Fundamentals of Petroleum Project Management PDF

Hydrocarbon Economics & Project Management (PEEN4001/Econ 6007)
Fundamentals
of
Hydrocarbon Project
Management
Lecture 1
Dr Ebenezer Sholarin, PMP®

Lecture_1_Fundamentals of Petr. Proj. Management
1st Semester, 2016
Module overview
• Project Management Conceptualisation
• Individual and Team Issues
• Petroleum Project Risk Management
• Project Organisational Design
• Project Time Planning and Control
• Project Cost Planning and Control
Lecture_1_Fundamentals of Petr. Proj. Management Prepared by Dr Ebenezer A. Sholarin, PMP®

Meet Your Lecturer

• More than 25 years experience in consulting, teaching, R&D, Oil & Gas
project planning, implementation and management in Eastern Europe,
Africa and Asia pacific region;
• Designed and implemented course unit: Petroleum economics & project
management in 2004, Petroleum economics, risks and project
management in 2010, Hydrocarbon economics and project
management for Subsea Engineers, 2014.
• PhD in Petroleum Economics and Management (1989),
Gubkin University of Oil and Gas, Moscow, Russia.
• MSc in Industrial engineering and management (1985)
• Post Doctoral Diploma in Environmental Impact Assessment, Murdoch
University, Western Australia (2010)
• Accredited Project Management Professional, PMP® since 2005.
• Book Author: Environmental Project Management: Principles,
Methodology and processes, Springer, 2016.
• Director of Education, Project Management Institute, Western Australian
Chapter (2008 – 2010)
• Member, Society of Petroleum Engineer, USA.
• Member, Project Management Institute, USA.
Outline
1. Introduction and module overview
2. Basic concepts and Definitions.
3. Projects Versus Operations.
4. Project Management System
– Project Organisational Structure
– Project management framework
– The triple constraint/PM triangle
5. Management Versus Leadership
6. Engineering, procurement, and construction
management (EPCM).
1. Introduction & Course

overview
“The balance between the global supply and demand for
crude oil is becoming progressively tighter, increasingly
requiring our industry to face new and unique
challenges. Our industry of tomorrow will have to
address the demands of operating in an adverse
environment, development of new technologies and
expediting implementation in the field, as well as
optimization of processes and enhancing
collaborative efforts to reduce cost.”
Statement made by former SPE President, Dr Behrooz Fattahi, at
his University of Western Australia presentation on “Challenges of
the Future”, delivered 7th April, 2011

Lecture objectives
• At the end of this lecture, you should be able to:
– Properly define a project scope and identify key constraints
– Recognize basic properties of projects, including their definition.
– Differentiate between project management practices and more
traditional, process-oriented business functions.
– Understand how effective project management contributes to
achieving strategic objectives.
– Recognize the strength and weakness of three basic forms of
organizational structure and their implications for managing
projects.

Management Without Planning

“We will start digging from this side of the mountain.
You and your gang start digging from the other side.
When we meet in the middle, we will have made a
tunnel. And if we don’t meet, we will have made two
tunnels!”

When to Use Project Management?

• When the scope of the challenge is larger than
one normally encounters;
• An ad hoc undertaking – unique or unfamiliar
organizational challenges;
• When change is eminent and inevitable;
• When there is need for concurrent or value
engineering

What Do we Need?
• Innovation and Creativity
• Managing Resources with Immersive

Visualization, transparency and Control
• Employing Integrated Project

Management System.

Prepared by Dr Ebenezer A. Sholarin, PMP®
How are projects conceived?

