International Project Management— The Next Generation
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Transcript International Project Management— The Next Generation
CMAA Owners Forum
William Simpson
Atlanta, GA
May 3, 2010
© Chevron 2009
Chevron’s History—
Multiple Generations and Integrations
1879
Pacific Coast Oil
Company was founded
in the San Joaquin Valley
of California.
© Chevron 2009
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Chevron by the Numbers
2.74 million BOE daily net production
2.1 million BPD refining capacity
18 refineries
3 popular consumer brands:
Chevron, Texaco and Caltex
25,000+ service stations
© Chevron 2009
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A Leading Portfolio of Projects
40 Projects
> $1B
Net Chevron share
Project > $1B net
Chevron share
93 Projects
© Chevron 2009
> $200MM
Net Chevron share
4
Project Resources Company
Globally Located Employees
Project Professionals
35% Project Managers
20% Business Managers
25% Engineering Managers
20% Construction Managers
Consultants
Procurement
Contracting
Project Controls
HES Technical
Support
65 Upstream Projects
15 Downstream Projects
© Chevron 2009
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Project Resources—
Global Project Management
© Chevron 2009
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Safety—TRIR and DAFWR
© Chevron 2009
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The Challenge Facing Chevron and
the Industry
Aging Workforce
Globalization of the
Workforce
Increasing
Complexity of
Projects
© Chevron 2009
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The Challenge—the Loss of Experience
© Chevron 2009
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The Challenge—Today’s Complex
Megaproject Environment
Upstream (Gorgon and Jansz)
EV hydrocarbon resource >20TCF.
Jansz
Field
Subsea
to Barrtiebacksow Island
North West
Shelf
Water Depth: Gorgon ~200m;
Jansz ~1350m.
AUSTRALIA
Sub-sea development.
PERTH
Raw gas feed (high CO2) from
Gorgon via flowline 70km to BWI
with continuous MEG injection for
hydrate inhibition.
LNG
Exports
Gorgon
Field
3 x 5mtpa LNG trains
& CO2 Injection on
Barrow Island
2 pipeline system will facilitate the
development of nearby asset base.
Karratha
Future Domestic Gas
Connection to the mainland
LNG Plant and Export
Existing Domestic
Pipeline
0
Onslow
N
Kilometers
50
5MTPA LNG processing trains each
consisting of an acid gas removal
unit (AGRU) and liquefaction train.
Common condensate stabilisation
and export.
LNG and condensate loaded on to
carriers via jetty.
Reduced greenhouse gas emissions
by reinjecting reservoir CO2 into
saline aquifer beneath BWI.
Get more facts and figures at www.Gorgon.com.au
© Chevron 2009
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Above all Our Actions are guided
by the “Chevron Way”
© Chevron 2009
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Skill Building Techniques
© Chevron 2009
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Skills Building Technique—
Pathways Program (years 6-20)
Employee creates Skills
Assessment Profile
Employee updates Skills Profile
and Development Plan as
activities are completed
Employee executes
Development Plan
Courses
Work Experience
Job Assignments
Employee and
Supervisor discuss
Profile and gaps
Employee and
Supervisor Identify
Activities to close gaps
Employee creates
Professional Development Plan
© Chevron 2009
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Chevron’s Corporate Strategic Initiatives
“Four Plus One”
CSOC = Capital Stewardship Organizational Capability
© Chevron 2009
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Our Project Process is CPDEP—Decision
Driven, Decision Quality Focused
© Chevron 2009
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PRC Craft Productivity Initiative
Productivity Benchmarks
Typical Craft Breakdown I
Tols/materials
5%
Personal
breaks
4%
Typical Craft Breakdown II
Instructions
6%
Instructions
2.80%
Looking for
materials
14.60%
Transporting
5%
PRODUCTIVITY IMPROVEMENTS ON ALBERTA
MAJOR CONSTRUCTION PROJECTS: PHASE I–
BACK TO BASICS Bob McTague and George Jergeas
© Chevron 2009
Work time
50.70%
Socializing
8.60%
Waiting & idle
32%
Late starts/ early
quits
3%
Other
4.70%
Moving
7.80%
Direct work
33%
Traveling
12%
Idle
9.30%
Looking for tools
1.50%
Based on Hewage and Ruwanpua (2006) and Choy
and Ruwanpura (2006) work
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Typical Productivity Impacts
© Chevron 2009
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