The Grane platform is a traditional North Sea production, drilling and living-quarter platform.
The production module was a challenge during the concept period. The target was to keep it as one module in order to benefit during testing and commissioning. The result was a module of 11,200 tons, at the limit for a single-lift operation. It should also be pointed out that the weight of the module was kept within an envelope of 100 tons during the engineering period, verifying a high degree of professionalism present in the engineering organization.
I also like to mention that Aker Verdal delivered the jacket of 17,500 tons. A similar jacket was delivered for the Brage platform in 1993 with double the amount of manhours as Grane. Most of Brage's manhours were consumed outside the yard in Verdal. Effective use of experience has been a trademark of the Grane project.
Figure 1. (available in fullpaper)
Figure 2: The schematic figure of Grane's topsides indicates the project's various EPC contracts (available in fullpaper)
Figure 3: Major contracts are listed in the table. The combined total value of the contracts is NOK 8.9 billion. (available in fullpaper)
Norsk Hydro had a team to follow up all these contracts. The team was organized as shown in the figure 4
Figure 4: Organization chart (available in fullpaper)
Efforts were made to achieve a team where members had full understanding of the expectations within the organization and conformed to all challenges in accordance with the risk register. The means of delegation included responsibility and authority in all positions.
Processes throughout the team were executed to achieve confidence in each other's professionalism and knowledge of personality.
The same processes were adopted within the organization of the main contractor. This type of common approach to management and leadership was an advantage to the project in total.
Figure 5: S-curve for the Grane project (available in fullpaper)
The progressive S-curve for the Grane project is one to remember. The project was well timed with the market and subsequently produced good competition for the contracts. Norwegian contractors wanted to use the opportunity to show the international marked that their knowledge, competence, quality and price were comparable with the rest of Europe. They were very successful. The proof is in the curve.
The starting point for project management was to establish a project-execution strategy. This document was to be agreed upon by the partners and Hydro management. The work processes were positive and involvement of all members of the project management group resulted in ownership of the decisions established in document.
It was agreed that use of the document would be dynamic. Hence revisions when new opportunities occurred or changes due to risk development - all in agreement with partners. Cooperation between the partners was highly valuable in sharpening the strategy to meet project challenges.
The estimates were qualified through experience data from similar projects and the industry was consulted through various studies together with data from partners in the Grane development.
