNG & New Energies Sectors
Front-End Loading - Decision Gates 01-05
Copyright 2023 by Angus Macleod MAPM original concept by Alan Dougans (Cairn Energy)
2. HSE Briefing & Introductions
Business Process Structure
Agenda
1
2 Background & Generic OBS
3 Objective of Gated Process
4 Summary of Process
5 Industry Standards
6 Organisational / Decision / Key Submission Alignment
9 Select Phase – Definition / Key Deliverables / Gate Review
10 Define Phase – Definition / Key Deliverables / Gate Review
11 Key Documents
12 Planning
13 Cost Estimating
14 Cost Control & Forecast
15 Schedule Risk Analysis
8
Cost Estimating
7 BU (Business Unit) Structure & Philosophy
3. FEL (Front-End Loading is an accepted Industry Standard……
CPDEP - Chevron Project Development and Execution Process
OPREP – Woodside Opportunity and Project Realisation Process
ORP – Shell Opportunity Realisation Process
CVP – BP’s Capital Value Process
OM - Exxon-Mobil’s Opportunity Management Process
VAF – BG Group Value Assurance Framework
ACES - Anadarko Capital Effectiveness Systems
CVP – Statoil’s Capital Value Process
SGM – OMV Stage Gate Manager
MPMP - Marathon Project Management Process
SQAD - Santos Quality Asset Development Process
AGP - Apache Gate Process, in development
Stage Coach – Mustang Engineering’s method to support Owners systems
IPA - Stage Gate Capital Value Processes (FEL 1 -5) – Independent method
PMBOK ( Project Management Book of Knowledge ) 4th Edition Chapter 2
SPE – Recognised by the Society of Petroleum Engineers ( SPE 102926 )
IHRDC – Online Training courses in Stage Gate Competencies
Ernst & Young https://www.ey.com/en_gl/strategy-transactions/forecasting-scenario-planning
5. FEL Ability to Influence Value Assurance
Assess & Select Define Execute
Appraise/
Acquire & Explore 5
4
3
2
1
Level of Technical/Design Maturity
Ability to Influence final outcome at
greatest when initial objectives,
strategies and concepts are set.
Execution ( Delivery driven )
Quality of Delivery secures Objectives
Plan, Do, Monitor, Review
Identifying, Maximising & ,Improving Value Assurance across Asset Life-Cycle
Cost / Schedule
Crash Point
Set
Objectives
Planning ( Decision driven )
Decisions ~ ability to meet objectives
Definition ~ ability execution targets
6. Explore Appraise/
Assess
Select
Commerciality
1 2
Discovery
PHASE
GATE
Identify leads,
prospects and
acquire
acreage
Confirm
commerciality
over range of
likely outcomes
Generate, select
concept (Reservoir
evacuation and
Facilities)
Objective
Key
activity
Prospect
evaluation
Data
acquisition,
and feasibility
studies
Define range of
reserves and
economic range of
development
options
Data acquisition
feasibility studies
Concept selection
studies
Contracting
strategy
Approach market
for key contracts
Key
Question
Gate Closure
“Do we have one
commercially
feasible
development?”
“Have we
selected
optimal
concept?”
Concept
Select
Define Execute Operate
RFSU
Technical
Definition
award detail
design contracts
Establish sales
agreements
Obtain sanction
Deliver facilities,
handover
operations
Operations
readiness
Regulatory
approvals
Final hot
commissioning
& introduction
of
hydrocarbons
Production and
optimisation of
plant operating
methods
“Is everything
in place to
ensure
success?”
“ready to start
up and is
everything
safe?”
Define concept
finalise cost,
schedule
technical
specifications
and obtain
project sanction
Design, build
commission asset
within agreed
parameters and
hand-over to
operations
Safe start-up
approval to
facilities steady
state
Project closeout
3 5
Introduction of Phases & Stage Gates
Do G&G
results align
with the
business
objectives ?
