The Core Skills of Energy Project Management - CSPM 

CPE Credits Awarded: 24
Categories: The Natural Gas Industry , The Power Industry, Business Analysis and Project Finance, Oil Industry, Oil Supply and Trading, E&P, Refining, Fuels, Petrochemicals, LPG, Lubricants, Downstream Marketing and Retail, LNG

Course Date Duration Venue Price Registration Deadline Register
12 Jun 2019 3 Days Houston, TX Country: us
$ (USD)3,200.00
3 May 2019

COURSE SUMMARY

In recent years, project management has become increasingly recognized as a corporate discipline in its own right. Organisations have become ‘project focused’ as they realize that the project methodology offers a structured approach to achieving organizational goals and competitive success.

But what exactly is a project? What is project management all about? Project Management is about leading a team of diverse functional specialists towards a defined goal or outcome for which the project exists to deliver. This is however, not as easy as it might sound. Projects must operate within defined parameters, they often reflect a step into the unknown, are subject to a multitude of stakeholder influences and agendas and the environment within which they operate is often rapidly changing. Project management is in itself, therefore a discipline that requires and demands both a vast and varied set of skills for those tasked with the role of Project Manager. This course has been specifically designed to provide the delegate with both a comprehensive and a holistic perspective of project management – to build a solid foundation from which to develop the required core skills to be a successful project manager and ensure delivery within the ‘iron triangle’ of cost; time and quality. This course is an immersive experience with a significant emphasis on open dialogue and participant involvement in a variety of exercises and scenarios.

 Learning objectives

Upon completion of this course, delegates will:

  • Understand why organisations adopt a project vehicle in order to achieve strategic and operational goals and objectives
  • Become familiar with the core vital components of a project and understand how they interact with one another
  • Gain an overview of project scheduling and why it is important to projects
  • Understand some of the most useful project scheduling techniques such as the Work Breakdown Structure and the role of Work Packages
  • Grasp a variety of techniques that are useful for managing resources
  • Understand the importance of effective stakeholder identification and management
  • Know how to utilize a range of techniques in order to perform an effective due diligence process
  • Examine some of the important issues associated with change orders and what they mean to project success
  • Become a more effective communicator and be able to demonstrate enhance presentation skills
  • Gain a thorough grounding in the key elements essential to the art of commercial negotiations and understand the pivotal impact that these have upon a projects delivery
  • Acquire a familiarity with the process of dispute resolution

WHO SHOULD ATTEND?

  • Project engineers
  • Project managers
  • Commercial department staff
  • Other organisational members looking to increase their familiarity with the PM process

COURSE CONTENTS

The Project Methodology

  • Exploring the project methodology – what is it and why is it used by organisations?
  • The advantages and disadvantages of utilizing a project methodology
  • Identifying project risks and opportunities
  • Examining and understanding project risk
  • The project lifecycle
  • The project manager – a specialized set of skills
  • Scenario 1: Dealing with the Human Element
  • Scenario 2: Cross Functional Dealings

Key Components of a Project

  • The Project Business Case
  • Scenario 3: The Good, The Bad and The Ugly
  • The Project Sponsor
  • Scenario 4: The power dimension
  • The Project Scope – critically important
  • Scenario 5: Too wide; too narrow; too little; too late
  • An overview of Project Interfaces
  • Managing a Project Budget

Project Scheduling

  • Overview
  • The Concept of Precedence
  • The Precedence Table
  • A brief overview of Network Diagrams
  • The Critical Path Method
  • The Gantt Chart
  • The Work Breakdown Structure (WBS)
  • The Work Package

Resource Management

  • Classifying Resources
  • Utilising the Resource Breakdown Structure (RBS)
  • Cost/Time/Resources (CTR) and Project Planning
  • The Critical Problem of Constraints
  • ‘Trade-off’ Decision making
  • Project ‘Crashing’ explained
  • Project ‘Fast Tracking’ explained
  • Lead Time Management
  • Managing Remote Teams
  • Scenario 6: Time zones and tempers

