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MAN6303 Program Management
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MAN6303 Program Management
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Course Code: MAN6303
University: Edith Cowan University
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Country: Australia
Question:
Task:
Selecting a Program (Program name : Oil & Gas Shell Global), you will outline the reasons as to why you have selected this program. You will define the required program office processes to manage the successful delivery of the above recommended program:
Develop the Program Charter -WhyDevelop the Program Management Plan – How Develop the Program Control and Closure Plan – What A minimum of 3 projects is required within the Program. (Airborne, Bluware, Verso Systems).
Answer:
Program description
Program title: Airborne oil and gas program
Program Manager: Please insert your name
Estimated program start date: 07/02/017
Estimated program end date: 26/06/2017
Program overview
Airborne oil and gas program announced June 26 as it has being commencing an qualification program of the thermoplastic composite pipe (TCP) rise for the deepwater as well as dynamic applications for its major operator within South America. Airborne oil and gas adopted its design approach when it comes to choose of its materials to build the pipe. It is one of the largest trading companies that support development of technology along with popularization worldwide. This particular program was collaboration with Subsea 7, London, UK those are providing global rise behavior as well as installation analysis (airborneoilandgas 2017). This program is aimed to provide with disruptive riser in pipe technology for the international deepwater applications. This program delivered with a low cost solution for entire installation process in terms of subsea configurations as well as choice of the installation vessels.
Program outcome and deliverable
The outcome of this Airborne oil and gas program is that TCP will become compelling solutions for the future deepwater fields. This pipe technology has disrupting probable as simple pipe and uncomplicated solutions which cam remove requirement of buoyancy needs. Working with the oil and gas, there is collaboration with Subsea 7 that brings design as well as installation technology for providing complete solutions to the clients (airborneoilandgas 2017).
The key deliverables of this program are project management plan, training plan, configuration management plan and testing, project charter, communication and stakeholder plan, as well as risk register.
Program scope
The scope of this Airborne oil and gas program includes the delivery of 550 meters TCP flow line, offshore installation, engineering along with field support. There is also a 6 inch TCP flow line which is to be installed within 30 meters of water depth connecting two of the platforms located offshore Malaysia. It is comprised with client particular qualification programme towards requirements of “American Petroleum Institute (API). The in-scope of this program is testing of materials, prototype testing, offshore installation testing (airborneoilandgas 2017). The out scope of this program is development and testing of the integrated optical fiber conditions monitoring along with up scaling of the technology.
Program components, dependencies, constraints and success criteria
Program components
The program components are as follows:
Component Name
Person Responsible for Component
Description of Component
Primary Deliverable of Component
Status (proposed, approved to start, in progress, complete)
Start Date
End Date
Breakdown of the product
Program Manager
The products are broken own which consisted of metal end fittings and TCP.
Program Management Plan
In progress
March 28
April 15
Determination of program requirements
Program Manager
The main function of TCP cover is determined to protect composite of laminated against the UV light.
Program Management Plan
Approved
April 18
April 29
Determination of failure modes
Program Manager
The failure modes are on the pipe level.
Program Management Plan
In progress
May 2
May 25
Determination of failure mechanisms
Program Manager
The failure mechanisms are determined as per section 5 of RP-F119.
Program Management Plan
In progress
June 3
June 15
Program dependencies
WBS
Task Name
WBS Predecessors
1
Program planning and processes
1.1
Introducing and planning for program success
1.2
Peer review and post implementation review
1.1
1.3
Execution of plan and improving practices
1.2
1.4
Pre-feasibility and feasibility checklists
1.3
2
Program implementation and control
2.1
Cost, schedule and control
1.4
2.2
Facilitating the risks and safety
2.1
2.3
Managing the oil field development
2.2
2.4
Risk management
2.3
2.4.1
Marginal field and subsurface risks
2.4.2
Subsea development
2.4.1
3
Project execution phase
3.1
Detailed oil and gas engineering details
2.4.2
3.2
Pipeline installation
3.1
3.3
Facilities construction
3.2
3.4
Drilling operations
3.3
3.5
Production operations
3.4
3.6
Decommissioning
3.5
4
Project closure plan
4.1
Final program review
3.6
4.2
Final program report
4.1
4.3
Sign off the program management plan
4.2
Program constraints
In this program, there are three main constraints such as resources, schedule and scope. It is required for the project manager to determine the resource, schedule and scope constraints which affect successful completion of this program work on scheduled time (Kerzner and Kerzner 2017). The below table provides with tripe constraint flexibility matrix, which provides guidance to the project manager about the constraints in areas when determination of the trade offs in planning in addition to change control.
