Description of the Proposed Paper:
A variety of project management models and strategies can be utilized for deepwater projects and the selection of which model is most appropriate for a project is critical for the success of that project or venture. The project execution strategy and the project management model should be designed and planned based on the unique features and attributes of the project such as: specific country or area contracting restrictions; past project experience of similar scope; the level of definition of project scope; capabilities and experience of available contractors; the use of new technology; requirements for local content; and other unique risks or uncertainties. This paper will discuss different project management models and the key parameters that define these models as well as provide insights into the pros and cons of the project management models that were used.
Operators in various areas of the world including Brazil can use the results of this review to identify potential future project management models that can be selected based on their specific project attributes.
Results, Observations, and Conclusions:
Different project and venture management models will be discussed and guidelines will be provided for selecting the best model for a range of projects and their associated attributes. Views on future successful project management models will be offered based on the lessons learned from the review.
Significance of Subject Matter:
The paper should be of interest to managers in the planning phase of future projects.
Project Management tends to be a comprehensive term that can include all activities associated with maturing an idea or opportunity to reality. This life cycle structured approach is defined in Shell as the Opportunity Realization Process (ORP) and the 5 phases are illustrated in Figure 1.1. With deepwater projects, the term project management is usually associated with bringing an oil or gas discovery to production. However as will be described below the starting point of a project and the ending point depends to some degree on the project management model that is used. Many previous papers on project management have focused on the "Define" and "Execute" phases of a project. This paper will consider a broader focus from an Operator's point of view and focus on project management from the early "Select" phase of a project through the final "Operate" phase.
The aspects of project management that will be described in the various project management models in this paper include the following:
Project team organization and staffing
Contracting plan and strategy
The details and tactics of project management are not specifically addressed in this paper but rather the focus is on organizational structures and strategic processes that enable and influence how the project management tasks are accomplished. The principles of assuring quality and achieving superior HSE performance as well as delivering on schedule and cost promises are key to the successful execution of a project.