4
F I D
Ability to control from start to finish, to assess risk, to assign roles & responsibilities more clearly
7. Project Manager
Development Manager
Exploration Manager
Select Define Execute
Appraise/Assess
Explore
Statement of
Requirements
Business Unit Structure aligned in Gated Process
MC
Approved
FDP
(+WP&B)
Decision
to
Prepare
& Submit
FDP
Board
approved
FDP
Decision to
Spud
Select Define Execute
Appraise / Assess
Feasibility
Explore
Concept
Select
5
4
3
2
1
BOD
&
BFWD
Project
Execution
Plan
Execution
AFE
Approved
Exp WP&B
Decision
to
Appraise
Intent to
Develop
DECISIONS
Opportunity
KEY
DOCUMENTS
FDP (with Concept)
submission after
Board approval
Final
Investment
Decision Ready for
Start-Up
Approved
DOC
FID RFSU
4a
Risked, Ranked &
reviewed portfolios
Approved
appraisal
programme
FDP Approval span
Commit
risked
LLI
Director Exploration & Subsurface Director Projects
Exp-Mgr
OU #1
Dev-Mgr
OU #3
Head
OU #4 Prj Mgr
OU #5
Head
OU
Prj Mgr
OU #7
2a
Exp-Mgr
OU #3
8. FEL Post Investment Reviews – Opportunity Value Erosion
Historic P3O Studies on Capital Ventures have revealed
Capital project performance (i.e opportunity realisation performance) has often caused
erosion of opportunity value identified at FID Final Investment Decision
Capital Projects value erosion is still continuing high a rate for many opportunities.
Post Investment Reviews reveal failure to obtain predicted opportunity value is
due to FEL decisions affecting opportunity realisation lifecycle, well before FID.
Findings revealed if OPCOs were to realise full potential value of opportunities, then;
It is essential front-end thinking, planning & objective setting be properly performed.
Energy markets (2023 – 2028) opportunities must be realised competently with increasing demand
on schedule “acceleration” (especially leading to FID/Sanction)
Conclusion to assure opportunity & realisation consistently on capital projects :
Utilise FEL knowledge management, new thinking, refined processes,
Ensure timely competent application of FEL processes are managed by an expert VAR team
from the moment that an opportunity is generated.(FEL 0-1)
9. Front End Loading utilisation across project lifecycle
A principle that must be recognized is front end loading (FEL).
FEL enables ability to influence value hence meet the guiding principles
**Decision Gate Influences are greater at FEL 0~2
Once concept is selected, define phase begins to influence final outcome
(I.e. concept quality in economic performance, cost /schedule) is exponentially reduced.
Once project execution is underway teams primary responsibility keep project within those conditions
(cost / schedule control, quality control, etc ).
Retrospective performance analysis often identifies problems in Execute Phase arise out of poor preparation in
first three Phases up to FID.
Mainly because objectives were not clear, risks not properly recognised /managed or failure to bring
competences to Front End processes
However, FEL is not an invitation for excessive studies / staffing levels
it is about assigning optimal resources and using value assurance decision tools
with competence to maximise R.O.A.C.E.
10. Objectives of a “Gated Process”
Primary business objectives of a “Gated Value Assurance Process” are :
Business Value & Decision Gate quality control
• Business value of development confirmed prior to CAPEX & HR commitment.
• Ensure development is appropriately aligned with Company portfolio & strategy
• Develop integrated package of mature work and deliver to lunderpin success in subsequent phases of
work i.e. residual uncertainty is transparent and tolerable.
Risk Assurance:
• Decision Makers (ExCo) have transparent understanding of quality /completeness of information & data
underpinning their key decisions.
• RISK without benefit UNACCEPTABLE, risk/benefit trade-offs have to be understood.
Alignment
• Ensure all aspects of the development align in terms of reservoir/resource development, engineering
maturity, approvals ref JV and other stakeholder requirements, that all key assurance activities /reviews are
undertaken.
Definition & Clarity of Responsibilities
• Ensure requisite deliverables supporting the phase are defined, responsibilities, accountabilities for
delivery are assigned by RAM matrix and all parties are aware of each other’s roles in the process.
Budgetary Alignment with Technical Maturity
• Ensure budgets align with estimating & corporate AFE process for authorisation.
12. Select Define Execute
Appraise/Assess
RFSU
Gate
Phase
Objective
Gate Decision
Key Activity
Resource
Category
CAPEX Category
.
