GPM - Arabian Gulf Chapter

Transcription

www.pmi-agc.com
Advancing the project management profession in the Gulf Region
SEPTEMBER 2014
The 3rd PMI AGC & DMS Energy Forum
Debate Set New Standard for Tackling
Energy Sector Challenges
• PMI EMEA
Leadership Institute
Meeting
• Seven Steps to
Strengthen Your
Bond with Your
Sponsor
• The Importance Of
Effective Project
Management in the Oil
& Gas Industry
2012 - 2015 Board of Officers
Chapter President
Hashim Al-Rifaai
President – Kuwait
President - Bahrain
Iman Al-Gharabally
Abdul Majeed Al-Gassab
President – Saudi Arabia
President - Oman
Samir Ashour
Mohamed Al-Ghanboosi
President - Qatar
SVP - Governance & Policy
AbdulRahman Hasna
Dr. Lina AbouDheir
SVP - Marketing & Sponsorship
SVP - Volunteer Management
Ashraf Arafeh
Rami Al-Haddad
SVP - Certification & Education
SVP Membership
Imran K. Malik
Hatem Shabaan
Chief Administrative Officer (CAO)
Salim Bhuria
Making project management indispensible for business results.
PMI-Arabian Gulf Chapter
Mailing Address
P.O. Box 4316
Shuwaikh – 70654
Kuwait
Physical Location Address
Fintas Towers, Ghalia Building,
2nd Floor, Flat No. 205
Coast Street, Mahboula
30
www.pmi-agc.com
PMI EMEA Leadership Institute Meeting
SEPTEMBER 2014
The 3rd PMI AGC & DMS Energy Forum
Debate Set New Standard for Tackling
• PMI EMEA
Leadership Institute
Meeting
• Seven Steps to
Strengthen Your
Bond with Your
Sponsor
• The Importance Of
Effective Project
Management in the Oil
& Gas Industry
On the cover: 3rd PMI-AGC & DMS Energy Forum Debates
Seven Steps to Strengthen
Your Bond with Your Sponsor
36
Migrating For Better
42
The Importance Of Effective Project
Management in the Oil & Gas Industry
CONTENTS
4
PRESIDENT’S MESSAGE
5
EDITOR-IN-CHIEF’S MESSAGE
6-17
NEWS
MEMBER’S SUBMISSION
42-47 Migrating For Better
A Case Study from the Project Management Perspective
to a Data Migration Project in a Multi Brand Fashion Retail
Enterprise
FEATURE STORY
18-27 The 3rd PMI-AGC & DMS Energy Forum Debate Set
TECHNICAL
49-50 The Importance Of Effective Project Management in the
28
ADVERTISEMENT
51-56 Industrial Gases
New Standard for Tackling Energy Sector Challenges
Bapco Makes Giant Leap with Waste Water Treatment
Plant Launch
30-34 PMI EMEA Leadership Institute Meeting
INTERNATIONAL FEATURE
36-39 Seven Steps to Strengthen Your Bond with Your
Sponsor
40
Most Prevalent PMO Frameworks and Their Primary
Functions
41
Dealing with the Aspirations of Your Team
Understanding others’ needs helps drive everyone in the
right direction.
Oil & Gas Industry
PROJECT REPORT
58-59 Bahrain List of Projects
ACTIVITIES
60-63 PMI AGC Conference
49
PRESIDENT’S MESSAGE
Dear Readers,
I’m delighted to report that the Oil & Gas Technical Exchange
Forum( PMI-AGC , DMS), which was held 2-3rd Sept. 2014 in
Bahrain was again a great success, and surpassed our previous records.
The forum, which is an annual event in its 3rd year, presents topics
related to the project management business and allows the audience
to evaluate the pros and cons of announced motions, then vote on
favor or against these motions. The presence of Sheikh Mohamed K.
Al-Khalifa (CEO Nogaholding) and Mr. Adel Al-Moayed (Chairman
Bapco) was testament to their interest and to the value the event
brings to participants in this region . We always appreciate the time
and sponsorship such top executives afford our chapter. The next
debate is scheduled to take place next year in the UAE.
I am also delighted to announce that we have 2 new SVPs who
joined the PMI-AGC Board: Mr. Samir Ashour, President KSA
region; and Mr. Hatem Shabaan, SVP Membership. Both gentlemen
are long-time members of AGC and have served the chapter well.
We assure our members in Saudi that with this new team, including
Eng. Mohamed Abdulaal (from Jeddah), they will see a noticeable
difference in the frequency and quality of services offered. Also, the
Board has approved the nomination of Mr. Mohammed Khalifa to be
AGC’s PMIEF Liaison.
Unfortunately we also had to bid farewell to four of our officers.
They were: Mr. Ibrahim Khader (President KSA Region), Mr. Wael
Al-Jasem (President Kuwait Region), Dr. Khaled Naji (President
Qatar Region), and our treasurer Sam Messih. We thank them for
their volunteering efforts and leadership. They all served the chapter
commendably.
Our Senior Vice Presidents have been working diligently in their
respective areas of responsibilities. I am sure that you have begun
to feel the difference. We are on track in terms of PDUs offered, we
are about to introduce new offerings and are working on streamlining
our operations. We have also concluded MOUs with BIPA from
Bahrain, and conducted organizational maturity assessment to a large
company in Riyadh. We are putting the final touches on the PMIAGC “Project of the year” award, and the “Best PMO implementation
of the year” Award. Furthermore, we have standardized the chapter’s
Balanced Score Card across all regions and have provided for it to be
updated online.
SVP Certification & Education, Mr. Imran Malik has initiated an
e-learning program. This program has two segments. One segment is
to launch 10 webinars approved by PMI worth 20 PDUs developed in
collaboration with MILE & Saudi Knowledge Economic City. These
would be broadcasted live to PMI-AGC and MILE members through
an interactive multimedia platform for 10 weeks; starting September
until December 2014. In addition, we will launch “PMP in 28 days”
Handbook. A guide for aspiring PMP’s.
Our SVP Volunteer Management is about to launch a smartphone application through which members can view and apply for
volunteering positions, which will be shared with each of the Regional
Presidents.
HASHIM AL RIFAAI
President, PMI Arabian Gulf Chapter
“The forum was a great success, and surpassed
our previous records. The forum, which is an annual
event in its 3rd year, presents topics related to the
project management business and allows the audience
to evaluate the pros and cons of announced motions,
then vote on favor or against these motions. We
always appreciate the time and sponsorship such top
executives afford our chapter.”
As we are maturing, I felt the need to have seasoned advisors
assist me in prioritizing and following up on the many wonderful
suggestions and activities brought to the board’s attention. I have
therefore decided to form a small PMI-AGC Advisory Group
comprised of PMI members. Their main task will be to assist the
chapter president in developing roadmaps & provide advice in areas of
PMI Certification, development, and enhancing internal capabilities.
I would like to remind everyone of two upcoming main events:
the first is PMI’s North American Conference, which will be held in
Phoenix, Arizona from October 26-28, 2014. The second is our own
bi-annual PMI-AGC International Conference and Exhibition, which
will be held in Bahrain from January 19-21, 2014. Please mark your
calendars and help us attract participants, as this conference will have
many new topics and will feature world-known keynote speakers.
As Eid AI-Adha is just around the corner, I seize this opportunity
to wish all a very peaceful and happy Eid.
Best regards,
Hashim
PMI-AGC GULF PROJECT MAGAZINE
4
EDITOR-IN-CHIEF’S MESSAGE
Dears PM colleagues and readers,
I would like to wish all an Eid Mubarak. The magazine team has been
working hard to put together another excellent issue with many informative and
technical articles on different topics, news and stories on Project Management.
The feature story picks up on the successful 3rd PMI-AGC & DMS Technical
Exchange Energy Forum that was recently held in Bahrain. This forum was
hosted by Bapco and sponsored by major companies in the gulf region. We
cover in details the topics debated and the motions voted on in the forum.
We also explore the 2014 Leadership Institute Meeting as PMI-AGC
president, Hashim Al-Rifaai, shares his experience in attending the meeting
held in Dubai during July this year.
A. MAJEED AL-GASSAB
President, PMI-AGC Bahrain Region
Editor-In-Chief, PMI Gulf Project Magazine
“The feature story picks up on
the successful 3rd PMI-AGC & DMS
Technical Exchange Energy Forum
that was recently held in Bahrain.
This forum was hosted by Bapco and
sponsored by major companies in
the gulf region. We cover in details
the topics debated and the motions
voted on in the forum .”
We encourage our members to write and send articles in all phases of
project management. I cannot stress the importance of your contribution to the
community and the success of the magazine. The chapter will always be grateful
to the members for their part in helping us promote the practices of project
management for the benefit of our members, readers and the advancement of
the PM profession in the region.
As you can see in body of this edition, we have designated pages
for advertisement. Please refer to page 64 for advertising rates. You can
continue to submit your articles and advertisements to us, please email
[email protected] or contact Emad Naeemi on emad@
pmiagc.bh for any additional information.
I sincerely hope this edition proves useful in improving the readers’ project
management skills.
Happy reading!
Majeed
EMAD NAEEMI
Co-Editor-In-Chief,
PMI Gulf Project Magazine
Emad Naeemi is the Director of IT & Publications and is responsible to plan,
coordinate, direct, and design all IT activities of PMI-AGC Bahrain region. Emad
Naeemi also serves as a full time Strategy and PMO Officer with Bahrain Airport
Company and is heavily engaged in projects across different industries.
You can reach Emad Naeemi by email at: [email protected]
5
GPM NEWS
Saudi Arabia
Saudi Aramco Commences Work
on Ras Tanura Refinery
Ras Tanura is the oldest refinery on the
Persian Gulf coast, located near the industrial
port city. It has a crude distillation capacity of
550,000 barrels per day (bpd) and it is owned
and operated by the state-owned oil company,
Saudi Aramco. The majority of the products
produced by the refinery are supplied to
Dhahran bulk plant for domestic use, while
the remaining is exported.
The refinery began operations in
September 1945 with an initial production
capacity of over 60,000 bpd. It has since
then undergone a number of expansions,
which added new equipment such as fluid
hydro-former for high-octane gasoline
production (commissioned in 1955), a diesel
de-sulphurization unit (commissioned in
1957), a special products blending facility,
and a refrigerated liquefied petroleum gas
(LPG) plant.
The company is currently upgrading
its domestic refining capacity to lower the
sulphur content of its downstream output
and diversify the amount of refined products
it manufactures. In July 2014, Aramco started
pre-qualifying companies for re-tendering
the “clean fuels” and “aromatics” packages
of the refinery. As part of the process,
solicitations of interest have been sent out to
international engineering, procurement and
construction (EPC) contractors. A full tender
is expected to be released by September 2014,
with contract awards scheduled for the first
quarter of 2015.
The packages are being re-tendered
with a revised scope that could see the
paraxylene production facilities dropped
from the programme to cut costs from the
budget. Aramco initially launched the $2.6
billion project to improve the environmental
friendliness of the plant. The scope of works
6
under the project included carrying out front
end engineering design (FEED) services for
the inside and outside battery limits, and
carrying out modifications to the refinery in
line with environmental regulations.
Ras Tanura is a city in the Eastern Province
of Saudi Arabia located on a peninsula
extending into the Persian Gulf. The name
Ras Tanura applies to an industrial area
further out on the peninsula that serves as a
major oil port and oil operations center for
Saudi Aramco, the largest oil company in the
world. Saudi Aramco has also built numerous
artificial islands in Ras Tanura for easier
docking of modern oil tankers. In addition,
offshore oil rigs and production facilities
have been constructed in the waters nearby,
mostly by Saudi Aramco, Schlumberger, and
Halliburton.
Source: DMS Database
GPM NEWS
Saudi Arabia
Middle East a Strategic Foundation
for Hydrocarbons Sector
The demand for oil and gas shows no sign
of dwindling around the world as reserves
for oil and gas seems to grow faster in every
region. Despite high prices and efforts to
develop alternatives such as renewable
energy, global oil consumption rose from
76.9 million barrels per day (bpd) to 91.3
million bpd since the turn of the century.
In 2013 alone, consumption in the Middle
East increased by 1.4 per cent to 1.4 million
bpd, demonstrating the forte of hydrocarbon
reserves around the globe.
In terms of oil reserves, the Middle East is
second to none. This “oil miracle” of the world
has been shaped by a set of favorable factors,
some global and others local, inscribed in the
geologic history of the region.
Consumption of gas also climbed from
2.4 trillion cubic metres in 2000 to more than
3.3 trillion cubic metres in 2014. However,
although global reserves of oil and gas have
increased faster than production, questions
have been raised over the level of supply as
producers and consumers try to cope with an
unrelenting growth in demand.
Christof Ruhl, Group Chief Economist at
BP, has simply summed it up as “One trend
that has not changed is reserves growth,” as
proven oil and gas reserves are up 27 per cent
and 19 per cent respectively over the past 10
years alone, despite production growth of
11 per cent and 29 per cent. Such relatively
short timeframes will increase the pressure on
governments to diversify their economies
While the picture for the region as a
whole is broadly positive, some countries
with the largest reserves that also have the
best reserves-to-production (R/P) ratio are of
course in far stronger positions than others.
For example, Saudi Arabia’s crude reserves
of some 265.9 billion barrels are expected to
last more than 63 years at current production
rates, easily long enough to keep the present
generation in comfortable lifestyles.
On the other hand, the region’s largest
holders of gas reserves are Iran and Qatar,
with 18.2 per cent and 13.3 per cent
respectively of the global total. Only Russia
has greater volumes of proven reserves.
Despite the expansion of its liquefied natural
gas (LNG) exports over recent years, Qatar
still has plentiful volumes to keep it going for
more than 100 years.
7
GPM NEWS
Saudi Arabia
Construction Works in Full Swing on Riyadh Metro
Arriyadh
Development,
Authority
(ADA), which is building a light rail transit
(LRT) network in the capital city of Riyadh,
has revealed that construction works on all
three of its packages are in full swing to begin
operations in late 2018. The metro is a part of
the Riyadh Public Transport Project (RPTP),
which will be the largest public transport
project which comprises construction of
a metro, a bus system and other transport
services in Riyadh.
The $9.5 billion development, which is
designed to ease traffic congestion and provide
alternative and safer public transportation,
is part of Riyadh’s Public Transport Project
(PTP) plan that was approved by the Council
of Ministers in April 2012. The metro is part
of Riyadh’s plans to upgrade its transport
infrastructure to cope with its rapidly growing
population and the plan has been prepared by
the High Authority for the development of
the city of Riyadh.
Riyadh had a population of 5.7 million in
2012, which is expected to increase to eight
million by 2030. The new metro system will
fulfil the demands of growing population as
well as reduce traffic congestion and improve
air quality.
The project is divided into a six-line metro
project with five major design and build
packages. Lines 1 and 2 are being built as one
package, while lines 4, 5 and 6 are clustered
as one package with the line three being
executed as a single package. Each package
will include the supply of rolling stock. The
project will have an execution period of five
years and an optional maintenance service
period for the next ten years. It is expected to
create about 15,000 jobs in Saudi Arabia.
8
The RPTP project will also include
construction of a bus network, which will
consist of an 85 kilometre three-line Bus
Rapid Transport (BRT) network that will
connect major towns in Riyadh. All stations
of the metro will be integrated with the bus
network. On the other hand, the metro will
be 178 kilometres long with six lines and 85
stations including underground, elevated and
at-grade sections.
•Line 1 (Blue Line) will run from Olaya
Street to Al Hayer Road. It will be 44
kilometres long and will cover 39 stations.
•Line 2 (Green Line) will connect King
Abdullah Road to the King Fahad Stadum.
It will have 14 stations and be 22 kilometres
long.
• Line 3 (Red Line) will run from Madina
Al Munawra to Rahman Al Awal Road. It
will be the longest line of the metro, at 45
GPM NEWS
kilometres.
• Line 4 (Orange Line) will run from the
King Khaled International Airport to the
new King Abdullah Financial District
(KAFD).
• Line 5 (Yellow Line) will start from the King
Abdul Aziz Road. It will be 26 kilometres
long and have 26 stations.
• Line 6 (Purple Line) will connect Abdul
Rahman bin Ouf Street to the Shaikh
Hassan bin Hussain bin Ali Street. It will
be 30 kilometres long and will feature nine
stations.
Metro Station. The Riyadh metro will be
178 kilometres long with six lines and 85
stations including underground, elevated and
at-grade sections.
ADA selected three architecture firms
to design and build three major stations of
the metro. The three stations are the Olaya
Metro Station, the Downtown Metro Station
and the King Abdullah Financial District
Snohetta is responsible for designing the
Downtown station (Qasr Al Hokm), which
will be located between the Al Madinah Al
Munnawarah Street and King Faisal Street.
The station will act as a transport hub for the
Gerber Architekten is designing the
Olaya Metro Station, which will be located
at the intersection of the Metro Lines 1 and
2. The station will feature a public plaza, a
large entrance hall and an open concourse.
The station will have a gross floor area of
68.85m² and a gross volume of 387m³. ADA
is expected to invest $20m in the station.
metro lines 1 and 3.
Zaha Hadid is designing and building the
King Abdullah Financial District (KAFD)
Metro Station. The station is located at the
east of the Northern Ring Road and slightly
west of the King Fahad Road. It will serve the
lines 1, 4 and 6 of the metro.
Alstom will provide its automated
driverless metro system for the project under
a $1.5 billion contract. They will also provide
69 metro trains, as well as supply Urbalis
signalling system, a train braking energy
recovery system called HESOP and Appitrack
- a new technology to install tracks faster.
Renewable energy will be the source of power
for all the metro stations.
Saudi Arabia
Saudi Aramco Commences to Boost Gas Production
State oil giant Saudi Aramco’s plans to
boost gas production in order to help meet
rising domestic fuel demand has led them
to the construction of a new gas plant at
the Al-Fadhili oilfield. Estimated to have a
processing capacity of one billion cubic feet
per day (cfd) of sour gas, the new plant will
process gas coming from two fields, namely
Khursaniyah and Hasbah.