• Ideas • Vision • Business Opportunity
Execution
I.Q.
Strategy
Capability
Leaders Focus Vision

Values
Culture
Current
Reality
Commitment
E.Q.
STO Project Management Model
Strategic
Planning
Tactical
Planning
Operational
Planning

2. Basic Concepts & Definitions

• What is PMBoK?
• What is a Project?
• Project Versus Traditional Business Operations
• Project, Program, Portfolio
• Petroleum Project Management definitions
– Project deliverables
– The Triple Constraints or Project Management Triangle.
– Front-end Engineering and Design (FEED) Vs Front-end
End Loading (FEL)

PMBOK
• What is it?
– Project Management Body of Knowledge.
A Guide published by the Project
Management Institute (PMI), USA.
• Shell Petroleum has also developed its own
Body of Knowledge. It is called:
– Opportunity and Project Management
Guide (OPMG)

What is a Project?
• Consider the following definitions of projects:
– A project is a unique venture with a beginning and end, conducted
by people to meet established goals within parameters of cost,
schedule, and quality (Buchanan & Boddy, 1992)
– Projects are goal-oriented, involve the coordinated undertaking of
interrelated activities, are of finite duration, and are all, to a degree,
unique (Franem J.D., 1995).
– A temporary endeavour with a defined beginning and end (usually
time-constrained, and often constrained by funding or deliverables),
undertaken to meet a unique goals and objectives, typically to bring
about beneficial change or added value. (IPMA, 2006).

Project according to PMBoK Guide
“Project is a temporary endeavor

undertaken to create a unique product,
service or result”
Source: PMI, 2013. A Guide to the Project Management Body of
Knowledge, PMBoK® Guide. Project Management Institute Inc., Atlanta.

Characteristics of a Project
A Project has the following attributes:
Projects are complex, one-time endeavor (processes)
with a specific time frame or finite life span, i.e.
temporary.
Projects are limited by budget, schedule and resources.
Projects are developed to resolve a clear goal or set of
goals.
Projects are customer-focused.
Projects are ad hoc endeavors with a clear life cycle.
Projects are building blocks in the design and execution
of organizational strategies.
Projects are terminated upon successful completion of
performance objectives.

Alignment of Projects with Corporate Strategy

Interaction with the business and general environment
• Time
• Budget “delivered”
Strategic • Scope
Management Project
Management
• Strategy & finance • Human Resources
• Time
• Technology • Communications
• Cost
(requirements, design,
• Quality
make, test) • Integration • Scope
• Commercial (supply • Risk • Procurement
chain, procurement, • Stakeholder/Interface
etc.)
• Organizational Close
Initiate Plan Execute Control
(structure & people) Out
Close-out/
Concept Feasibility Definition Execution
Operations
INTEGRATED PROJECT MANAGEMENT involves planning and delivery of projects throughout project
life cycle, in a fully integrated and consistent manner that cut across all project elements.
Example: An Offshore Project
Van Gogh Oil Project, Exmouth Sub-Basin, Australia.

FPSO Ningaloo Vision is slightly smaller than other FPSOs in the area,
with a storage capacity of 620,000 barrels of oil and an oil-processing capacity of 63,000bpd.
The Galata Project, situated about 20km from the eastern port of
Varna, is being developed by Melrose Resources. The Galata gas
field is 23km offshore Bulgaria in the Black Sea.The field lies at a
water depth of 35m and has gross proved and recoverable
reserves of 49 billion cubic feet (bcf), and proved and probable
reserves of 81bcf.

Example: An Offshore Project (2)

Ivar Aasen Field Development Project
An artistic rendition of the Ivar Aasen Field An illustration of the Ivar Aasen Platform.
Development. The platform will be approximately 230m in height.

Example: An Offshore Project (3)

Kirinskoye Gas and Condensate Field,
Sea of Okhotsk, Russian Federation Chinguetti Oil Field, Mauritania
Polyarnaya Zvezda (Polar Star) semi-submerged The Chinguetti field lies off the coast of Mauritania
drilling rig is currently drilling the first production well and will be developed from an FPSO.
at the Kirinskoye field.

3. Projects Vs Operations
E&P Operations E&P Project
• Repeat process or product • New process or product
• Several objectives • One objective
• Ongoing • One short – limited life
• People are homogenous • More heterogeneous
• Well-established systems in • Systems must be created to
place to integrate efforts integrate efforts.
• Greater certainty of performance, • Greater uncertainty of
cost and schedule performance, cost and schedule.
• Part of line organization • Outside of the organisation
• Supports status quo • Upsets status quo.
Source: Graham, R.J. (1992). A Survival Guide for the Accidental Project
Manager, Proceedings of the Annual Project Management Institute
Symposium, Drexel Hill, PA: PMI, pp. 355-361.

