Integrated Project Management Approach for Production Well Tie-In in Upstream Projects-Case Study

2021 ◽  
Author(s):  
Sreekumar Nair ◽  
Salah Thebet ◽  
Ibrahim Al Obeidli ◽  
Mohamad Bara Adi ◽  
Maher Al Reyami ◽  
...  
Keyword(s):  
Project Management ◽  
Joint Venture ◽  
Flow Line ◽  
Management Team ◽  
Management Approach ◽  
Production Well ◽  
Company Limited ◽  
Current Production ◽  
Integrated Project

Abstract Al Dhafra Petroleum Operations Company Limited, (Joint Venture between ADNOC and KADOC, established in late 2013 and assigned with Onshore and Offshore concession areas in Abu Dhabi) had the challenging task to achieve the sustainability of crude production to 40,000 BOPD by end of 2020 from their Haliba field. Current production profile with available wells could not meet that target, for which additional 4 production well Tie-in and construction of 8 km 6″ flow line became necessary within next 3 months. Regular Tie-in program may complete the first Tie-in only by Q2, 2021 and no possibility of enhancing this Tie-in works by 2020. Al Dhafra Management has appointed the Project Management Team (PMT) to take up the challenge by attempting many methods and the timeline was very limited (approximately 90days) to obtain First Oil from those wells.

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.   

Achieving success in the Digital Equalizer Program through project management

2018 ◽  
Vol 8 (2) ◽  
pp. 1-32 ◽  
Author(s):  
Subrat Sarkar ◽  
Sanjay Mohapatra ◽  
Sarmistha Pattanayak
Keyword(s):  
Project Management ◽  
Learning Outcomes ◽  
Primary Schools ◽  
Positive Impact ◽  
Management Approach ◽  
Total System ◽  
Digital Learning ◽  
Content Type ◽  
Set Up

Subject area The case deals with project management principles that are required for implementing a social project in India. Study level/applicability The study has been carried out at primary schools in an underdeveloped state, namely, Odisha, in India. Case overview The case illustrates a project management approach for improving primary education in a government set up. The bureaucracy set up in education in a state like Odisha, India, needs to undergo radical changes. To be effective, an education system requires an optimal integration of the three main components, namely, people, infrastructure (this includes technology) and pedagogical processes. Using a public–private partnership model, American India Foundation (AIF) through its Digital Equalizer (DE) Program has been able to make a positive impact in an underdeveloped tribal dominated district like Keonjhar. The case study also illustrates the detailed execution plan predicated on total system planning, required to achieve this amount of success. The case study also explains how to measure success through different metrics where intervention has to be at multiple levels. The learning from the case study can also be adopted for designing an implementation strategy in other states. Expected learning outcomes Expected learning outcomes are as follows: how to approach implementation of technology-based intervention with involvement of all stakeholders; learn project management techniques related to digital learning model implementation; understand the DE methodology; and understand the challenges faced while implementing the DE Program. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 7: Management Science.

Integrating service practice into project management: a matter of “do or die”?

2013 ◽  
Vol 7 (1) ◽  
pp. 5-22 ◽  
Author(s):  
Thommie Allan Burström ◽  
Mattias Jacobsson ◽  
Timothy L. Wilson
Keyword(s):  
Project Management ◽  
Product Development ◽  
Best Management Practices ◽  
Service Management ◽  
Management Practices ◽  
Development Project ◽  
Management Approach ◽  
Content Type ◽  
Product Development Project

Purpose – The purpose of this paper is to describe and analyze service management practices within a project management context. Design/methodology/approach – This research supporting conceptual developments was both exploratory and qualitative in nature and utilized an in-depth case study of a major product development project. Findings – The conceptual framework developed is applied to empirical observations of product development project. Because there is an adequate fit with observations, elements of a service management approach appear to be viable in the description, managing, and control of projects. Research limitations/implications – Because the research was built on a case study, one has the limitations common with that approach. Conversely, case studies are acknowledged as useful in the identification of important variables in situations in which there is little control over events in a real-world context. Practical implications – Customer satisfaction is a requirement of project organizations, which is an inherent requisite of any service organization. Consequently, one turns to those elements in the practice of service management that lead to best management practices. Originality/value – This paper contributes with a practice-based understanding of how project management is based on integrated service practice.

