FOUR NEW BASS STRAIT PLATFORMS — A PROJECT MANAGER S VIEW

1982 ◽  
Vol 22 (1) ◽  
pp. 254
Author(s):  
J. W. Power
Keyword(s):  
Project Management ◽  
Petroleum Industry ◽  
Project Manager ◽  
Current Level ◽  
Oil Fields ◽  
The West ◽  
Offshore Development ◽  
Gippsland Basin ◽  
Management Issues ◽  
Design And Construction

The offshore development by Esso/BHP of the West Kingfish, Cobia, Fortescue and Flounder oil fields in the Gippsland Basin is one of the significant undertakings by the petroleum industry during the 1980s. Production from the fields will help sustain the current level of production from Bass Strait into the latter part of this decade.This paper examines some of the principal project management issues and actions involved in the planning and execution of the design and construction phases of the platforms and pipelines associated with each of these fields.

scholarly journals Trust-based steering of large Engineering-to-Order offshore/onshore projects: is it possible?

2019 ◽  
Vol 4 (2) ◽  
Author(s):  
Dagrun Dvergsdal ◽  
Trond Haga
Keyword(s):  
Project Management ◽  
Ad Hoc ◽  
Development Project ◽  
Project Manager ◽  
Management Team ◽  
Control Measures ◽  
Trust Building ◽  
Team Members ◽  
Set Up ◽  
Offshore Development

The various traditions of socio-technical system design (STSD) emphasise different aspects of such systems, but the core relationship in the literature is between the use of technology and the set-up of organisations. Therefore, much attention has been paid to organisational issues, including work tasks, distributed responsibilities and processes. An organisation where tasks and responsibilities are distributed requires other forms of co-operation and clarification and, not least, that the actors trust each other. Nevertheless, trust has received little discussion in the STSD literature.This paper focuses on trust as a relational tool: the factors decisive for developing trust in a project management team established ad hoc to implement an offshore development project, how to develop trust in practice, and whether a focus on trust reduces the need for control measures. The purpose of systematic trust building is to develop team members who are, individually and as team members, able to deliver the results expected for their area and to support colleagues to do the same, thereby reducing the need for control measures. Trust building represents one way for the project manager to acquire control of the organisation, and it must therefore be better understood, starting with this question: how efficient are the various factors for the project manager in exercising power, i.e. ensuring control over project execution? The case in this paper illustrates the need to address trust and control in the set-up of a project management team, a focus which is also important for STSD in general.

DEVELOPMENT OPPORTUNITIES IN THE KINGFISH AND WEST KINGFISH FIELDS, GIPPSLAND BASIN

1992 ◽  
Vol 32 (1) ◽  
pp. 9
Author(s):  
W.J. Mudge ◽  
J.J. Curry
Keyword(s):  
Field Study ◽  
Oil Fields ◽  
The West ◽  
Water Handling ◽  
Disciplinary Field ◽  
Infill Drilling ◽  
Gippsland Basin ◽  
Field Production

A multi-disciplinary field study of the Kingfish and West Kingfish Fields in the Gippsland Basin covering geological, geophysical, reservoir and facility engineering issues has identified potential undiscovered and undeveloped reserves in and around the fields. The study resulted in the initiation of an 11 well infill drilling program on the West Kingfish Field, and identified the need for two outpost wells which, if successful, could lead to the installation of additional platforms. Water handling and compression upgrades in the near and long term were also evaluated to optimise field production performance.The Kingfish and West Kingfish field study has formed a blueprint for similar studies in other major oil fields in the Gippsland Basin in which similar appraisal and/or development opportunities may exist.It is anticipated that outpost and infill drilling programs originating from these studies will play a major role in mitigating production decline and increasing ultimate recovery in the mature oil fields of the Gippsland Basin.

scholarly journals EVALUATION OF CRITICAL SUCCESS FACTORS FOR CONSTRUCTION PROJECTS – AN EMPIRICAL STUDY IN LITHUANIA

2013 ◽  
Vol 17 (1) ◽  
pp. 21-31 ◽  
Author(s):  
Neringa Gudienė ◽  
Audrius Banaitis ◽  
Nerija Banaitienė
Keyword(s):  
Project Management ◽  
Literature Review ◽  
Construction Projects ◽  
Critical Success Factors ◽  
Success Factors ◽  
Project Manager ◽  
Management Team ◽  
Team Members ◽  
Critical Success ◽  
Survey Results