Flexibility
Least
Somewhat
Most
Resources
Schedule
Scope
Table 1: Triple Constraint Flexibility Matrix
In this program, resource constraint is occurred when there is lack of project resources and proper people are not hired as per their expertise and program requirements. Therefore, it is required to hire of proper project resources, so that all the program tasks are distributed among the project team members. Schedule constraint is occurred when the program is not able to complete on time as per planned time, it is caused when there are sudden addition of the participants into the program (Turner 2014). The scope constraints are occurred when the project is not on track and not meetings with the project requirements. It is occurred when the program is not able to meet deliverables and activities that define the program boundaries.
Program success criteria
The success criteria of this program are that the program manager delivers the program on provided timeframe as well as estimated cost. The manager requires working directly with the employees those are expertise into advanced technology implementation and ensuring that the deliverables are meet with client’s opportunities (Larson and Gray 2015). The other success factors are attending the program meetings on time, update the progress regarding the installation and testing of the qualification programme.
Baseline benefits and current benefits
The baseline benefits the program by evaluating the progress of that program and performing of the forecasting. Into this work, there are three major baselines such as scope, schedule as well as cost baseline. Based on scope baseline, the program is provided with a detailed scope statement that there is delivery of 550 meters TCP flow line, offshore installation, engineering along with field support. The schedule baseline is final approval of the project and it is being approved by the project stakeholders used as actual data to complete the program on time. The cost baseline provides with aggregate of the cost of all the project activities plus the contingency reserve. The qualification program is performed at Airborne Oil & Gas manufacturing facility, Netherlands and it was completed by the year 2017. The current benefits of this program are that Airborne oil and gas help to reduce cost of subsea developments into the deep waters.
Schedule and budget management
WBS
Task Name
Duration
Start
Finish
Resource Names
Cost
0
Airborne Oil and Gas Program
100 days
Tue 2/7/17
Mon 6/26/17
$24,304.00
1
Program planning and processes
11 days
Tue 2/7/17
Tue 2/21/17
$3,368.00
1.1
Introducing and planning for program success
3 days
Tue 2/7/17
Thu 2/9/17
Program Manager, Program Lead
$840.00
1.2
Peer review and post implementation review
2 days
Fri 2/10/17
Mon 2/13/17
Program Lead, Program Manager, Program Sponsor
$832.00
1.3
Execution of plan and improving practices
4 days
Tue 2/14/17
Fri 2/17/17
Program Manager, Program Sponsor
$1,184.00
1.4
Pre-feasibility and feasibility checklists
2 days
Mon 2/20/17
Tue 2/21/17
Program Manager, Quality Manager
$512.00
2
Program implementation and control
18 days
Wed 2/22/17
Fri 3/17/17
$3,072.00
2.1
Cost, schedule and control
2 days
Wed 2/22/17
Thu 2/23/17
Program Sponsor, Program Lead, Program Manager
$832.00
2.2
Facilitating the risks and safety
4 days
Fri 2/24/17
Wed 3/1/17
Risk Manager
$320.00
2.3
Managing the oil field development
7 days
Thu 3/2/17
Fri 3/10/17
Quality Manager, Risk Manager
$1,232.00
2.4
Risk management
5 days
Mon 3/13/17
Fri 3/17/17
$688.00
2.4.1
Marginal field and subsurface risks
2 days
Mon 3/13/17
Tue 3/14/17
Risk Manager
$160.00
2.4.2
Subsea development
3 days
Wed 3/15/17
Fri 3/17/17
Quality Manager, Risk Manager
$528.00
3
Project execution phase
53 days
Mon 3/20/17
Wed 5/31/17
$13,888.00
3.1
Detailed oil and gas engineering details
10 days
Mon 3/20/17
Fri 3/31/17
Program Lead, Program Manager, Quality Manager
$3,760.00
3.2
Pipeline installation
12 days
Mon 4/3/17
Tue 4/18/17
Infrastructure lead team, Quality Manager, Constructor
$3,072.00
3.3
Facilities construction
9 days
Wed 4/19/17
Mon 5/1/17
Quality Manager, Constructor
$1,584.00
3.4
Drilling operations
7 days
Tue 5/2/17
Wed 5/10/17
Constructor, Infrastructure lead team
$1,120.00
3.5
Production operations
8 days
Thu 5/11/17
Mon 5/22/17
Constructor, Infrastructure lead team, Program Manager
$2,560.00
3.6
Decommissioning
7 days
Tue 5/23/17
Wed 5/31/17
Constructor, Infrastructure lead team, Quality Manager
$1,792.00
4
Project closure plan
18 days
Thu 6/1/17
Mon 6/26/17
$3,976.00
4.1
Final program review
7 days
Thu 6/1/17
Fri 6/9/17
Program Lead, Program Manager
$1,960.00
4.2
Final program report
10 days
Mon 6/12/17
Fri 6/23/17
Program Manager
$1,600.00
4.3
Sign off the program management plan
1 day
Mon 6/26/17
Mon 6/26/17
Program Lead, Program Manager, Program Sponsor
$416.00
Change management plan
Fleming and Koppelman (2016) proposed that change management plan defines the program activities as well as roles for management and control of changes throughout the execution and control stage of the program management plan. It provides details regarding change into project scope, budget, schedule and quality. Following table is the change request form which helps the program manager to determine the changes into entire program:
Project Information
Project Title: Airborne oil and gas program
Project Number: PM2003
Program Manager: Please insert your name
Section 1: Change Request
Requestor Name: John Smith
Date of Request: 3rd June, 2017
Change Request Number:
Supplied by (PM)
Item to be Changed:
Change into the financial plan
Change into the operation of program
Change in documentation of lessons learned concerning about schedule and budget
Change into the implementation program and stakeholder review
Change into the identified risks into the program
Priority:
All the possible and mentioned changes are done at highest priority so that there is possibility of fewer risks into the program plan.
