Best practices in Project Management lead to improved schedules, reduced costs and increased functionality through organizational development, the application of project systems and the management of risk and uncertainty.
Project Management Delivers Positive Outcomes
Project Management is a critical combination of skill and systems designed to plan and execute projects with predictable and positive outcomes.
Our Project Management program provides direct support to:
- create a work breakdown structure (WBS) based on systems that are aligned to the project deliverable,
- integrate early planning with design to construct, operate and maintain practices,
- create project systems that support delivery of cost, schedule and functionality specifically including risk management,
- create Project Management Plans that define how projects will be executed,
- develop a Project Delivery Process for preictable and repeatable performance.
Project Management Has Changed
Project Management evolved from the 1940’s to the 1970’s as a discipline for managing engineering projects with respect to time, budget and specification. Today’s world of project management is much more demanding because it involves far more numerous types of projects, is applied earlier in the life cycle of these projects and now also has applications in delivering organizational change programs and strategic initiatives.
Unfortunately, the newer methods for project management are often not used or are poorly understood. The key people running projects have often not been sufficiently trained in the use of these methods before being handed the gauntlet to complete a challenging project. Those organizations that are competent in project management methods differentiate themselves through their performance and ability to profitably grow. Simply implementing best project practices in a consistent manner will lead to significant improvement in many projects of all types.
Lean Manufacturing Brings Added Value to Project Management
DE WARDT AND COMPANY has developed a proprietary process that incorporates Lean Manufacturing techniques into Project Management with significant benefits in terms of cost, schedule and functionality. The primary program is called Lean Drilling™
Project Management Testimonials
The strength of this approach is that it is the project team who build the organization and thus who have a direct stake in its success it is not a process that can be copied.
Due to this planning, all the well objectives were met below AFE and under planned time. This planning process contributed to the drilling success of the Gjallar deepwater well.
Project Management Case Studies
Breakthrough reverses a deteriorating trend.
A semi submersible drilling campaign for multiple operators showed a significant deterioration in performance during the initial three wells. This caused the operator planning the fifth well to seriously reconsider the planning and execution methodology traditionally applied. They selected Lean Drilling as the tool to deliver a step change improvement in performance and reverse the deteriorating trend. The base well plan was 46 days in duration. The project team improved this to a trouble free time of 29 days as they built their detailed plan and focused on high performance. The actual result of 27 days confirmed the success of Lean Drilling in delivering the desired step change (left plot). Beyond this excellent performance, the value delivered by this exploration well in terms of the quality and breadth of data acquired exceeded all past experience.
World Class Wildcat Deepwater Well in N Sea
In July 1999, Saga Petroleum (now Norske Hydro) completed their 4103m remote "Gjallar," wildcat well in 1352m water depth. The well was planned using DE WARDT AND CO's Lean Drilling program and achieved a performance result significantly ahead of other deepwater operators (see plot on left). The results for this project are best described by this quotation from an IADC/SPE paper (#51980) published by Flemming Stene of Hydro (formerly Saga) and Peter Aird of Kingdom Drilling. "To optimize the planning process and make further improvements, Saga engaged John de Wardt to apply his Lean Drilling program. This is a planning method based on giving 'ownership' of the project to all involved parties; in the operator, drilling contractor and service companies, both offshore and onshore. Each party is required to take full responsibility for their input, both in the planning and execution phase, in contrast to the usual approach in which 'ownership' is concentrated mainly on those in charge in the operating company. De Wardt's method also puts great emphasis on risk management and contingency planning. The planning process continued until spud in early June 1999, a duration of 3 months." Significant reduction in non-productive time was achieved in the most challenging section - see diagram on right.