This paper aims to identify a comprehensive list of critical success factors for construction projects in Lithuania. Based on the available literature review, this paper identified 71 success factors under 7 broad groups. Based on the survey results, ten factors including project manager competence, project management team members' competence, project manager coordinating skills, client clear and precise goals/objectives, project value, project management team members' relevant past experience, project manager organising skills, project manager effective and timely conflict resolution, client ability to make timely decision, and project manager experience were determined as the most important success factors for construction projects. These critical success factors are of great significance both to researchers and industry practitioners.

scholarly journals Managing an Integrated Project - Experiences from the Realigning Agriculture to Improve Nutrition project

2016 ◽  
Vol 3 ◽  
pp. 5035 ◽  
Author(s):  
Kai Matturi ◽  
Chris Pain
Keyword(s):  
Project Management ◽  
International Development ◽  
Project Manager ◽  
Management Approach ◽  
Development Projects ◽  
Donor Funding ◽  
New Approach ◽  
Working Together ◽  
Common Goals ◽  
Integrated Project

Over the last number of decades there has been a tendency within the international development sector to privilege the management of projects in a siloed manner. This translates to projects managed in a narrow way according to pre-defined parameters of say the education or health sectors. As a project manager you are held accountable for delivering education or health outputs. A shift in donor funding to focus on development projects that are considered easy to administer partly explains this siloed approach to project management within the development sector. However, there is a gradual kick back against the siloed project management approach. Instead we are seeing a return to an integrated managerial approach.An integrated managerial approach involves bringing together various technical specialists to work on common objectives in a coordinated and collaborative manner. A growing number of development actors such as Concern Worldwide are embracing this ‘new approach’. For Concern Worldwide integrated projects are interventions which address multiple needs through coordination across a variety of sectors and with the participation of all relevant stakeholders to achieve common goals. Integrated projects are about sector projects working together with the same target group in the same area in a coordinated manner. This paper reflects on Concern’s experience and evidence to date with integration drawing on the agency’s work in Zambia. The Realigning Agriculture to Improve Nutrition project in Zambia highlights the practical challenges and lessons of managing an integrated project.   

scholarly journals ROLE OF EFFECTIVE PROJECT MANAGEMENT IN REDUCING DRUG DEVELOPMENT COST

2017 ◽  
Vol 10 (3) ◽  
pp. 53
Author(s):  
Faisal B A Zaidi ◽  
Salma Ahmed ◽  
Munish Makkad
Keyword(s):  
Project Management ◽  
Drug Development ◽  
Site Selection ◽  
Late Phase ◽  
Critical Role ◽  
Project Manager ◽  
Development Cost ◽  
The Cost ◽  
Patient Enrollment

ABSTRACTPharmaceuticals are passing through the difficult phase due to increasing numbers of patents expiry along with increasing cost of drug development.Protocol design, regulatory cycle time, site selection, patient enrollment and monitoring are some of the cost contributing elements for late phaseclinical trials. This paper applies the principles of project management and suggests means to reduce the cost of late phase drug development. It alsothrows light on the critical role that a project manager can play in overall drug development process.Keywords: Cost of drug development, Effective project management, Reduction in cost of drug development.

scholarly journals A Correlational Study on Project Management Methodology and Project Success

2019 ◽  
Vol 9 (2) ◽  
pp. 56-65
Author(s):  
Michael Pace
Keyword(s):  
Project Management ◽  
Project Success ◽  
Project Managers ◽  
Project Manager ◽  
Correlational Study ◽  
Demographic Information ◽  
Moderating Variables ◽  
Multiple Project Management ◽  
The Impact ◽  
The Relationship

Abstract This non-experimental correlational study extends previous research investigating the relationship between project management methodology and reported project success, as well as the moderating variables of industry and project manager experience. The sample included North American project managers with five years’ experience, 25 years of age or older, and experience with multiple project management methodologies. The survey instrument consisted of 58 questions, utilizing a 5-point Likert scale to record responses. The survey contained three sections, including demographic information, questions related to a successful project, and questions related to a less-than successful (failed / challenged) project. 367 usable responses were received. The examination of the constructs included Pearson’s correlation coefficient as well as linear regression to determine the impact of moderating variables. Results indicated that project management methodology has a weak correlation with reported project success, and this correlation is not moderated by industry nor project manager experience. The results did not align with previously conducted studies, illustrating a need to continue the study of methods impacting success including investigating additional moderating variables.

scholarly journals DEVELOPMENT OF A SYSTEM MODEL FOR THE FORMATION OF MENTAL SPACE IN THE MANAGEMENT OF SECURITY PROJECTS OF TRANSPORT ENTERPRISES