Aramco already has oil and gas processing
facilities in Khursaniyah, while Hasbah is one
of the two non-associated offshore gas fields
that will feed gas to the Wasit field. The gas
in Hasbah contains high levels of hydrogen
sulphide, nitrogen and carbon dioxide.
The Fadhili plant, which is scheduled to
commence operations in 2018, will be able to
deliver 520 million cfd of gas to the market
The project is part of Aramco’s plans to
ramp up operations to supply the kingdom
with gas for both power generation and
industrial use as they look to produce 15
billion cfd of gas for domestic use by 2017-18.
In July 2014, Aramco has started the
pre-qualification process on the Fadhili gas
plant. All the international engineering,
procurement and construction (EPC)
contractors that were invited to express an
interest in pre-qualifying have been given a
deadline of 18 August to submit the required
documents. Aramco has also revealed that
they have split the scheme into three package:
• Sulphur recovery unit (SRU)
• Process utilities
• Gas inlet and treatment
The contract model is expected to be a
lump-sum turnkey (LSTK) and will be both
in-kingdom and out-of-kingdom, meaning
that a percentage of the engineering work
and project management can be carried out
overseas.
9
GPM NEWS
Saudi Arabia
Increase in Construction Activity Lifts Saudi Arabia’s
Equipment Trade
As mounting government expenditures
strengthen the Kingdom’s construction
market, Saudi Arabia has seen an upsurge
in construction activity in the year 2014 that
has also enhanced construction plant and
equipment sales in the Kingdom.
Global construction demand is expected
to grow at a yearly rate of 6.5% through 2015
to reach a value in excess of $170 billion.
Equipment sales are forecast to rise after an
unprofitable period between 2008 and 2010
in EU and North America. Growth in other
regions such as Asia-Pacific and Middle East
North Afric (MENA) is expected to slow
through 2015 in tandem with construction
and mining activity.
In Saudi Arabia, the construction
equipment and machinery industry has been
hit by slow economic growth following the
global financial crisis, which took a particular
toll on global construction activity. Worldwide
demand for construction equipment and
machinery suffered a huge falling off after
the 2008 economic downturn. Demand fell
for three years running as investment in
construction slowed.
However, over the past year, Riyadhbased Zahid Tractor, one of Saudi Arabia’s
biggest construction equipment companies,
which supplies machinery from the US’
Caterpillar, Sweden’s Volvo and France’s
Renault, said it had witnessed strong sales
growth in the kingdom, fuelled by the launch
of government-driven projects in education,
infrastructure, and transportation sectors.
Saudi Arabia was the least impacted in the
aftermath of the financial crisis and therefore
the industry remained strong. In recent years,
the construction sector has been one of the
highest growing sectors in the Saudi economy
due to the massive government expenditures
that are driving development projects in
various cities and sectors of the economy.
Japan’s Komatsu reported a 86.6 per
cent jump in sales in the Middle East over
the past year, which it attributes, in part, to
the formation of a joint venture between
local Abdul Latif Jameel Group and Japan’s
Construction Contracts Awarded in Saudi Arabia
16000
14000
12000
10000
in million $
8000
6000
4000
2000
0
2009
2010
2011
Sumitomo Corporation to distribute
Komatsu heavy equipment brands in the
kingdom. Germany’s Man Group says its
Middle East operations recorded a 40 per cent
increase in sales in the first quarter of 2014 in
its truck segment, with Saudi Arabia being a
key market.
Growth is driven by growing demand,
which in turn is fueled by the governmental
release of projects in various sectors of the
10
2012
2013
2014
economy such as education, infrastructure,
railways, transportation, mining and
residential projects. But the boom is not
only driving an increase in the volume of
construction projects in the kingdom. It is
also spawning a new generation of Saudi
Arabian construction companies, as local
entrepreneurs start up new businesses to
tap into the emerging opportunities in the
kingdom.
GPM NEWS
Saudi Arabia
Saudi Arabia the Undisputed Leader of Future Infrastructure Projects
Construction has always been the largest
single sector in the GCC. Since 2006, over
$500 billion worth of civil construction
projects have been awarded in the six GCC
states. Even more astounding is that fact
that the total planned and un-awarded
construction projects exceeds $1.09 trillion,
roughly two-thirds of the GCC’s entire
annual GDP.
has witnessed almost $90 billion worth of
contracts awarded in the first six months of
the year.
This investment is being driven by a
significant population growth, particularly
in the areas of social housing, education and
healthcare. Consequently, private sector and
real estate have now regained the confidence
it lost in 2009 as residential prices are now
soaring close to their historical peak with the
launch of new projects every week.
Saudi Arabia is the spearhead in terms of
future projects with a pipeline of more than
$619 billion followed by the UAE and Qatar
with $225 billion and $133 billion respectively.
The largest sector is construction, with 36
per cent of all contract awards in the last six
years followed by oil, gas and power. The top
ten biggest contracts set to be awarded in
2015 are all in the GCC, demonstrating the
importance of the six-country bloc to the
region’s construction companies. The four
main areas covered by the upcoming awards
are leisure facilities, real estate, hospitals and
cultural centres.
More than $1.1 trillion worth of contracts
have been awarded in the GCC alone over the
past 10 years. In 2013, a record total of $156
billion worth of deals were agreed, while 2014
However, Saudi Arabia and its GCC
partners are expected to face pressure over
the coming years from a drop in oil prices
projected to result from increased global
energy capacity among non-Opec producers
and from unconventional sources such as
US shale gas. Aware that they have a limited
opportunity to benefit from high oil revenues,
GCC governments are rapidly accelerating
efforts to invest in social infrastructure
and job creation programmes to support
population growth.
On a broader perspective, there are more
than $750 billion worth of planned and
un-awarded projects driven mainly by oil
and gas, construction and power investment
throughout the MENA region. The largest
market has been Iraq, with $104 billion
worth of the deals, followed by Algeria
with $96bn and Iran with $94billion. As the
value of projects being planned in the GCC
rises to more than $1.24 trillion, local and
international contractors will be able to size
markets and sectors as well as prepare the
future strategy and identify new markets to
penetrate.
Saudi Arabia
Emaar Square – An Exceptional Commercial Destination in Jeddah
Emaar Middle East, the developer of
several iconic projects in Saudi Arabia, has
unveiled the most prominent and exceptional
commercial real estate development in Jeddah
that brings unmatched value for businesses
seeking to set up or expand their operations
to the next level in the Kingdom.
Emaar Square, the dedicated commercial
precinct in Jeddah Gate, is located in the
Crescent Plaza. It is the flagship mixed-use
project by Emaar Middle East, and one that
opens doors to a brand-new office experience
that blends luxurious lifestyle amenities with
an ultra-modern business environment. The
commercial project would bring the worldclass ‘Emaar Square’ office developments
in Dubai, Istanbul and Cairo to Jeddah.
Industry sources have also revealed that there
have been an overwhelming response from
international investors.
In August 2014, Lebanese firm Arabian
Construction Company has won a contract
to construct three buildings at the Emaar
Square development. The first buildings from
the development are scheduled to be handed
over to customers in 2016.
The three dedicated office buildings of five
floors each, which make up the Emaar Square
commercial development, are uniquely set
around Crescent Plaza, a thriving lifestyle
destination with luxury retail outlets and
an array of Food and Beverage choices. At
the heart of the Plaza is a spectacular water
feature with the Emaar Square offices opening
to dazzling views of the fountain. Elegantly
landscaped, Crescent Plaza and Emaar
Square together define a never-before-seen
urban space in the city.
Fred Durie, Chief Executive Officer,
Emaar International, said: “Emaar Square
is our prestigious commercial precinct
within Jeddah Gate, which is today one of
the most sought after lifestyle destinations.
The dedicated office precinct complements
Jeddah’s international status as a business
hub, and offers businesses across diverse
economic sectors, a world-class environment
to define their individuality. It also meets the
gap in Jeddah for a vibrant ‘Central Business
District’ that offers luxury commercial real
estate space.”
“Designed to be one of the most prestigious
commercial addresses in the Kingdom,
Emaar Square at Jeddah Gate will appeal to
Saudi and international businesses for their
regional headquarters or boutique offices.
The central location, superior amenities,
proximity to modern homes and luxury
lifestyle attractions make Emaar Square the
first choice for businesses.” he added.
The launch of Emaar Square draws on
Saudi Arabia’s international reputation as
a fast-growing business destination, with
the Kingdom ranked at 26 in the World
Bank’s Doing Business Index 2014. With
the economy set to grow 4.4 per cent in the
second half of 2014, the massive investments
in infrastructure development by the
government is further boosting the business
sector.
11
GPM NEWS
Kuwait
Construction works in full Swing on KJO’s Onshore and Offshore
Packages at the Hout Field
after months of delays and holdups, several companies presented
their bids.
In February 2012, McDermott
International was awarded the
EPC contract for the offshore
package and Daewoo Engineering
and Construction Company was
awarded the EPC contract for the
onshore package.
Sixty per cent of the construction works
has been completed and the project is slated
for completion in the fourth quarter of 2014.
Estimated to be around $400 million, Al Hout
Field will consist of two packages:
• Al Khafji Joint Operation (KJO) - Al Hout
Field - Onshore and Offshore Renovation Onshore Package
• Al Khafji Joint Operation (KJO) - Al Hout
Field - Onshore and Offshore Renovation Offshore Package
In the second quarter of 2011, Penspen
has been awarded the PMC contract. Several
pre-qualified companies were invited to
submit the bids for the EPC contracts on both
the offshore and onshore packages. However,
The scope of the offshore
package consists of more than 600
tonnes of structures including a
tripod jacket, deck and flare tower
and 42 kilometers of 24-inch
subsea pipeline and the scope of
the onshore package will be the
construction of crude and gas
treatment, Gas and NGL collection
and distribution facilities.
KJO was set up by Aramco Gulf
Operations, a subsidiary of state oil firm Saudi
Aramco, and Kuwait Gulf Oil Company. The
two share the Al Khafji, Lulu, Hout and Dorra
fields, which are located in the Neutral Zone
between Saudi Arabia and Kuwait.
Kuwait
EPC contracts awarded to Kuwait’s Gathering Centre 29, 30 and 31
Gathering Centre 29, 30 and 31, which is
being constructed by Kuwait Oil Company
(KOC) has awarded the engineering,
procurement and construction (EPC)
contract to Petrofac, Larsen & Toubro and
Dodsal Group respectively. AMEC was
awarded the project management consultancy
(PMC) contract and front-end engineering
and design (FEED) contract.
Some of the other companies who have
presented their bids are as follows:
• Larsen & Toubro
•Saipem
• Daelim Industrial
• SK Engineering & Construction
•Dodsal
• Hyundai Heavy Industries
• Petrofac
The scope of the project involves the
construction of 3 gathering centers. Each
GC will be designed to handle up-to 100
BDP and up-to 240 MBWPD of water and 60
MMSCFD of associated gas.
The project is part of the KOC’S plan that
aims at increasing crude production to reach
3.65 million BPD by the year 2020.
12
Subramanian Sarma, Managing Director
of Petrofac’s Onshore Engineering &
Construction business, stated: “We have a
long track record with KOC, which extends
over the last 14 years and the award of GC29
represents our tenth project in the country
to date. With ongoing projects for both KOC
and Kuwait National Petroleum Company
and good visibility of the future pipeline,
Kuwait is, and will continue to be, of strategic
importance to Petrofac’s ambitions in the
Middle East market.”
GPM NEWS
Kuwait
Organisation Talent Management
The seminar was presented jointly by Mrs.
Rawan Sheikh & Mr. Ahmad Almansour. Mr.
Hazem Ibrahim introduced Mrs. Sheikh as
an HR manager and has vast experience of
working as a Talent Management Manager.
She has been working with several prestigious
bank as a Training & Development Manager.
Mr. Hazem also introduced Mr. Ahmad
Almansour as a Senior SharePoint Consultant
and has served as a Technical HR Consultant
in Jordan, UK, UAE, and Kuwait. With 13
years of experience, Mr. Almansour has
delivered many courses on soft skills and sales
management.
This
presentation
conveyed
by
demonstration how it is financially viable,
effective and beneficial to enhance the
skills of your current talent as opposed to
recruiting new talent who will need greater
time & effort to be brought upto speed with
the organization.
They stated that when your organization
supports project management, it doesn’t mean
you implement practices and procedures and
call it a day. You need to support your talent,
too, and that goes far beyond hiring people
and giving them a desk and a mailbox.
According to them, Proper talent
management is a strategic competency
‹ a blend of recruitment, professional
development, succession planning and
execution of best practices. Your talent is your
most important competitive advantage.
Their experience leads them to believe
strongly that Executives who weave talent
management into the fabric of their
organizations are richly rewarded.
Talent Management Infographic—Effective Techniques practiced by organisations
Organizations in which talent management is aligned to organizational
strategy have an average project success rate of 72%, versus 58% at
those organizations with poor alignment, according to PMI1s Pulse of the
Profession3 in - Depth Report: Talent Management2.
The presentation ended with a resounding applause after a Q & A session. Mr. Hazem,
VP Programs awarded a certificate to Mrs. Rawan Sheikh & Mr. Ah- mad Al Mansour in
appreciation of their presentation.
Kuwait
Kuwaiti Students Visit Heathrow Terminal 2
friend PMI UK Marketing Director Chris
Field. The remit was to arrange a site visit to a
significant project in the UK to showcase the
project management in all its glory.
Site visit to Heathrow Airport Terminal 2 for Kuwaiti students organized by Lifelong Kuwait.
When Mohamed Khalifa Hassan Director
Con-sultancy at Lifelong Kuwait and Council
Manager for the PMIGlobal Sustainability
Fo-rum (formally Community of Practice),
decided to explain the intricacies of Project
Manage-ment to senior undergraduate
students from Kuwait University’s College
of Industrial Engi-neering, he turned to his
The students would have little imagined
that a visit to London Heathrow’s awe
inspiring new Terminal 2 construction was in
the cards when they signed up to their trip to
the UK. They were taken through not only the
intricacies of the construction project but also
the truly breathing attention to detail in the
operational readiness arrangements when the
Terminal opens its doors to its first visitors
on the 4th of June. The visit was arranged
by Steve Wake, the Chair of the APM and
hosted by Daniel Wynne, Director at Turner
& Townsend - Managed Service Providers
13
GPM NEWS
Heathrow Airport Terminal 2 Design (Left) and ongoing construction (Right)
for Heathrow Airport Limited (HAL).
Proceedings commenced with a presentation
by Daniel on the signifi-cance of the project
to HAL in its efforts to greatly improve the
travel experience of indi-vidual passengers
at Heathrow using not only cutting edge
technology and processes but also firmly
placing sustainability as its guiding principle.
This was followed by the actual tour of
the Terminal which was on a countdown to
its opening. This visit illustrates the global
signifi-cance of PMI in promoting project
manage-ment. “It was a memorable visit for
us all” says Mohamed Khalifa. “Every one
of us in the group will remember this tour
whenever we pass through Heathrow again”.
Kuwait
Directors Appreciation Ceremony
The Annual Directors Appreciation
Meeting was held on 3rd June 2014 at
Jumeirah Beach Hotel, Kuwait. Mr. Rafik
hosted the event and presented the agenda &
initiated first part of the event with a unique
farewell presentation by Shital Soni for Wael
Al-Jasem, President PMIAGCKW 2004 –
2014 and handover to PMIAGCKW new
President, Iman Al-Gharabally.
The President welcomed all the board
members and honoured the ex-president
with words of appreciation , a certificate
& a momento for his 10 year tenure &
contribution to the growth of PMIAGCKW.
Each VP presented the 2014-2015
Roadmap of their department. Hazem
Ibrahim, VP Programs Dept. outlined the 5
technical events organized in Q1 & Q2 and
presented the 8 events planned for Q3 & Q4.
Rafik Babu, VP Admin, IT & Finance
Dept. pre-sented their objectives to be
achieved in enhanc-ing relationships with
our Partners, organizing youth workshops
for young project managers, IT key targets
include website enhancements with
FAQ and developing mobile aps., email
an-nouncements & using an accounting
system etc.
Santhosh presented the sponsorship &
member-ship & volunteer Management
roadmap, which includes delivering &
executing greater benefits to our members,
membership retention plan, increasing
membership, review & exploit opportunities, engage volunteers & improve team
integration. Some noteworthy initiatives
launched this year are:
•VRMS – Volunteer Resource Management System
• Volunteer Survey
• Volunteer Management Development with
a new correspondence address volunteers@
pmiagckw.org
14
Thereafter, the PMIAGCKW President
Iman Al-Gharabally recognized the
invaluable contribu-tions of the board
members and appreciated their efforts
by presenting a certificate to each officer.
The award ceremony ended with special
recognition to the chosen “Officer of the year
2013-2014” for each department –
1.Mr. Muhammad A. Siddiqui
Director - Treasury & Finance
2.Mr. Santhosh James Kutty
Director - Volunteers Management
3.Ms. Ginny Sethi
Director - Policy & Audits
4.Mr. Venkat Kadavul
(Chief Photographer )
5.Ms. Hanaa Hafez
Director – Technical Presentations
GPM NEWS
Kuwait
Magdy Al Faramawy donating the PMI standards
PMI AGC Kuwait Donated
Books to Kuwait University
to the Kuwait university library director Ms. Dheye
In the spirit of Ramadan and on behalf of
PMIAGCKW, Magdy Al Faramawy, Director – Inventory
& Logistic, PMIAGCKW donated the PMI standards old
stocks and new stocks to the Ms. Dheye, library director
of Kuwait University to develop and encourage the profession among students.
Bahrain
United Architects of the Philippines – Bahrain Chapter
Induction Ceremony of New Officers FY 2014-2015
The United Architects of the Philippines
- Bahrain Chapter inducted their new Set of
Officers for FY 2014-2015. The Ceremony
was held at the Oasis Banquet Hall, Hotel
Diva, Juffair Bahrain last August 15, 2014.