Focus Actions
(Level 1)
Peer Reviews
(VAP)
Key Deliverables
(Level 1)
Gate 2a – Define, execute Appraise
programme
Incorporate new data into revised
contingent resource assessment
Deliver Intent to develop (of
commercial interest)
Establish reservoir performance
Gate 2- Geological Model Build
Dynamic Modelling & Simulations
Recovery Mechanism Establishment
Assess Range of Development
Options
Preliminary flow assurance
Prepare initial Development Budget
Prelim Sales & Marketing Strategy
Facility & Wells feasibility studies
Establish commerciality
GATE 2 a – Rev Resource & Reserves Report
Appraisal Strategy & Execution Programme
Deliver all wells & tests
Acquire all subsurface data DoC/FDP
Complete relevant TP studies
Intent to Develop document (ID)
Gate 2 - Declaration of Commerciality
Establish range of development scenarios
Draft Prelim FDP
PEP Select Ph level 1 Schedule & Class 4 Cost
Stakeholder & JV alignment Plan
Lessons Learned review & Compile
Updated economics
Approve budget for subsequent Phase
Gate 2a - Narrows range of contingent
resources, and provides data for
development
Gate 2 - Defined range of technical
development options and assesses their
commerciality
2a Reduce geological uncertainty
2 Prove feasibility & commerciality of
development
Gate 2a – Intent to Develop (ExCo)
Gate 2 – Approval of DoC or equivalent
(Gov)
Generate, Select and Propose Concept
(Reservoir evacuation and Facilities)
Generate FDP
Gate 3 - Agree Concept and initiate definition
phase. Submit FDP at OC
Agree contracting strategy
Authorise Funds for next Phase
Approval of DOC
Concept selection studies
Define Contracting Strategy
Approach market for key contractor
engagement
Prep and seek approval to submit FDP
Gain approval of FDP
Fully define concept including FEED &
tendering of main packages.
Design, build and commission facility/asset
within agreed parameters and handover to
Operations
Gate 4a – Handover from Developments to
Projects
Gate 4 – Agree state of readiness to proceed
Authorise funds for full sanction of Project
Gate 5 – Agree Facilities are Ready for
Start-up
Explore
Gate 0 – Define multiyear Exp
programme
Create yearly WP&B to JV
Facilitate approval of WP&B
Gate 1a – Execute approved WP&B
Build Database (New & existing)
Define key Play
Build Portfolio of Leads (&risk)
High graded Exploration prospects
Gate 1
Execute Exploration well progm.
Conduct Post-well reviews
Revision of Exploration portfolio after
drilling
Agree any discovery merits appraisal
Gate 0 - Detailed Work Prog &
Budget
Approved Exploration WP&B
Play Summary Document (including
prize & vision)
Lead Summary Sheet
Prospect Evaluation Report
Gate1a – Proposal to Spud
Exp Well Proposal (plus Prognosis &
Montage)
Post Well reviews/Dry hole analysis
Gate 1 – Declaration of Discovery
Issue Discovery Notice
Agree any discovery merits
appraisal
Asset disposal (if relevant)
Lessons Learned review & Compile
AFE for subseequent Phase
Gate 0 – Approved WP&B to JV
Gate 1 - Acquire new data
Build Exploration Portfolio
High Grade key prospects
Drill & Make discoveries
1 Fully quantify licence potential &
Discover new oil/gas fields
Operate
Concept Select
Safe Start-up and final
Proving of Facilities ready for
steady-state
Final hot commissioning and
introduction of Hydrocarbons
Production and optimisation
of plant operating overheads
Take technical definition to a level whereby
detail design contracts can be placed for
facilities and wells
Establish Oil/Gas sales agreement (HOA)
Obtain Project Sanction
Project management
Deliver wells & facilities and handover to
operations
Operations readiness
Regulatory Approvals
Prospective Resource & Risking
Contingent Resource R6 – Recent
discovery under evaluation
Contingent Resource R4 – Economic &
Technical Feasibility confirmed
Uneconomic R5
Reserve R3 – Undeveloped Reserve –
Development in Progress
Execution Planning
• Deliver Class 4 +40%/-20%
Concept Selection Report
Statement of Requirements
Concept Risk Assessment
FDP prepared and ready for OC submission
Development Budget
PEP Define Phase Level 2 Schedule & Class 4 Cost
Prelim Well Plan
Technology Plan
Risk Register & plan
Regulatory Approvals Plan
Stakeholder Management Plan
Prelim CR Management Plan & Compliance Report
Operations Philosophy
Contracting Strategy
Updated economics
Lessons Learned review & Compile
AFE for subsequent Phase
Final Business Proposal
Basis of Design
MC approved FDP + yearly WP & Budget
Project Specifications, Codes & Standards
Asset/Operating Plan
PEP for Execute Phase Inc Level 3 Schedule &
Class 3Cost & Performance Metrics
Interface Management Plan
Risk Management Plan
Quality Assurance Plan
HAZOP / HAZID
HSE Plan & Contractor HSE MP
Emergency Response Plan (ERP)
CR Management Plan & Compliance report
Public Consultation Plan (PCDP)
Major Contracts recommendations
Environmental Clearance
Updated Economics
Lessons Learned review & Compile
AFE for Construct Phase
Oil/Gas/LNG sales agreement (HOA)
Detail Design
HAZOP/HAZID
Operable Facilities / wells
Certification
Approvals to produce/operate
Vendor data records/as built’s
Start-up Plan
HSE Management System
Revised CR Management Plan
Operating manuals/procedures
Spares
Asset Management Plan
Operating Budget
Reservoir management Plan
Lessons Learned review & Compile
Deliver Class 3 +25%/-15%
Class 2 +15/-10% - (initial DD input )
Class 1 forecast - +10/- 5% (DD complete)
Facility and Wells Concept Studies
Flow assurance studies
Environmental Studies & data acquisition
Carryout PHSER 1
Initiate Risk Management Process
Prepare contracting strategy
Seek EOI’s / Markey survey
Commence Contractor prequalification
Alignment with JVP’s
Facility & Wells concept studies.