Description of Change:
Change into the financial plan causes change into the total budget as the estimated cost for the program is too less and there are chances of over budget.
Change into required materials as well as equipments so that it will be supplied on time, prevents from project delay and cost increased.
Change into the risks overcomes with causing delay into program work.
Installation of the low cost solution offers flexibility to the operators and flexibility in terms of subsea configurations
Deployment of the pipe technology to enable documentations
Estimated Cost & Time:
The estimated cost is $24,304.
Start time of the program is 7th February, 2017 and end time is 26th June, 2017.
Section 2: Change Evaluation
Evaluated by: Program Manager
Work Required:
A proper change request form is required.
What is Affect: The objectives of project are meeting when there are rapid changes into the business operations of Airborne oil and gas.
Impact to Cost, Schedule, Scope, Quality:
There is increase into time and reduction into the program scope. The program cost is increased when more resources are added to the plan to meet scheduled timeframe.
Change into the time causes delay into entire program.
There is change into the quality of the raw materials, causes providing of higher customer satisfaction. The poor quality reduces the project success criteria; therefore a quality metrics is used.
Section 3: Change Resolution
Accepted
Approved by :
Program Manager
Signature:
Date:
Section 4: Change Tracking
Completion Date:
26th June, 2017
Completed by:
Program Manager
Signature:
Date:
26/06/2017
Table 2: Change management plan for Airborne oil and gas program
Stakeholder management plan
Harrison and Lock (2017) discussed that stakeholder management plan is process to develop strategies to engage the stakeholders through the program lifecycle. The program stakeholders are analyzed based on requirements, interests in addition to potential impact on the success of the Airborne oil and gas program. The stakeholders share the information as well as findings into the form of management plan with the project team members.
Role of stakeholder
Requirements
Expectations
Category
Interest
Influence
Program Sponsor
Sign off the project budget related decisions
Moderate involvement into the program
External
Moderate
High
Program Manager
The project is to be delivered on time and into estimated budget.
Higher involvement into the program
Internal
High
High
Program Lead
Ordering, installation and testing of the equipments
Moderate involvement into the program
Internal
Moderate
Medium
Quality Manager
No quality issues and used of quality metrics to review the technical equipments.
Moderate involvement into the program
Internal
High
Medium
Infrastructure lead team
The changes are not affected the uptime of system.
Moderate involvement into the program
External
Moderate
Medium
Table 3: Stakeholder management plan for Airborne oil and gas program
Communication management plan
Nicholas and Steyn (2017) stated that the communication management plan for Airborne oil and gas program is processed to define types of the information to be delivered, receive of the information, format to communicate and time of release as well as information distribution among the project team members. Heagney (2016) argued that 90% of the program manager’s job is spent on the communication as it is required to ensure that each one gets right message at right time.
Deliverables
Recipient
Delivery method
Schedule
Responsible
The information related to the program
The project team members
Team meetings and conference calls, face-to-face communication
Daily basis
Program Manager
Status of the program plan
The project team and steering committee
Email and presentation
Weekly basis
Program Manager
Update of the program timeline
The project team members
The program meetings and SharePoint’s
Weekly basis
Program Manager
Program update action item status
Program Manager
Team meetings and email
Weekly basis
Program Team
Risks into the program
Risk Manager
Risk documents and meeting minutes
Monthly basis
Program Manager
Details regarding the program schedule and budget
Program Manager
Email and presentation
Weekly basis
Program Manager
Schedule milestones
Program Manager
Email and presentation
Weekly basis
Program Manager
Table 4: Communication management plan for Airborne oil and gas program
Procurement management plan
Goetsch and Davis (2014) discussed that the procurement management plan is required to communicate people concerned how required inventory as well as vendors are required for specific project that are required to be managed. The procurement services for this particular program helps to streamline the process along with equip the procurement divisions with expensive budget along with vendor management. Doorley and Garcia (2015) argued that the plan describes the processes, technologies along with people those are combined for getting best program outcomes.