Now on its 3rd Year as a charted
organization, the UAP - Bahrain Chapter,
now boasts membership of up to a hundred
Registered License Architects in the
Philippines. Organized as a Professional
Organization, with the aim of uniting Filipino
Architects in the Kingdom, the group has also
helped unregistered colleagues take necessary
Philippine Licensure Examination, albeit not
having a testing center locally.
Candidates went to Saudi Arabia and Abu
Dhabi where examinations are held. To date,
the organization has produced 24 successful
individuals.
The Ceremony was graced by The
Philippine Ambassador to Bahrain Sahid
S. Glang, and several dignitaries from
the Philippine Embassy. Committee For
Organizing Engineering Professional Practice
(COEPP) Chairman Majeed Al Gassab was
also a guest of honor. Delegates from the UAP
– Middle East and North Africa Council, who
came from Al Khobar, Riyadh and Qatar,
were also in attendance. The Chairman of
the Philippine Professional Organization
– Bahrain was also at hand during the
ceremony.
Ambassador Sahid Glang in his speech,
pointed out that there are at least seven to eight
hundred Filipino Architects working in the
Kingdom. He encouraged the organization
to gather and reach out to this individuals to
make the organization bigger.
COEEP Chairman Majeed Al-Gassab
reiterated in his keynote talk the importance
of obtaining a COEPP categorization/
license for every practicing Architect in
the Kingdom. He cited that the Kingdom
is gearing towards a stricter Architectural
and Engineering practice, thus obtaining a
COEEP license a must for every professional.
Mr. Gassab also invited the organization to
work hand in hand with the local government
agencies and come up with an Architectural
Convention in the region. A convention that
will feature both local and foreign Architects
and Engineers.
Arch. Donnie Sadia, a Designer for
Maison Interiors was sworn in as President
of the UAP – Bahrain Chapter FY 2014-2015.
15
GPM NEWS
Oman
Oman Convention and Exhibition Center Site Visit
Recently, PMI – AGC Oman region conducted a site visit
to Oman Convention and Exhibition Center. The Oman
Convention and Exhibition Centre (OCEC) Project is one of
the biggest project under construction in Muscat. Located in its
own precinct, this world-class facility is perfectly suited to host
international, regional and national conventions, exhibitions
and business events. Amongst its features are a tiered
Auditorium seating 3,200 people and more than 22,000 square
meters of exhibition space. The new Oman Convention &
Exhibition Centre, due for completion in 2016, is set to become
an iconic landmark for Muscat and the Sultanate of Oman.
More than 20 PMI members participated in the site visit,
PMI members were briefed about the different components of
the project and the management approach adopted by project
team, and then they toured the site.
Qatar
Qatar Petroleum (QP) and Shell Consortium Set to Open a Massive
Petrochemical Complex
Al-Karaana Petrochemical Complex is
an olefins and derivatives plant which will be
located at Ras Laffan Industrial City in the
northern part of the country. The project is
being developed by a consortium of Qatar
Petroleum (QP), which holds an 80% share
in the project and Shell holding the
remaining 20%.
In December 2010, the consortium
between QP and Shell signed a
Memorandum of Understanding
(MOU) to jointly study the feasibility
of
developing
a
world-scale
petrochemicals complex to be based
in Ras Laffan Industrial City. The
MOU was signed by His Excellency
Abdulla bin Hamad Al-Attiyah,
Deputy Prime Minister and Minister
of Energy and Industry of the State of
Qatar, and then CEO Mr. Peter Voser.
In late 2011, the QP and Shell consortium
signed the Heads of Agreement (HOA) with
His Excellency Dr. Mohammad Bin Saleh
Al-Sada, Minister of Energy and Industry of
the State of Qatar, and then Shell CEO Peter
Voser. Estimated to be around $6.5 billion,
Al-Karaana Petrochemical Complex consists
of two packages:
• Package 1 - Involves the construction of
Steam Cracker Off-Sites and Utilities
•Package 2 - Involves the construction
of Mono-ethylene Glycol (MEG) Unit,
Liner Alpha Olefins (LAO) Unit and OxoAlcohol Units
The remaining package is the
mixed-feed steam cracker unit, which
will be supplied with ethane and
propane feedstock. The cracker will
have a capacity of 1.1 million tpy of
ethylene and 170,000 tpy of propylene.
In 2014, several companies
submitted their technical bids for
the engineering, procurement and
construction (EPC) contract, which is
likely to be awarded in January 2015.
The companies are as follows:
In February 2013, the Front-End
Engineering and Design (FEED) works for
the complex were carried out by Fluor, with
their scope including:
• Offsites & utilities
• The LAO and oxo-alcohols units will have
capacities of 300,000 tpy and 250,000 tpy
respectively.
16
• The MEG unit will have a capacity of 1.5
million tonnes per year (tpy) and will
use Shell technology. The scope of works
involved the construction of two trains
each with a capacity of 750,000 tpy.
•Daelim
• Eni Saipem
• GS Engineering & Construction
• Hyundai E&C
• JGC Corporation
•Linde
• Samsung Engineering
• SK E&C
• Toyo Engineering Corporation
GPM NEWS
United Arab Emirates
Dubai Metro Calls for Enhancements
A group of artificial islands, initially
planned as part of the Palm Islands
development and referred to as Palm Deira
has faced many challenges along with
the aftershocks of the financial downturn
leading to financial crisis between 2007 to
2010. Consequently, as evident in pausing
and withdrawal of a large number of major
projects and plans during the crisis period,
the anticipated development was eventually
terminated and no further talks on the plan
revival have been carried out.
With the development long out of the
picture, eventually the construction market
started to pick up where it left off during
the crisis. Subsequently, it came as no
surprise an announcement from Nakheel
in the last quarter of 2013 about intentions
to relaunch the project. However, as a result
of reassessment of the project plan and its
features, Nakheel decided to remodel the
project and relaunch it as renamed Deira
Islands development.
The revived project now
comprises 4 linked, manmade
islands, which will include mixed
use developments including resorts,
residential complexes and retail
outlets, as well as a 40km coastline to
add into the tourist and leisure vibe.
As presented by Nakheel, this fusion
of entertainment, tourist and leisure
attraction will not only boost visitor numbers
as indicated in Expo 2020 vision, but will
also provide a relaxed living environment for
the island residents. The development will
encompass several beaches, hotels, resorts
and serviced apartments, residential buildings
and water side residential developments,
and a 2 million square foot shopping mall.
Furthermore, the development requires
implementation of an infrastructure scheme
for accessing the islands. Nakheel has already
partnered up with Dubai Roads Transport
Authority (RTA) to develop the a system
of roads and bridges for smooth transport
operation that connects the islands to the rest
of the city. Major road construction works
will take place on islands A and B and on two
bridges connecting Deira Islands with the
Dubai Creek Bur Dubai section.
The overall project will be split into several
packages whereby various consultants and
contractors will be appointed to carry out
the required works. Currently, RSP has been
appointed to design the 2 million square
feet shopping mall, and the consultant Ae7
is carrying out master planning, the design
for the required infrastructure, as well as
architectural and engineering services for the
Night market and Board Walk.
Meet the world energy challenge
Energy is at the core of Technip.
With engineering, technologies and project management,
on land and at sea, we safely deliver the best solutions for our clients.
From the deepest offshore developments to the largest and most
complex onshore infrastructures in the world, our people are constantly
expanding the limits of the possible.
Contact us in Abu Dhabi:
+971 2 611 6100
www.technip.com
The 3rd PMI-AGC
& DMS Energy
Forum Debate
Set New Standard for Tackling
FEATURE STORY
PMI AGC – DMS energy forum debate
2014, Which brought together 160 attendees,
was held successfully on the 2nd and 3rd of
September 2014, at the Gulf Convention
Centre under the patronage of Eng. Adel Al
Moayyed, Chairman of BAPCO.
The two-day event opened with a Gala
Dinner, and keynote speeches from Sheikh
Mohammed Al Khalifa, CEO of Noga
Holding, Hashim M. Al-Rifaai, President
of PMI AGC and Najib Al Naim, General
Manager of Schneider Electric.
Subjective evaluation criteria, have
resulted in complaints from disqualified
bidders
During the keynote speeches, Sheikh Mohammed Al Khalifa expressed that “Project
Management is becoming a very important discipline in all sectors. It has become a crucial
skill for the oil and gas sector. To grow you need to add value to an organization, and to add
value you need to constantly execute projects, so
project management is really about defining the
methodology, the best guides in an organization
for project completion ”
Hashim M. Al-Rifaai followed by stating “The
project management industry faces enormous
challenges, many of our projects do fail, because
they are poorly conceived, or poorly managed or
communicated. And as we said projects are the
bridge to sustaining and achieving better value,
so if projects fail, we will never improve value.
Projects are a way of translating strategy into
network for the community”
Hashim M. Al-Rifaai, President of PMI AGC
Sheikh Mohammed Al Khalifa, CEO of NogaHolding
Najib Al-Naim, General Manager of Schneider Electric
Najib AlNaim closed by adding “ A study of
more than 600 projects for over 15 years between
the years of 1992 to 2007, provided a result that
80% projects failed to meet project costs and
budget goals. Also an average of 70% failed
schedule and cost. More over 264 global structure
of infrastructure where over run between 20% to
45% on top of all of this especially in our oil and
gas sector, our projects are more complex, more
capital intensive, than others, the problem is not
new, and may even get worse, due to the lack of
skilled personnel in our industry ”
Mohammed Loch, Majeed Al-Gassab, Adel Al Moayyed, AlSheikh Mohammed Al Khalifa, and Hashim Al-Rifaai
The second day of the event hosted a series of
Debates and Panel Discussion around challenges
currently being faced within the energy sector
across the G.C.C and was opened by a keynote
speech from Dr. Peter Bartlett, which was
followed by Keynote speeches by Abdulmajeed
Al Gassab, President of PMI AGC Bahrain and
Mohammed Loch President & CEO of DMS
Global.
Dr. Peter Bartlett opened the debate stating
“ I think everybody in this room who has been
involved with big projects will recognize that
the Kit, the gear, the steel is what people see, but
Diamond Sponsor - Bapco
20
FEATURE STORY
very importantly its about the implications
for an organization and its capabilities to
the job well, and to run a different facility.
It is not only about the materials we put
into the facility, it’s about the people and the
opportunity that we make sure to invest that
time and energy we have to bring people up
to standards”
Abdulmajeed Al-Gassab continued by
adding “Today’s mega-projects in the oil
and gas industry are now facing tremendous
challenges as they become increasingly
complex and technologically driven. Safety,
Quality, Schedules, Budgets are the usual
drivers for performance and every project
faces a network of stakeholders concerned
about its impact on the environment and
communities. While best practices and
experienced talents are essential, they are
not enough. There is a need for a consistent
reference framework that guides their
decisions and processes.”
Gold Sponsor - Schneider Electric
And Mohammed Loch closed by adding
“The DMS & PMI AGC team has worked
very hard to bring together the best experts in
their fields to share experiences in handling
serious project management challenges. We
are confident that this event will leave you
with some real-life examples and practical
tools on how to manage your projects better.”
Silver Sponsor - Pentair
Bronze Sponsor - Technip
Dr. Peter Bartlett, CEO - BAPCO
Abdulmajeed Al-Gassab, President - PMI AGC Bahrain
Adel Al Moayyed receiving the patronage award
21
Project Owners Should Give Commercial Advantages to Bidders Based on Quality
Technical Proposals Rather than Award a Contract to the Lowest Technically Approved Bid.
The first debate “Project owners should
give commercial advantages to bidders based
on quality technical proposals rather than
award a contract to the lowest technically
approved bid” took place at 9.30 am and was
moderated by Hashim M. Al-Rifaai.
Speaking for this motion was Mohamed
Daoud,
Manager
(Projects
Quality)
Engineering & Projects of ADCO
Mr. Daoud, opened his debate, by
stating that projects should be awarded on
a competitive bidding basis. Prior to the
bid invitation, contractors need to submit
pre-qualification documents and that the
evaluation should concentrate on the price as
well as the merits of a contractor.
He stressed that the evaluation criteria
should focus on:
1. Technical Capabilities.
2. Financial Balance Statement.
3. HSE & Quality Performance.
4. Appraisal & Audits.
5. Customer Feedback.
6. Resources and Software.
However the evaluation criteria is not
enough to judge and award a contract,
Capabilities & Experience also play an
important role.
Budget
Canadian Firearms Registry, Initial cost
forecast: CAN$2m cost, final cost: CAN$946m
Budget
Budget
Budget
Budget
US 101 Hellicopter
Guangzhou City
(USA)
Transport Project
Boston Big Dig
(China)
(USA)
Budget
Budget
Budget
Nanchang Jiujiang Highway
(China)
Gezhouba Dam
Project (China)
Budget
Budget
Dublin Port
Tunnel
(Ireland)
N20 Patrickswell
Cork (Ireland)
CuernavacaAcapulco Toll Road
(Mexico)
Budget
Budget
Sydney Opera
House
Humber
Bridge (UK)
Budget
Budget
Budget
M50 South East
Motorway (Ireland)
Verrazano-Narrows
Bridge (USA)
Copenhagen metro,
stage 2A+B, NørreportVanløse (Denmark)
1.Do the contractors have the relevant
experience and work?
2. What is their annual work value, nature
and size?
3. Is the staff experience suitable for critical
operational, do they have the technical
skills needed?
4.Do they have availability of specified
equipment?
22
Visegrad Hydroelectric Project
(Yugoslavia 1985-1990)
He then went on to explain setting the
Pass/Fail Criteria, which if not met by the
applicants, results in disqualification. A points
system that relies on the apportionment of
“merit points”. The criteria adopted must
relate to characteristics to ensure satisfactory
execution of the contract.
He ended his debate by saying that, it isn’t
FEATURE STORY
1st Motion - Salah Al Bufalah (against), Hashim M. Al-Rifaai (moderator), and Mohamed Daoud (for)
an argument of yes or no, it is a matter of the
whole cycle, the criteria’s and qualifications
needed, and the commercial and technical
quality.
Speaking against the motion was Salah
Al Bufalah, Manager Major Project ZADCO.
After the discussion,
Mr. Al Bufalah opened his debate
with a question, Why techno-commercial
evaluations after the bids have been opened
are not successful?
To which he answered, it is because if
you have already done the pass/fail criteria,
you have already eliminated the incompetent
contractors. So the techno-commercial
evaluations after bidding has been opened
has very little advantages to standard straight
forward EPC contracts, as these contracts
don’t have any advanced technological
requirements.
If you have already done the pass/fail
criteria and have set the passing bar high, like
for example 80% , that would automatically
eliminate the non compliant contractors and
the non capable contractors. So why would
you give an advantage over someone one who
is 2% higher based on bid, rather than based
on price?
Techno-commercial evaluations only
work for contracts that have very specific
requirements in their needs, however for
most majors EPCs, that are very standard in
nature, were contractors spend a lot of time,
money and effort putting together a proposal,
and passes the pass/fail criteria, only to be
rejected despite being the lowest bidder
because there is someone who is slighting
higher in value, would cause problems for the
bidder, becomes a problem and an issue of
transparency and subjectiveness.
The motion was voted upon, and the votes
were 63% in favor of the motion.
votes were in favour
of the motion
votes were against
the motion
How to Manage an Effective Centralized Control Room for Green & Brown Field Projects
After a short break, the 1st panel
discussion “How to Manage an effective
centralized control room for green & brown
field projects” took place. Moderating the
discussion was Hafedh Al Qassab, General
Manageer Refining BAPCO.
The first panelist Hugh Wingrove Editorin-chief of DMS Automation Insight! spoke
about remote operations using centralized
control room and full intelligent automation.
He mentioned that both Brown and Green
field projects can benefit from the advances
in technology to allow centralized control
rooms, however Brown field projects face
more difficulties due to existing plant layout
and often stick to distributed control rooms
to follow DCS concept, while Green field have
blank sheet
He stated that the key will be to concentrate
on technology and ergonomics, however there
will be human-centred problems existing for
both, If we manage those centralized control
rooms can be successful
He also provide a useful guide on how to
create a remote operations using centralized
control room and full intelligent automation.
• Make sure the process is highly automated
• Rotate between units to maintain skills
and share knowledge
• Set good appropriate work procedures
• Better communication protocols
• Constant training
The second panelist Nilangshu Dey,
Project
Engineer
(instrumentation)
23
FEATURE STORY
1st panel discussion - Hugh Wingrove, Nilangshu Dey, Hafedh Al Qassab (moderator), Martin A. Turk, Ph.D., Paul Steinitz
That very sophistication of a remote controlled system has removed
“the touch and feel” of the operator from the process so that they are less
ready to handle unforeseen events compared to the past.
Operations Engineering of Qatar Petroleum,
gave the audience a case study on the topic.
Mr. Dey’s case study focused on the NGL
Control Room revamping due to various
brown field projects and Qatar Petroleum.
The NGL-3 GSF Plant control room was
built in 1990, and has had major upgrades of
control systems in the subsequent years for
having centralized control room operations.
The Operator interfaces/HMIs added in
the stages caused a disruption in operators
attentions. The several HMI/operator
consoles and fire & gas mimic panel added
gradually through brown field projects
resulted in multiple operating systems in the
control room.
Some of the challenges faced were
1.Number of individual operator stations
(HMI) gradually added in the control, in
bits and pieces, faced difficulty during any
emergency operations.
2. The control room was overcrowded with
various operators stations
3.The operators attention was getting
diverted by multiple operating systems
With the new layout, the advantages were:
1. Operator effectiveness for 24 X 7 operation
2.
Empowering operator alertness and
increase each operators efficiency
3.Reduce the implementation time for
brownfield and green field projects
4. Reduce unnecessary downtime
5. Attract the new generation of operators
6. Reduce the number of operators
7. Create attractive 24-7 environments and
prevent operator fatigue
24
Martin A. Turk, PH.D., Director of
Global Application Consulting Invensys, the
third panelist, spoke about the Capabilities of
Automation System to Meet the Challenges.
