TOPICS OF INTEREST
BHGE Wins Historic Services Contract for Twinza's Pasca A
Baker Hughes, a GE company, agreed to provide services and equipment for Twinza’s Pasca A field development, Papua New Guinea’s first offshore gas field.
Complexity Decreases Situation Awareness, Increases Human Error
Speaking at an OESI-HFES joint forum, an expert on situation awareness explains the role it plays in preventing human error in oil and gas operations.
Personality Matters for Project Managers
Finding the right person for the right job requires a strong organizational approach, and personality traits should play a role in the evaluation of prospective managers.
Curiosity Saves Lives
If an organization has a culture that implicitly or explicitly rewards short-term productivity, what happens to safety numbers? Up or down? And why is that?
OTC: Collaboration Key to Mad Dog Operation
A panel of executives, project managers, and government regulators involved with the Mad Dog project in the US Gulf of Mexico discuss the importance of collaboration and strategic alignment in project development.
Short-Cycle Projects Key to Surviving the Downturn
Short-cycle projects allow owners and operators to stay financially stable while preserving the production infrastructure and capacities needed to expand quickly when oil prices improve.
On-Site Specialization Optimizes Eagle Ford Acreage
Sanchez Energy’s COO discusses the company’s project management strategies in its Eagle Ford operations.
Macondo Contractor/Operator Gaps Identified by CSB
Various incidents that took place between Transocean, the owner of Deepwater Horizon, and BP, the company that leased the rig for use at Macondo, illustrate the gap between work-as-imagined in the drilling program and work-as-done by the well operations crew.
Why Our Way To Develop Projects Fails To Minimize Capex—Part 2
In the first part of this series, the author explained why the current way of performing FEED does not allow minimization of costs by optimizing the design. In this article, he describes how the current contractual setup of the EPC also fails to minimize the costs of equipment/materials and works.
Simple Rules in a Complex World
In this column, Howard Duhon examines different types of complexity theory.
Technip CEO: Industry Downturn Creates Opportunities for Innovation
Investment in digital technologies may increase project efficiency and reduce costs. However, Technip’s chief executive officer (CEO) said it is equally important to strengthen relationships with companies along the supply chain.
GE CEO: Partnership With BP Among Highlights of Digital Initiatives
The oil and gas sector is an area primed for transformational development of its operations through new digital infrastructures, GE’s CEO said in an address to technological developers and company partners.
Why Our Way To Develop Projects Fails To Minimize Capex—Part 1
In this first of a two-part series, the author describes why the use of lump sum contracts for FEED services contract followed by an EPC contract does not fulfil the requirements to lower oil and gas facilities capex.
Three Key Principles To Solving Operational Flow Issues
When the underlying cause of flow-related issues on offshore projects is unknown, an expert said an investigation of fluid flow behavior based on an understanding of the first principles of flow assurance is necessary.
Bridging the Divide Between Facilities and Subsurface Engineers
SPE Production and Facilities Technical Director Hisham Saadawi shares the discussion from the annual ATCE PFC dinner panel on the topic “Integration Between Facilities and Subsurface Engineers: Crucial in an Era of Low Price Oil.”
Efficiency, Innovation Needed for Sustainability Initiatives
As governments around the world seek to lower energy consumption in the wake of the low oil price environment, the 2016 SPE President said the industry must be proactive in ramping up its sustainability efforts.
Full Life Cycle Approach Improves Water Management Economics
A look at a water management plan for developing shale assets in the Permian Basin encompassing the full life cycle of each field.
ATCE: Addressing Human Factors Can Make Megaprojects Work
Studies show that almost 65% of megaprojects fail to meet the performance goals established when the financial go-ahead was given. Operators can avoid costly pitfalls if they focus on addressing the human-related problems.
Safety Improvements in Unconventionals Require Situational Awareness
Past experiences with problematic situations often drive the decision-making process, and while experience may be helpful, it can also lead to the development of biases that hamper an organization’s ability to manage dynamic environments such as unconventional projects.
Mooring Systems Reduce the Risk of Hurricane Damage to Offshore Drilling Units
How do mooring systems reduce risks of hurricane damage to mobile offshore drilling units?
How to Avoid Project Train Wrecks
Why do we as an industry do so poorly in executing large capital projects? Oil and gas is not alone. The many reasons for failure of megaprojects fall into five broad categories.
Dialogue Takes Aim on Project Costs, Schedules
Panelists at CERAWeek discussed the numerous steps their companies are taking to achieve large-scale permanent, in addition to cyclical, capex reductions on major projects.
Project Complexity Requires Enterprise Thinking
The failure rate for megaprojects is often blamed on complexity. A dinner during ATCE asked whether there is a limit to the degree of complexity we are capable of effectively managing.
Integrated Project Delivery: A Paradigm Shift for Oil and Gas Projects in the UAE and the Middle East Region
The focus of this paper is how efficiencies affect schedule, with the recognition of the secondary effect on project cost. This paper also proposes integrated project delivery to enhance effectiveness.
