INTEGRATED PROJECT MANAGEMENT
Operations such as drilling, production, reservoir and field development, which are planned for the use of oil, natural gas, geothermal and underground water resources for human use, are being carried out in more technically challenging environments with remote and border regions covered and increasingly complex in terms of exploration, geology and logistics of hydrocarbons. . Providing cooperation between service providers and operators is important for an operation to be successful.
Our goal with integrated project management is to coordinate the drilling, production, reservoir and field development operation and operation phases.
In this way, we would like to set up the involvement of all relevant stakeholders and resources and provide a benefit to your management, according to the defined processes established from your organization's standard set of processes.
Integrated Project Management (IPM) provides expertise and processes to improve performance and improve efficiency by combining all the services and technologies required by a project, including operational support, logistics and third-party management.
Integrated Project Management (IPM) helps preserve primary goals; it is helpful to present the required work area on time and on budget.
Welding capacity planning is one of the key processes to be successful in the project. When we configure the resource capacity with proper planning, it makes it easier to deliver the services on the specified date, as well as provide instantaneous analysis and more realistic data. At the same time expectations will be better managed, job efficiency improved and cost reduced.
Briefly, integrated project management is the key to a successful operation. When combined with our global team of experienced project managers with local knowledge and infrastructure, our company increases your project's productivity while increasing your operational support and performance.
Our integrated project management has the following keys:
1. Project charter
The project charter is usually the first step in integrative management. This is a statement of the scope, objectives and participants in your project.
The project charter is "ground zero" for the project. It provides all stakeholders an initial delineation of the roles and responsibilities of different resources. It also outlines the objectives of the project and identifies the key stakeholders.
Finally, the project charter defines the authority and responsibilities of our project manager.
2. Project scope
Developing the project scope is usually the second step after outlining the project charter. This is where you specify the goals and objectives of the project.
To recap, goals are long-term aims of the project (such as "increasing social shares"). Objectives are narrower and define exact milestones (such as "implement social sharing buttons").
Think of the project scope as the document outlining the broad ambitions and specific targets to achieve with the project.
3. Project Management planning
The project management plan documents all other plans and processes associated with the project. Think of it as the "plan that defines all plans". In this plan, you'll document all activities you need to define, prepare, integrate and coordinate subsidiary plans together.
For example, you might have separate plans for engineering and design teams. The communication protocols, knowledge-sharing processes, risk management processes, etc. for each of the two teams will be defined and integrated into the project management plan.
4. Project execution
The project management plan is just that - a plan. You also need to direct and manage the execution of the project.
'Project Execution' defines the processes for executing individual components in the project plan. This is activity-centric and aligns with the project's key objectives and milestones. Measurement of activity velocity and performance becomes vital in project execution.
5. Project monitoring
In the execution stage, you measure the performance of the project. However, this performance doesn't exist in isolation; you need to measure it against an established baseline. The baseline is defined in the initial project plan.
This is the prime aim of Project Monitoring. In this phase, you compare the project performance against your baseline on an ongoing basis. If there is a severe negative deviation from the baseline (the acceptable deviation is, again, defined in the project plan), you can modify the project accordingly.
6. Change control
Circumstances and requirements change as the project progresses. Some resources become unavailable, some teams hold up delivery, and some stakeholders request additional changes. How you deal with these changes is defined by the Change Control document.
This document is critical for getting stakeholders to buy into project integration. In complex projects with multiple stakeholders, resistance and conflicting interests are inevitable. When you’re making tradeoffs, a central document that establishes norms for managing stakeholder requests becomes extremely useful.
Beyond dealing with changes, this document also defines the criteria for evaluating change requests and measuring their impact on the project performance. If a change request is deemed disadvantageous for the organization or the project, it can be rejected, delayed or deferred.
7. Project Evaluation and Performance analysis
Once the project is completed, the project details, the results and the difficulties encountered during the process are the stages of presentation of the lessons learned.
It is the stage of comparing and reporting the Project Performance criteria which are initially determined at the project planning stage and the performance results obtained at the end of the project.
