Program Management Plan Oz Assignments

Program Management Plan Oz Assignments

Program Management Plan Oz Assignments

Program overview

Airborne oil and gas program announced June 26 as it has being commencing an qualification program of the thermoplastic composite pipe (TCP) rise for the deepwater as well as dynamic applications for its major operator within South America. Airborne oil and gas adopted its design approach when it comes to choose of its materials to build the pipe. It is one of the largest trading companies that support the development of technology along with popularization worldwide. This particular program was collaboration with Subsea 7, London, UK those are providing global rise consumer behaviour as well as installation analysis (airborneoilandgas 2017). This program is aimed to provide with disruptive riser in pipe technology for the international deepwater applications. This program delivered with a low cost solution for entire installation process in terms of subsea configurations as well as choice of the installation vessels.

Program outcome and deliverable

The outcome of this Airborne oil and gas program is that TCP will become compelling solutions for the future deepwater fields. This pipe technology has disrupting probable as simple pipe and uncomplicated solutions which cam remove requirement of buoyancy needs. Working with the oil and gas, there is collaboration with Subsea 7 that brings design as well as installation technology for providing complete solutions to the clients (airborneoilandgas 2017).

The key deliverables of this program are project management plan, training plan, configuration management plan and testing, project charter, communication and stakeholder plan, as well as risk register.

Program scope

The scope of this Airborne oil and gas program includes the delivery of 550 meters TCP flow line, offshore installation, engineering along with field support. There is also a 6 inch TCP flow line which is to be installed within 30 meters of water depth connecting two of the platforms located offshore Malaysia. It is comprised with client particular qualification programme towards requirements of “American Petroleum Institute (API). The in-scope of this program is testing of materials, prototype testing, offshore installation testing (airborneoilandgas 2017). The out scope of this program is development and testing of the integrated optical fiber conditions monitoring along with up scaling of the technology.

Program components, dependencies, constraints and success criteria

Program components

The program components are as follows:

Component Name

Person Responsible for Component

Description of Component

Primary Deliverable of Component

Status (proposed, approved to start, in progress, complete)

Start Date

End Date

Breakdown of the product

Program Manager

The products are broken own which consisted of metal end fittings and TCP.

Program Management Plan

In progress

March 28

April 15

Determination of program requirements

Program Manager

The main function of TCP cover is determined to protect composite of laminated against the UV light.

Program Management Plan

Approved

April 18

April 29

Determination of failure modes

Program Manager

The failure modes are on the pipe level.

Program Management Plan

In progress

May 2

May 25

Determination of failure mechanisms

Program Manager

The failure mechanisms are determined as per section 5 of RP-F119.

Program Management Plan

In progress

June 3

June 15

Program dependencies

WBS

Task Name

WBS Predecessors

1

Program planning and processes

 

1.1

Introducing and planning for program success

 

1.2

Peer review and post implementation review

1.1

1.3

Execution of plan and improving practices

1.2

1.4

Pre-feasibility and feasibility checklists

1.3

2

Program implementation and control

 

2.1

Cost, schedule and control

1.4

2.2

Facilitating the risks and safety

2.1

2.3

Managing the oil field development

2.2

2.4

Risk management

2.3

2.4.1

Marginal field and subsurface risks

 

2.4.2

Subsea development

2.4.1

3

Project execution phase

 

3.1

Detailed oil and gas engineering details

2.4.2

3.2

Pipeline installation

3.1

3.3

Facilities construction

3.2

3.4

Drilling operations

3.3

3.5

Production operations

3.4

3.6

Decommissioning

3.5

4

Project closure plan

 

4.1

Final program review

3.6

4.2

Final program report

4.1

4.3

Sign off the program management plan

4.2

Program constraints

In this program, there are three main constraints such as resources, schedule and scope. It is required for the project manager to determine the resource, schedule and scope constraints which affect successful completion of this program work on scheduled time (Kerzner and Kerzner 2017). The below table provides with tripe constraint flexibility matrix, which provides guidance to the project manager about the constraints in areas when determination of the trade offs in planning in addition to change control.

Flexibility

Least

Somewhat

Most

Resources

   

Schedule

   

Scope

   

Table 1: Triple Constraint Flexibility Matrix

In this program, resource constraint is occurred when there is lack of project resources and proper people are not hired as per their expertise and program requirements. Therefore, it is required to hire of proper project resources, so that all the program tasks are distributed among the project team members. Schedule constraint is occurred when the program is not able to complete on time as per planned time, it is caused when there are sudden addition of the participants into the program (Turner 2014). The scope constraints are occurred when the project is not on track and not meetings with the project requirements. It is occurred when the program is not able to meet deliverables and activities that define the program boundaries.