Mr. Turk, explained in depth, the
following:
1. How to achieve longer process run times
between turnarounds
2.How to prevent cyber attacks from
compromising system integrity
3.
Managing
increasingly
complex
automation systems
4.Avoiding obsolescence of automation
systems
5.Capitalizing on the increasing numbers
of non-control process inputs without
significantly increasing automation system
cost and/or reducing performance
6.
Sustaining
consistent
best-practice
operator performance across all operating
FEATURE STORY
crews
7.Minimizing the chances for errors in
judgment due to operator fatigue and/or
stress
He also stressed that the success and
growing sophistication of control systems has
inadvertently led to a detachment from the
process, operators aren’t fully aware of what
to do to handle major crises
The final panelist, Paul Steinitz, Director
Strategic Services of ARC Advisory
Group, spoke about information driven
manufacturing.
Mr. Steintz gave us a brief over view of
what has changed within the last ten years:
1. Sensors became less expensive and more
intelligent
2. Data storage & sharing moved to cloud
based
3.Understanding the data – descriptive,
predictive, in-context
4.
Pervasive Communication, Industrial
Internet of Things (IIoT) and Mobile
devices
He then moved to benefits of Centralized
Operations:
1. Integrates people & work processes across
locations & job functions
2. Staffing efficiencies
3. Business integration with operations
4.HSE benefits – safety, environmental,
travel
And the challenges:
1. Response to alarms
2. Completeness of data
And finally ended with the challenges of
Cyber Security
He mentioned that not all threats are
equal, not all threats produce catastrophic
results. The safest cyber security mode is
completely isolated, but that loses the benefits
of IIoT and remote operation. He also ended
with the fact that the cost of cyber security
perhaps could be paid by the benefits of
remote operation.
How to Manage an Effective Centralized Control Room for Green & Brown Field Projects
2nd panel discussion: Rolf Baumgartner, Abdul Jabbar A. Karim (moderator) and Madhu Pillai
The event breaked for lunch at 1 pm and
was resumed at 2 pm for the second panel
discussion “How to avoid mega projects cost
over runs” which was moderated by Abdul
Jabber A. Karim, General Manager Projects,
BAPCO
Moderator A. Karim, briefly explained
that project fail because of either , Poor risk
management, Unduly compressed schedule,
Poor Attention-to-detail, No money during
FEL or Poor direction from the top.
He expressed that we should never,
Sacrifice quality for low cost, Sacrifice quality
for fast schedule, Sacrifice cost for fast
schedule and sacrifice safety for speed, before
he handed the floor to the first speaker.
2.Perform Quality FEED, complete &
consistent
The first panelist Rolf Baumgartner,
project manager of Technip, spoke about how
to avoid Mega Project Cost Overruns, during
FEED, EPC Bid and EPC
Mr. Baumgartner, mentioned that the
strategies in achieving in success through
project phases.
Second during EPC Biding
1.Extended PVL secures Procurement
flexibility,
2. Agree on Critical LLI Vendor Deviations;
prepares TBT & PO in EPC phase
3. Resolution for Endorsement Findings &
Post-Feed changes (ie updated Key Feed
deliverables)
First during FEED
1.Efficient, cheap and strong mitigation
of EPC Risks of Design Growth, delayed
POs.
And lastly during EPC - Project Set-up
1. Nominate single point of responsibility for
client, empowered and within Project Task
Force, ensures efficient decision making
25
FEATURE STORY
2. I-PMT under Client Leadership instead of
PMC, leads to higher performance
3. Technical Authority to be designated for
Project
Other topics he touched upon were, client
sponsorship for local content, as the client has
a stronger local leverage than contractor, due
to either its local presence or familiarity with
the site regulations. He mentioned that client
active Sponsorship can facilitate:
1. Site Access & Gate passes, reducing Risk of
workforce standby
2. Securing local resources
3. Visa delivery by Authorities
He also stressed on how cash flow makes
a difference and indirectly affects Project,
if budgets tighten, prices are renegotiated,
or purchases can be postponed if there isn’t
enough cash flow.
Lastly he ended with active Trend
Management, with review and “Approval
in Principle”, will support smooth
implementation of mitigation measures.
Department
5. Limited Budget for Estimate Preparation
The last panelist Madhu Pillai VP
(International) – AACEI & Projects Director
of Kentz Engineering International Co. Ltd,
spoke about the main two reasons that cost
Overruns
And that some factors influencing Cost
management during execution are:
1. Completeness on Scope
2. Selection of the Right Form of Contract
3. Project Management Team’s Competency
4. Commitment of all Key Stakeholders
5. Relationship Between all Parties
6. Reasonableness on Fixed Costs
7. Risk Management System
8. Cash Flow
9.Early involvement of All Functional
Departments
He Began his discussion with the
statement, Different researches show cost
overrun happens on 65 to 85% of the projects,
and that the main two reasons that cost
overruns are Under-estimating during FEED
/ Bid Phase or Poor cost management during
execution.
He mentioned that estimates fail because:
1.
Inexperienced Project Managers &
Estimators
2. Lack of Definitive Project Scope
3. Lack of Proper Basis for Cost Elements
4.
Not
Employing
the
Estimating
HHe stressed that the key would be
to consistently perform a validation and
verification of the project. That ideally the
first validation should be within 2 months,
for projects with a completion date of more
than a year, while the second validation
should happen when the engineering is fairly
complete.
Refiners Should Outsource Their Hydrogen Needs Rather than Produce it Themselves
Followed by a short coffee break, the
final Debate “Refiners should outsource
their Hydrogen needs rather than produce it
themselves” Moderating this discussion was
Dr Dawood Nasif, Adivsor Noga Holding
Speaking for the motion Shaya Al Qahtani,
Project Manager Hydrogen Yaserf,
Mr. Al Qahtani started his debate by
stating that Hydrogen is not our business,
so let’s focus. By outsourcing hydrogen,
refineries are getting more value and a higher
refinery margin, reduced risk, optimized
resources and a long term partnership with
someone you trust.
He mentioned that a higher performance
due to outsourced hydrogen, improved
overall operations, as safety, availability and
efficiency were no longer a concern, And
that the project execution time and budget
improved.
Other advantages he mentioned were:
• Partner manages and bears construction
risk
•
•
•
•
•
Highest (Gold Medal) Safety Performance
Modularization that leads to early delivery
Availability is guaranteed long-term
Higher On-Stream Factor
Minimize risk of unexpected and major
outages , costs and risk born by H2 Partner
•Leverage feedback from world wide
network of operations
with operational cycles
• Compliment the recovered Hydrogen on
site by HR unit and FGRU
• Synergy with other processes such as
CO2 capture (which can be used for oil
recovery) , waste water treatment, Biofuel
• Hydrogen balance optimization can add
value and synergy in the refinery
Against the Motion, Ahmed Al Majed,
Team Leader, Process – NRP of KNPC
He proceeded with the disadvantages of
outsourcing
• Relying on a third outside party for a vital
critical product
• The destiny of the critical margin is outside
the fence
• The need to coordinate and synchronize
the planned turnarounds
Mr. Al Majed, Also started his debate with
a question, What is hydrogen to a modern
refinery? To which he answered, for a modern
refining operation, hydrogen is very precious,
with main processing in hydrotreating of
various streams or hydrocracking of heavy
products.
He then moved to discuss the advantages
of captive generation:
• As a capital cost, the cost of captive
generation is only 10% of a large expansion
project.
• The production of steam
• The flexibility in swing production to coup
26
And lastly he ended with a case study
based on 5 years of import, in one of the
refineries in the Middle East. He shared that
within 5 years, there were 7 unplanned cuts
of hydrogen supply, causing a disturbance
of operation in the refinery. That a special
mitigation plan needed to be developed to
give priority in what units to sacrifice first. He
explained that there where losses with every
FEATURE STORY
2nd panel discussion: Shaya Al Qahtani (for), Dr. Dawood Nassif (moderator) and Ahmed Al Majed (against)
shut down, and that when a refinery shuts down without synchronizing with
the source, the hydrogen is flared
The motion was voted upon, and the votes were 72% in favor Of the
motion.
At 5.30 pm, the best speaker was announced; Nilangshu Dey; and the
debate was closed.
The energy industry faces many challenges in a constantly changing
market. There is always an industry challenge that needs to be addressed,
whether it is a technical challenge or a commercial one. The debate provided
a neutral platform, that allowed delegates to debate potential solutions to
current challenges in an open environment, while the voting at the end of
each debate served as an indicator as to how the energy sector feels this
particular industry challenge should be addressed.
Various Risks
Make case
Self Production
H2 Outsourcing
Project execution
Capex, timing
remain yours,
exposed to capex
overruns
borne by partner
Industrial risk
All yours major
breakdown
borne by partner
Operational risk
Its all yours
borne by partner
Efficiency long term
after performance
test all yours
borne by partner
guaranteed long
term
Maintenance cost
remains yours
Safety
It’s all yours
all included
borne by partner
votes were in favour
of the motion
votes were against
the motion
Nilangshu Dey (right) receives the Champion Speaker
award from Mohammed Loch (left)
and Hashim Al-Rifaai (middle)
27
FEATURE STORY
Bapco Makes Giant Leap with Waste
Water Treatment
Plant Launch
Marking an enormous milestone in the steady progression of The Bahrain Petroleum Company’s development, Bapco
launched its Waste Water Treatment Plant (WWTP) Project on 12 December 2013 at the company’s Refinery premises.
The project was commissioned as part of Bapco’s EHS policy, which reiterates its commitment to the protection of the
environment and to the health and safety of its employees, contractors, customers, the surrounding community and the
general public.
The WWTP Project has been
implemented as part of BAPCO’s
Environmental Strategic Plan in line with
the requirements laid down by the Supreme
Council for the Environment at a total cost
of US$ 120 Million. This new plant will
provide secondary treatment to the Refinery
waste water that is received from the existing
primary treatment facility, is based on
4-stage membrane bio reactor technology
and will be the first global installation
of this size in any Refinery waste water
treatment facility. With this Project, Bapco
and Bahrain have been put on the world
map for using innovative technologies in
environmental conservation.
The process design for the new Plant was
finalized by CH2MHILL, one of the world’s
leading process consultants in the waste
water treatment business. Engineering,
Procurement and Construction (EPC)
was managed by GS E&C, a leading South
Korean EPC company.
The project effectively implemented
BAPCO’s contracting philosophy to
maximize use of local content in the
purchase of goods and services. More than
US$ 34 Million, which amounts to nearly
half of the EPC contract value, was spent by
GS E&C in purchasing materials and services
locally thus supporting local businesses and
employment.
The project has also provided
opportunities
for
the
employment,
development and growth of approximately
50 young Bahrainis that have been hired and
trained in the operations and maintenance
of this world-class facility.
BAPCO is poised to meet and exceed
the minimum standard set in Bahrain’s
28
environmental regulations for aqueous
discharge to the sea, thereby protecting
the marine life in Bahrain waters. The
company has reiterated its commitment as
an environmentally responsible company
by developing Bahrain’s longest landscaping
covering a span of 2 kilometers near
Maameer area at a total value of US$ 2.2
Million as part of the project.
In line with the company’s motto of
striving for excellence, the Waste Water
Treatment Plant Project has successfully
catapulted Bapco as well as the Kingdom
of Bahrain to the international arena,
garnering positive acclaim regionally and
internationally for its concept of using
innovative technologies in environmental
initiatives. In other words, the WWTP has
paved the way for bigger prospects and a
brighter future in the Bahrain Petroleum
Company.
Complete Solutions for the Power, Oil & Gas, Petrochemicals
and Information Technology
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P.O Box 4, Dammam 31411, KSA
Dammam • Khobar • Riyadh • Jeddah • Jubail • Al Madina Al Munawara • Yanbu • Rabegh • UAE • Bahrain • Qatar - India
PMI EMEA
Leadership
Institute
Meeting
HASHIM AL RIFAAI
President, PMI Arabian Gulf Chapter
FEATURE STORY
We started our activities in Dubai on 1st
May 2014 with a leadership meeting, which
all chapter leaders were invited to. It was a
2-day event. Philip Diab, Past Chair, PMI
Board of Directors, started the session by
giving a brief overview of the rewards of the
PMI Volunteering. He also summarized
PMI’s Core Values, Volunteer/ Staff structure,
and rewards of the volunteer experience.
Later that the day, Joanne Lynch, Manager
of the Volunteer Programs and Services, gave
us a presentation on her working field to
support effective chapter operations. Tarnbir
Kaur, Managing Director of the UAE Chapter
Relations and Development, and Ahmad
Al-Moghrabi then spoke about the “Essential
Guide for Effective Chapter Management”,
which is was great resource for all chapter
officers.
In the afternoon Mr. Shaligram Pokharel,
a member of the Chapter Member Advisory
Group, made a presentation on “The
Fiduciary Responsibility of a Chapter Leader”.
This session explored the basic fiduciary
duties that every chapter leader should be
aware of. The lecturer advised the attendees
on how to improve the performance of their
chapter board fiduciary responsibilities, as
well as its alignment to PMI values and their
local chapter mission. Attendees also learnt
the methods of finding tools and resources
that can assist them with their fiduciary
duties.
David Wright, Membership Specialist
gave a presented on membership programs
to support Chapter Growth and Retention,
and Brian Weiss, VP Practitioner Markets
wrapped up the day with the emphasis on the
focus areas of the PMI and their structure.
In the first half of the day two, Ismail
Al-Baidhani, the REP Member Advisory
Group, gave a talk about Chapter Best
Practices for Working with REP’s. In the
afternoon the opening session of LIM was
held. The day ended with the collegue
of Mr. Al-Baidhani, Connie Plowman,
giving the insights into the best practices
of incorporating transition and succession
FEATURE STORY
planning into the overall chapter strategic
plan and operations.
Connie started by explaining that once
you have accepted a position on the board,
you undergo the transition from a simple
project manager to a business leader with
many more new tasks to master. She
encouraged newly appointed leaders to
seek advice and assistance of the colleagues
from corresponding working areas. “PMI
Learn” on PMI’s website is full of resources
that can assist newly elected officers. It
is imperative that they learn about their
fiduciary responsibilities, Code of Ethics,
Code of Conduct, etc. She also emphasized
that it was crucial for the board and the
board president to exchange the mutual
expectations. A “Shared Expectation Sheet”
would be the new charter under which that
board would oversee the responsibilities
of the members. She highlighted that
relations are paramount to being a successful
business leader. Relationships encompass
the following elements: purpose, passion,
people and planning. Ms. Plowman also
expressed the need to develop an individual
development plan (IDP) which contained:
1.The officer’s roles,
2.The knowledge about the chapter (e.g. its
history, mission, vision, bylaws, etc.),
32
3.The knowledge about the institution of
PMI, its structure, mandate, strategy,
areas of focus, etc.
4.The important leadership skills a business
leader needs to grow and the ways to get
them.
Ms. Plowman, recommended two books
by John Maxwell, which will help a newly
appointed business leader to gain confidence
in every day practice: “How Successful
People Lead”, and “How Successful People
Think”.
FEATURE STORY
Day One
The UAE Chapter president gave a
welcoming speech which started the LIM.
It was followed by a brief message from
PMI’s chairman, Ricardo Triana.
Mark Langley gave an excellent speech
about Changing Times at PMI, and the
opening session was concluded by Brian
Weiss, Vice President, and Practitioner
Markets, who asked a thought provoking
question: “Are You Ready?”
During
his presentation, Brian gave wonderful
statistics about the new workplace and
upcoming challenges which we needed to
prepare for.
After the welcoming session, the
AGC team splits into various teams each
heading for different tracks, so that we
could maximize the learning value for our
members.
I personally attended the session on
Facilitation Techniques for Volunteers,
which was given by Kenn Dolan, PMP,
Board Volunteer Advisory Committee.
Mr. Dolan showed the attendees various
facilitation techniques that could be applied
to manage volunteer groups within a
chapter, or at work. The session provided
practical guidance on how to plan, manage
and supervise workshops to ensure that
the time is used productively, and that
the participants can implement the new
knowledge in their chapters.
Mr. Dolan explained that when a
volunteer leader takes on this position,
members assume that he is fully
knowledgeable and experienced in all
aspects of that job, including mastering
facilitation capabilities. However this is
certainly not always the case. Mr. Dolan
explained the difference between a Task &
a Process. A Task is what we do, whereas
a Process is how we do it. The role of a
“Task Leader” is to focus on tasks and be
the subject matter expert, whereas the role
of a facilitator is to focus on the processes
employed during facilitation irrespective
of answers. He went on to explain that
the secret in linking tasks to processes is
to know which process to used, and when.
He also gave examples and techniques on
how to curb the dominance of dominating
personalities, how to engage introverts,
how to solicit open ideas.
Day Two
Day two was undoubtedly the best for
me. It had a variety of interesting topics
that were delivered by seasoned speakers
and subject matter experts.
Chris Roebuck, Visiting Professor
of Transformational Leadership at
Cass Business School, London gave the
opening keynote speech. The subject was
Entrepreneurial Leadership. He argued that
the entrepreneurial mindset was not just for
organizations and startups, but for chapters
and PMI as a whole too. Mr. Roebuck gave
examples of some key challenges facing
PMI leaders, and how to deal with them.
Expanding current ways of working and
thinking would be critical. Chris showed
how organizations could re-energize
themselves to become Mach 2 performance
organizations. He encouraged the audience
to adopt an entrepreneurial mindset to
grow membership, boost retention rates
and increase volunteerism in every chapter.
33
FEATURE STORY
I then headed to the educational session
entitled: Engaging Schools and Students to
Build the Future of Project Management in
Your Community. Both Roberto Toledo,
PMP, Chair, PMIEF Board of Directors;
and Walter Ginevri, President, PMI
Northern Italy Chapter, were presenters.