Pipeline Route Studies
Prepare and gain approval of Statement of
Requirements
Plan & Budget for subsequent Phase
Finance planning and sign off on tax offsets
Sales strategy
Finalise basis of design
Finalise well basis of design
FEED/ Technical & Functional specifications
& Environmental approvals
Implement Management of Change
Prepare contracts / T&C’s / Scopes of work
Finance sign-off on contracts - Tax
efficiencies
Tender & Review all major facility contracts
Tender & review all drilling/wells contracts
Define long lead item commitment plan
Engage Operations Manager
Prepare Oil/Gas sales agreement(s)
Award all contracts, mobilise contractors, management
of all contracts/contractors
Design, build and commission all facilities
Development Drilling and completions
Finalise Oil/Gas sales agreements(s)
Seek regulatory approval to commence production
Carryout PHSER 3 ( Early Design )
Carryout PHSER 4 (Construction)
Carryout PHSER 5 (RFSU)
Develop all operating procedures & plans
Finalise Operating service agreements
Operations readiness /
recruitment/training/establishment
Finalise operating budgets
Operate & Maintain Facility
5
4
3
2
1
Sanction
Discovery
1a 2a
0
4a
Facilities Tech Peer Review
Well Design Peer Review
Procurement Planning Peer Review
Cost & Schedule Review
PHSER 2
Commercial Peer Review
30% and 70% Peer Reviews
Cost & Schedule Risk Reviews
Carryout PHSER 3 ( Early Design )
Carryout PHSER 4 (Construction)
Carryout PHSER 5 (RFSU)
Pre-Ops Review
GG & RE Peer Review
Well Planning Peer Review
Facilities Concept Peer Review
PHSER 1
Cost & Schedule Benchmarking Review
Commercial Peer Review
GG & RE Peer Review
Well Planning Peer Review
Facilities Feasibility Study Peer
Review
Class V Cost Review
High Level Benchmarking Review
Commercial Peer Review
GG & RE Peer Review
Well Planning Peer Review
Commercial Peer Review
FEL Decision Gate Processes for Greenfield Development (zoom)
Feasibility
R2/R1 – Developed /
Production commenced
R3 - Undeveloped
13. Review
Deliverables
Carryout Review
Session
Issue DG review
Report
Review Team present
Recommendation
to Decision Executive
Review Team present
Recommendation
to OU Lead & Team
Decision Executive
presents
Recommendation
To ExCo
OU Lead & Team
closeout actions
in line with
agreed plan
ExCo advise
Board of
Decision if
Required
Deliverables to be issued
prior to review meeting to
allow sufficient time for
the review time varies per
the size/complexity of the
project.
Review team members to
review and bring
observations to review
meeting
Gate Keeper firms
up DG
review report.
Provide Feed
back to OU
Lead/Head on
observations and
recommendation
Seek ExCo
endorsement of
decision if
necessary and
approval of
action plan.
If no
concurrence, DE
and Review
Team to meet
OU lead and
revisit action
plan.
Present / Discuss
findings and insights
and agreement with OU
lead on plan of action.
Close out actions per
agreed plan report to
Governance manager
Key Roles:
Decision Executive: Takes overall accountability on Decision Gates
Gate Keeper:
Chair DG review sessions.