Standardization vs. Innovation vs. Optimization: Buying or Building Your Dream Car
Given the inherent differences in projects, the author discusses how can standardization be used to avoid creating each one from scratch, and what the benefits of standardizing might be for the industry.
Megaprojects Call for the “Total Project Manager”
Project managers for megaprojects that will take years to complete require special skills to deal with the many challenges. As a result, engineering and construction firms report a shortage of project managers.
Oil Price Downturn Requires a Closer Look at Project Cost
In a recent webinar, the speaker discussed mistakes companies make when prices are falling along with steps to help manage project costs in difficult economic times.
Composite Results of the Project Complexity Study
PFC Technical Director Howard Duhon asked readers about the drivers of project complexity. Here are the results.
A Strategy For Driving Step Change Reductions in Capital Project Cost
Many companies are seeking 20% to 50% reductions in project costs. This level of capital cost reduction requires serious rethinking of the strategy for developing and executing projects.
Share Your Experiences in Project Design: Study To Identify Drivers of Complexity
A few months ago while at lunch with a project team, I heard an engineer lament about how much more difficult it is to execute a project now than in years past.
Radical Change Needed To Improve the Efficiency of E&P Projects
A webinar examined reasons why projects fail to meet profit expectations and how success potential can be enhanced.
Industry Panel Discusses Future of Energy and Construction
A panel of oil and gas industry experts at the Rice Global Engineering and Construction Forum discussed megaprojects and the joint responsibility of owners and contractors to make them better.
A Vendor’s View on Cost Control in Megaprojects
The factors contributing to out-of-control costs and delayed deliveries of projects are many. They range from unrealistic early cost and time estimates and human factors to the effects of geopolitical events.
Analysis of Windows of Opportunity for Weather-Sensitive Operations
This paper presents a statistical analysis approach to weather windows of opportunity, which are defined as the time span over which the stringent, multiparametric conditions required by weather-sensitive marine operations (such as heavy lift, topside float over, and pipeline tie in) are met.
Project Managers Must Use a More Integrated Approach to Improve Performance
Project management professionals need to revise the traditional methods of evaluating the efficiency and progress of major projects, if they want to improve their performance record.
The Role of Psychological Factors in Major Project Cost and Schedule Overruns
We are comfortable with the reality of swift intuitive judgement being the primary decision-making approach of experienced engineers in emergency situations. But as the engineer in the situation has less experience available to him/her, how do psychological factors affect outcomes?
Training of Project Managers Gains Traction
The oil and gas industry's performance in executing megaprojects is dismal in terms of cost overruns and schedule slippage. An operating company has introduced a support group dedicated to project management and developed a program based on online resources, social networking, mentoring and coaching
Group Decision Making: A Powerful Force for Good and Bad
The understanding of decision-making processes is critical in ensuring project success and safety. Project failures—and disasters—can result from the lack of understanding or implementation of sound principles.
Networking Event Yields Ideas for Improving Technical Competence in Projects
Improving the success rates of major projects by ensuring the technical competence of engineers was the subject of a networking event at the Offshore Technology Conference in Houston in May.
Built-In Bias Jeopardizes Project Success
In spite of massive investments in project management best practices and the organizations to implement them, major oil and gas projects continue to experience cost overruns and schedule delays. A root cause that has not been sufficiently explored is the built-in bias toward overconfidence.
Oil and Gas Facilities To Sponsor Project Management Networking Event at OTC
The success rates of E&P megaprojects has dropped over the past decade. What is causing this falloff in performance?
Selected Reading for Facilities Engineers; ATCE Reveals PFC Performance Shortfalls
Recent activities around career planning for facilities engineers led me to a list of "must read" books. The recent ATCE generated two revelations. As an industry, we do a poor job of managing major capital projects, and we do not know how to design separators.
Highlights in Projects, Facilities, and Construction
ATCE included expanded content for project, facilities and construction professionals. Panels discussed our performance in managing megaprojects and our challenges in designing separation equipment. Two technical paper sessions were also included.
Project Management With a Focus on Details
Project management is one way to keep an eye on the big picture. Focusing on the little things too can increase your bottom line. The complexity of modern facilities construction projects necessitates a cradle-to-grave approach to managing projects over long periods of time.
Shell Brazil Project Wins Honor
Shell’s Parque das Conchas project, an ultradeepwater heavy-oil development in the northern Campos basin offshore Brazil, has won the IPTC Excellence in Project Integration Award. The award recognizes significant and unique achievements in managing and directing a project from discovery to delivery.
Oil and Gas Industry Megaprojects: Our Recent Track Record
Earlier studies showed that the results of oil and gas megaprojects were quite similar to the results from other industries. More investigation shows a poorer track record, largely due to the poor functional integration that characterizes upstream project organizations.
Challenges of Accurate Cost Estimation for Facilities
Cost estimation for facilities depends on early concept selection and critical inputs, often complicated by uncertainty in one or more of the critical inputs. Empirical cost models and cost modeling methods using these inputs vary in degrees of scope, comprehensiveness, and robustness.
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ITEMS OF NOTE
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