Mr. Ginevri was great. He shared with us
how his chapter has worked with the PMI
Educational Foundation to deliver project
management skills training to schoolaged children, and helped us discover
how our chapter can similarly collaborate
to facilitate the project management
education of students in our community. A
wealth of valuable examples from various
countries e.g. France, Portugal, Italy were
given.
After a vibrant networking lunch, I
walked over to the session headed by JeanChristophe Hamani, PMP, Vice President,
PMI France Chapter. He presented us
with a detailed history on the formation
of the French chapter. His topic was: How
to Succeed and Sustain Chapter Growth:
The 360⁰ Vision. This session explored the
360⁰ strategic vision and how it can help
chapters grow its membership base. This
vision included serving the needs of all local
ecosystem stakeholders, including chapter
members, R.E.P.s, sponsors, partners,
corporations, academics and more. The
session also includes tips for leading change
despite the challenges of being a volunteer
organization and an overview of chapter
with branch model. Some of you may not
know that the 3 French chapters have agreed,
and now are, one chapter!
The second last session I attended
concerned Financial Management for
Chapters: Keys to Success. It was delivered
by Tejas Sura, PMP, Region 11 Mentor. This
session discussed important areas of chapter
finances that lead to the sustainability of a
chapter. We learned a lot about financial
ratios, which can help us, gauge the health
of a chapter. Attendees were given several
templates that can help chapters plan
finances and track them.
After a short coffee break, I attended
(for the second time) the session delivered
by Connie Plowman, PMP, Chapter
Member Advisory Group, entitled:
Transition & Succession Planning for Your
Chapter. As explained earlier, this session
introduced attendees to the concepts of
transition and succession planning and
how to create a transition and succession
plan in your chapter. The transition and
success planning framework’s documents,
tools and templates were discussed and
attendees were given limited copies of
PMI’s Chapter Leaders Guide “Strategies
for Onboarding and Transitioning”
and “Volunteer Role Delineation Study
Results”.
Day Three
This was the final day of LIM.
I
started my day by attending the session
on Applying a Business Model Canvas to
Your Chapter Operations delivered by a
member of the Poland Chapter.
It was a hands-on workshop. It
explored the use of a proven strategic
management tool called the Business
Model Canvas, which is mainly used by
startups and entrepreneurs. This model
allows you to describe, design, challenge,
invent and pivot a business model for your
chapter. Attendees learned how to use this
effective model for their chapter.
I also managed to partly join the
workshop on Storytelling. Attendees were
asked to share how they got involved with
PMI, Not only do the stories put PMI and
your chapter into context, they also evoke
emotions. People relate to stories and want
to know what happens next. They become
invested in the storyline and characters.
When you approach the relationship with
your members with this type of human
perspective, you can earn real loyalty that
lasts beyond events, training and chapter
meetings, and build bonds that can last over
a career. This marketing session will explore
how storytelling is the key to building longer
and more meaningful relationships with
your members.
Before wrapping up the day, I attended
a session on Secrets to Developing Your
Leadership - Your Personal Brochure. It was
presented by Agnieszka Gasperini, PMP,
“I hope that you are now more aware of how we spent our time,
and have gained some new insights and information. Our regional
leaders were very punctual, worked hard, networked, coordinated
among themselves, and had fun too.
Please do not hesitate to contact any of the attendees, if you
require any elaboration. We are here to serve you.”
34
Incoming 2015 Mentor, Region 8.
At the session, attendees were
introduced to a coaching game to explore
and develop their own personal brochure.
At the end of the session, attendees
developed their personal mission
statement, established a suitable plan
for the next year and broke down their
mission into process steps so that they
could begin (or expand) their leadership
journey!
LIM was concluded by a keynote
speech delivered by Mike Forde, Former
Director of Football Operations, Chelsea
Football Club. His speech focused on
Leading in a Global Talent Economy.
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Seven Steps to
Strengthen Your Bond
with Your Sponsor
Author:
Rachel Bertsche
The project manager and sponsor are
the ultimate power couple: They’re stronger
together than apart. Sponsors and project
managers are liaisons between two groups,
says David West, senior technical director,
WSP, London, England, who has worked as
both a project manager and project sponsor.
“The sponsor represents the interests of the
organization and all the stakeholders, while
the project manager speaks for the project
team,” Mr. West says.
In other words, the sponsor and project
manager hold the project family together.
Not only do the two partners benefit when
they work well together—so does the project.
According to PMI’s Pulse of the Profession®
research, having active sponsors— meaning
executives who are engaged and who
champion the strategic value of projects and
communicate benefits to stakeholders—is the
top driver of project success.
“Getting the sponsor involved is a huge
piece of a successful project,” says Jessica
Janko, PMP, PMO manager, Medical
36
Transportation Management, St. Louis,
Missouri, USA. “If you don’t have an active
sponsor, it’s challenging not only because
you don’t have clear expectations in terms of
what the organization is trying to accomplish,
but you also don’t have an advocate for the
project. We need project sponsors as much as
they need project managers.”
Of course, all relationships take work.
These strategies can help both sponsors
and project managers build an effective
partnership.
1. Talk Early and Often
A solid rapport between sponsors and
project managers starts even before the
project begins.
“Just as you would do a kickoff meeting
for a project, it’s important to do a kickoff
meeting for the project manager-sponsor
relationship,” says Paul Dinsmore, PMP,
PMI Fellow, director, Dinsmore- Compass
Consulting Co., Rio de Janeiro, Brazil. At this
initial meeting, which ideally lasts at least
an hour, “both parties should outline what
they understand their roles to be,” says Mr.
Dinsmore, who has worked as a sponsor. By
the meeting’s conclusion, the project manager
and sponsor should each have a written
document that lists their responsibilities.
“Getting the sponsor involved is
a huge piece of a successful project.
We need project sponsors as much
as they need project managers.”
— Jessica Janko, PMP, Medical
Transportation Management, St.
Louis, Missouri, USA
That should be the start, not the end,
of the dialogue. Maintain communication
as the project progresses, especially with
face-to-face meetings. “It’s essential that the
project manager and project sponsor have at
least a half hour booked every month,” says
Vicki James, PMP, senior project manager
and business analyst, Professional Project
Services, Seattle, Washington, USA.
Ms. James recalls working on a project
whose release date kept getting delayed. “I
was reporting it all along, but only in status
reports,” she says. “At the last minute, the
sponsor said, ‘Wait a minute. Why didn’t I
know the release date was getting pushed?’ I
guess she didn’t read my reports.”
The entire half hour of in-person meetings
may not be needed, Ms. James says, but the
time can be used to quickly go over the status
report and ensure everyone is in the know.
2. Make It Personal
Establishing a personal connection goes a
long way toward building trust—a necessity
for any strong partnership.
“How many kids does the person have?
What are this person’s hobbies? You can
talk about things that aren’t just issues of the
project,” says Mr. Dinsmore. “Those early
friendly conversations build a rapport that
makes working together easier.”
Social media can shed a light on possible
conversation starters, says Ms. James. “Look
up your sponsor on LinkedIn—find out what
their interests are, where they went to school,
what jobs they’ve had,” she says. “Look for
areas of commonality. See if there’s something
you can glean that you can build a relationship
upon or at least ask questions about.”
But keep in mind it’s not always personal.
The project manager and sponsor can
become fast friends, but if a project is going
poorly, a sponsor still may have to cancel it.
“At the end of the day, the sponsor is the one
writing the checks and the one with his or her
head on the chopping block with the board
of directors,” says Ms. James. “They have
the right to overrule the project manager
or cancel a project, and it’s not necessarily a
judgment on the project manager’s abilities.”
37
3. Build the Team Together
Ideally, the first people on a project will be
the sponsor and project manager, who’ll build
the team from there. “It’s difficult when the
sponsor has already hired an architect and a
cost consultant and a structural engineer
and then says, ‘Oh, I think I need a project
manager,’” Mr. West says. “Then the project
manager is the new kid on the block, and the
architect and cost consultant and engineer
don’t feel they owe the project manager any
intrinsic loyalty.” When the project manager
gets involved in hiring the team members—
sitting in their interviews, asking them
questions—then “the team members will in
turn feel they owe the project manager some
loyalty,” he says.
“Look up your sponsor on
LinkedIn—find out what their
interests are, where they went to
school, what jobs they’ve had. Look
for areas of commonality. See if
there’s something you can glean
that you can build a relationship
upon or at least ask questions
about.”
— Vicki James, PMP, Professional
Project
Services,
Seattle,
Washington, USA
But forming a team doesn’t guarantee
it will never change. Roles can shift, people
leave jobs, and the team you hired to launch
a project may not be the team that finishes it.
Even the sponsor can change mid-project.
When that happens, the project manager
must form a bridge between the old sponsor
and the new one, says Sakshee Kohli, PMP,
program manager, ANZ Bank, Melbourne,
Australia.
“New sponsors tend to have a new
perspective and often question past decisions.
The best strategy in that case is for the project
manager to get the two sponsors together,
even for just 20 minutes, to say, ‘Here’s what
we’ve done so far, here’s what we’re working
on now, and here’s where we’re headed,’” Ms.
Kohli says. “Explain that where we’re headed
is open to suggestions, but we can’t change
what’s been done in the past.”
4. Speak the Same Language
You can’t work with your colleagues if you
don’t understand them. So forgo jargon, and
if you have to use technical terms, take the
time to explain them.
“Just as a doctor might need to translate
medical terms for a patient, a project manager
can help the sponsor understand things like
earned value analysis and critical path—
all those terms project managers take for
granted,” Mr. West says.
On the flip side, project managers should
38
educate themselves in the business’s language
as well, he says. When Mr. West worked on
the relocation of a pathology laboratory for
the Royal Air Force, he asked the sponsor, a
pathology expert, to show him around the
existing lab. “Getting that tour helped me
understand their language and understand
what worked in the current lab and what
didn’t,” he says.
“Just as a doctor might need
to translate medical terms for a
patient, a project manager can help
the sponsor understand things like
earned value analysis and critical
path.”
— David West
Remember that “what” is often less
important than “why”: The definition of
something like “schedule variance” has less
significance for a sponsor than why it matters.
“When explaining earned value, for instance,
make sure the sponsor knows what it means
for them and how it affects them and affects
this project,” Ms. Janko says.
5. Help Me Help You
A sponsor serves as the project’s advocate,
breaking down obstacles that impede
progress. But sponsors can’t solve problems if
they aren’t aware of them.
“Most project managers are independent
individuals and assume they should try to
handle problems themselves,” Mr. Dinsmore
says. “Sometimes they don’t realize that
the sponsor’s role is to help, particularly in
situations that are political in nature.”
A sponsor usually knows the ins
and outs of an organization and its cast
of players, so project managers should
take advantage of that knowledge
and ask questions to understand the
stakeholders. “I’ve been in a situation
where there were external roadblocks
preventing a project from moving
forward,” Ms. Kohli says. “The sponsor
identified for me the people I needed
to talk to, and shared strategies for
communicating with those people
most effectively, so it didn’t seem
politically influenced. My sponsor
knew background that I didn’t know
when I joined the organization, and
that helped a lot.”
But again, it’s a two-way street: Sponsors
should also reach out to their project
managers, says Mr. Dinsmore. “The best
thing a sponsor can do is say, ‘Hey, if you need
help convincing so-and-so, I know him well
and we can work together on this.’”
6. Anticipate Surprises
No one likes to be caught off guard.
Sponsors should try to avoid surprising
project managers with scope creep—but if
the scope must change, they must understand
that might cause cost increases and time
delays.
“Organizations exist in a constantly
changing competitive environment,” Mr.
West says. “So scope might need to change,
particularly if it’s a very long project— how
can you be sure that the reasons for the
project that exist now will still exist in two
years’ time?”
As for project managers, they should never
keep bad news to themselves— especially if
negative developments call into question the
project’s strategic value. “If a problem affects
the business case, let me know,” says Mr.
West. “If costs are rising, if delays are creeping
in, the sponsor needs to know. When the
business case for a project goes negative,
something’s got to be done about it, and that’s
the sponsor’s responsibility.”
When surprises happen—and they will—
both sponsors and project managers must try
to stay as flexible as possible
7. Stay in Your Lane
Micromanaging is “the cardinal sin of
project sponsorship,” says Mr. Dinsmore.
When both parties do the work of building
trust, outlining roles and responsibilities, and
communicating regularly, micromanagement
shouldn’t be an issue. “Presumably, the
right project manager has been assigned
to the project, so the project sponsor has to
trust that that person will do the job,” Mr.
Dinsmore says.
A time suck for both parties,
“micromanagement is not productive for
anyone,” Ms. Janko says. “It usually happens
because the sponsor doesn’t know what’s
going on—they’re not seeing what they
expected to see or they’re receiving
different metrics—so they get overly
involved. Having an open dialogue up
front alleviates that issue.”
Project managers should remember,
though, that just because it’s annoying
doesn’t mean it’s micromanagement.
“I had a project sponsor who did
one thing that I thought was really
micromanage-y, and it used to bug the
heck out of me,” Ms. James says. The
sponsor in question wanted to see the
project schedule in a particular format,
“because when she did her master’s
she had studied critical path and she
wanted to see the float on the project,”
she says. “Looking back, I realize she
was a great sponsor, and she probably
did have a better grasp on critical path. So, as
a project manager, you have to ask yourself:
Are they really micromanaging? Why are
they making this request?’ In the scheme of
things, it might not be so bad.”
It takes two to create an effective
relationship between sponsors and project
managers. If they both hold up their ends of
the bargain, they—and their projects— will
reap the rewards.
Sponsors in Action
On Target: 81% of projects at high-performing organizations— those that complete
80% of projects on time, on budget and within original goals—have active sponsors. At lowperforming organizations, just 45% of projects have active sponsors.
On Strategy: 66% of strategic initiatives are successful when they have actively engaged
sponsors. Without active sponsors, just 41% of strategic initiatives are successful.
On Organizational Change: 81% of organizations that are highly effective with
organizational change report frequently using executive sponsors on their strategic
initiatives, compared to only 25% of organizations minimally effective.
On Complexity: When it comes to complexity in projects, a sponsor who actively
supports the project is the second factor with the greatest impact on the success of projects—
second only to effective communication.
Check out www.PMI.org/Pulse this month for the new in-depth report on executive
sponsorship.
Source:
PMI’s Pulse of the Profession
39
PMI’s Pulse of the Profession In-Depth Report: The Impact of PMOs on Strategy Implementation
November 2013
Most Prevalent PMO Frameworks and their Primary Functions
Organizational Unit PMO/Business Unit PMO/Divisional PMO/Departmental PMO:
Provides project-related services to support a business unit
% WHO HAVE THIS PMO IN THEIR ORGANIZATION:
Primary Functions Performed (top 3 listed with % responding):
54%
Project/Program Delivery Management:
46%
Standards, Methodologies, Processes:
15%
Portfolio Management Prioritization:
15%
Project Support/Services/Controls Office or PMO:
Provides enabling processes to continuously support management of project, program or portfolio work
44%
47%
19%
12%
Enterprise/Organization-wide/Strategic/Corporate/Portfolio/Global PMO:
Highest-level PMO often responsible for alignment of project and program work to strategy
39%
30%
25%
20%
Center of Excellence/Center of Competency:
Supports project work by equipping the organization with methodologies, standards and tools
35%
41%
24%
Strategic Planning:
14%
Project-Specific PMO/Project Office/Program Office:
Provides project-related services as a temporary entity established to support a specific project or program
Primary functions performed (top 3 listed with % responding)
46%
16%
Governance and Performance Management:
11%
Source: Pulse of the Profession™: PMO Frameworks
4
©2013 Project Management Institute, Inc. PMI.org/Pulse
40
31%
Dealing with the
Aspirations of Your Team
Understanding others’ needs helps drive everyone
in the right direction.
Author:
Sheilina Somani, FAPM, RPP, PMP, Contributing Editor
PM Network September 2014
As project managers, how aware are we
of others’ aspirational needs—their need
for achievement, recognition, appreciation,
reward, solitude and respect?
Whether we interpret aspiration as taking
in a breath or seeking attainment, are they
very different? Are we project managers who
provide space or ladders, or suffocation and
slippery conditions?
Being a project manager requires a certain
measure of healthcare—for the project and all
the stakeholders directly involved. The outset
of the project is a challenging time of gaining
trust and seeking honesty from stakeholders.
Withholding information can be seen as
deceitful; giving too much information can
be seen as overkill. So how do we, as project
managers, respond to such a demanding
variety of people?
We can approach this problem in six steps:
• Understand our own aspirations
• Accept that these will change over time
• Acknowledge that we don’t have to agree
with the aspirations of others—we simply
need to accept that they exist and are
valued by each individual
• Seek understanding of others; encourage
trust and openness
• Listen carefully to hear what is expressed,
rather than what you interpret
•Act with integrity to ensure that these
aspirations are actively managed
We also need to give consideration to how
we articulate or express our aspirations to
those we report to and work with. It is proven
that everyone works better when his or her
aspirations are being attended to. For one
person, this may be a verbal thank-you; for
another, a financial reward. When we capture
these clearly for ourselves, we can then create
understanding through communicating
with others. This, in turn, gives individuals
permission to speak more openly of their
needs.
Whether we address these aspirations
formally, informally or both, they require
active consideration and response. Something
as simple as the use of an agreed-upon
nickname can encourage participation, a
sense of belonging and team perspective.
For people who are achievement-oriented,
projects need to convey tasks in sufficient
size as to be recognized as something worth
completion, yet they must be compact enough
to create a flow of achievement through task
completion.
There are also colleagues for whom the
gift of time is the aspiration. They want to be
able to confine work tasks to specific times
so they can fulfill their roles outside of the
project. Recognizing and supporting these
aspirations, where practical, can enhance and
deepen trust and respect.
Ultimately, the project context will be
the main driver for the flexibility around
accommodating aspirations. The project
manager who can consciously reflect
upon, negotiate and address some of
these aspirations will achieve constructive
relationships with his or her colleagues. This,
in turn, resonates with organizational ethics
and values, and can then influence future
behaviors of all involved.