Procurement management activities
Date administered
Participant roles
Contract type
Category
Initiation of program request
March 28
Program Manager
Form fixed price contracts
Services
Development of program requirements
April 18
Project Sponsor and Program Manager
Form fixed price contracts
Services
Request approval
May 2
Program Manager
Form fixed price contracts
Services
Bid and proposal review
June 3
Project Sponsor and Program Manager
Form fixed price contracts
Hardware
Contract management
June 14
Program Manager
Form fixed price contracts
Hardware
Closure of the program requirements
June 26
Project Sponsor and Program Manager
Form fixed price contracts
Hardware
Table 5: Procurement management plan for Airborne oil and gas program
Risk management plan
The risk management plan is such a document which is used to determine the project risks, its impact and define the responses to the programs issues (Hubicki 2014). Probability and consequences of the risks are analyzed to determine the risk level so that the project team members to examine the impact of those risks into the program plan. The risks are analyzed by use of risk matrix which is shown as:
Types of risk
Responsible Person
Probability
Consequence
Impact
Risk level
Proposed Mitigation Action
Lack of executive support: There is lack of support from the top level management to motivate the team members to participate into the qualification program (Hartmann and Spit 2016).
Program Manager
Moderate
Medium
Major
Medium risk
Regular basis communication is required among the stakeholders so that the executive support is required into the program plan.
Budget risk: There are additional resources are added into the program so that the estimated budget becomes over budgeted.
Program Sponsor
Moderate
Medium
Extreme
High risk
There is required of proper budget management plan so that there are no chances of over budget of the plan.
Schedule risk: The schedule of the project is delayed when any of the project resources have taken leave suddenly from the program (Roos et al. 2017).
Program Manager
Likely
Low
Minor
Medium risk
Proper back up will be done on the program resources so that when any people have taken leave, then other resources should do their work.
Communication issue: All the project stakeholders are not communicated with each other properly, therefore there are high communicational gap among the project team members.
Unlikely
Medium
Minor
Low risk
A proper communication plan is required among the project team to share of information among each other’s (Sadgrove 2016).
Technology issue: There is lack of design blueprint of entire work, and there is improper maintenance of the pipe technology (Fearn-Banks 2016).
IT Manager
Likely
Medium
Major
High risk
All the designs and maintenance work are to be carried out on time from point of view of cost and architecture as well as program quality.
Table 6: Risk management plan for Airborne oil and gas program
Impact
Trivial
Minor
Moderate
Major
Extreme
Probability
Rare
Unlikely
Communication issue
Moderate
Lack of executive support
Budget risk
Likely
Schedule risk
Technology issue
Very likely
Table 7: Risk register for Airborne oil and gas program
From the above table, it is analyzed that the high risks which would affect the entire program are budget risk and technology issue, therefore it is required to mitigate those issues so that it cannot hamper the entire Airborne Oil and Gas program management plan. A proper budget plan and technical plan are required so that the installation works are carried out properly and on time.
References
airborneoilandgas 2017. tcp-flowline-qualification-for-shell. [online] Available at: https://airborneoilandgas.com/news/tcp-flowline-qualification-for-shell [Accessed 5 Oct. 2018].
Doorley, J. and Garcia, H.F., 2015. Reputation management: The key to successful public relations and corporate communication. Routledge.
Fearn-Banks, K., 2016. Crisis communications: A casebook approach. Routledge.
Fleming, Q.W. and Koppelman, J.M., 2016, December. Earned value project management. Project Management Institute.
Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson.
Harrison, F. and Lock, D., 2017. Advanced project management: a structured approach. Routledge.
Hartmann, T. and Spit, T., 2016. Legitimizing differentiated flood protection levels–Consequences of the European flood risk management plan. Environmental Science & Policy, 55, pp.361-367.
Heagney, J., 2016. Fundamentals of project management. Amacom.
Hubicki, M., 2014. Risk Management Plan.
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Larson, E.W. and Gray, C.F., 2015. A Guide to the Project Management Body of Knowledge: PMBOK (®) Guide. Project Management Institute.
Nicholas, J.M. and Steyn, H., 2017. Project management for engineering, business and technology. Routledge.
Roos, M.M., Hartmann, T.T., Spit, T.T. and Johann, G.G., 2017. Constructing risks–Internalisation of flood risks in the flood risk management plan. Environmental Science & Policy, 74, pp.23-29.
Sadgrove, K., 2016. The complete guide to business risk management. Routledge.
Turner, J.R., 2014. Handbook of project-based management(Vol. 92). New York, NY: McGraw-hill.
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