Primary Author: Dr. Peerapong Aramvareekul, EVP PSP
Co-Author(s): Ronnie D. Stephens; Adam K. Weaver; Rose Mary Lewis, PE
Audience Focus: Intermediate
Application Type: Practice
Venue: 2016 AACE International Annual Meeting, Toronto, ON, Canada
Abstract: Most companies have systems and processes in place for Work Breakdown Structure, Estimating, and Scheduling. However, there is always a struggle to standardize and incorporate these processes into an integrated system to allow for sound project management, project controls, consistent monitoring, and reporting, to occur. The expectation (and challenge) is to use this data in a proactive or predictive manner versus the traditional reactive mode. Industry leaders in these areas require a well-balanced strategic integration that involves an approach focused on process improvement, system implementation, organizational structure, and resource empowerment.
As an owner company in the Oil and Gas industry, the detail of the journey to develop an enterprise-wide system to support the development and delivery of $30 Billion USD in capital spending is worth sharing. This paper will specifically address the following:
• The development and integration of key project management processes to support $30 billion in capital growth
• The balance between process definition/improvement and the deployment of a cost management system
• The impact of total cost management to the organizatio’s sustainable growth
Co-Author(s): Ronnie D. Stephens; Adam K. Weaver; Rose Mary Lewis, PE
Audience Focus: Intermediate
Application Type: Practice
Venue: 2016 AACE International Annual Meeting, Toronto, ON, Canada
Abstract: Most companies have systems and processes in place for Work Breakdown Structure, Estimating, and Scheduling. However, there is always a struggle to standardize and incorporate these processes into an integrated system to allow for sound project management, project controls, consistent monitoring, and reporting, to occur. The expectation (and challenge) is to use this data in a proactive or predictive manner versus the traditional reactive mode. Industry leaders in these areas require a well-balanced strategic integration that involves an approach focused on process improvement, system implementation, organizational structure, and resource empowerment.
As an owner company in the Oil and Gas industry, the detail of the journey to develop an enterprise-wide system to support the development and delivery of $30 Billion USD in capital spending is worth sharing. This paper will specifically address the following:
• The development and integration of key project management processes to support $30 billion in capital growth
• The balance between process definition/improvement and the deployment of a cost management system
• The impact of total cost management to the organizatio’s sustainable growth