About the author:
Sheilina Somani, FAPM, RPP, PMP, is
the owner of the U.K.-based consultancy
Positively Project Management, a senior
project manager, a speaker and a mentor.
Source: Originally Published in the
September 2014 PM Network Magazine
41
Migrating For Better
A Case Study from the Project Management
Perspective to a Data Migration Project in a
Multi Brand Fashion Retail Enterprise
Author:
Ajaz Ahmed (PMP)
ERP’s are central to any big enterprise.
Organizations implement one or more ERP
solutions depending upon their business
needs. Some keep upgrading the same
ERP to its latest version, while others may
switch to an entirely new ERP. In either
case data migration forms an essential part
of such an upgrade or implementation.
Data migration is a subset of the overall
ERP project, but given the importance,
Introduction
The below data migration perspective
is taken as a case study from an ERP
Implementation and Rollout project
undertaken by a leading multi brand fashion
retail enterprise in Saudi Arabia, whose
business spans over the Middle East and
North Africa, USA and the Commonwealth
of Independent States (CIS). This project
included 7 different countries, but the case
study is based on three countries viz. Jordan,
Egypt and Kazakhstan. The centralized Head
Office has implemented an ERP system
best suited to the organization’s needs. The
business operations spread over different
regions across the continents runs on a
different ERP system(s).
The business case here was to bring
uniformity in data analysis, business
projections, planning and decision making
across the regions. This required an
integration of business operations across
regions to a centralized system which is based
in company’s head office. So the objective
was to implement only the selected required
modules at the regions while the core
functionalities were to be provided by the
volume of activities involved, and its impact
on the implementation it can well be viewed
as a project in itself. Though it may or may
not have a separate project charter, all other
project management concepts are still
applicable. Data migration being one of the
core parts, the timely completion or delay
in implementation of the overall ERP was
heavily dependent on this task. The ‘big bang’
approach helps achieve the objective in the
centralized system. The regional legacy ERP
system(s) was (were) to be phased out. The
essential part of this project was migrating
their historical (summary) data and current
(master) data to the central system.
Project Scope
This being a subset an implementation
project, the scope of this data migration was
limited to an integration of data from legacy
system to the newly adopted system with
minimum amount of data loss, maximum
possible accuracy and least possible
hurdles to the routing operations like sales,
receipts and stock transfers. Acquisition of
hardware, network structure and establishing
connectivity was a part of the overall project,
hence beyond the scope of this data migration
project.
Project Constraints
1.Rolling over to the new system with no
or least possible blackout period for the
normal day to day sales operations
2.Integrating the stocks received during
42
shortest possible time. But the pitfalls of
such an approach are many, the biggest
being business disruption or even a fallback.
In such a scenario, the ‘trickle-migration’ is
better suited. With this phased, sequential
migration strategy the objective of smooth
transition to the new system, with minimum
business disruptions, can be achieved more
or less up-to the expectation.
migration period quickly enough without
increasing the Lead Time for delivery at
stores to ensure the latest stocks hit the
store and are ready for sale
Alternatives Evaluation
The migration comprised of the
international brands in which the company
trades across the regions. Most of the brands
in all these countries were common to either
2 or more regions. This implied that some or
most of the master data already migrated for
a brand X from one country was repeated in
another country. This was increasing data
redundancy on one hand and multiplying the
efforts of cross-check, and data correction at
all the migration level – pre, in process and
post migration. An alternative evaluation
was carried out and the regions were given
access to the existing master data. They were
asked to extract from source only those data
which does not exist in the target data (only
the differential was required). For the data
common to both countries only additional
attributes were to be migrated like cost and
price in their local currency.
Migration Strategy
The source and target databases were from
different vendors, with completely different
structures and data definition. Also noticeable
was the fact that although the legacy systems
in all the 3 regions were similar, their data
widely in terms of attributes and consistency.
Taking these into consideration ‘customcoding’ interfaces to prepare input data was
not considered a viable option. So a common
migration mapping was developed and ETL
- Extract, Transform and Load strategy was
used for data migration. This task was divided
among the regional and central teams, where
the regional teams were responsible for the
Extract function, while the central team took
over the rest. The output of the extraction was
in the form of flat files which were fed to the
ERP through standard interfaces. Extensive
training was given to the regional teams as
to what was expected on their part and how
they should achieve that. The source (legacy)
system was the same in all the regions, so the
extraction method adopted was common to
all, and it provided a common input feed to
the migration interface. The Transform and
Load tasks were carried out with standard
interfaces and batches.
The POS rollout was tightly linked with the
data migration – the former dependent on the
latter. So to ensure that POS rollout takes place
on the agreed date, it was incumbent that the
data migration is completed with accuracy a
day before. The accuracy here included the
master information, merchandise hierarchy,
pricing, seasonality and other related
attributes. The migration was actually driven
by the POS rollout schedule. This schedule, at
the beginning of the project was somewhat
like a big bang approach. All stores for a
particular brand(s) in all countries to go
live on the same date. But with progressive
elaboration of the project, it was found that
such an approach was not very feasible due to
many a practical constraints. So the approach
was revised, the data migration now drove
the rollout. This slowed down the rollout,
but it increased the efficiency of rollouts and
decreased the possibilities of a fall back which
was more in the earlier approach.
Risks and Risk Management Strategies:
1. High Volume: The volume of data
expected to flood the database was too high
and posed a risk of affecting the performance
of the servers. The team went ahead with
this risk depending on the high performance
servers.
2. Deadlocks: One of the risks was the
clogging of processes due to heavy influx
of data. This was realized as the project
progressed. Data flow to different modules
was done in the form of scheduled batches.
In an event of such a risk occurrence the
response was to disable the batches and enable
them on priority basis so that the system
keeps functioning without a shutdown. This
was done by 24X7 monitoring of data flow
by the team to ensure that data flows in a
sequence and not in parallel thereby making
the normal processing to function smoothly
(with a few hiccups though)
the chances of stock sitting in the warehouse
awaiting to reach the store and eventually to
the customer.
4. Negative stocks: The first phase of
the migration was related migrating master
information and replicating the same to the
stores for rollout. Immediately on the rollout,
was to kickoff the second phase, i.e. to migrate
the stock on hand position from the legacy
to the central system. This had to work in
tandem failing which could have resulted
in system showing negative stocks. This risk
was mitigated by sequencing sales integration
after the stock was migrated completely
and making this a binding criterion. Sales
integration was put on hold until SOH (Stock
on Hand) was migrated. This delayed the
visibility of sales in the system, but eliminated
the chances of stocks going negative.
Stakeholder Chart
3. Delayed shipments: During this period
(from migration to rollout) any new shipment
were blacked out from being processed in
the legacy system. Anticipated delays in the
extraction and data fixing were bound to
have an effect on the overall migration and
the POS rollout, which could have delayed
the stocks from hitting the stores and inability
to sell the newly arrived merchandise. To
mitigate this risk the migration team worked
out a remigration plan. This comprised of
the regional migration teams translating
the newly arrived stock information into
a migration file so as to include the same
within the migration thereby greatly reducing
43
Communication
Most of the stakeholders mentioned above
were identified at the beginning of the project
and communications planned accordingly.
Initially things got a bit awry as some of the
stakeholders were not included in the RACI
communications matrix. As the project
progresses, these were also included in the
loop.
The RACI Matrix
Tasks \ Members
Project
Heads
Regional
Team
Migration Functional Application
Team
Team
Developer
Migration planning
C
R
R, A
Brand sequencing
C
R
R, A
Pre migration checks
R, A
R, A
Pre migration data checks
R, A
R, A
C,I
R, A
Actual migration process
I
R
A
Post migration process reviews
R
A
R, A
I
C
C
Applications Handover
I
C, I
I
I
I
I
Normal transaction processing/batches
monitoring
Posting and closeout of migration
Batch
Data
Schedulers Integrators
I
I
I
R, A
R, A
A
R, A
I
R
R, A
R
R, A
R: Responsible; A: Accountable; C: Consulted; I: Informed
Migration Milestones
Five major milestones were set for this
migration project.
1.Migration of Master information – this was
the go-ahead for the POS rollout at stores
2.Migration of Stock On Hand (SOH) – this
served as the trigger point for integration of
sales coming from the POS
3.Availability of Stock Ledger – this was
a point where all transactions including
sales, purchases, adjustments, etc were
visible in the stock ledger
4.Posting to finance modules (*)– At this
point all data from stock ledger and sales
from POS along with the tax information
were ready to be posted to financial module
5.Week closing – this final weekly phase
was a part of migration close out. At this
point the business gets to know its weekly
standings for each brand against their
budget. Also at this stage many a brand
partners get to know the performance of
their brands.
(*) The forth migration milestone had to
be removed from the list later as the regional
finance teams were not ready yet with their
posting processes.
Impact of Overlooking the
Communication Plan
One of the stakeholders in the migration
was the department of finance, which was
driving a process of data integration to the
company’s financial database and how such
a data should be replicated to the financial
modules. One of their primary requirements
was how taxes should be reflected and that
need was properly taken care of. During
the project it was discovered that the Point
of Service at the stores itself had the ability
enable or disable the Value Added Tax during
a transaction, which meant that the data
flow from the Head Office to the store need
not have this definition flown separately.
The team decided to make deliberations on
44
whether to go ahead with making use of this
function. Everybody agreed and the team
went ahead with the decision and the regular
process restarted, only to note awhile later
that the finance department starting raising
concerns that VAT was not being replicated.
That was a big impact and the reason was
that particular stakeholder was not taken
on board while the deliberations were
taking place, the communications plan was
overlooked. Had that happened, this decision
could not have been possible. Now to fulfil
their requirements there was a workaround
required, and this in a way introduced scope
creep in the project.
Resources
For the data migration project the
company utilized its internal human
resources who were experienced with similar
migration projects accomplished within the
organization earlier.
Quality assurance:
Data was of utmost importance to this
centralization as it was to be transformed into
useful information that business decisions
were to be made from. So it was important
to allow quality data to be migrated. Checks
were implemented at different levels of
migration:
Source 1
• Primary Migration File
• Secondary
Source 2
• Secondary
Source 3
• Secondary
Pre-Migration
data check
• Clearance or
Rejection
2.In-process data check – Data which was
cleared at the first step went through to a
staging phase. A second check was applied
here which filtered out data based on a
criteria like mappings, costing, pricing,
classifications, etc. The originator was
asked to re-correct these, while the clear
data went through to the final phase.
1.Pre migration data check – a set of certain
basic checks which cleared or rejected the
input data altogether. The rejected data
was sent back to the originating region for
review and correction.
In-Process Migration
data check
Post- Migration
data check
• Filtering out
rejected data
• Post Migration
fixing
3.Post migration data check – This involved
comparison of statistics of data fed for
migration and what actually got migrated.
Costs, prices, hierarchy, and other attributes
submitted and what actually reflects in the
migration. Any discrepancies found at this
stage were escalated to concerned users for
the post migration data fix.
The Migration Schedule Network Diagram:
E
M
F
Start
A
B
C
D
G
J
L
K
End
N
H
I
Tasks Legend:
A – Pre-migration data check
B – Migration to Staging
C – Migration to central database
D – Master definition to store linking
E – Outbound (B2B) Interface deployment
F – Replicate to Store Inventory Module
G – Replicate master definitions and pricing to stores
H – Replicate to warehouse management module
I – Regular processing interface deployment
J – Stock Migration
K – Normal transaction processing and integrations
L – Data availability for B2B interface
M – Posting to reporting module (closing)
N – Posting to Finance module
(1)
(1)
(1)
(2)
(3)
(1)
(1)
(1)
(2)
(4)
(2)
(2)
(2)
(2)
Paths on the network:
1. A-B-C-D-G-J-K-L {Critical Path}
2.E-M
3.A-B-C-D-F-K-L
4.A-B-C-D-F-K-M
5.A-B-C-D-H-K-L
6.A-B-C-D-H-K-M
7.A-B-C-D-F-K-N
8.A-B-C-D-I-K-L
9.A-B-C-D-I-K-M
10.A-B-C-D-I-K-N
11.I-K-L
12.I-K-M
13.I-K-N
(14)
(5)
(9)
(9)
(9)
(9)
(9)
(10)
(10)
(10)
(6)
(6)
(6)
The task durations are shown here are from migration of a brand with an average of 70,000 stock keeping units (SKU’s), having a minimum of 4
attributes associated with each SKU and the brand consisting of around 9-10 trading stores
45
Timeline of the migration project for one country with 21 brands:
Below is the graphical timeline of the major milestones achieved by
brand. The taller the bars, the more was the time consumed (number of
days) in achieving those milestones. The lower the bars, the quicker were the
accomplishments of tasks.
The project span over a period of 10 Months (with a few breaks in between)
from September 2013 to June 2014
Migration: Major Milestones
180
160
140
112
100
80
63
5
7
8
8
2
14
14
4
8
TAP
PUM
PAR
GAP
OKA
MON
ALA
BLA
WOS
24
LPS
4
LSZ
ZYK
LVR
CNK
8
11
20
0
7
GRG
36
DYN
19
ADL
20
COR
19
USP
40
QUZ
60
STM
TIMELINE
120
BRANDS
Creation of MOM file for POS
Stock Migration
RTLog Integration to RESA
Integration of sales to trandatahistory
Integration of sales to EBS STG
Closing of first trading summary
(Consider branding as fully LIVE at this stage)
X-axis represents the abbreviated names of the brands
Y-axis represents the number of days
The number of days is displayed over the “Stock Migration” bar,
as this milestone was a cornerstone of the project accomplishment
of which paved way of the rest of the normal integration processes.
EBS posting was later excluded from the scope and was handled
separately, hence shown only in the initial 6 brands.
Conclusion:
Data migration forms an essential part of an ERP
implementation project, especially where there is a rollover
from an existing system to a newer one. Timely and accurate
data migration ensures a seamless switch to the new system.
Migration along with its replication to the point of service
destinations guarantees the least possible downtime in business
transactions. Whether or not a data migration has a separate
project charter, almost all project management concepts can
still be applied and it may well be treated as a project in itself.
46
Brand ID
Brand Name
Brand ID
Brand Name
ADL
Adelisk
LVR
La Vien Rose
ALA
Aldo Shoes and Accessories
MNS
Marks and Spencer
BLA
Suite Blanco
MON
Monsoon
CLK
Clarks
NIN
Ninewest
CNK
Charles & Kieth
NLK
New Look
COR
Cortefiel
OKA
Okaidi
CZN
Collezione
PAR
Parfios
DYN
Dynamite
PUM
Pumpkin Patch
FGK
FG Kids
QUZ
Quiz
FGW
FG Women
SGT
Sergeant Major
FLO
Flormar
SPS
Call it Spring
FNF
F&F Clothing - TESCO
STM
Steve Madden
GAP
GAP
TAP
Tap A L'oeil
GRG
Garage
TSM
Topman - Topshop
JEN
Jennyfer
USP
US Polo
LEC
Le Chateau
WOS
Women's secret
LPS
Lipsy
ZYK
Ziddy Kids
LSZ
Lasenza
About the author:
Ajaz Ahmed (PMP)
The writer is a gulf based, certified project management professional
(PMP) originally from Aurangabad, India. He holds a post graduate
degree in Computer Applications. He is currently occupied with a
leading multi brand fashion retail chain in Riyadh, Saudi Arabia.
His area of expertise includes Project Management, ERP solutions
– implementation and support, Business-To-Business (B2B)
applications, Application-To-Application (A2A) integrations, Point of Sale implementation
and rollouts. He has experience in ERP’s like Oracle Retail, EBS, and Infinity. He can be
reached at [email protected]
47
IN A CHANGING WORLD,
INNOVATION THAT ENDURES
In this period of unparalleled change, Pentair is working even closer with the energy industry to ensure
operators have the products and services they demand. Our customers depend on us for everything
from isolation and flow control to filtration and separation, thermal management, safety control, and
complete turnkey design services. Which is why we’re constantly looking to advance our leading range
of innovative and established brands. Trust Pentair to help you embrace the change.
For more information on Pentair’s industry-leading products and services, visit www.pentair.com
PENTAIR.COM
TECHNICAL
The Importance Of Effective
Project Management in the
Oil & Gas Industry
Author:
Kiran Gholap, Manager
Project Management - Sharjah Manufacturing Plant, Pentair Valves & Controls
Project failure, exceedance of budget and timelines, negative organizational impact, and an economically unviable
outcome are all potential consequences of a lack of efficient project management. A recent report from Ernst & Young that
investigates current oil & gas industry performance reveals nearly two thirds (64%) of multibillion-dollar technically and
operationally demanding, large scale oil & gas projects continue to exceed budgets. Furthermore, almost three quarters
(73%) of the 365 projects examined in the Spotlight on oil & gas megaprojects report failed to meet schedule deadlines .
The impact of such overruns can be catastrophic, costing the oil & gas industry billions of dollars, and demonstrates the
significant need for effective project management.
Controlling influencing Factors
Various internal and external factors
influence the development of a project and
can hinder or enhance its success, depending
on how the project management process is
executed. This is particularly important in the
oil & gas sector and, more specifically, valve
manufacturing industries. With multiple
specifications and engineered products, tight
budgets and schedules, stringent material
and quality requirements, and a high level of
risk management, the importance of effective
project management is critical. Add to that
the impact on the end user’s project schedule,
and the high probability of changes in scope
- which require a strong change management
system - and it is clear that a team needs to
implement a robust project management
plan in order to guarantee the successful
realization of the project.
Thorough upfront planning, rational
forecasts and efficient organization can
address and overcome internal factors in
order to improve overall project performance.
These obstacles include inadequate planning,
access to funding, aggressive estimates and
optimism bias. Effective handling of such
aspects will also help to ensure that deadlines
are met and unnecessary costs are avoided.
