Starting up Mega-Projects, Experiences with the Start-up of Pearl GTL
- Roel Cornelisse | Richard Gort (Qatar Shell GTL) | Peter Westerink
- Document ID
- Society of Petroleum Engineers
- SPE International Production and Operations Conference & Exhibition, 14-16 May, Doha, Qatar
- Publication Date
- Document Type
- Conference Paper
- 2012. Society of Petroleum Engineers
- 7.6.1 Knowledge Management, 6.1.5 Human Resources, Competence and Training, 4.6 Natural Gas, 4.1.4 Gas Processing, 7.3.3 Project Management, 4.3.4 Scale, 4.2 Pipelines, Flowlines and Risers, 4.6.3 Gas to liquids
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Pearl GTL is a unique world scale Gas-To-Liquids (GTL) Complex that integrates production from two offshore platforms to products that can be sold directly into the energy, oil products and chemicals markets. It is one of the biggest and most complex mega projects that has been implemented in the Energy industry to date and with it, the partnership of QP and Shell has taken a bold step: the success of Pearl GTL is fostered in many ways in development and integration of right leadership across all parties culminating in a Flawless Startup followed by Flawless Manufacturing.
This paper will look at how Shell has orchestrated the development of its leaders in the journey of Pearl GTL and provided the necessary continuity across different stages of the Project design and implementation to capitalize in a structured manner on thousands of lessons learnt from all parties involved in the 40 year journey from Gas-to-Liquids Research to Revenue.
Keywords: flawless startup, flawless manufacturing, Pearl GTL mega-project, leading in learning
1.1. The challenge of Leadership in Starting and Producing Mega-Projects
Having to design and integrate over 35 proprietary technologies, specifying and building over 50 million components in 13 design offices spread over 10 different countries around the globe, and putting these in use for promised production can arguably be seen as stretching the boundaries of human organisation and project management capabilities. The renowned Independent Project Analysis institute has frequently reported on the culminating effects of a series of design and implementation disconnects in mega projects which subsequently lead to significant failures in meeting the shareholder promise in terms of ownership and leadership. In a response to these and other insights in the industry, Pearl GTL Leadership has put in place a rigorous strategy to capture lessons learnt, to ensure that such series of flaws will not materialize in Pearl GTL.
In this context Shell has introduced two essential leadership and learning concepts from the onset: Flawless Startup and Flawless Manufacturing. The Flawless concept is a Shell proprietary developed technology that simultaneously integrates the design and implementation of "the 6M capabilities": Manpower, Machines, Means, Materials, Methods and an overarching Mindset. The Flawless concept provides a platform to structurally and meticulously eradicate any known previously experienced flaws from the inception of the project through design into the execution and during the permanent operations phase. Prerequisite for successful implementation of this programme is the development and grooming of leaders who are trained in orchestrating multilateral and synchronized learning loops across all project phases and across all contractual partners. Emphasis goes out to continuity across different phases, organizations and disciplines. The strength of the organisation and success of implementation is measured through continuous mutlidisciplinary healthchecks. Ultimately, the objectives of the flawless programme are achieved when all components respond first-time-right upon demand.
|File Size||202 KB||Number of Pages||5|