Abstract

Those principles and techniques referred to as "Project Management" have recently been applied to small oil and gas Construction projects and the results have been observed in the efficiency with which such projects are completed. This paper describes such techniques and utilizes a case study to illustrate the effectiveness of the approach.

Introduction

Historically, many relatively small oil and gas production projects were designed and completed with little use of what are projects were designed and completed with little use of what are known as Project Management techniques. As a result, much of the design was completed as the installation was progressing, Completion dates were difficult to anticipate and costs were difficult to track or control. In most cases, this was done in the interest of saving time. However, application of practices formerly used primarily with large construction projects actually improves the efficiency with which smaller projects can be completed. This can be observed via case studies, such as the one which is presented in this paper.

Background

Project Management is a phrase used to describe a planned, Project Management is a phrase used to describe a planned, methodical approach to project completion. Such an approach emphasizes "up front" planning in order to minimize problems in the later stages of the project, as well as emphasizing control of timing and spending. An increasing number of personnel involved in oil and gas construction projects have been exposed to project management techniques as a result of several relatively recent influences. First, due to the mid-1980 personnel cutbacks and organization changes, a variety of people have assumed construction roles as large projects developed during the subsequent years. Additionally, computer tools have made application of project management easier. Consequently, many relatively small projects have benefited from the involvement of personnel familiar with project management. personnel familiar with project management.

PROJECT MANAGEMENT PRINCIPALS PROJECT MANAGEMENT PRINCIPALS

In order to effectively manage a project, it must be broken into several phases, each of which needs to be addressed as the project progresses. Although the names and definitions of these project progresses. Although the names and definitions of these phases may vary slightly between organizations, the actual phases may vary slightly between organizations, the actual process is quite similar. The method detailed in this paper process is quite similar. The method detailed in this paper utilizes the following phases:

  1. Conceptual

  2. Feasibility

  3. Detail Design

  4. Material Procurement

  5. Construction/Start-up

CONCEPTUAL PHASE

The Conceptual Phase is where the project potential is initially identified, and the general viability is evaluated. The potential advantages are determined, as are the basic requirements to attain the desired results. The final step in this phase is the identification of major obstacles which could be prohibitive to completion of the project.

It is essential that a project team is identified during this stage, and that all functional areas affected by the project are represented. This minimizes the potential that major requirements and obstacles are not identified. Without completion of this phase, significant manpower can be dedicated to a project which cannot be completed. Although the Conceptual Phase can involve a significant number of people, the prevention of a large misuse of manpower more than justifies the effort.

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