SPE Seminar on Introduction to E&P Projects, 17 November 2016, London
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1 SPE Seminar on Introduction to E&P Projects, 17 November 2016, London Managing E&P Projects by Prabhat Garga, Senior Advisor, Upstream Advisors Ltd. T: +44 (0) E: W: Upstream Advisors Ltd, Bowman House, 29 Wilson Street London, EC2M 2SJ
2 Upstream Advisors A niche independent consultancy Our Key Business Areas Asset Transaction Asset Development Business Consulting Due Diligence Asset Valuations Sales & Purchase Support Opportunity Realisation Workflow to Perform Field Development Project Management Field Development Planning Commercial Services Audits & Peer Reviews Gas Master Planning Business Process Improvement Change Management Corporate Strategy 2
3 Managing E&P Projects Context & Agenda - Based mainly around management of large offshore projects (complex, deep water). - Introduction to good project management practices (based on learnings of professional PM bodies, APM & PMI) - Some comparisons with large industrial & infrastructure projects. - Key reasons for project under-performance 3
4 Typical fixed platform based offshore development ( dry trees, weather independent production) drilling & production facilities Support platform fixed to sea-bed Onshore Terminal gas oil pipelines to shore 4
5 Typical FPSO Development ( wet trees, weather dependent production ) Risers FPSO Shuttle Tanker Flowlines Subsea Wells & Manifold 5
6 Project Management of Complex Projects Characteristics of complex offshore oil & gas projects tight timescales with heavy overlap of work activities high continuous and total expenditure extended, possibly global supply chains construction in disparate locations very early procurement of key materials and services (installation vessels) to secure schedule significant risks and uncertainties The cost of doing work offshore is so high that a large part ( and in huge physical chunks) is done onshore and shipped to its offshore location to be installed by complex and large installation vessels. These vessels, of limited supply ad huge cost, have to be signed up almost at the beginning of the project, well before design is complete. 6 6
7 Professional project management bodies US Project Management Institute, PMI UK Association for Project Management, APM European International Project Management Association, IPMA Best practices embodied in their Bodies of Knowledge (BoK s) and competency framework 7
8 Project management Project management is the process by which projects are defined planned, monitored, controlled and delivered such that the agreed benefits are realised. Projects bring about change and project management is recognised as the most efficient way of managing such change. - APM BoK Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. Project management is accomplished through the application and integration of project management processes of initiating, planning, executing, monitoring & controlling and closing. - PM BoK 8
9 Projects Cost, Time, Quality constraints Safety, Health & Environment Cost Time 87 Quality 9
10 Project Life Cycle Appraise Select Define E Execute P C HUC Operate Gates Sanction (Engineer, Procure, Construct, Hook-up & Commission) Operate Project Types 10 Studies, Investigations FEED, Detailed design Prototype dev. Engineering Eng & Procurement Construction Eng, Procure & Construct (EPC) EPC Management (EPCM) Asset Support & Upgrade Projects
11 Influence on value client perspective Value (Profit, NPV, IRR, etc.) Contribution to Value (40-45%) Contribution to Value (35-40%) Time Select Select Define Execute 11 Adept Knowledge Management 11
12 Project life-cycle in E&P and Infra-structure projects E&P Projects Explore Appraise Select Define Execute Operate - High expenditure, short duration, high returns Infra-structure Projects Master Planning Appraise Select Define Execute Operate ( & Expand) - Moderate expenditure, long duration (often in stages), low returns 12
13 Core Project Management Processes Project management is accomplished through the application and integration of project management process of initiating, planning, executing, monitoring & controlling and closing. - PMBOK initiating the project project boundaries project inputs planning the project executing the plan project deliverables monitoring and controlling closing the project 13 13
14 Core project management processes Initiation Planning (schedule & cost) Execution Monitoring & Control Closing Stakeholder management Scope management Change management Supply change management Quality management HSE management Information management Risk management & others 14
15 Starting the project Internal Factors Processes Tools Resources HSE Governance Finance Objectives Functional Requirements Technical Requirements Sanction Supply Contract Project Initiator Client External Factors Laws Regulations Standards Socio-political Market Issues Define Scope & Execution Methodology i.e. PEP 15 Execute