Teams can also face issues such as regulatory
delay or policy uncertainty, as well as the effect
of inadequate infrastructure and geopolitical
challenges, for example financial and supplier
market improbability. While these external
factors are often harder to control, efficient
project management can help to mitigate
their impact. Investment in training can help
generate project success, too. Pentair devotes
time to training a dedicated PMP certified
project management team in confronting and
managing these types of challenges to ensure
a positive and profitable outcome.
Well-Defined Process
In order to achieve the successful delivery
of a project, a distinct project management
process must be employed to facilitate efficient
organization, monitoring and execution.
Comprising standardized forms, checklists,
templates and fixed phases, a clear project
life cycle will reap dividends for the outcome
of the project, no matter what the size or
complexity. In addition to outlined project
phases, an established project management
information system consisting of a software
database to track elements such as activity,
scope, schedule, cost and risks of the project
will also aid project development. Such a
system, incorporating further information
such as changes required, issues raised and
lessons learned, combined with a defined
project management plan, will facilitate
effective execution, monitoring, control and
closing of the whole process.
Companies have a duty to balance
competing project constraints, including
but not limited to scope, quality, schedule,
budget, resources and risk. Implementing
thorough planning and organization, along
with identification and address of the various
needs, concerns and expectations of stake
holders, will help to ensure comprehensive
and successful project management
throughout the development of the project.
In addition, periodically reviewing lessons
learned acts as a tool to benefit the team
by facilitating continuous improvement,
highlighting preventative actions, controlling
risk management and planning and executing
future projects. This reflection also expands
into enhancing other areas, such as on time
delivery, which contributes to the overall
performance of projects.
Focus on Successful Project
Management
In a world so reliant on effective and
proficient global communication, and
full of economical uncertainty, project
needs are intensifying. Projects situated in
high-pressure environments with varying
demands and risks call for teams with
strong project management skills in order
to achieve the desired results. Projects also
require shortened development and lead
times and increased productivity, all the
49
TECHNICAL
while maintaining and improving customer
relations. These aspects of the project process
must be assisted by comprehensive project
management, consisting of upfront and
monitored planning, efficient control of
human resources and consistent, thorough
organization in order to achieve a positive
outcome.
In the oil & gas industry specifically,
investing
heavily
in
manufacturing
operations enables companies to provide
customers with improved product solutions
and a reliable supply chain to further ensure
the success of a project. Pentair offers global
expertise and experience in the energy sector,
along with high-quality solutions for a wide
range of applications and projects in the oil &
gas industry. Extensive technical knowledge
and engineering support solutions from
companies such as Pentair optimize and
enhance customers’ operations, facilitating
the project management process to deliver a
successful project.
ABOUT PENTAIR VALVES & CONTROLS
Pentair’s Valves & Controls business is a world leading manufacturer of valves, actuators and controls for the most challenging applications
throughout oil and gas, power, mining, chemical, food and beverage and building and construction industries. Through its portfolio of
trusted brands, Pentair Valves & Controls provides market-leading products, services and solutions that bring vital infrastructure to local
communities around the globe. With a strong global presence, technological know-how and engineering expertise, Pentair Valves & Controls
enables customers to keep their operations running safely, minimize downtime and enhance lifecycle performance. Key brands include
Anderson Greenwood, Biffi, Crosby, Fasani, Keystone, Narvik-Yarway, Raimondi, Sempell, Vanessa and Westlock.
For more information on Pentair Valves & Controls, visit http://valves.pentair.com/valves/.
ABOUT PENTAIR PLC
Pentair plc (www.pentair.com) delivers industryleading products, services and solutions for its
customers’ diverse needs in water and other fluids,
thermal management and equipment protection.
With 2013 revenues of $7.5 billion, Pentair employs
approximately 30,000 people worldwide.
IN A CHANGING WORLD,
INNOVATION THAT ENDURES
In this period of unparalleled change, Pentair is working even closer with the energy industry to
ensure operators have the products and services they demand. Our customers depend on us for
everything from isolation and flow control to filtration and separation, thermal management, safety
control, and complete turnkey design services. Trust Pentair to help you embrace the change.
For more information on Pentair’s industry-leading products and services, visit www.pentair.com
PENTAIR.COM
ADVERTISEMENT
Industrial Gases
Praxair + Refinery Technologies
Get More Out of Your Refinery
Refiners today face a growing number
of operational and regulatory challenges
that can limit productivity. Praxair has
developed a complete line of products
and services to address refiners’ needs for
today and tomorrow. Whether the goal
is increased throughput, lower fuel costs,
improved operational flexibility, or reduced
emissions, we can help. With over 50 years
of industry experience and a world-class
project execution team, we have the knowhow and tools needed to help you address
your refinery processing targets. Additionally,
Praxair offers a full range of industrial gas
products and services.
Save Energy and Reduce
Emissions
Praxair’s Oxyfuel technology is a proven
methodology that can debottleneck and
improve the efficiency of most refinery fired
heaters. In addition to fuel savings, heater
capacity can be improved by as much as 25%.
Depending on how the technology is applied,
NOx emissions can also be substantially
lowered.
Praxair’s CONOx system reduces CO,
NOx, and NOx precur- sors (ammonia/HCN)
in FCC regenerator off-gas. NOx reductions
of up to 60% are achievable. By allowing more
regenerator operating flexibility, regenerator
temperature, air blower capacity, and velocity
limitations can all be addressed.
Improve Capacity
Oxygen enrichment for the sulfur
recovery unit is a proven technology for
increasing the sulfur plant capacity. Standard
enrichment is typically capable of improving
capacity by up to 30%. Coupled with
additional burner and equipment changes, a
capacity increase of over 100% is possible.
FCC enrichment can address air blower
constraint, regenerator velocity, and recovery
section limits. Regenerator capacity, the
ability of the regenerator to burn coke, can be
increased by up to 35%.
Praxair’s Oxygen Enhanced Reforming
(OER) is a low capital proprietary technology
which can be used to increase steam methane
reformer hydrogen production by up to 20%.
Add Oxygen to Improve Processes (versus air)
NOx SOx* CO2
Capacity
Fuel
Increase Savings
Oxygen Enrichment for
Sulfur Recovery Units
(SRU)
30%-100%
Oxygen Enrichment for
Fluid Catalytic Cracker
(FCC)
10%-35%
FCC with CONOx
5%-10%
Oxy-Fuel in Process
Heaters
5%-25%
Oxygen Enhanced Steam
Methane Reforming
10%-20%
•
•
•
•
•
•
CO
•
•
•
•
•
•
*FCC oxygen enrichment can improve SOx capture catalyst performance.
51
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Optimize Hydrogen Systems and
Fuel Gas Management
Praxair has proven and user friendly
modeling and optimization tools to assist
in improving SMR energy efficiency and
optimizing the refinery hydrogen, fuel gas
and steam systems.
Pressure swing adsorption is a cost
effective method for recovering high purity
hydrogen from lower purity fuel gas or
purge streams. This can directly decrease
on-purpose hydrogen requirements and
indirectly lower CO emissions.
Refinery gas upgrading is a Praxair
proprietary technology that utilizes partial
condensation to recover both hydrogen
and hydrocarbons from the fuel gas
system. Hydrogen can be recovered from
low hydrogen purity fuel gas streams with
nominally 95% recovery. In addition, it can
be used in with other hydrogen purification
methods to improve hydrogen recovery or
purity.
The refinery gas processor enables the use
of problematic fuel gas streams as feed for a
steam methane reformer or as a fuel for a gas
turbine. This patented process is well suited
to fuel gas streams with a high olefin content
and varying quality.
Environmental Applications
Praxair’s
wastewater
treating
applications can increase BOD/ COD
response, mortality testing results, and
destruction of key contaminants. In addition,
the production of bio-sludge can be reduced.
Our system can be installed without draining
the basins and achieves a high oxygen
utilization with significantly lower electrical
consumption than air based units. These
attributes combine to lower wastewater
treatment costs.
VOC recovery technology uses liquid
nitrogen condensation and can be a cost
effective replacement for thermal incineration
or carbon adsorption. The process uses
indirect cooling thus allowing the nitrogen
to be reused in the refinery nitrogen system.
In many cases the recovered product
and avoided fuel gas consumption for
incineration can result in significant savings.
Replacing the fuel gas sweep in the flare
line with nitrogen can be cost effective and
result in lower CO2 emissions since there is
no longer a need to burn any sweep gas in the
flare.
Praxair + Oxygen Enhanced SMR Reforming
Hydrogen plants owners who can benefit
from incremental increases in hydrogen
production are looking at new, low cost
ways to expand capacity in their existing
facilities. Praxair’s patented oxygen enhanced
reforming (OER) technology provides a
low capital cost way to increase hydrogen
production from an existing steam methane
reformer (SMR).
How It Works with Any Reformer
No matter what type of reformer is in
use – box, cylindrical, terrace wall – oxygenenhanced reforming can increase capacity
by 10 to 15% depending upon the nature of
the bottlenecks that currently exist in the
hydrogen plant.
Combustion air is enriched with oxygen
in an OER retrofit to the existing SMR. The
elevated oxygen concentration increases
hydrogen throughput by increasing the
amount of heat available to drive endothermic
reforming reactions. It does this without
exceeding process pressure, induced draft
fan flow, tube metal temperature, radiant
cross-over temperature, and NOx emission
limitations.
Installation Is Simple –
Results Are Reliable
Syngas to Back-end
Decreas
Designed with simplicity
and safety in mind, Praxair
OER
retrofit
equipment
includes an oxygen supply
system, an oxygen flow control skid, and an oxygen
injection device. Depending on
the SMR configuration, oxygen
can be injected either into the
burner air feed duct or into
the combustion zone inside
the furnace. The oxygen flow
control skid is custom designed
to integrate controls and produce the required oxygen flow
rate. The end result is a steady
and reliable flow of oxygen.
Flue Gas to
Heat Recovery
N2
Air V
Fired
Reformer
Uniform
Reformer
Tubes
Air Fu
Burner Fuel
Process
Feed
Lanced O2
As a leader in the supply of gases, Praxair
can design and deliver an oxygen supply
system that fits the refinery and its location.
If the refinery does not currently have
oxygen available in bulk on-site, a liquid
oxygen storage tank or an oxygen generation
plant may be installed. The oxygen supply
system and oxygen flow control skid can
typically be installed without shutting down
52
100%
H2O
CO2
Combustion
Air
Sparged O2
hydrogen operations. Installation of the
oxygen injection device could take up to one
day of SMR outage. The OER retrofit can be
installed and commissioned within six to
twelve months from contract completion.
ADVERTISEMENT
OER – A Low Cost, High Yield Option
Method
The characteristics of common SMR debottlenecking
options are shown in the table at right. Among the
options, OER stands out because it significantly
increases hydrogen production rates at low capital cost.
An OER retrofit is less expensive than a pre-reformer
retrofit, has a smaller impact on export steam rates, and
does not require any modifications to the convective
section heat recovery design.
While a post-reformer (for example, a gas-heated
reactor) can produce greater quantities of incremental
hydrogen than OER, it requires a much larger footprint
and capital investment. The simple reliable equipment,
low capital investment, and incremental hydrogen
production capacity make Praxair’s oxygen enhanced
reforming technology the optimal choice for retrofitting
an SMR.
Hydrogen
Rate
Cap Cost
Comments
Reduce Steam/
Carbon
+ 3-5%
Low
Tube and catalyst life
implications
Modify WGS
Reactor
+ 3-5%
Medium
2 stage HTS; HTS/
LTS; MTS
Upgrade
Reformer
+ 5-15%
Med-High
New catalyst; replace tubes w/
better metallurgy; modify
pigtail/tunnel design; upgrade
controls
Install Prereformer
+ 8-15%
Medium
Requires significant changes
to reformer convective section;
considerable drop in steam
export
Install OER
+ 10-15%
Low
Simple installation, equipment,
and controls; non-invasive
Install Postreformer
+ 20-30%
High
Large footprint; capital intensive
Table of Common SMR debottlenecking methods, incremental hydrogen production capacities and capital costs
Praxair + Improved Heater Performance
Praxair’s
oxy-fuel
combustion
technologies are a flexible and low-cost
method to increase productivity, decrease
fuel consumption and reduce NOx and CO2
emissions.
Our refining specialists have collaborated
with refiners for over 50 years and have intimate
knowledge of fired heaters and combustion
operation. Syngas
In addition,
we have extensive
to Back-end
project execution and operations experience
gained through over 70 years of combustion
applications. Our oxygen combustion
technologies have been implemented in some
of the largest manufacturing facilities in the
world including 40 refineries. This experience
enables us to evaluate and implement oxygen
applications in fired heaters with minimal to
no downtime and with an ever present focus
on safety.
Fired
Reformer
Improve Heater Efficiency and
Reduce CO2
Applying Praxair’s oxy-fuel combustion
Reformer
technology
to a fired heater in the refinery
Tubes
will improve heater efficiency with a
corresponding reduction in CO2 emissions
for the same duty transferred to the process.
Process
Replacing
air contain- ing nitrogen with
Feed
oxygen will lower total flue gas volume and
improve convection section effectiveness.
2
If air isLanced
entirelyOreplaced
by oxygen, fuel
consumption can be decreased as much as
30% using oxygen burners.
Increase Heater Capacity
Instead of benefiting from the decrease
in fuel consumption, a refiner can take
advantage of the higher absorbed duty to increase charge rate or fractionation efficiency
(depending on economics). In addition,
the higher emissivity of the revised flue gas
composition and the ability to tailor flames
Flue Gas to
to avoid hot Heat
spots Recovery
also assist the refiner in
increasing the absorbed duty to the desired
levels. Depending on the limit encountered, an increase in absorbed duty of up
to 30% can be achieved. And, in most cases,
average tube temperatures are decreased.
Oxy-fuel technologies can be installed and
started up without shutting down the heater.
Major equipment required for installation is
limited to flow control skids, small insertable
burners or lances, or a sparger in the case of
enrichment. The small amount of required
equipment results in a system that requires
little space and is low in capital cost.
Decreased Fuel Gas Volume
100%
H2O
CO2
N2
26%
H 2O
CO2
Air VS
Uniformity of Heat Transfer
NOx Reduction
Using oxygen lances or oxygen burners
will result in a lower flame temperature due
to the increased recirculation of flue gas.
The lower flame
temperature will
significantly reduce
NOx. A NOx
Burner Fuel
reduction of 50%
when compared to Combustion
a low NOx burner Air
is possible.
Oxy-fuel burner installed
Sparged O2
Flexible, Low Cost Technology
Air Fuel Ops
Oxy Fuel Solution
Burner or Lance
in a refinery vacuum heater
53
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How it Works
Oxygen jets are used to establish internal
flue gas recirculation, control flame pattern
and length, and improve flame stability,
when lancing is used the same effect is
accomplished. The placement of the lances is
dependent on current heater issues and the
goals of the refinery operator. By installing
this technology the heater flame is diluted,
minimizing NOx and peak temperatures, and
circulation in the fire box has been increased,
improving heat transfer and uniformity.
Our proven oxy-fuel technology can be
implemented in three ways to improve heater
performance:
•Enrichment of combustion air using a
sparger.
• Replacing a portion of combustion air by
inserting oxygen lances into the heater box
• Total replacement of the combustion air
burners with oxygen burners
Praxair + Refinery Fuel Gas Management
Optimizing Hydrogen Use and
Energy Efficiency
Recovering hydrogen and heavier
hydrocarbons from refinery fuel gas can
help refineries save on both hydrogen and
fuelcosts. Praxair optimization technologies
and expertise can reduce the volume of
hydrogen needed, reduce operating and
capital costs, enhance margins, and decrease
greenhouse gas (GHG) emissions.
Put simply, managing the fuel gas system
is integral to running a refinery at optimal
efficiency. Inefficiencies can often occur when
the fuel gas and hydrogen systems are too
closely linked, with purges and bleeds from
the hydrogen system going directly to fuel
gas and significantly impacting on both its
quality and quantity. Praxair has the in-house
expertise to analyze such systems and find
technologies to meet overall energy and
hydrogen requirements. The refinery further
benefits from having Praxair design, build,
own and operate these recovery facilities; we
have a long and successful history of operating
such processes safely and efficiently.
There are obvious direct benefits to
upgrading your fuel gas management
and hydrogen recovery systems, but there
is also an indirect benefit to raising the
overall hydrogen system purity. Rather than
routing low-to-mid purity hydrogen to the
hydrotreater, Praxair can help you obtain
greater value from these process streams by
upgrading the hydrogen. Higher hydrogen
purity will increase the purity of the recycle
stream, reducing fuel gas production in the
hydrotreating units. This can lead to both
improved yields and performance or longer
catalyst run lengths in hydrotreating units.
Hydrocarbon Recovery with
Cryogenic Systems
There are times when residual fuel gas
is too rich for existing combustion systems,
which limits one’s fuel gas management
options. To avoid costly upgrades, refiners
can opt to keep their fuel system as is, and
instead “drop out” heavy hydrocarbons.
Get More from Fuel Gas
Management
Managing the fuel gas system provides
multiple benefits for refineries:
•
Reducing
on-purpose
hydrogen
requirements (avoiding capital and/or
operating costs)
• Lowering overall hydrogen operating costs
through recovery and recycling of purge
gas streams
• Reducing fuel costs
• Improving fuel gas quality, burner control
and emissions
• Increasing operational flexibility
• Decreasing CO2 emissions
54
Praxair can facilitate heavy hydrocarbon
removal and balance a given fuel gas system
by coupling PSA hydrogen recovery with
a cryogenic system. This combined system
offers added benefits by capturing value from
the liquid hydrocarbon streams present in
fuel gas.
Hydrogen Recovery with PSA
Systems
Refinery customers depend on Praxair to
deliver hydrogen reliably and cost effectively.
One way we do this is by deploying hydrogen
pressure swing adsorption (PSA) systems –
an extremely cost-effective way to selectively
recover high purity (99.99%) hydrogen from
lower purity fuel gas or purge streams. This
directly decreases on-purpose hydrogen
requirements and indirectly lowers CO2
emissions.