Program success criteria

The success criteria of this program are that the program manager delivers the program on provided timeframe as well as estimated cost. The manager requires working directly with the employees those are expertise into advanced technology implementation and ensuring that the deliverables are meet with client’s opportunities (Larson and Gray 2015). The other success factors are attending the program meetings on time, update the progress regarding the installation and testing of the qualification programme.

Baseline benefits and current benefits

The baseline benefits the program by evaluating the progress of that program and performing of the forecasting. Into this work, there are three major baselines such as scope, schedule as well as cost baseline. Based on scope baseline, the program is provided with a detailed scope statement that there is delivery of 550 meters TCP flow line, offshore installation, engineering along with field support. The schedule baseline is final approval of the project and it is being approved by the project stakeholders used as actual data to complete the program on time. The cost baseline provides with aggregate of the cost of all the project activities plus the contingency reserve. The qualification program is performed at Airborne Oil & Gas manufacturing facility, Netherlands and it was completed by the year 2017. The current benefits of this program are that Airborne oil and gas help to reduce cost of subsea developments into the deep waters.

Schedule and budget management

WBS

Task Name

Duration

Start

Finish

Resource Names

Cost

0

Airborne Oil and Gas Program

100 days

Tue 2/7/17

Mon 6/26/17

 

$24,304.00

1

Program planning and processes

11 days

Tue 2/7/17

Tue 2/21/17

 

$3,368.00

1.1

Introducing and planning for program success

3 days

Tue 2/7/17

Thu 2/9/17

Program Manager, Program Lead

$840.00

1.2

Peer review and post implementation review

2 days

Fri 2/10/17

Mon 2/13/17

Program Lead, Program Manager, Program Sponsor

$832.00

1.3

Execution of plan and improving practices

4 days

Tue 2/14/17

Fri 2/17/17

Program Manager, Program Sponsor

$1,184.00

1.4

Pre-feasibility and feasibility checklists

2 days

Mon 2/20/17

Tue 2/21/17

Program Manager, Quality Manager

$512.00

2

Program implementation and control

18 days

Wed 2/22/17

Fri 3/17/17

 

$3,072.00

2.1

Cost, schedule and control

2 days

Wed 2/22/17

Thu 2/23/17

Program Sponsor, Program Lead, Program Manager

$832.00

2.2

Facilitating the risks and safety

4 days

Fri 2/24/17

Wed 3/1/17

Risk Manager

$320.00

2.3

Managing the oil field development

7 days

Thu 3/2/17

Fri 3/10/17

Quality Manager, Risk Manager

$1,232.00

2.4

Risk management

5 days

Mon 3/13/17

Fri 3/17/17

 

$688.00

2.4.1

Marginal field and subsurface risks

2 days

Mon 3/13/17

Tue 3/14/17

Risk Manager

$160.00

2.4.2

Subsea development

3 days

Wed 3/15/17

Fri 3/17/17

Quality Manager, Risk Manager

$528.00

3

Project execution phase

53 days

Mon 3/20/17

Wed 5/31/17

 

$13,888.00

3.1

Detailed oil and gas engineering details

10 days

Mon 3/20/17

Fri 3/31/17

Program Lead, Program Manager, Quality Manager

$3,760.00

3.2

Pipeline installation

12 days

Mon 4/3/17

Tue 4/18/17

Infrastructure lead team, Quality Manager, Constructor

$3,072.00

3.3

Facilities construction

9 days

Wed 4/19/17

Mon 5/1/17

Quality Manager, Constructor

$1,584.00

3.4

Drilling operations

7 days

Tue 5/2/17

Wed 5/10/17

Constructor, Infrastructure lead team

$1,120.00

3.5

Production operations

8 days

Thu 5/11/17

Mon 5/22/17

Constructor, Infrastructure lead team, Program Manager

$2,560.00

3.6

Decommissioning

7 days

Tue 5/23/17

Wed 5/31/17

Constructor, Infrastructure lead team, Quality Manager

$1,792.00

4

Project closure plan

18 days

Thu 6/1/17

Mon 6/26/17

 

$3,976.00

4.1

Final program review

7 days

Thu 6/1/17

Fri 6/9/17

Program Lead, Program Manager

$1,960.00

4.2

Final program report

10 days

Mon 6/12/17

Fri 6/23/17

Program Manager

$1,600.00

4.3

Sign off the program management plan

1 day

Mon 6/26/17

Mon 6/26/17

Program Lead, Program Manager, Program Sponsor

$416.00

Change management plan

Fleming and Koppelman (2016) proposed that change management plan defines the program activities as well as roles for management and control of changes throughout the execution and control stage of the program management plan. It provides details regarding change into project scope, budget, schedule and quality. Following table is the change request form which helps the program manager to determine the changes into entire program:

Project Information

Project Title:Airborne oil and gas program 

Project Number: PM2003

Program Manager:Please insert your name

Section 1: Change Request

Requestor Name: John Smith

Date of Request: 3rd June, 2017

Change Request Number:

Supplied by (PM)

Item to be Changed:

Change into the financial plan

Change into the operation of program

Change in documentation of lessons learned concerning about schedule and budget

Change into the implementation program and stakeholder review

Change into the identified risks into the program

Priority:

All the possible and mentioned changes are done at highest priority so that there is possibility of fewer risks into the program plan.