16 Planning: Documents & Sequence WBS Network Gantt chart S-Curve Histogram 16
17 Why monitor and control? To know where you are against the plan at any given point in time, - what have you achieved? - how much you spent (or resources used) in getting there? - how efficient and effective were you at getting there? - what remains to be done? To be able to forecast what the completion duration and final cost might be To assist you in focusing on the key future management actions you need to take to redress any shortfalls or slippage To provide feedback to all your stakeholders (communications management) 17
18 Stakeholder management Stakeholders anyone with an interest in the project Identify stakeholders Prioritise stakeholders Communicate to get their opinions early and to gain their support Gain trust and understanding Requires continuous dialogue High Power Low Keep satisfied; don t bore them Monitor; but do not bore with excessive information Fully engage; Communicate often Keep informed, talk to them, can often be very helpful Low Interest High 18
19 Importance of Managing Stakeholders By definition there will be stakeholders external to the project delivery team. They will also need to be managed as they can influence the outcome of the project ( positively or negatively). The project team is not able to (and sometimes should not) communicate its issues to all stakeholders. Discussions on strategic issues can distract the attention of the project delivery team. The latter needs clear and timely decisions to stay in clear delivery mode. Some commercial and personnel related sensitive actions can only be taken and managed by a senior company person (sponsor). Successful project management means successful political management also 19
20 What is risk and risk management Risk is : An uncertain event, feature, activity, or situation that can have a positive or a negative effect on objectives Risk = opportunities + threats Risk management is : A formal process that enables identification, assessment, planning and management of risks A formal approach is better than just an intuitive approach 20
21 Quantifying risks Impact (I) is the magnitude of the consequence Probability (P) is the likelihood (chance) of occurrence Expected Value = Impact (I) x Probability (P) Qualitative techniques use a rating system of adjectives or ranges to describe I&P (e.g. high, medium, low or 1 5 scale) Quantitative techniques use Expected Values to describe probable monetary value - both allow individual risks to be graded to target management action Risks are mitigated or realised by taking action (effort, resources), not by ambitious words alone! 21
22 Managing change Change happens for many reasons and in many forms external client, stakeholders, new regulations, changing environment, market changes, innovation internal project team, materialising risks, inefficiencies, surprises (!), scope development, value adding ideas, performance slippage, poor initial scoping An organised systematic approach is needed to manage the positive or negative effects of the change on the project baseline objectives of cost, time and quality. Un-managed and creeping changes usually cause havoc at the latter stages of a project. Often the cause of the major disputes between client and supplier. Documenting change is an important aspect of scope and configuration control, as well as being good commercial practice. 22
23 APM - PM competence framework Contextual (self and business environment) e.g. Governance HSSE Cultural Awareness Corporate Strategy Business Case Behavioural (self and others & work) e.g. Leadership Creativity Adaptability Judgement Communication Motivation Organising Technical (self knowledge & skills) e.g. Initiation Stakeholder Mang Scope Mang Planning Monitoring Change Mang Risk Mang Close-out Each competence element judged for knowledge and experience 23
24 E&P Projects, Under-performance Issues Capex phase Opex Phase Cost & Duration Actual Production Actual Planned Planned time time cost & schedule over-runs delayed production (& income) dissatisfied stakeholders 24
25 Key Causes of Project Failure Incorrectly chosen Poor initial definition before sanction (whim, speculative, strategic (so-called!), poor governance) (rushed, heroic timescales and budgets, supressed risks, reliant on exceptional execution and delivery) Poor project start-up (rush to procure and build, inadequate planning, poor or non-existent control processes) Poor supply chain management (un-manageable risks placed on suppliers, insufficient assessment of supplier capabilities, incorrect contracts formats for delivery) Late realisation of impending problems + many more! (poor risk management, over-reliance on heroic recovery actions over sound pro-active management) 25 25
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