Project/Program/Portfolio
• A project is “a temporary endeavor undertaken to create
a unique product, service, or result” (PMBOK)
• A Program is a group of projects managed in a
coordinated way to obtain benefits not available from
managing them individually, e.g. CCS program, LNG
Program, GTL Program, ANLEC R&D program.
• A Portfolio is a set of projects or programs that are
selected or prioritized in accordance with the
organization's business strategy, e.g. hydrocarbon
portfolio comprising 15 projects (6 oil wells and 5 gas
wells, 4 NGL projects).

Project management definitions

• “PM is the process of managing, allocating, and timing
resources in order to achieve a given objective in an
expedient manner” (Badiru, et al 2008)
• “PM is the art and science of applying skills, knowledge,
tools and techniques to all aspects of project to achieve
the project mission objective, within the specified time,
budgeted cost and predefined quality specification”
(Chan, et al 2009).
• “PM is the act of collaborating with people using other
required resources such that a project is planned,
organised, and controlled effectively to accomplish its
goals and objectives” (Vaidyanathan, G. 2013)

Project Management according to PMBoK Guide
• “The application of knowledge, skills, tools and

techniques to project activities in order to meet
project requirements” (PMBOK, 2013)

What is a deliverable?
 A unique and verifiable product, result or capability
to perform a service that is identified in the project
planning documentation, and must be produced and
provided to complete the project.
 The process of breaking project deliverables down into
smaller, manageable components so that project tasks and
activities can be planned and estimated is called
Decomposition.

Decomposition in Project Management

4. Project management System

• Time
• Budget “given” “delivered”
• Scope
• Integration • Human Resources

Project • Time • Communications
Management • Cost • Quality
Knowledge
• Scope • Procurement
Areas
• Risk • Stakeholder/Interface
Initiate Plan Execute Control Close

Out
PROJECT MANAGEMENT:
“On time, within budget, to scope” execution/ delivery

Petroleum Project
The Paradigm shift
Management Systems
Future
Present
Past

4a Project Organisation Structure

• Organisation structure depends on three main
issues:
– Team Mix Requirements
• Or who you can get!
– Procurement/Contracting Strategy
– Project Challenge
• There are three types of organisational
structure:
– Functional
– Matrix
– Project based or “projectised”
Types of Organizational Structure

1. Functional Organization 2. Weak Matrix Organization
Functional
Managers
Functions Working
Level
Project Liaisons
Coordinator
People work within their functional People work within their functional
organization with little cross-functional organizations with the project manager
coordination serving as a cross-functional coordinator
3. Strong Matrix Organization 4. Project-based Organization
Customers
Project
Manager
Project Manager has authority to make

personnel, budgetary and project decisions
and team has direct contact with customers People report directly to the project manager,
team members have minimal non-project
responsibilities and may be co-located, team
member keep functional organizations
informed about project progress
Adapted from PMBOK Guide® 2013
Responsibility Assignment Matrix (RAM)

PARIS Chart/
RAM PERSON
PHASE Ben James John Ann David
Concept & S R A P P
Initiation
Design & S A A P P
Development
Implementation S R A P
& Control
Commissioning S A P P
& Handover
P= A= R=Review I=Input S=Sign-off
LEGEND Participant Accountable Required Required Required

4b Project Management Framework

Define Measure Analyze Improve Control
ASSESSMENT SELECTION DEVELOPMENT EXECUTION OPERATION

PHASE PHASE PHASE PHASE PHASE
Initiating Planning Executing Controlling Close-out

Processes Processes Processes Processes Processes
Scope Time Cost

Management Management Management
Quality Integration Human Resource

Management Management Management
Communications Risk Procurement Stakeholder

Management Management Management Management
Adapted from PMI® 2013
DMAIC: Methodology for Managing

Hydrocarbon Projects
• For each product or process answer the following questions:
Define What are customers expectations of the process?
Measure What is the frequency of the defects?
Analyze Why, when and where do defects occur?
Improve How can we fix the problem or process?
Control How can we maintain the gain?