Description of Change:

Change into the financial plan causes change into the total budget as the estimated cost for the program is too less and there are chances of over budget.

Change into required materials as well as equipments so that it will be supplied on time, prevents from project delay and cost increased.

Change into the risks overcomes with causing delay into program work.

Installation of the low cost solution offers flexibility to the operators and flexibility in terms of subsea configurations

Deployment of the pipe technology to enable documentations

Estimated Cost & Time:

The estimated cost is $24,304.

Start time of the program is 7th February, 2017 and end time is 26thJune, 2017.

Section 2: Change Evaluation

Evaluated by: Program Manager

Work Required:

A proper change request form is required.

 

What is Affect:The objectives of project are meeting when there are rapid changes into the business operations of Airborne oil and gas.

Impact to Cost, Schedule, Scope, Quality:

There is increase into time and reduction into the program scope. The program cost is increased when more resources are added to the plan to meet scheduled timeframe.

Change into the time causes delay into entire program.

There is change into the quality of the raw materials, causes providing of higher customer satisfaction. The poor quality reduces the project success criteria; therefore a quality metrics is used.

Section 3: Change Resolution

 

Accepted

Approved by :

Program Manager

Signature:

Date:

Section 4: Change Tracking

 

Completion Date:

26th June, 2017

Completed by:

Program Manager

Signature:

Date:

26/06/2017

      

Table 2: Change management plan for Airborne oil and gas program

Stakeholder management plan

Harrison and Lock (2017) discussed that the stakeholder management plan processes to develop strategies to engage the stakeholders through the program lifecycle. The program stakeholders are analyzed based on requirements, interests in addition to potential impact on the success of the Airborne oil and gas program.The stakeholdersshare the information technology as well as findings into the form of a management plan with the project team members.

Role of stakeholder

Requirements

Expectations

Category

Interest

Influence

Program Sponsor

Sign off the project budget related decisions

Moderate involvement into the program

External

Moderate

High

Program Manager

The project is to be delivered on time and into estimated budget.

Higher involvement into the program

Internal

High

High

Program Lead

Ordering, installation and testing of the equipments

Moderate involvement into the program

Internal

Moderate

Medium

Quality Manager

No quality issues and used of quality metrics to review the technical equipments.

Moderate involvement into the program

Internal

High

Medium

Infrastructure lead team

The changes are not affected the uptime of system.

Moderate involvement into the program

External

Moderate

Medium

Table 3: Stakeholder management plan for Airborne oil and gas program

Communication management plan

Nicholas and Steyn (2017) stated that the communication management plan for Airborne oil and gas program is processed to define types of the information to be delivered, receive of the information, format to communicate and time of release as well as information distribution among the project team members. Heagney (2016) argued that 90% of the program manager’s job is spent on the communication as it is required to ensure that each one gets right message at right time.

Deliverables

Recipient

Delivery method

Schedule

Responsible

The information related to the program

The project team members

Team meetings and conference calls, face-to-face communication

Daily basis

Program Manager

Status of the program plan

The project team and steering committee

Email and presentation

Weekly basis

Program Manager

Update of the program timeline

The project team members

The program meetings and SharePoint’s

Weekly basis

Program Manager

Program update action item status

Program Manager

Team meetings and email

Weekly basis

Program Team

Risks into the program

Risk Manager

Risk documents and meeting minutes

Monthly basis

Program Manager

Details regarding the program schedule and budget

Program Manager

Email and presentation

Weekly basis

Program Manager

Schedule milestones

Program Manager

Email and presentation

Weekly basis

Program Manager

Table 4: Communication management plan for Airborne oil and gas program

Procurement management plan

Goetsch and Davis (2014) discussed that the procurement management plan is required to communicate people concerned how required inventory as well as vendors are required for specific project that are required to be managed. The procurement services for this particular program helps to streamline the process along with equip the procurement divisions with expensive budget along with vendor management. Doorley and Garcia (2015) argued that the plan describes the processes, technologies along with people those are combined for getting best program outcomes.

