International petrochemical firm desires to build substantial mega-project and is faced with numerous competency gaps that makes the chance of success doubtful.
A quick assessment of the organization and project team yielded numerous areas that required attention to support project success.
We recommended a just in time approach to support success for the project and the organization. We developed enterprise processes on a just-in-time basis that addressed the project portfolio as well as immediate mega-project support.
The immediate needs of the mega-project centered on project initiation, framing the opportunity, and project governance. Using a proprietary methodology these processes were developed and implemented using written guides, awareness training, and project specific workshops.
The mega-project team members used best practices to initiate the project. There is alignment between the project team and senior management as to the opportunity, roles and responsibilities and expectations.
E&P firm desires to develop mega-project in a remote location. Rising costs have made the project economically marginal. Poor labor productivity plus lack of robust infrastructure meant a lengthy execution phase with substantial schedule and cost risk. Further, host government timing requirements precluded a lengthy execution phase. The concept had been selected based on “how it had been done in the past.”
We engaged the project team and engineering contractor and recommended that they revisit the concept selection phase of the development.
Using a proprietary alternative generation and selection methodology we generated a wide range of potential alternatives that addressed local labor costs/issues, poor infrastructure, weather windows, and an aggressive schedule.
From a wide range of alternatives, the project team selected the one best concept that met the project objectives. The concept had superior project economics and had a substantially reduced risk profile.
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