Presents to DE on recommendations
DG Review Team:
Review and provide key gaps if any and recommendations from their
respective areas.
Governance Manager
Time ,Frame and facilitate Decision Gate Review sessions
Decision Gate Review Meeting
Decision Gate Review Process
OU leader, supported
by team, to present
the “Case to Proceed”
on specific GATE
demonstrating
achieving all the key
deliverables.
Review forum runs
structured Q/A session
facilitated by Gate
Keeper.
Observations are
recorded.
14. Areas of Focus
Development proposals are aligned with Company’s Business objectives
Possible subsurface outcomes have been considered
Agreement has been reached on Concept proposed, meeting needs of SoR.
FDP has been prepared, internally approved and issued to JV in alignment with this concept
An integrated package of sufficiently mature work has been delivered to underpin this decision.
Project Objectives clearly defined, plans for subsequent phase in place aligned with those Objectives.
Key Stakeholders are aligned with plans & their ongoing engagement/management roles in place
Initial PEP , contract strategy and plan are aligned with the development concept.
Schedule to Gate 4 (sanction) is appropriate and realistic and includes adequate resources
Roles, responsibilities and accountabilities are assigned, understood and documented.
Verify team used FEL, peer assists, benchmarking or appropriate method to assure quality of work.
Risks are identified, included in a Risk Management Plan,
Cost / Schedule Risks are identified, P/I understood and mitigation plans in place.
Appropriate project management systems in place incl., HSEQW,QMS and financial controls.
Ensure planning provides clarity of milestone decisions & deliverables required to support them.
Budgets in place & aligned with estimating process / corporate AFE process for fund authorisation.
…and if not, advise ExCo of the risks associated with moving forward.
Select Phase Typical Close Out Activities
15. • Deliverables (Subject to Project Size & Complexity)
• Final Business Proposal inc Updated Economics
• Approved FDP
• Project Specifications, Codes & Standards
• Asset/Operating Plan
• PEP L3 Schedule & Class 3 Cost & Performance Metrics
• Interface Management Plan
• Risk Management Plan. / Quality Assurance Plan
• HAZOP / HAZID
• HSE Plan & Contractor HSE MP
• Emergency Response Plan (ERP)
• CR Management Plan & Compliance report
• Public Consultation Plan (PCDP)
• Major Contracts recommendations
• Environmental Clearance
• Lessons Learned review & Compile
• AFE for Construct Phase
• Oil/Gas/LNG sales agreement (HOA)
• Focus Activities
• Finalise basis of design
• Finalise well basis of design
• FEED/ Technical & Functional specifications
• Mobilise project team / project office
• Secure land contingent on final investment decision / ROU’s
• Execution Planning
• Government & Environmental approvals
• Implement Management of Change
• Prepare contracts / T&C’s / Scopes of work
• Finance sign-off on contracts - Tax efficiencies
• Tender & Review all major facility contracts
• Tender & review all drilling/wells contracts
• Define long lead item commitment plan
• Engage Operations Manager
• Prepare Oil/Gas sales agreement(s)
Explore
Appraise/
Assess
Select
2
Define Execute Operate
3 4 5
objectives
• Gain approval of FDP
• Fully define concept incl FEED & ITT of main packages.
Key Decisions
• Gate 4a – Handover from Developments to Projects
• Gate 4 – Agree state of readiness to proceed
• Authorise funds for full sanction of Project
Define Phase Activities & Deliverables
“Is everything in place to ensure success?”
16. All relevant actions from previous reviews / audits have been closed out.
FDP approved by all stakeholders with all regulatory agreements in place to permit
Full execution phase and commitment of funds to take place.
Project Objectives clearly defined , plans for execution in place aligned with Objectives.
Key Stakeholders aligned with plans for execution: incl. their engagement/management.
Project execution, contracting strategies plans appropriate for the level of definition
Residual risk & uncertainty aligned with Business Environment and market conditions.
Planned contracting tactics appropriate covering both major and minor contracts
Sound Business Case for pursuing the opportunity exists.
Project ready to proceed to the next Phase.
