MAN6303 Program Management: Airborne Oil And Gas Program

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 -Why
Develop 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: 3^rd 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 7^th February, 2017 and end time is 26^thJune, 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:

26^th 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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