Management of mega and complex projects

Assignment Help Project Management

Reference no: EM132867970

MPM7007 Management of Mega and Complex Projects

Imagine you are the Chief Executive of BP (British Petroleum), considering whether to invest money in the newly emerging oil-producing area of Turkmenistan. What does your company want (and want to avoid) from its investment? Choice of Mega Projects under consideration within this investment could be exploration and production, pipelines (oil and gas) construction, distribution lines, buffer/storage tanks onshore, advanced robotics/analytics/automation/artificial intelligence, local content capacity development, supply chain capacity, refinery capability, process plants or any other suitable mega projects within the oil-producing area of Turkmenistan that BP could consider.

First Step: You would need to clearly identify which specific type of Mega and Complex Project investment that you think critically and essential for BP to invest in Turkmenistan

Second Step: You then critically reflect on the following mega and complex project elements below - Select ANY 5 MEGA AND COMPLEX PROJECT PRINCIPLES FROM THE LIST BELOW. You can also include other elements from your own background research about this Mega and Complex Project:

» Project Management and Programme Management in Mega and Complex Projects/Programmes

» Level of Complexities around this Mega Project
» Gaps Analysis - Potential Issues, Problems and Challenges
» Project Management opportunities in this Mega Project
» Programme Management opportunities in this Mega Project

» Complex Business, Organisational and Commercial Environment

» Macro, Meso & Micro in-depth appraisal & evaluation
» Organisational Complexities
» Structural Complexities
» Institutional Level Relationship Complexities
» Commercial (Financial and Contractual) Complexities
» Legalities Complexities
» Putting it together
» Project Management & Programme Management effective execution Complexities

» Multiple Stakeholders priorities and complexities - dealing with Government and Private Entities

» Stakeholders Management Problems, Challenges and Issues in this Mega Project
» NOC (National Oil Company) vs IOC (International Oil Company) vs Service Companies (Private) Joint Venture challenges, with JV or No JV
» Priorities assessment when dealing with different level of complexities
» Priorities level vs Complexities level, High Priority High Complexity, Low Priority Low Complexity, middle ground, etc.

» Optimum Bias

» Culture of over-commit, over-promise, over priced & under-deliver - why this continues to be a persistent problem/potential problem in this Mega Project
» Over/Under Estimate, Over/Under Bid, etc.
» NOC potentially short-changed by private entities or IOC, how to address and mitigate this? Major Countries, EU, Trade Blocs influence or any other potential socio-political factors? Any other potential Customers/Buyers?
» Procurement method (procurement frauds?)

» Strategic Misrepresentation of the inherent benefit and value of this Mega Project

» Miscalculated risk and value of the Mega Project
» Unclear/Vague/Over-Stated benefit and value of the Mega Project
» Further Gaps Analysis
» Effective benefit and value transition to the relevant stakeholders of this Mega Project

» Complexities in Phase by Phase Management - Whole Life Cycle Approach

» Programme Management Life Cycle for the Mega Project
» Phase by phase, Stage by Stage, Activities by Activities Identification
» You could populate this content using visuals of the Project Life Cycle & Programme Life Cycle up to the benefit and value realisation

» Supply Chain Management (Strategic Procurement and Strategic Purchasing)

» Sketch the Supply Chain Diagram for this Mega Project
» Identify whom are the potential upstream, mid-stream and downstream stakeholders and partners
» Identify and critically appraise/evaluate whom are the routine, leverage, bottle-neck and strategic service providers (service providers refer to any government or private entities such as suppliers, contractors, sub-contractors, bottleneck and routine)

» Strategic Risk Management

» Identify & Critically reflect on potential Strategic Risk of this Mega Project
» E.g., Wide range EU break-up, Brexit, Covid 19 (During and Post) Not possible to secure long term purchase agreement, human rights records, potential oil and gas pipeline theft/leakages, local content challenges, local community potentially disadvantaged through this Project, geo-political climate, cross-border, high CAPEX & OPEX, local content inclusivity, unsustainable production and refinery cost, continuing low oil and gas price, not recoverable, challenging oil and gas frontiers, engineering and technical complexities and challenges, technical and commercial capability and the ability to coordinate and stream line the work flows

» Governance

» Transparency & Accountability
» Lack of control mechanism
» Effective control and monitoring systems

» Procurement, Contracts Management, Contracts Administration

» Procurement Biasness and Fraud
» Complicated Bidding Schedule to Project Delivery
» Challenged and uncoordinated Contract Centres and Cost Centres
» Procurement's real Value for Monies
» Gaps between CAPEX and OPEX Purchasing (Strategic vs Operational)
» Centralised vs decentralised Procurement

» Cost/Time Control Practices

» Cost and time efficient mechanisms
» Capital Control and Capital Efficiency opportunities in this Mega Project

» Change Management

» How change management would be effectively managed in this Mega Project?

» Lessons Learnt and Lessons yet to be Learnt - what will go wrong and right in this Mega Project, experience and usability from other similar mega and complex project e.g., TSGP as discussed during our lectures and seminars applying any of these Mega and Complex Project principles

» Gaps Analysis - Missing Links

» Benefits and Value Management (VfM - Value for Monies) - Effective Control, Monitoring, Transition & Measurement, how to deliver value from the proposed Mega and Complex Project

» Sustainability - Deliver more with Less, Value for Monies, Sustainable PM & PgM for this Mega and Complex Project

» Project and Programme Management Methodology and Methods - Any strategic and new way of managing the proposed Mega and Complex Project

Attachment:- Complex Projects.rar

Reference no: EM132867970

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