2021 ◽  
Vol 1 (48) ◽  
pp. 358-367
Author(s):  
Khrutba V ◽  
◽  
Ziuziun V ◽  
Lysak R ◽  
◽  
...  
Keyword(s):  
Project Management ◽  
Set Theory ◽  
Safety Management ◽  
Process Analysis ◽  
Project Manager ◽  
System Model ◽  
Transport Safety ◽  
Mental Space ◽  
Object Of Study ◽  
Enterprise Security

In the study, based on the existing approaches to the assessment of mental space in the project management environment, a model of mental space for the implementation of transport safety projects was formed. The purpose of the work is to create a system model of the formation of mental space in the management of security projects of transport enterprises to increase the efficiency of their implementation. Research methods - project and program management methodologies; mechanisms of set theory, system and process analysis. The developed system model includes the mental space of the security project; the mental space of the project manager / project team, to be determined by the general policy of safety management of the enterprise and is formed by the mental space of the transport enterprise; the mental space of stakeholders is defined as the mental space that is formed by the general attitude to ensuring the safety of the transport industry; the mental space of mobile content / environment is determined by the zonal culture of transport safety that exists in a particular region. This comprehensive approach allows us to move towards taking into account all the important components in the management of transport safety and especially in transport companies. The results of the article in the implementation of the procedure of forming a mental space in the management of security projects of transport enterprises to improve their efficiency can be implemented. Predictive assumptions for the development of the object of study - the development of a method of forming a mental space in the management of security projects of transport enterprises. KEY WORDS: PROJECT, PROJECT MANAGEMENT, MENTAL SPACE, TRANSPORT ENTERPRISE, SECURITY, SYSTEM MODEL

scholarly journals PROJECT RISK MANAGEMENT BASED ON A SET OF BEST PRACTICES

2021 ◽  
Vol 26 (3) ◽  
pp. 79-86
Author(s):  
Agnieszka JĘDRUSIK
Keyword(s):  
Risk Management ◽  
Life Cycle ◽  
Project Management ◽  
Best Practices ◽  
Project Manager ◽  
Project Risk Management ◽  
Project Risk ◽  
Golden Triangle ◽  
Project Life Cycle ◽  
Project Life

The purpose of this article is to present the process of risk management in project management. The analysis was based on a comparison of two best practices of IPMA and PRINCE. Risk management differs significantly between the two approaches, but it is up to the organization to choose its own management, monitoring and methodology tailored to the specific industry or sector. Risk management is an important aspect of the entire project life cycle and must be monitored throughout the project life cycle to protect not only the budget but all areas of the so-called "golden triangle". A very important aspect is the organization's awareness that risk management is everyone's responsibility, not just the project manager. This paper presents two different approaches to project risk management in two different methodologies.

scholarly journals Leadership Qualities in Project Management

2021 ◽  
Vol 6 (521) ◽  
pp. 240-245
Author(s):  
H. Y. Luchko ◽  
◽  
I. V. Kohut ◽  
Keyword(s):  
Project Management ◽  
Professional Competence ◽  
External Environment ◽  
Project Managers ◽  
Project Manager ◽  
Effective Management ◽  
Leadership Qualities ◽  
Dynamic Changes ◽  
Management Standard ◽  
The Individual

This article is aimed at researching the phenomenon of leadership, analyzing the qualities of project leaders and defining the key qualities that project managers should have to effectively manage teams and achieve maximum results. The article defines that in order to ensure effective management of the project team with dynamic changes in the external environment, the project manager must be not only a director, but also a leader at the same time. It is precisely the leadership qualities of the project manager, which provide the ability to coordinate the team’s work in such a manner that certain results be achieved, i.e., the expectations of the main stakeholders be fulfilled or exceeded. The article examines the most characteristic traits inherent in leaders, which are highlighted by various researchers of the «traits theory». It is determined that of importance for a project manager is not only certain traits of the leader, but also professional competence. The criteria for assessing the level of competence of project managers in accordance with the ICB4 standard, as well as the necessary skills in relation to the individual competence of «Leadership», are specified. The main qualities and skills of the leader-manager according to the latest version of the PMBOOK project management standard are also considered. The research carried out by the authors resulted in distinguishing the most important qualities of the leader, which, combined with the necessary professional knowledge and skills, will allow project managers to become successful and effective in team cohesion to achieve the best results in project activities. The traits allocated as result of the research, such as responsibility, perseverance, ability to cooperate, kindness and others, will allow project managers to be successful leaders of their teams and to effectively manage projects and programs.

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