Iterated Links of PM Processes

Define Measure/Plan
Initiating Planning
Processes Processes
Improve/Check Analyze/Do
Control/Review
Controlling Executing
Processes Processes
(arrows represent
flow of information) Celebrate
Closing
Processes

ISO 9001 Project Management Model

DO
CHECK
PLAN
REVIEW
RECOGNITION
Five Steps of Project Management

PLANNING IMPLEMENTATION
1. DEFINE 2. PLAN 3. ORGANIZE 4. CONTROL 5. CLOSE

State the Identify Determine Define Obtain
Problem/o project Personnel Management Client
pportunity activities Needs Style Acceptance
Identify Estimate Identify Establish Install

Project time and Project Control Tools Deliverables and
Goal cost Champion Commissioning
Quality Recruit Prepare
List the Document the
and Project Team Status Reports
objectives Project
Determine Communi Organize
cation Review
Preliminary Project Project Issue Final
Resources managem Team Bidding Report
ent Schedule, cost,
Identify Assign team report
Conduct Post-
Risks and Write
Work Implementation
stakeholders Project Issue Change
Packages Audit
Success criteria Proposal Orders
Deliverables
Project charter WBS Recruitment Criteria Variance Reports Final Report
Project network/ Define Work packages Status Reports Audit Reports
Critical Path Assign work packages
Project proposal
Lecture_1_Fundamentals of Petr. Proj. Management 36

Project Phases
Define Plan Organise Control Close
Scouting Study (30%)
Decision #1
Design Preparation ( 30% confirmed)
Decision #2
Basic Design (20%)
Decision #3
Project Spec’s Project Definition
Tender & evaluate incl. 10% estimate
Decision #4 =
Final Investment Decision
Detailed design
Procurement
Construction
Commissioning &
Start-Up
Performance Testing
Acceptance

Phase-Gate Project Management
Adapted from Woodside

Petroleum OPREP Material.
Project Management Body of Knowledge

• Who are my • What are we going to do?
stakeholders? • What needs to be done?
• What are their 10. Stakeholder
expectations? Management 2. Scope
Management • How long will it take?
• How will it fit into the
FDP?
7. Human
• Who do I need for my Resources 3. Time
project? • What are the costs
• Where do I get them Management Management involved?
from? • How will I get the funding
I need?
1. Project
5. Quality Integration
Management 4. Cost
Management Management
• Are the technical • What project plans do I

standards being met? need?
• How do I get every team
member to do this?
8. Communication 6.. Risk

Management Management
• How do we collaborate to • Is the Project worth doing?
work together? • What are the road blocks?
• What are the processes • How do I get what I
for sharing work? need? 9. Procurement
• How many communication • Who are the
channels do I have? contractors/suppliers?
Management

4c The Triple Constraint or PM Triangle

• 3-Dimensions of Project Goal
S
Scope
Goal (Target)
• Projects must be within cost.

• Projects must be delivered on time. C
• Projects must be within scope. Budget
• Projects must meet customer
quality requirements. Time
T (Schedule)
Some Examples of a Project Goal

• Saudi Aramco Haradh Gas Project:
– Objective - To create a $2 billion facility, which will be used to
gather, process and distribute natural gas, tapped from 87 gas
wells, to satisfy the domestic Saudi market within 37 months.
• NASA Autonomous Rotorcraft Project:

• Objective – To develop an unmanned helicopter (rotorcraft) that
would operate with decision-making skill of a piloted aircraft.
Task: Can you identify the scope (target),

time (schedule) and Cost (budget)
from each objective?
Think and develop 3D objectives related to your PM group project.

