Context-Adaptive Project Management: A Scoring Model for Assessing Project Complexity and Uncertainty Ahsan Rahi, Schlumberger 2005 SPE ATCE October 12th, 2005 - PowerPoint PPT Presentation

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Context-Adaptive Project Management: A Scoring Model for Assessing Project Complexity and Uncertainty Ahsan Rahi, Schlumberger 2005 SPE ATCE October 12th, 2005

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Title: Context-Adaptive Project Management: A Scoring Model for Assessing Project Complexity and Uncertainty Ahsan Rahi, Schlumberger 2005 SPE ATCE October 12th, 2005


1
Context-Adaptive Project Management A Scoring
Model for Assessing Project Complexity and
UncertaintyAhsan Rahi, Schlumberger2005 SPE
ATCEOctober 12th, 2005
2
IPM manages and delivers integrated projects
  • 45-50 projects
  • 1800 wells drilled in 2004, 80 active rigs
  • Geographically dispersed
  • 3000 staff
  • Extensive PM processes in place (IPMS)
  • Project teams have varying levels of PM knowledge
    experience

3
The Challenges
  • Opportunities
  • Changing customer base
  • Increased focus on sustaining mature fields
  • Issues
  • Diminishing returns from good project management
  • Problem in enforcing a consistent approach across
    projects

4
Others have the same problemsPM State of the
Industry
What are the most important PM Issues?
SOURCE Project ManagementThe State of the
Industry, Center for Business Practices, 2003.
5
Our Objectives
  • Explore ways to more efficiently allocate scarce
    resources
  • Establish greater consistency in project
    management practices
  • Project management in the context of the overall
    portfolio

6
We analyzed our projects to find common themes
  • We classified project attributes along Complexity
    or Uncertainty
  • We rated the attributes from 1(low) to 5 (high)

Category Sample Attributes
Project Significance Complexity Strategic Client?
Project Significance Uncertainty Level of SLB PM Control?
Financial Contract Complexity Range of expected revenue
Financial Contract Uncertainty Level of currency risk
Legal Political Complexity of entities involved in approval
Legal Political Uncertainty Labor/political stability in region
QHSE Complexity of local staff to train in QHSE?
QHSE Uncertainty Condition of infrastructure?
Technical Complexity Svcs required readily available?
Technical Uncertainty Overall project duration
HR / Management Complexity of 3rd parties in key activities
HR / Management Uncertainty Competency of resources
7
We scored the attributes and plotted them
Projects within a Quadrant benefit from the same
type of PM approach
Project Classification Matrix
8
We Identified a set of Core Practices
  • Common monitoring metrics
  • Coarse-grained work breakdown
  • Milestone-based project plans
  • Qualitative risk analysis
  • Standard SLB QHSE requirements

9
And some Context-Adaptive Practices
10
We fit the PCM into our overall Project Lifecycle
Records
Pursuit
Contract
Core Team
Project Plan
Client
Proposal
Approved
Awarded
Mobilized
Sanctioned
Acceptance
Archived
Accepted
Business
Proposal
Contract
Transition/
Execution
Planning/
Close Out
Development
Preparation
Negotiation
Initiation
Control
Engineering
11
Utility of this approach
  • Pre-contract project profile for resourcing,
    capacity planning
  • Efficiency in Planning Phase
  • Able to apply common approach across portfolio
    Compare projects in portfolio
  • Look at project profitability and other
    attributes in the context of project risk

12
One Example Plotting Attributes in the Quadrants
13
  • Thank You
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