ABSTRACT

A review of the organization, techniques and procedures used in the project management of the subsidence project and ensuing shutdown, including planning, scheduling, reporting, cost control, motivating personnel and logistics. The paper will discuss the use of deterministic and probabilistic planning, reporting functions, cost control systems, the effect of regular informal meetings, motivation techniques, how an existing organisation was adapted to suit a dynamic situation and the marine logistics.

The technique could be applied to other fast track projects given a willing and professional work force aiming to achieve a major objective. The brief given by the Company was to elevate six platforms and inter-connecting bridges 6.0 metres in the Summer of 1987, fifteen months after approval was given or face the possible consequences of Winter storms washing heavy seas over structures which would have been nearly 4.0 metres closer to the water. The paper describes how this was achieved using a combination of old and new project management techniques.

A large proportion of Company revenue and feedstock is produced from the Ekofisk field. In addition to which the Ekofisk Complex has a pipeline system which is a significant transporter for the Company and others of oil and gas to the European continent. The techniques used enabled the Company, and its partners, third party users and product buyers to plan shutdowns, modifications and prepare for product shortfalls fifteen to eighteen months prior to the elevation date.

INTRODUCTION

"The effective management of projects is the first line of control in the overall management of an organisation." This is a definition of Project Management from a course on the subject and although accurate, leaves a lot unsaid.

Project Management is about administering, selection of the right people with the correct qualifications and experience, preparing organisations, motivation and having the right amount of luck. A Project Manager should provide the tools for his team and then allow the team to get on with the job with a minimum of interference but ensuring proper care and supervision.

That sounds simple and a lazy mans guide to Project Management but in fact as all Project Managers know it takes a lot of work to establish the correct organisation to fulfill those requirements and an even greater amount of work to ensure the requirements continue to be fulfilled and the project stays on the right track. After all the Project Manager must always know where his project is in relationship to time and money for he is forever being called upon to report to higher management, partners, product buyers and governmental authorities to justify his actions.

It's like a lot of other managerial roles where you have to provide conscious leadership but also at the same time divest parts of your authority to team individuals to allow them to function. There is no way that one man can do it all. He has to have the confidence to rely on his team members.

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