North Sea Project Management
- Dennis E. Gregg (Conoco Inc.)
- Document ID
- Society of Petroleum Engineers
- Journal of Petroleum Technology
- Publication Date
- November 1983
- Document Type
- Journal Paper
- 1,941 - 1,949
- 1983. Society of Petroleum Engineers
- 6.1.4 HSSE standards, regulations and codes, 4.5 Offshore Facilities and Subsea Systems, 1.10.1 Drill string components and drilling tools (tubulars, jars, subs, stabilisers, reamers, etc), 4.2 Pipelines, Flowlines and Risers, 7.3.3 Project Management, 1.6 Drilling Operations
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Distinguished Author Series articles are general, descriptiverepresentations that summarize the state of the art in an area of technology bydescribing recent developments for readers who are not specialists in thetopics discussed. Written by individuals recognized as experts in the area,these articles provide key references to more definitive work and presentspecific details only to illustrate the technology. Purpose: to informthe general readership of recent advances in various areas of petroleumengineering.
Very large oil and gas development projects, typified by recent arctic andNorth Sea developments, have brought increased appreciation within the"upstream" segment of the petroleum industry of project management as adistinct management form. A growing number of papers on the management aspectsof development projects is appearing in petroleum engineering conferences andprojects is appearing in petroleum engineering conferences and publications.Though management arguably is not an engineering publications. Thoughmanagement arguably is not an engineering subject, these large projects arehighly technical, more often than not involve prototype methods or equipment,and have been managed predominantly by engineers. including petroleumengineers. In predominantly by engineers. including petroleum engineers. InEuropean parlance, they engage the "engineering industry." Therefore, it seemsappropriate to review the subject of project management in an engineeringjournal. This review is intended (1) to describe project management aspracticed in the North Sea, (2) to provide a useful checklist of practiced inthe North Sea, (2) to provide a useful checklist of the steps involved inproject planning, execution, and control, and (3) to give a convenientbibliography for reading in greater depth. It also should create increasedawareness of the special technical skills and tools available for managing verylarge and complex development projects. The review treats preproject planning,overall project organization and management, vital control functions, andfinally, contracting and internal resource management. Though this reviewfocuses on the North Sea, the management principles discussed should apply tolarge projects anywhere. Several references relating to other areas and otherindustries Support this.
Preproject Planning Preproject Planning The value of thorough planning inadvance of project commencement cannot be overemphasized. Perhaps one of thereasons this step is so important is the inherently urgent nature of typicalfield development projects. Field development is at the end of a long cycle ofexploration and delineation. These sunk investments earn nothing untilproduction begins. Additionally, optimal development of offshore fieldsdictates installation of most or all the facilities required to develop afield, and perhaps even to deplete it, before production begins. This perhapseven to deplete it, before production begins. This results in very highinvestment before the first revenue begins. Venture economics areseriously-sometimes critically-affected by the speed of development. The timebetween discovery and project commitment is a precious opportunity to planbefore the "roof falls in" with full project activity. Preproject planningshould embrace and integrate every factor from the reservoir to fieldoperation.
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