Malampaya Deep Water Gas To Power Project-Drilling and Completing the Limit

Steiginga, Abe; Holmes, Clive; Hudson, Angela Pulley; Morris, T.G.; Tosun, Ozturk

doi:10.4043/14039-ms

Cited by 2 publications

(5 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Case Example: Shell Philippines' Malampaya Project 11,12 . The Malampaya Gas-to-Power drilling and completions project was completed ahead of schedule and on budget, bringing five large-bore subsea wet gas wells on-line in less than eighteen months.…”

Section: Figures 4 and 6)mentioning

confidence: 99%

“…Having supplier experts located in the midst of the SPEX drilling/completion team meant that most questions could be answered immediately, saving hours or days that might be spent waiting on important information. The close proximity of supplier personnel also meant that additional interface issues were identified early and operational risk assessments could be conducted with greater confidence relative to subsea and subsurface equipment 11,12 .…”

Section: Figures 4 and 6)mentioning

confidence: 99%

“…The Malampaya gas wells were delivered ahead of schedule with performance of each at or above the desired target 11,12 . While the project execution team did not use the formal decision-making process described here, they did use some of the concepts due to the natural interaction between co-located team members.…”

Section: Figures 4 and 6)mentioning

confidence: 99%

“…For developments that rely on suppliers for delivery of critical equipment, services, and/or technology, an important element of success is to include a technical representative from each major supplier 6,7,11,12 . Additionally, a wellconstructed development process, such as a stages-and-gates (or "toll-gate") process, helps the team break the work into manageable pieces and to focus on the deliverables that will lead to success at the next step of the project 2,8,10 .…”

Section: Introductionmentioning

confidence: 99%

“…These two teams may, in fact, be comprised of many of the same staff. We assume that the execution team experiences open and effective communication with the planning team and "buys-in" to the goals and objectives established in the planning stage 7,8,11,12 .…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Managing the Tradeoffs: Similarities Between Managing New Product Development and Managing a Well Drilling/Completion Project

Shaw

Morris²

2004

Proceedings of SPE Annual Technical Conference and Exhibition

View full text Add to dashboard Cite

TX 75083-3836, U.S.A., fax 01-972-952-9435. AbstractTo move and take action as quickly as possible, a development team must have a clear path and direction. It needs the best tools for the job and the ability to use them effectively. And it needs positive motivation to finish the work on schedule while achieving acceptable performance and quality goals. One of the potential "chokes" to the speedy delivery of both new products and new oil/gas wells is the decision-making process -the on-going debate between various interested and influential parties within the organization as to which aspects of the end product are most important. Multiple or conflicting priorities are often overlooked by planning teams when developing project schedules, budgets, performance objectives, and milestones. This frequently causes frustration, delays, and disappointments during and after the execution of the project.The authors draw on their own experience in new product development (downhole tools) and subsea well delivery. The roles and responsibilities of a cross-functional new product development team are similar to those of an operator's onshore support and offshore operations teams. For both types of development project, risk mitigation and project execution are best achieved by utilizing the skills and experience of a highly competent multi-disciplinary team using a well-planned and documented decision-making process. These teams benefit by inclusion of key supplier technical experts as full-or part-time contributing members. The ability of the project execution team to consistently make value-added decisions rapidly, under pressure, is a key element of their success. Specific examples from a supplier's new product development process and from a recent major deepwater development project are used to illustrate the key concepts.

show abstract

Section: Figures 4 and 6)mentioning

confidence: 99%

Section: Figures 4 and 6)mentioning

confidence: 99%

Section: Figures 4 and 6)mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Managing the Tradeoffs: Similarities Between Managing New Product Development and Managing a Well Drilling/Completion Project

Shaw

Morris²

2004

Proceedings of SPE Annual Technical Conference and Exhibition

View full text Add to dashboard Cite

show abstract

Managing the Tradeoffs: Similarities Between Managing New Product Development and Managing a Well Drilling/Completion Project

Shaw

Morris²

2004

SPE Annual Technical Conference and Exhibition

View full text Add to dashboard Cite

To move and take action as quickly as possible, a development team must have a clear path and direction. It needs the best tools for the job and the ability to use them effectively. And it needs positive motivation to finish the work on schedule while achieving acceptable performance and quality goals. One of the potential "chokes" to the speedy delivery of both new products and new oil/gas wells is the decision-making process - the on-going debate between various interested and influential parties within the organization as to which aspects of the end product are most important. Multiple or conflicting priorities are often overlooked by planning teams when developing project schedules, budgets, performance objectives, and milestones. This frequently causes frustration, delays, and disappointments during and after the execution of the project. The authors draw on their own experience in new product development (downhole tools) and subsea well delivery. The roles and responsibilities of a cross-functional new product development team are similar to those of an operator's on-shore support and offshore operations teams. For both types of development project, risk mitigation and project execution are best achieved by utilizing the skills and experience of a highly competent multi-disciplinary team using a well-planned and documented decision-making process. These teams benefit by inclusion of key supplier technical experts as full- or part-time contributing members. The ability of the project execution team to consistently make value-added decisions rapidly, under pressure, is a key element of their success. Specific examples from a supplier's new product development process and from a recent major deepwater development project are used to illustrate the key concepts. Introduction As exemplified by Smith and Reinertsen in Developing Products in Half the Time1, "managing the tradeoffs" should be a primary consideration when planning and executing a development project. Managing the tradeoffs means being aware of four major project objectives inherent in all development projects, and actively managing the six potential interactions between these four objectives. This technique provides the project execution team with a set of tools that, when applied consistently, ensure optimised project/product delivery within a win-win atmosphere. This technique can work as well for a drilling/completion project as it does for new product development projects. Cross-Functional Teams The concept of establishing co-located cross-functional project execution teams for both new product development and for oil/gas field development is well established and generally accepted1,2,3. These teams are most effective when they are3,4,5,6:led by a competent and committed project manager with full management support;empowered to make value-added decisions on behalf of the project and the company;aligned with a common set of goals and rewards;allowed to define their own work processes and encouraged to build team spirit;held accountable to clear and realistic targets;provided with the best training, tools, and technical support available. For developments that rely on suppliers for delivery of critical equipment, services, and/or technology, an important element of success is to include a technical representative from each major supplier6,7,11,12. Additionally, a well-constructed development process, such as a stages-and-gates (or "toll-gate") process, helps the team break the work into manageable pieces and to focus on the deliverables that will lead to success at the next step of the project2,8,10. For the purpose of this paper, we focus on the project execution team as opposed to the project planning team. These two teams may, in fact, be comprised of many of the same staff. We assume that the execution team experiences open and effective communication with the planning team and "buys-in" to the goals and objectives established in the planning stage7,8,11,12.

show abstract

Malampaya Deep Water Gas To Power Project-Drilling and Completing the Limit

Cited by 2 publications

References 0 publications

Managing the Tradeoffs: Similarities Between Managing New Product Development and Managing a Well Drilling/Completion Project

Managing the Tradeoffs: Similarities Between Managing New Product Development and Managing a Well Drilling/Completion Project

Managing the Tradeoffs: Similarities Between Managing New Product Development and Managing a Well Drilling/Completion Project

Contact Info

Product

Resources

About