Agile project management with Scrum

2017 ◽  
Vol 10 (1) ◽  
pp. 121-142 ◽  
Author(s):  
Adrialdo Azanha ◽  
Ana Rita Tiradentes Terra Argoud ◽  
João Batista de Camargo Junior ◽  
Pedro Domingos Antoniolli
Keyword(s):  
Project Management ◽  
Development Time ◽  
Traditional Approach ◽  
Added Value ◽  
Management Approach ◽  
Software Project ◽  
Content Type ◽  
Agile Project Management ◽  
Practical Implications

Purpose The purpose of this paper is to analyze the benefits of the agile project management (APM) framework compared to the traditional waterfall model, and understand how it can help companies add value and gain competitive advantage. Design/methodology/approach The methodology used was the exploratory qualitative research through a case study of a software project, developed with the support and application of the Scrum framework, in a pharmaceutical industry information technology project. Findings There were benefits found in the utilization of the agile framework, such as increased motivation and staff satisfaction, better control of requirements and especially higher quality of the delivered system, generating added value to the organization. Additionally, the project allowed the use of features from the first month of the application deployed, enabling a 75 percent reduction in development time, compared to traditional methods. The software development time was four months, 30 percent of what would be the total if the traditional methodology was adopted. Based on the results, the agile framework, especially the Scrum, proved to be a viable option as a project management approach. Research limitations/implications Since this research is an exploratory case study, its results cannot be generalized. Practical implications The paper provides relevant practical information and experiences to managers interested in implementing APM, as well as those interested in improving the management of projects. Originality/value This paper provides a case study with practical implications of using APM, and APM’s benefits and advantages are compared with the traditional waterfall approach. Companies can use this case study to better understand about the advantages and strengths of APM over the traditional approach.

Project Realities

2013 ◽  
pp. 114-133
Author(s):  
Patricia McGee ◽  
Michael Anderson
Keyword(s):  
Project Management ◽  
Technology Use ◽  
Higher Learning ◽  
Course Delivery ◽  
Management Approach ◽  
Hybrid Courses ◽  
Institutions Of Higher Learning ◽  
Delivery Options ◽  
Institutional Challenges

Meeting the demands of students who expect convenience, affordability, and a quality education has required that institutions of higher learning find ways to offer programs in multiple delivery modes. Blended or hybrid course delivery requiring course meetings both on campus and online is a growing model that addresses institutional challenges of classroom availability, technology use in courses, improvement of four-year graduation rates when more courses are offered, and flexibility in attendance through multiple course delivery options. This case study describes an institutional strategic initiative, the Summer Hybrid Academy, which supported faculty members in the transition from campus-based classroom courses to technology-infused hybrid courses. Year One of the Academy was planned without using a project management approach, and Year Two was offered with a project management approach that improved results.

How to Successfully Manage an IT Department under Turbulent Conditions

2011 ◽  
pp. 488-503
Author(s):  
A. C. Leonard
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Competitive Advantage ◽  
South African ◽  
End Users ◽  
Management Team ◽  
It Professionals ◽  
It Department ◽  
History Of

The case study describes the history of the IT department of a South African bank and how it started to introduce information technology to gain competitive advantage. Apart from explaining how the IT department made progress through the years, the case study explains the problems and frustrations end users and IT professionals experienced with regard to wrong decisions made by management. Furthermore, the case study describes how a new management team was appointed to solve the serious situation in the IT department and as such in the bank as a whole. It also describes the strategies followed, and the policies and actions introduced to overcome the problems. Special management models for problem management and project management that were used by the management team to organize and direct the actions of IT specialists are introduced.

scholarly journals Addressing the need for a clean development mechanism (CDM) specific project management strategy

2011 ◽  
Vol 12 (2) ◽  
pp. 228-241
Author(s):  
Marco Lotz ◽  
Alan Brent ◽  
Herman Steyn
Keyword(s):  
Project Management ◽  
South African ◽  
Clean Development Mechanism ◽  
Management Strategy ◽  
Management Approach ◽  
Proposed Model ◽  
Management Approaches ◽  
Specific Project ◽  
Development Mechanism

Clean Development Mechanism (CDM) projects have additional technical, financial and regulatory requirements that are not fully addressed by classic project management approaches. Research has been done on individual novel concepts of the CDM, like additionality, but little has been achieved to address an overall CDM project management approach. CDM and project management literature was reviewed and the South African CDM Industry Association was used as a case study to gain insight into an appropriate CDM specific project management strategy. A stage-gate model was subsequently derived to align classic project management approaches with the additional requirements of CDM projects. Further research will, in time, determine the completeness and practicability of the proposed model. 

scholarly journals RELATIONSHIP BETWEEN CONTINUOUS IMPROVEMENT PRACTICES AND PROJECT MANAGEMENT APPROACH

2018 ◽  
Vol 6 ◽  
pp. 271-276
Author(s):  
Aneta Kucińska Landwójtowicz
Keyword(s):  
Project Management ◽  
Literature Review ◽  
Empirical Research ◽  
Continuous Improvement ◽  
Management Practice ◽  
Business Environment ◽  
Management Approach ◽  
Manufacturing Companies ◽  
Production Company

Continuous Improvement is a concept recognized in literature and management practice as essential in today's business environment. This article deals with the analysis of the importance and placement of project management in the implementation and application of Continuous Improvement (CI) practices in manufacturing companies. The first part of the article presents the conclusions resulting from the literature review of the improvement projects management. The problems appearing in this area of the organization's activity were analyzed. Then are presented the results of the empirical research carried out in the production company. A case study has allowed the characteristics of the realized projects to be determined and the identification of the factors that are conducive to and obstructive to the achievements of their objectives.

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