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.