Multiplying Project Success for Future Growth through a Dedicated Project Management Support
- Patrick Walter Von Pattay (Wintershall Holding AG) | Michael Morrison (Wintershall Holding GmbH)
- Document ID
- Society of Petroleum Engineers
- Abu Dhabi International Petroleum Conference and Exhibition, 11-14 November , Abu Dhabi, UAE
- Publication Date
- Document Type
- Conference Paper
- 2012. Society of Petroleum Engineers
- 7.6.1 Knowledge Management, 5.8.2 Shale Gas, 6.1.5 Human Resources, Competence and Training, 5.5 Reservoir Simulation, 7.10 Capital Budgeting and Project Selection, 7.3.3 Project Management, 1.10.1 Drill string components and drilling tools (tubulars, jars, subs, stabilisers, reamers, etc)
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It is kind of obvious that professional project management is a key success factor and differentiator for any exploration & production company. While revenues result from operations most of company's budgets are spend in projects and most value in the industry is generated through economically and safely executed projects.
Wintershall has a long track record of managing projects successfully. However, the question remains how to multiply these successes for further growth in an increasingly complex business environment. In 2011, Wintershall set up a project management support group providing projects and project managers with the required tools and guidance towards a standardized project management to achieve this goal.
This paper outlines the development of this group from the initialization to the final rollout. It describes the various technical and cultural challenges the project team had to overcome in order to establish a pallet of services tailored to the needs of Wintershall. These range from an online toolbox, on demand coaching to competency management and a social network for knowledge exchange. Finally, the authors reflect on the improvements in project management that have been achieved on several selected projects that the group supports directly.
The demanding growth targets of Wintershall require specific prerequisites. Technical competencies are part of these as much as commercials. However, project management is a key competency when it comes to fulfilling a growth strategy that is based on executing major international projects. It is important to understand that managing projects is not just a task that you add to the multiple responsibilities of, for example, the lead engineer. Managing projects is a task in itself - managing the various aspects from scope via budget and schedule to quality and integrating the various disciplines from sub surface via surface engineering to procurement and legal is a demanding task. The knowledge required to do so effectively has a great impact on the results of the project. Evidence suggests that clear process and understanding increase the chances for success as lined out clearly in Rick Waghorn's?1 and Larry Winters et al?2. The continuously increasing complexity of projects in e.g. the domains of subsea, arctic or shale gas that require managing various technical challenges as well as multiple suppliers, environmental constraints, public interests and logistics are good examples for this. Industries such as IT or the construction industries that operate with significantly smaller margins than the oil & gas industry have recognized the relevance of project management a long time ago?3. Thus, till today also leading exploration & production companies as Wintershall have established internal processes to enhance the organization's project management competencies.
Wintershall has a long track record in managing projects successfully. However, the question remained how to multiply these successes in the future. Aspects to anticipate hereby are the growing portfolio of projects, more international projects, more capital expenditure intensive projects and the big crew change affecting the community of project managers.
Concurrent with a re-organization of the exploration & production business as a matrix organization, a project management support group was initiated to strengthen the project management and to prepare Wintershall for future growth. It was a deliberate decision to set up this group as a support unit to ensure that project managers would get true support in managing projects while project governance remained with other units. In the end it is the value the unit adds to day to day's operations and the acceptance among the project managers that makes it a success for the organization.
|File Size||2 MB||Number of Pages||12|