Stakeholder Mapping and Analysis

  • The problem with Stakeholder agendas
  • Stakeholder power and influence – a shifting dynamic over a project’s lifecycle?
  • Stakeholder Identification and assessment – ‘stakeholder mapping’
  • Scenario 7: Dealing with Stakeholder Agendas
  • Establishing/re-establishing constructive engagement with stakeholder groupings
  • Dealing with local content and Corporate Social Responsibilities (CSR)

Performing Due Diligence

  • What is the purpose of ‘Due Diligence?’
  • The ‘key’ areas of a corporate DD - proprietary technology; access to markets; transparency; corporate image; social and environmental policies; financial strength

Dealing with Change Orders

  • Change orders and the Project Scope
  • Understanding the reasoning behind a change order – is it applicable or appropriate?
  • The 3 common reasons for change orders – client specification changes; poor ‘scoping (errors and omissions);’ changes in the environment
  • Establishing the audit trail
  • Scenario 8: ‘The dangers of doing someone a favour’
  • The importance of Price Escalation clauses
  • Change orders and contractual breach – a significant issue?
  • Scenario 9: ‘How the hours have flown by’
  • Change orders and Liquidated Damage Clauses (LDC’s) – a direct relationship?
  • Change orders and Force Majeure

Effective Communication

  • Overview – what is effective communication?
  • The different forms of communication
  • Scenario 10: Understanding non-verbal communication
  • Factors that impact upon communication
  • The ‘5 Keys’ to being an effective communicator
  • Maximising Presentation skills

The essentials of negotiation

  • The basic choice in negotiation – compete or co-operate?
  • Template: formulating negotiation choice
  • Template: 3 key rules for effective negotiation
  • Template: Evaluating the negotiation environment
  • Template: Setting mission objectives
  • Template: The 7 key steps to developing a negotiation plan
  • The benefits of planning
  • The significance of culture to commercial negotiation
  • Technique: The negotiation decision making model
  • The cost of conflict in negotiations
  • Template: Conflict resolution
  • The importance of ‘emotional equilibrium’
  • Examination of types of power and what they mean to commercial negotiation
  • Scenario 11: In whom do we trust?
  • Model: The cycle of emotive handling
  • The critical importance of emotional control
  • Technique: The Art of Questioning
  • Template: Establishing a Trade-off Process
  • Model: Tuckman’s Team Formation
  • Advantages of team negotiations
  • Disadvantages of team negotiations
  • Template: Keys to effective team based negotiations

Dispute Resolution – an overview of options

  • The rationale for dispute resolution methodologies in commercial contracts
  • Drafting dispute resolution clauses – what should they contain to be effective?
  • The ‘ladder’ of dispute resolution – negotiation (formal and informal); mediation; adjudication (expert determination); arbitration
  • The ‘clash of cultures’ – conflicts in goals and objectives of the parties; different management styles; poor communication across stakeholder interfaces
  • The uncertainty of change – a breeding ground for disputes?

During the course, delegates get hands on experience of many aspects through team exercises and simulations.

FACULTY

Christopher Lennon is the Director of Stone Falcon Corporate and Legal Consulting Ltd – a company that works internationally based in Scotland, UK. Chris has 27 years’ experience within the oil and gas industry – initially working offshore on rigs in the UK and Norway before becoming involved with projects and supply chain issues. He helped establish an anti-corrosion production facility in Aberdeen for casing tubulars – running the production facility initially before going on to create and manage the supply chain. He has set up distribution networks supporting the North Sea E&P industry within Aberdeen. He has managed (and continues to do so) a variety of ‘special projects’ internationally – normally strategic or change management focussed. He has worked/consulted extensively within the field of supply chain management – is a contracts specialist and an international commercial arbitrator.

 

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