Dimensions of Scope, Time & Budget

Step 1: Define Scope Step 2: Sequence Step 3: Allocate the
(Develop WBS or ABS) The Work (Scheduling) Resources (Budgeting)
300
80
75
65
80
25
20
35
5
10
10
5
5
SCOPE TIME COST

Project Interface Management
Interface management: “the management of common boundaries between people,

systems, equipment, or concepts” (Nooteboom 2004).
Project Stakeholder Management

Stakeholder Roles performed
Client • Person or organisation that ‘owns’ the project

• Provides the financial resources, in cash or in kind, for the project
• May initiate project changes
Sponsor • Initiate the project
• Champions project from a position of authority
• Supports project team’s most senior members
Performing • Enterprise, whose employees are most directly involved in doing
Organisation the work of the project
Project Manager • Person responsible for the management of the project on a daily
basis
• Single point of responsibility for achievement of project objectives
Project Team • Responsible for performing project tasks
Members • Provides and applies technical skills
Suppliers/ • Delivers goods and services to the project as required
Contractors • Provides logistical support
User • The person or organisation that will make use of the project
product.

Project Communication Management

Communications Channels = n(n-1)
2
What is
the CC?

Project Scope Management
HOW THE CUSTOMER EXPLAINED HOW THE PROJECT MANAGER

HOW THE ENGINEERS
IT… UNDERSTOOD IT…
DESIGNED IT…
AND WHAT THE

CUSTOMER REALLY
NEEDED WAS …………
WHAT OPERATIONS TEAM

HOW THE SALES EXECUTIVES
ACTUALLY INSTALLED…
DESCRIBED IT…

HOW THE CUSTOMER EXPLAINED HOW THE PROJECT MANAGER

HOW THE ENGINEERS
IT… UNDERSTOOD IT…
DESIGNED IT…
WHAT OPERATIONS TEAM

HOW THE SALES EXECUTIVES
ACTUALLY INSTALLED…
DESCRIBED IT…

Definition:
“Project Scope Management includes the
processes required to ensure that the project
includes all the work required, and only the work
required, to complete the project successfully.”
PMI PMBoK Guide®, 2013, pp. 105

Scope Creep Vs. Gold Plating

• Scope Creep
– uncontrolled changes or added objectives in a project’s scope.
This phenomenon can occur when the scope of a project is not
properly documented, defined, or controlled. It is generally
considered a negative occurrence, and thus, should be avoided.
Scope creep often comes from the customer or stakeholder
• Gold Plating
– continuing to work on a project or task well past the point where
the extra effort is not worth the value it adds. Gold plating often
comes from the project manager or team members.

Take home message (1)…
Defining the scope of a project at the outset is

crucial to its success.
If you don’t have a fixed Scope, you have nothing

to manage against

5. Management Vs Leadership
• Management:
– Ability to complete work through the efforts of
others.
• Leadership:
– Ability to motivate others to produce the work
willingly.
“Management – getting people to do what needs to be done;
Leadership – getting people to want to do what needs to be done”
Warren Bennis (1994) On Becoming a Leader

Characteristics of an Effective Leader
• Ability to:
• Develop vision;
• Set clear objectives and targets;
• Put in place appropriate organizational structure, methods and
processes, Roles and Responsibilities;
• Maintain team focus;
• Challenge status quo and accept constructive challenge;
• Obtain team buy-in;
• Get the best out of people by support, mentoring and coaching
• Prepared to let people “get on with it”
• Enthusiasm, drive and determination consistently displayed.

Improving technical competence with
business and leadership skills
Competent
Adding
Petroleum/Subsea value
Engineer Technical
skill
Leadership Business
skill skill
Value
chain
Explore - Develop - Produce - Transport - Sell

So Who is a Project Manager?

• PM coordinates and integrates activities
and resources across multiple, functional
lines;
• PM plans, organises, evaluate, directs and
controls the execution of the project to meet
the time, cost and performance objectives
• PM understands the company’s
organisational structures and behavior
• PM possesses strong communication and
interpersonal skills and familiar with the
hydrocarbon E&P operations
“A Project Manager is distinguished by his knowledge,

known by his method and identified by his tools”

Your Role as a Project Manager

Petroleum Geologist
Business/
Risk Analyst
Applying the skills, knowledge, tools and

techniques to project activities to
successfully complete project objectives.
Lead Engineering
Engineer Manager
Project Manager
Vs
Line Manager
Project Manager Lead Engineer/Manager
What is to be done? How will the task be done?
When will the task be Where will the task be
done? done?
Why will the task be done? Who will do the task?

