April 15, 2008


Description

Planning and executing large, high risk, capital projects in frontier areas means that E&P organizations have had to retool their project delivery systems.  While many energy firms have started the development of more robust project management processes to support these high capital expenditure (CAPEX) projects, implementation of this new way of doing business is meeting limited success.
 
“One in eight of all offshore developments in the last decade is a disaster” – “Taking on the cult of Mediocrity”, Upstream, 23 May, 2003.
 
Business leaders feel that they must effect change because of lack of predictability in delivering major E&P projects as evidenced by the above quotation.  This lack of predictability includes CAPEX overruns, late project completions, overly optimistic recoverable reserve estimates, etc.  Often company staff see the “new” way of doing business as just one of a plethora of initiatives.  How do you convince employees they need to change as well as remove the barriers within the firm that prevent the initiative from being successful?  Often the major obstacle to implementing a new project delivery system or project management process is the sheer inertia within the organization.

In this presentation we will show a contemporary organizational change and behavioral model to a time proven nine step methodology to facilitate success.



Featured Speakers

Speaker Pete Luan
Executive Consultant, Westney Consulting Group Mr. Luan worked for BP (Amoco) for 25 years during which he managed and developed a variety of infrastructure projects that ranged in cost up to $1B. During his tenure with BP (Amoco) he managed project management teams for projects in Egypt, Venezuela, and Azerbaijan. …

Executive Consultant,
Westney Consulting Group
Mr. Luan worked for BP (Amoco) for 25 years during which he managed and developed a variety of infrastructure projects that ranged in cost up to $1B. During his tenure with BP (Amoco) he managed project management teams for projects in Egypt, Venezuela, and Azerbaijan. He also has experience with managing large information technology projects. He joined Amoco after serving as an officer in the US Army

As an Executive Consultant with the Westney Consulting Group, his primary focus is on the development and implementation of Program Delivery Systems, and Program Strategies, as well as Executive Learning. While at Westney he has developed and implemented capital project delivery systems for several major companies. In addition, he has delivered PMP project management training and facilitated workshops.


Pete holds a MS and BS in Mechanical Engineering from Rice University. He also attended the Harvard Business School Executive Education Program.


Full Description



Organizer

Bruce LeGros


Date and Time

Tue, April 15, 2008

11:30 a.m. - 1 p.m.
(GMT-0500) US/Central

Event has ended

Location

Houston Racquet Club

10709 Memorial Drive
Houston, TX 77024