Key Project personnel in place to initiate execution according to the plan (PEP)
Define Phase Close – Out Topics
17. Initial
Field Development Plan
Operations
Philosophy
Statement of
Requirement
Concept
Select Report
Project
Specifications
Contract
Strategy
Field
Development Plan
Facilities
Execution
EPCIC
Contracts
Strategic
Project Execution
Plan
Decision Based
Project Execution Plan
Final
Project Execution
Plan
Alignment with Key Decision Making
FEED
Structured Release of Governing Documents
18. Types of Governing Documents
• Field Development Plan (FDP)
▪ Describes the reservoir and the drilling and production plans for the full development and the concept
▪ proposed to deliver the assessed production profile.
▪ FDP is Fundamental basis for Partner and Government Sanction
• Concept Selection Report
▪ Records the screening of development concepts, the justification for the selected concept
▪ describes scope, boundaries and constraints and the main risks associated with the chosen concept.
• Operations Philosophy
▪ The Operations Philosophy is designed to ensure the requirements of the Basis of Design
▪ BOD reconciled with the functional needs of Operations to meet their critical production requirements.
• Statement of Requirements (SOR)
▪ Defines the boundary conditions for the development covering the key aspects
▪ Aspects of surface and subsurface facilities and the functional requirements.
• Contract Strategy
▪ Definition and justification of the types of contracts to be entered into, and the approach to be taken
▪ Describes engaging the market place, including market analysis.
▪ Should clearly align with the Company’s core business and objectives
• Basis of Design (BOD / BOWD)
▪ A set of conditions and needs (including delivery and test acceptance criteria) that must be followed
▪ In detailed design. It forms a fundamental part of the contracts for supply of the system components
19. • Project Execution Plan (PEP)
▪ The Project Execution Plan is one of the most important deliverables
▪ Initially established early in the Select Phase.
▪ Decisions taken in its creation will lay the groundwork for the Project.
Its main value is in the preparation, the thinking and recording of the decisions.
For any significant project the PEP will generally cover the following;
▪ Purpose/Vision/Mission/Objective
▪ Work Scope
▪ Management Plan & Organisation structure, roles & responsibilities
▪ Schedule & Cost
▪ Risk Assessment & Risk Management
▪ Budget and Funding/AFE Plan
▪ Regulatory Approvals Plan
▪ Design Plan
▪ Procurement & Logistics
▪ Construction Plan
▪ Commissioning, Handover and Start-up
▪ Contracting Strategy
▪ HSEQW
▪ Quality Plan
▪ Planning and Cost Management
▪ Information Management
▪ Lessons Learned / Improvement Plan
▪ Stakeholder Management Plan
Initial PEP
Strategic
Based
Update with
Decisions
Finalise for
Execution
Project Execution Planning
25. Cost engineering terminology & Definitions
Cost estimating An approximation of the probable cost of a Product, Program or
Project, computed on the basis of available information
A cost estimate provides
Clarity in scope
Confidence in cost
Information to support the development of
Business plans
Field development plans
Project schedule controls
Evaluate alternate options for optimisation of design
Project Cost controls
Evaluation of alternate options for optimisation of design
26. Explore Appraise Select Define Execute
1 2 3 4 5
Project delivery
Estimating and Budgeting
Cost Control and Reporting
Cost Control . Cost Reporting .
• Monitor / Control Commitments
• Managing Trends
• Tracking Actual Costs
• Ascertaining the VOWD
• Analyze the Cost to go
• Develop Cost Forecasts
• Reporting Cost Forecasts
• Cost Curves (EVM based)
• Cost Dash Boards
• Annual Work Program & Budget
• Input to Corporate Planning
Cost Control Cost Reporting
Cost Control & Reporting across Life-Cycle
27. Finance & Cost Control Interfaces
ORACLE BI
/ SAP HANA
Corporate Financial Control
EX-COM
Cost Manager
(Budgets,
Estimate,
Forecast)
Accounts
Payable
Joint Venture
Expenditure Statement
Estimate Models
IHI QUE$TOR
Dashboard
Forecasts
Level 1
Level 2
Level 3
Cost / Schedule
Risk Model
PRA / PALISADE
Finance & JV Group
Monthly
Reports
Cost /
Schedule
Phasing
AFE Process
Cost /
Schedule
Trends
Corporate Investment Controls
31. Evaluating cost curves – Actual vs. Plan + EAC
Current commitment
backlog
Cost forecast by PMO
basis commitments and
trends to date
Independent cost forecast
by PMA-60% profitability
Gap between commitment plan and forecast
indicates possible delay to project
Actual versus plan
Predicted
Actual
Gap between VOWD and
commitment – potential
schedule slippage