Procurement management activities

Date administered

Participant roles

Contract type

Category

Initiation of program request

March 28

Program Manager

Form fixed price contracts

Services

Development of program requirements

April 18

Project Sponsor and Program Manager

Form fixed price contracts

Services

Request approval

May 2

Program Manager

Form fixed price contracts

Services

Bid and proposal review

June 3

Project Sponsor and Program Manager

Form fixed price contracts

Hardware

Contract management

June 14

Program Manager

Form fixed price contracts

Hardware

Closure of the program requirements

June 26

Project Sponsor and Program Manager

Form fixed price contracts

Hardware

Table 5: Procurement management plan for Airborne oil and gas program

Risk management plan

The risk management plan is such a document which is used to determine the project risks, its impact and define the responses to the programs issues (Hubicki 2014). Probability and consequences of the risks are analyzed to determine the risk level so that the project team members to examine the impact of those risks into the program plan. The risks are analyzed by use of risk matrix which is shown as:

Types of risk

Responsible Person

Probability

Consequence

Impact

Risk level

Proposed Mitigation Action

Lack of executive support: There is lack of support from the top level management to motivate the team members to participate into the qualification program (Hartmann and Spit 2016).

Program Manager

Moderate

Medium

Major

Medium risk

Regular basis communication is required among the stakeholders so that the executive support is required into the program plan.

Budget risk: There are additional resources are added into the program so that the estimated budget becomes over budgeted.

Program Sponsor

Moderate

Medium

Extreme

High risk

There is required of proper budget management plan so that there are no chances of over budget of the plan.

Schedule risk: The schedule of the project is delayed when any of the project resources have taken leave suddenly from the program (Roos et al. 2017).

Program Manager

Likely

Low

Minor

Medium risk

Proper back up will be done on the program resources so that when any people have taken leave, then other resources should do their work.

Communication issue: All the project stakeholders are not communicated with each other properly, therefore there are high communicational gap among the project team members.

 

Unlikely

Medium

Minor

Low risk

A proper communication plan is required among the project team to share of information among each other’s (Sadgrove 2016).

Technology issue: There is lack of design blueprint of entire work, and there is improper maintenance of the pipe technology (Fearn-Banks 2016).

IT Manager

Likely

Medium

Major

High risk

All the designs and maintenance work are to be carried out on time from point of view of cost and architecture as well as program quality.

Table 6: Risk management plan for Airborne oil and gas program

Impact

  

Trivial

Minor

Moderate

Major

Extreme

Probability

Rare

     

Unlikely

 

Communication issue

   

Moderate

   

Lack of executive support

Budget risk

Likely

 

Schedule risk

 

Technology issue

 

Very likely

     

Table 7: Risk register for Airborne oil and gas program

From the above table, it is analyzed that the high risks which would affect the entire program are budget risk and technology issue, therefore it is required to mitigate those issues so that it cannot hamper the entire Airborne Oil and Gas program management plan. A proper budget plan and technical plan are required so that the installation works are carried out properly and on time.

References

1. airborneoilandgas 2017. tcp-flowline-qualification-for-shell. [online] Available at: https://airborneoilandgas.com/news/tcp-flowline-qualification-for-shell [Accessed 5 Oct. 2018].
2. Doorley, J. and Garcia, H.F., 2015. Reputation management: The key to successful public relations and corporate communication. Routledge.
3. Fearn-Banks, K., 2016. Crisis communications: A casebook approach. Routledge.
4. Fleming, Q.W. and Koppelman, J.M., 2016, December. Earned value project management. Project Management Institute.
5. Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson.
6. Harrison, F. and Lock, D., 2017. Advanced project management: a structured approach. Routledge.
7. Hartmann, T. and Spit, T., 2016. Legitimizing differentiated flood protection levels–Consequences of the European flood risk management plan. Environmental Science & Policy, 55, pp.361-367.
8. Heagney, J., 2016. Fundamentals of project management. Amacom.
9. Hubicki, M., 2014. Risk Management Plan.
10. Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
11. Larson, E.W. and Gray, C.F., 2015. A Guide to the Project Management Body of Knowledge: PMBOK (®) Guide. Project Management Institute.
12. Nicholas, J.M. and Steyn, H., 2017. Project management for engineering, business and technology. Routledge.
13. Roos, M.M., Hartmann, T.T., Spit, T.T. and Johann, G.G., 2017. Constructing risks–Internalisation of flood risks in the flood risk management plan. Environmental Science & Policy, 74, pp.23-29.
14. Sadgrove, K., 2016. The complete guide to business risk management. Routledge.
15. Turner, J.R., 2014. Handbook of project-based management(Vol. 92). New York, NY: McGraw-hill.

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