How much money is How well has the functional
available to do the task? input been integrated into
the project?
How well has the total Who deserves promotion

project been done? for doing the task well?
Project Managers get things done by working through others.

Where are you in this pyramid?
Challenging projects, opportunities

for innovation and creativity, learning
and creating at a high level.
Important projects, recognition from

others, prestige and status.
Acceptance, be a part of a group,

identification with a successful team
Physical safety, economic security,
freedom from threats
Physical survival needs: water, food,
sleep, warmth, exercise, etc.

6. Engineering Procurement &

Construction Management (EPCM)
• Contracts are sought and entered into:
– Where services can be obtained economically in the local or
international market;
– Where the equipment involved is costly, services required is
temporary or where exceptional skills are indispensable;
– To meet temporary peak requirements either in manpower
and/or in equipment.
– Another word for procurement is outsourcing
• EPCM contracts commonly used for the construction or
expansion of large-scale heavy engineering facilities in
the petroleum, mining and power sectors.
• In an EPC contract, the owner defines the scope and
specifications, quality, duration and cost.
Procurement and Outsourcing Strategies
• Outsourcing components have increased progressively

over the years.
• Some industries have been outsourcing for an extended
time
– Fashion industry
• Nike – all manufacturing outsourced
– Electronics Industry
• Cisco (major suppliers across the world
• Apple (over 70% of components outsourced)
– Taiwanese companies now design and manufacture most laptop sold around the world.
– PalmOne collaborate with Asian suppliers on the design of their personal digital assistance
(PDA)s

Type of Contract
• Lump sum turnkey (LSTK)
– Contractor is given defined starting and finishing points and undertakes
to perform the whole of the specified work at a fixed price, bears the risk
of any cost overruns and benefits from any savings that can be made
(e.g., EPC contracts).
• Bills of Quantities
– Lump sum contracts with detailed bills of quantities forming precise
definition of the scope of work.
• Schedule of Rates
– This type of contract permits a degree of control over the final cost of
the job, without the need to define the SoW at the tender stage
• Reimbursable Cost Plus Profit Fee (RCPPF)
– This type of contract should be avoided at all cost because there is no
incentive for the contractor to perform apart from his/her desire to
establish or maintain a good reputation (e.g., EPCM contracts).

Successfully Closing The Project

Project Closeout checklist template
Project Name: Project Control No.: Preparer Name: Preparer Signature:
Customer: Customer Contact: contact Phone: Date Prepared:
Planned Closeout
Closeout Activity Yes N/A No Closeout Date Complete Date
1. Obtain sign-off for deliverables
2. Update project plan for transfer to next project manager
3. Provide project staffing plan for reduced resource
requirements if applicable
4. Write project turnover memo to all stakeholders
5. Perform postproject review (lesson learned):
... What worked well?
...What did not work well?
...What can be done to improve the next project?
6. Update project history file
7. Give individual performance feedback to team members
8. Close project accounts and finalize all billing
9. No claims or audits are pending on this project
10. All customer-provided equipment returned

Where to get more information

• A Guide to the Project Management Body of Knowledge, PMBOK
Guide®, 5th edition, PMI, 2013.
• SPE publications: Journal of Petroleum Science and Engineering, JPT,
AAPG, etc.
• Havranek, Timothy J., Modern Project Management Techniques for the
Environmental Remediation Industry, St. Lucie Press, Florida, 1999.
• Kerzner, Harold. Project Management: A systems Approach to
Planning, Scheduling & Controlling, 10th edition, 2009.
• Avraham Shtub, et al, Project Management: Processes, Methodologies
and Economics, Pearson, 2nd edition, 2005.
• Virine, L., Trumper, M., Project Decisions: The Art and Science,
Management concepts, 2008.
• Pinto, Jeffrey K., Project Management: Achieving Competitive
Advantage, Pearson, 3rd edition, 2013.
• Vanhoucke, Mario. Integrated Project Management and Control: First
Comes the Theory, then the Practice, Springer, 2014.

