Project Management for Refinery Upgrades and CAPEX Projects. Training. International. 10 th - 12 th of April 2018 Amsterdam, Netherlands

Transcription

1 International Training Project Management for Refinery Upgrades and CAPEX Projects Your Prominent Trainer Prof. Dr. Hans L.M. Bakker Ex-Shell, Netherlands Professor TU Delft, Management of Engineering Projects Chair, Dutch Process Industry 10 th - 12 th of April 2018 Amsterdam, Netherlands Free copy of 'Management of Engineering Projects People are Key' upon registration

2 Course description This course has been developed to help engineers navigate the complexities of project management in the downstream oil & gas business. Attendees will learn about people and stakeholder management, cost engineering, risk mangement, planning & scheduling and project economics. This course will draw from experiences gained during Hans Bakker's 30 years in the refining business. About your trainer Prof. Dr. Hans L.M. Bakker Ex-Shell, Netherlands Professor TU Delft, Management of Engineering Projects Chair, Dutch Process Industry Prof. Dr. Hans L.M. Bakker is full professor at TU Delft and holds the chair Management of Engineering Projects sponsored by the NAP Netwerk, the knowledge network within Dutch process industry. Hans received his PhD in Solid State Physics at Vrije Universiteit Amsterdam (1985). In the same year he joined Shell Research as a research physicist and worked his whole career in the same company. After a few years in research he further developed as a general manager. In order to follow this track he held positions as refinery maintenance manager, refinery operations manager, consultant for Shell s maintenance and inspection methodologies, project services manager, global discipline head for project management and Vice President contracting and procurement for projects. The common theme throughout his career is change management and project management through involvement of people. He is the founding father of the Shell Project Academy and was in 2007 selected for the chair Management of Engineering Projects at TU Delft. Initially this was a part-time position next to his Shell job. The chair is governed by a Foundation from the Process Industry and sponsored by 19 companies. His inaugural address (in 2008) had as title: Management of Projects: a people process. End 2014 Hans ended his Shell career to become full time involved with project management at TU Delft. During the past years Hans has supervised more than 65 Master students in their graduation and has supervised (and is supervising) 7 PhD candidates in the field of project management and contracting. Key topics Dealing with risks from definition to management and response Managing costs Project monitoring and control Economic project evaluation Key takeaways Learn from a hands on case study (aluboil plant upgrade) Learn from an expert with 30 years of industry experience Avoid common pitfalls during refinery projects Target audience Refinery & plant Engineers involved with: Construction Project Management Procurement & contracting Turnaround & Shutdown Training Features Comprehensive digital and printed course documentation Receive the 'Management of Engineering Projects People are Key' book upon registration Case studies from the trainer's 30+ year career Get to know industry colleagues at the networking drinks reception

3 DAY 1 Morning session: Introduction to PM and the luboil plant case study Getting to know each other: introductions and expectations Introduction of the case study - Program for the day - Project upgrading a luboil plant: a case study for the course - General introductions, getting to know each other, rules of engagement What is a project and what is project management? History of project management Status update - Food for thought; Standardisation and compliance works, but.(shell) - Projectification of society What is the situation in the industry? - Benchmarking data/results (Merrow learnings, Pinto, Morris & Hough) - Specifics on refinery projects What has to change? - Discussion within subgroups - Trends and challenges; Slides Book presentation Creating the best possible team Competencies and capabilities (International Competence Baseline) RACI Charts; Shell Competence profiles Forming-storming-norming-performing High performing teams and organisational effectiveness - Example Social Network Analysis - Teambuilding exercise Comparing tools/methods and approaches PMBoK standard activities Extra-ordinary practices - How to deal with complexity; - Make the complexity footprint for the luboil plant upgrading project Fit for purpose and minimum set of activities - Managing small refinery projects; Scale not skip; - A fit for purpose approach for the upgrading project How does success look like? Criteria and factors - Success criteria TU Delft; - What are the success factors for the luboil plant upgrading project Afternoon session: Managing the project and its people The project manager The project team organisation - Conductor video Stakeholder analysis: - Vijzelgracht video - Stakeholder mapping - Force field analysis - Make an opportunity statement and a stakeholder map Project assurance Monitoring and control - Managing productivity in our upgrading project Data management Progress reporting Capturing and reusing Lessons Learned (Thesis Buttler) Communication with internal and external stakeholders: - Develop a communication plan/strategy/approach - Specifically: how to deal with operations, how to get/keep them on-board Safety, Health and Environment/Sustainability - Video Rolling the dice - Debate on costs of safety Evening drinks reception

4 DAY 2 Morning session a: Multi-project Environments Project, programme and portfolio management: the differences Strategic Fit, Value-add and Risks The Business Case The portfolio management process Portfolio decisions and selection methods, including financial measures like NPV Portfolio Management organization - Various group and plenary discussions a/o linked to the luboil plant project Session b: Risk management Defining risks Risks and value drivers Risk phrasing Risk response strategies Risk management process The risk register The influence of risks on schedule and costs Group exercise in second hour Assignment Risk definition - Identify risks of the luboil plant upgrade project - Start the development of a risk register (Risk phasing and risk response strategies) Afternoon session: Contract and claim management Optional reading: Kees Berends, Engineering and construction projects for oil and gasprocessing facilities: Contracting, uncertainty and the economics of information, Energy Policy, 35 (2007) Setting the scene Contracting during the project life-cycle Work breakdown structure Strategy, tactics and contract types Contract formation - Developing a contracting strategy for the luboil plant upgrading project - Analytic Hierarchy Process and the contracting quilt Definitions Terms & conditions Form of contract The price of risks Cost probability and contracting Competitive tendering Payment phasing Contract management Performance management Systems Claims and dispute resolution In-house Training Opportunity Cost effective in-house courses tailored specifically for and customized to your organisation s needs, can be arranged at your preferred location and time. If you would like to discuss this opportunity further please contact our In-house trainings division at: matej.boda@fleming.events

5 DAY 3 Morning session: Estimating and planning Types of cost estimates Cost estimate basis and elements - Work breakdown structure - Base estimate - Allowances - Contingency - Escalation Cost estimating methodologies - Subjective - Analogous - Parametric - Analytical - Human aspect Planning and scheduling - Network planning - Program evaluation and review technique (PERT) - Critical path method (CPM) - Precedence diagram method (PDM) Gantt chart Probabilistic scheduling Making a level 1 schedule and cost estimate Cost and schedule control - Project controls plan - Schedule control - Cost control Management of change Progress reporting Project controls team Fit for purpose project controls Afternoon session: Economic evaluation Definition of the economic parameters Time value of money Project types and their desired profitability - Process industry - Non-profit organisations Input for the evaluation model - Estimated life of the plant operation - Capital investment - Cash flow, net profit - Income statement Calculating the economic paramaters - Do we have a viable case to justify the investment? Economic and sensitivity analysis Significance of the economic parameters Evaluation and closing 10 minute presentations per group on the project execution plan Program Day Timing: Registration: 8:00 Morning Session: 8:30 12:30 Morning Coffee Break: 10:30 10:45 Luncheon: 12:30 13:30 Afternoon Session: 13:30 17:00 Afternoon Coffee Break: 15:15 15:45

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