Page 342 - Hydrocarbon Exploration and Production Second Edition
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Project and Contract Management                                       329



                                          Project Manager


                                                          Audit Team




                                 Resident Engineer
                 Project Design    (Construction     Commissioning    Project Services
                   Engineer                            Engineer          Manager
                                     Manager)
             Figure 13.3  Example of a project team organisation.

             13.1.2. Project organisation

             Although a single project manager may direct activities throughout a project life, he
             or she will normally be supported by a project team whose composition should
             reflect the type of project and the experience levels of both company and contractor
             personnel. The make-up and size of the team may change over the life of a project
             to match the prevailing activity levels in each particular section of the project
             (Figure 13.3).
                An organisation such as the example above includes sub groups for each of
             the main activities and a support (or services) group to manage information and
             procurement. Auditing commitments may be fulfilled by an ‘independent’ in-house
             team or by external auditors.



                  13.2. Planning and Control

                  In order to manage a project effectively it is important to have planning
             and control processes in place that are recognised and understood through all
             supervisory and management levels. Large projects in particular can suffer if
             engineering teams become isolated or lose touch with the common interests of the
             project group or company business objectives.
                Project planning techniques are employed to prepare realistic schedules within
             manpower, materials and funding constraints. Realistic schedules are those that
             include a time allocation for delays where past experience has shown they may be
             likely, and where no action has been taken to prevent reoccurrence. Once agreed,
             schedules can be used to monitor progress against targets and highlight departure
             from plans.


             13.2.1. Network analysis
             A technique widely used by the industry is Critical Path Analysis (CPA or ‘network
             analysis’) which is a method for systematically analysing the schedule of large
             projects, so that activities within a project can be phased logically, and dependencies
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