Take home message (2)…
“...Never accept a project you did not define.

Nor accept a project you have not defined.
It is a recipe for disaster...”

Project Planning
Techniques
Lecture 2

Questions for self-assessment

1. How do you define a project?
2. Why do petroleum companies do projects?
3. What are the triple constraint in project management?
4. How do you identify deliverables in a project?
5. Mention three types of organisational structure
discussed in the lecture.
6. Project Management consists of how many knowledge
areas? Mention 7 of them.
7. If your project team consists of 15 members, how many
communication channels do you require?

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Hydrocarbon Economics & Project Management (PEEN4001/Econ 6007)

Dr Ebenezer Sholarin, PMP®

Lecture_1_Fundamentals of Petr. Proj. Management Prepared by Dr Ebenezer A. Sholarin, PMP®

Meet Your Lecturer

1. Introduction & Course

Lecture_1_Fundamentals of Petr. Proj. Management

Lecture_1_Fundamentals of Petr. Proj. Management

Management Without Planning

Lecture_1_Fundamentals of Petr. Proj. Management

When to Use Project Management?

Lecture_1_Fundamentals of Petr. Proj. Management

• Managing Resources with Immersive

• Employing Integrated Project

Lecture_1_Fundamentals of Petr. Proj. Management

How are projects conceived?

Leaders Focus Vision

STO Project Management Model

Lecture_1_Fundamentals of Petr. Proj. Management Prepared by Dr Ebenezer A. Sholarin, PMP®

2. Basic Concepts & Definitions

Lecture_1_Fundamentals of Petr. Proj. Management

Lecture_1_Fundamentals of Petr. Proj. Management

Lecture_1_Fundamentals of Petr. Proj. Management

Project according to PMBoK Guide

“Project is a temporary endeavor

Lecture_1_Fundamentals of Petr. Proj. Management

Lecture_1_Fundamentals of Petr. Proj. Management

Alignment of Projects with Corporate Strategy

Example: An Offshore Project

Van Gogh Oil Project, Exmouth Sub-Basin, Australia.

Lecture_1_Fundamentals of Petr. Proj. Management

Example: An Offshore Project (2)

Lecture_1_Fundamentals of Petr. Proj. Management

Example: An Offshore Project (3)

Lecture_1_Fundamentals of Petr. Proj. Management

Lecture_1_Fundamentals of Petr. Proj. Management Prepared by Dr Ebenezer A. Sholarin, PMP®

Lecture_1_Fundamentals of Petr. Proj. Management Prepared by Dr Ebenezer A. Sholarin, PMP®

Project management definitions

Lecture_1_Fundamentals of Petr. Proj. Management Prepared by Dr Ebenezer A. Sholarin, PMP®

Project Management according to PMBoK Guide

• “The application of knowledge, skills, tools and

Lecture_1_Fundamentals of Petr. Proj. Management Prepared by Dr Ebenezer A. Sholarin, PMP®

Lecture_1_Fundamentals of Petr. Proj. Management Prepared by Dr Ebenezer A. Sholarin, PMP®

Decomposition in Project Management

Lecture_1_Fundamentals of Petr. Proj. Management Prepared by Dr Ebenezer A. Sholarin, PMP®

4. Project management System

• Integration • Human Resources

Initiate Plan Execute Control Close

Lecture_1_Fundamentals of Petr. Proj. Management

Lecture_1_Fundamentals of Petr. Proj. Management

4a Project Organisation Structure

Types of Organizational Structure

Project Manager has authority to make

Responsibility Assignment Matrix (RAM)

PHASE Ben James John Ann David

Lecture_1_Fundamentals of Petr. Proj. Management Prepared by Dr Ebenezer A. Sholarin, PMP®

4b Project Management Framework

ASSESSMENT SELECTION DEVELOPMENT EXECUTION OPERATION

Initiating Planning Executing Controlling Close-out

Scope Time Cost

Quality Integration Human Resource

Communications Risk Procurement Stakeholder

DMAIC: Methodology for Managing

Define What are customers expectations of the process?