A Web-Based Integrated Project-Management System Supporting Teamworking and Decision Making on Field-Development Projects

Abstract

TX 75083-3836 U.S.A., fax 01-972-952-9435. AbstractFollowing the reengineering of ENI's Development Management System, which occurred in the early 2004, ENI has developed an IT integrated Project Management System to support Field Development Projects. ENI's Development Management System promotes a stage&gate approach to the development of a field, starting from the assessment of the value of the field, the identification of the viable development scenarios, the definition of the selected development strategy and the execution of the project (including the construction of the facilities and the hand-over to operations). At the end of each stage, a predefined set of data and documents have to be prepared by the project team to be submitted to a Decision Gate in order to support an informed decision by ENI's executives and authorize the start of the following phase.The IT system has been developed with a Web Portal technology and it assists: o the multidisciplinary team involved in the project (geologists, reservoir and drilling engineers, facility & construction specialists, HSE consultants) in the daily work. In fact, it provides web based tools to share and verify project documents; develop and control the schedule baseline of the project; automatically track cost expenditures against budget values; document and review risks and lessons learned; manage milestones, issues and project changes; o the executives involved in decision making. In fact, it provides a high level dashboard with an integrated visualization of the last updated schedule and cost figures for the project, as well as direct access to the main project documents relevant for the Decision Gate of the current project phase. The system integrates the document management capabilities of Domino; extends the planning and control functions of MS Project; automatically imports the budget/actual expenditures from SAP R3; authorizes and profiles users according to their role. It has been used to support 50 project phases across 34 projects.

Risk Analysis by Monte Carlo Simulation over Large Offshore Projects

“…The systems of interest are pretty complex and are equipped with various Top Side (TS) modules responsible for extraction, oil treatment and storage, water and gas injection, power generation, etc. As usual in Oil & Gas, the dimension of investments requires do use models to evaluate risks and optimize the decisions (Merrow, 2011;Piantanida, 2006;Guedes & Santos, 2016). In a typical vessel there could be tens of thousands of tons of TS modules, including long and complex piping systems, constructed with utilization of various materials and several types of steel (Duggal & Minnebo, 2020).…”

The Good, the Bad, and the Ugly of the Stage-Gate Project Management Process in the Oil and Gas Industry

“…(More detail on PMP can be found elsewhere. [1][2][3] The authors have played many roles on projects with a formal PMP for different companies all over the world. Combined, we have worked on over 70 projects as team members, team leaders, management consultants, and decision review board members for more than 15 firms on projects in over 20 countries.…”

Integrated Model-Based Approach to Drilling Project Management

“…Besides, several project management tools have been developed and applied in oil and gas field projects to assist decision making (Piantanida et al 2006;Jenrette et al 2006; Safra and Antelo 2010) but none of these fully considers the complexity of rig operations. Furthermore, extensive field-scale application of project management techniques were reported by Jenrette et al (2006), Nordquist (1982), Innes (1980), Lamey et al (2005), Zaver (1998) and Leite et al (1995).…”