Praxair pioneered the PSA and the
molecular sieve technology that is the basis
for such systems.
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Praxair + Hydrogen Supply System
Getting More from Your Hydrogen
Supply System
In the U.S., Praxair’s Gulf Coast hydrogen
pipeline system is one example of Praxair’s
commitment to service the hydrogen needs
of the refining industry. This network extends
over 300 miles and has a hydrogen capacity
of approximately 1 billion scfd. The system is
managed from our state-of-the-art pipeline
business center, which monitors the system
24 hours a day, 365 days a year, allowing
Praxair to respond quickly to changes in
customer needs.
Reliable, Efficient, and Flexible
Supply
Because dependable hydrogen supplies
are critical to refinery operations, we
continually strive to create the most reliable
hydrogen supply available. Praxair uses its
extensive operating experience to design
and build its hydrogen facilities to high
standards, to achieve reliability. It doesn’t stop
there. We will also strive to enhance supply
reliability and to offer customers a high level
of operational flexibility through investment
in necessary infrastructure where possible,
including pipelines and by-product sources.
To further illustrate Praxair’s creativity and
commitment to the supply of hydrogen to
our customers, we created a first- of-its-kind
commercial hydrogen storage cavern for our
U.S. Gulf Coast pipeline customers. It is the
only hydrogen cavern developed, owned, and
operated by an industrial gas company. The
cavern enables Praxair to respond quickly
to sudden demand changes and provide
virtually uninterrupted service to customers
during planned or unplanned maintenance
and is an example of the value we place on
being able to ensure reliable, efficient and
flexible supply of hydrogen to our customers.
Project Execution Capabilities
Customers can call upon our global design
and engineering resources to build reliable
hydrogen production facilities. Praxair is
focused on constructing the most effective
industrial gas plants available – on time, on
budget and using stringent industry safety
standards. In fact, our Global Supply Systems
organization has designed and built 34 stateof-the-art steam methane reformers.
Praxair’s project cost, scheduling and
execution performance is consistently ranked
at the top of our field by organizations such as
International Project Analysis (IPA). But we
don’t rest on our laurels. Each new project is
seen as an opportunity to improve upon the
last.
Through detailed upfront engineering,
close relationships with key suppliers,
modularization, and continuous improvement in construction techniques, we are able
to accurately define and control a project’s
scope and cost. The result is an industrial
gas supply that meets or exceeds customer
expectations.
Operational Excellence
Operating industrial gas plants is our
core business. Through decades of hydrogen
production and continuous operational
improvements, we have gained an industrywide reputation for providing the reliability
and efficiency that refiners require.
By managing a given hydrogen supply,
we are often able to incrementally improve
reliability and uptime. This improvement in
on-stream reliability translates into increased
throughput and the potential for millions of
dollars per year in incremental revenue.
In addition, Praxair can increase hydrogen
plant efficiency for both feedstock and fuel.
Energy costs typically make up 60% to 70%
of the total all-in cost of producing hydrogen.
As shown in the example chart, small changes
in energy usage can have a sizeable impact on
operating costs.
Best of all, because of our experience
and knowledge of the process, Praxair can
guarantee a given energy efficiency rate over
the life of the supply agreement.
PRAXAIR HYDROGEN SUPPLY PROVIDES ENERGY EFFICIENCY
Annual Cost2
$(MM)
Praxair Base Efficiency1
–
3% Inefficiency
$2.9
6% Inefficiency
$5.7
9% Inefficiency
$8.6
Base case efficiency guaranteed by Praxair
Assumes 100 MMSCFD SMR and energy cost of $7.00 per MMBTU
1
2
55
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Hydrogen Optimization
Whether you need to expand hydrogen
capacity or get more out of existing systems,
Praxair has ways to improve efficiency and
maximize hydrogen supply throughout your
operation.
We provide a range of fuel gas management
technologies that can help improve hydrogen
availability, reduce energy consumption, and
improve emissions. But we don’t stop there
– Praxair engineers continuously seek new
ways to increase refinery productivity.
Low cost plant efficiency
improvement
It is normal for SMR efficiency to
vary constantly due to process variation,
rate changes, control system effects and
environmental factors. Very often, these
hour-to-hour and day-to-day changes can
mask significant trends and changes of energy
efficiency which go unrecognized for long
periods of time or missed completely.
Praxair’s SMR performance monitoring
tools enable an operator to easily identify and
quickly respond to factors that impact energy
efficiency. This approach and tool have been
applied to hydrogen plant operating data
for the generation of SMR Operating Maps
which provide valuable insight to guide
timely low cost improvement actions to
maximize energy efficiency, minimize energy
loss and waste.
When transitioning between two
operating states, the linear magenta track
represents the ideal, energy efficient state
transition path but in reality the hydrogen
plant tends to follow the less efficient blue
tracks. Eventually, the desired hydrogen
rate is achieved but the end state may fall
short of best efficiency because of Process
hysteresis and Control system deadbands.
Praxair through our extensive operating
experience and implementation of advanced
process control tools, insures that our plant
follows closely the ideal energy efficient state
transition path. For the given illustration,
implementation of Praxair’s process control
technology resulted in energy savings of
almost 1.3 btu/scf.
As part of Praxair’s operations excellence
program, we implement proprietary
hydrogen plant advanced control systems at
all our hydrogen plants. This approach allows
Praxair to achieve sustained performance
improvement at our hydrogen plants resulting
in measurable benefits as identified for a 20
MMSCFD hydrogen plant.
Numbers are net energy efficiency deltas (btu/scf) relative to a base
reference. Magenta border are reference cells from which net efficiency delta
numbers are calculated.
It All Adds Up
Praxair refinery application developers have the industry
experience and the operations and engineering knowledge to
help customers optimize their hydrogen and energy resource
requirements. The Praxair team of specialists is focused on driving
refinery productivity through integration and optimization of the
refiners’ industrial gas supply system. This results in a highly productive
system which drives down cost and provides supply where it’s needed.
56
When you need reliability and
experience, choose Praxair.
• One of the largest hydrogen suppliers in the world
• Expertise in hydrogen plant design and operation
• An industrial leader in safety
• Hydrogen gas supply for:
– Refinery Gas Processing
– Enhanced Oil Recovery
– Fracturing
– Petrochemicals
For more information on
Praxair, please call
1-800-PRAXAIR
© Copyright 2014, All Rights Reserved.
www.praxair.com
PROJECT REPORT
Bahrain List of Projects
PROJECT
FACILITY
BUDGET ($ US)
Manara Development - Investment Gateway - Bahrain - Phase 1
Service Centres
130,000,000
EPC ITB
EWA - Water Transmission Development project - Water Stations Ground Storage Tanks
Distribution Network
60,000,000
Construction
Alba - Aluminium Potline 6 Expansion
Aluminium Potline
2,500,000,000
Feasibility Study
Majis - Central Aerobic Treatment Plant (CETRPII)
Water Treatment
30,000,000
EPC ITB
Al Baraka Banking Group - ABG Towers
Office Buildings
100,000,000
Construction
BAPCO - Bapco Modernization Program (BMP)
Refinery
6,000,000,000
FEED ITB
BAC - Bahrain International Airport Modernization Program
Airport
4,700,000,000
Design
MOW - Tubli STP Expansion - Phase 4
Sewerage Treatment
130,000,000
EPC ITB
Bapco - A-B Pipeline
Oil
350,000,000
FEED
Ministry of Housing - NBNT Primary Sewerage and Treated Sewage Effluent Network
Sewerage Treatment
150,000,000
EPC ITB
MOW - Alba Roundabout Intersection
Roads
96,000,000
EPC ITB
Naseej Properties - PPP Housing Development
Residential Development
550,000,000
Construction
EWA - 400kV Transmission Development - Cables & Accessories
Utilities
60,000,000
EPC ITB
EWA - 400kV Transmission Development - Transformer and Reactor
Transformers
70,000,000
EPC ITB
EWA - 400kV Transmission Development - Substation Switchgear and Civil Works
Substations
100,000,000
EPC ITB
Ministry of Housing - NBNT Sewage Treatment Plant and Long Sea Outfall
Sewerage Treatment
100,000,000
EPC ITB
EWA - 400kV Transmission Development - Overview
Power Transmission Lines
230,000,000
EPC ITB
Noga - Liquefied Natural Gas Import Terminal
Liquefied Natural Gas (LNG)
300,000,000
Feasibility Study
MOH- North Bahrain New Town (NBNT)
Mixed-Use Development
5,000,000,000
Engineering &
Procurement
EWA - Water Transmission Development Project 2009-2012 Pipeline North Installation
Works - PIN
Water
15,000,000
Engineering &
Procurement
Abahusain Fiberglass - Fiberglass Plant
Fiberglass
200,000,000
EPC ITB
NOGA - Onshore Deep Gas Exploration
Gas Exploration
200,000,000
Engineering &
Procurement
JBF Bahrain - Polyester Film Plant
Polyester
200,000,000
Construction
GPIC - Urea Plant Expansion
Urea
900,000,000
Feasibility Study
GPIC - Ammonia Plant Expansion
Ammonia
600,000,000
Feasibility Study
GCC Railway Network
Railway
4,000,000,000
Feasibility Study
EWA - 220kV and 66kV Transmission Development Scheme 2012 - 2016
Power Grid
400,000,000
PMC ITB
The Friendship Causeway
Bridge
4,000,000,000
Design
MOW - Muharraq Ring Road _ Phase 1
Roads
70,000,000
EPC ITB
Sugar Factory
Food Processing Plant
150,000,000
Construction
58
STATUS
PROJECT REPORT
PROJECT
FACILITY
BUDGET ($ US)
STATUS
Manara Developments Company - Wahat Al Muharraq
106,000,000
Construction
Banader Hotels Company - Rotana Hotel
Hotels
79,600,000
Construction
Tashyeed Properties - Sukoon Tower
Residential Development
146,000,000
Construction
Durrat Marina
1,300,000,000
Construction
Marsa Al Seef Project
2,500,000,000
Design
Diyar Al Muharraq Development - Diyar Al Muharraq Housing Development
500,000,000
Construction
Four Seasons Group - Four Seasons Hotel
Hotels
350,000,000
Construction
MOW - North Road
Roads
90,000,000
Design
Muharraq Mall Company - The Muharraq Seef Mall
Malls/Retail Outlets
46,000,000
Construction
EWA - Three New Power Plants
IPWP (Independent Power & Water
Project)
5,000,000,000
Feasibility Study
Diyar Al Muharraq Development - Overview
3,200,000,000
Construction
Ithmar Bank - Dilmunia Health Island
1,600,000,000
Engineering &
Procurement
EWA - Water Transmission Development Project - Water Station North
Distribution Network
60,000,000
Engineering &
Procurement
Ministry of Municipalities and Urban Planning - Howar Island Solar Power Plant
Solar
100,000,000
Feasibility Study
Edama - Al Jazayer Beach Development
Theatre/Entertainment/Leisure Facilities
1,200,000,000
Feasibility Study
Manama North Shore Redevelopment
Roads
500,000,000
Construction
Diyar Al Muharraq Development _ Infrastructure package
500,000,000
Engineering &
Procurement
Muharraq Grand Park
Theatre/Entertainment/Leisure Facilities
63,200,000
Design
EWA - North Town Power Transmission - Phase 3
Substations
179,000,000
PMC ITB
EWA _ New System Control Centre (SCC)
Utilities
120,000,000
PMC ITB
MOW - Al Fateh Highway Upgrade
Roads
50,000,000
Design
EWA - Water Transmission Development Project - Pipeline West Installation Works - PIW
Water
20,000,000
EPC ITB
Bapco -No.3 Sulphur Recovery Unit Modification
Sulphur Recovery
18,000,000
Engineering &
Procurement
MOW - Sh.Khalifa Bin Salman Highway- Interchange 2 and The Roads between
Roundabouts 13 - 18
Roads
70,000,000
EPC ITB
Bapco - Fire Fighting System Enhancement
Service Centres
35,000,000
FEED
United Steel - Steel Complex
Steel Plant
1,200,000,000
Engineering &
Procurement
Bahrain New Airport
Airport
3,000,000,000
Feasibility Study
Muharraq Sewage Treatment Plant - Deep Tunnel Sewer (DTS)
Sewerage Treatment
280,000,000
Construction
Cnim - Waste-to-Energy Plant
Waste Recycling
500,000,000
Engineering &
Procurement
EWA - Water Transmission Development Project - Pipeline South Installation Works
Water
11,000,000
EPC ITB
EWA - Water Transmission Development Project -Water Station Elevated Services
Reservoirs
Water Storage Tanks
50,000,000
Construction
EWA - 220kV and 66kV Transmission Development Scheme
Power Transmission Lines
330,000,000
Construction
Bahrain Bay Development - Bahrain Bay
2500000000
Construction
BIBF Headquarter
Education/Training Facilities
60,000,000
Design
Amwaj Islands
1,500,000,000
Engineering &
Procurement
Durrat Al Bahrain
6,000,000,000
Engineering &
Procurement
Noga New Headquarters
Office Buildings
400,000,000
Design
KBSP Service Area
Service Centres
200,000,000
EPC ITB
Awali Onshore Oil Field Revamp (Bahrain Field)
Oil Field Development
15,000,000,000
Engineering &
Procurement
Capital Trade Centre
530,000,000
Feasibility Study
Source: www.dmsprojects.net
59
PMI Conference.pdf
1
9/30/14
12:33 PM
19-21 January 2015
GICC, Gulf Hotel, Kingdom of Bahrain
www.pmi-agc.com
ACTIVITIES
15th PMI AGC International
Conference 2015
AGC Membership & PMP Growth
PMI AGC Membership by Country
PMI AGC Certified PMP’s by Country
MEMBERSHIP AS OF MAY 2014
PMP STATUS AS OF MAY 2014
Bahrain
334
Bahrain
117
Kuwait
319
Kuwait
166
Oman
104
Oman
71
Qatar
571
Qatar
297
Saudi Arabia
1298
Saudi Arabia
629
UAE
472
UAE
192
Other Countries
318
Other Countries
200
Total PMP’s
3,416
Total PMP’s
1,732
Oman 3%
Qatar 17%
Oman 4%
Kuwait 9%
Qatar 17%
KSA 36%
Kuwait 10%
KSA 38%
Bahrain 10%
Others 9%
Bahrain 10%
UAE 14%
Others 12%
UAE 11%
About Conference
The 15th PMI-AGC Conference will be held at the Gulf Hotel in the Kingdom of Bahrain
from January 19 – 21, 2015. Based on our last conference success, we are pleased to continue
meeting the demand to hold this prestigious international conference in the region.
The theme of the conference is “Delivering GCC 2030 Vision through Excellent Project
Management”. This event serves as a forum for project management practitioners, engineers,
planners, academicians and management to interact, share their experiences, improve their
knowledge and showcase their projects and best practices.
The conference lasts for three days and is accompanied by an exhibition. A number of
parallel tailored pre and post conference tutorial workshops will be held.
61
ACTIVITIES
Sponsorship Form
15th PMI AGC International Conference 2015
19-21 January 2015; Gulf International Convention Centre (GICC), Gulf Hotel, Kingdom of Bahrain
Company Name:
Contact:
Title:
Mailing Address:
City:
Country:
Postal Code:
Telephone:
Fax:
Email:
Signature:
Date:
Company Seal:
Our organization is pleased to sponsor the
15th PMI-AGC International Conference at the following
level:
Offiicial Sponsor
US$ 100,000
Diamond Sponsor
US$ 50,000
Platinum Sponsor
US$ 30,000
Gold Sponsor
US$ 20,000
Dinner Sponsor
US$ 14,000
Lunch Sponsor
Conference Bag Sponsor
Wire Transfer to Chapter’s Bank Account
Account Name
: Project Management Institute - Arabian Gulf
Chapter
Account No.
: 99094398
Bank
: National Bank of Bahrain (NBB),
Manama, Bahrain
US$ 10,000
Swift Code
: NBOBBHBM
US$ 10,000
IBAN
: BH37 NBOB 0000 0099 0943 98
Please tick mark for selection.
For information on Sponsorship Benefits, please contact PMI-AGC Head Office at:
Tel: +965.5692.2392; +966.5068.10102 Fax : +965.2482.1406, Email : [email protected]
The amount as mark will be paid as follows:
Payable to: ++Project Management Institute++
Authorized by:
Please mail check to: Mr. Salim Bhuria
Name & Signature
15th International Conference Committee
PMI-Arabian Gulf Chapter, P.O. Box 42316, Shuwaikh – 70654, Kuwait
Note: Due to big demand in the sponsorship, acceptance will be
based on the first come first serve basis Completed registration form
should be faxed at +965 2482 1406
Job Title:
Project Management Institute-Arabian Gulf Chapter
Salim Bhuria, P.O. Box 42316, Shuwaikh – 70654, Kuwait
Fax : +965.2482.1406
Mobile : +965.6592.2392; +966.5068.10102
Email : [email protected]
62
Sponsorship Benefits
BENEFITS
OFFICIAL
SPONSOR
US$100,000
Entitles for exhibition stand space with stand fittings at the
exhibition hall.
54 Sq. Mtr
30 Sq. Mtr
12 Sq. Mtr
9 Sq. Mtr
6 Sq. Mtr
6 Sq. Mtr
6 Sq. Mtr
Free PMI-AGC Delegate Membership
15
12
10
8
6
4
4
Delegates from the sponsoring company may attend the
conference with full package free of charge.
15
10
8
6
4
2
2
Publicity materials will be included in the conference pack.
Yes
Yes
Yes
Yes
No
No
No
Company name and logo will be published in the conference
website which shall be connected to the sponsors website.
Full Size
Full Size
Full Size
Half Size
Half Size
Half Size
Half Size
Advertisement shall be provided in the Exhibition Guide at
free of cost.
2 Full Pages
2 Full Pages
1 Full Page
1/2 Full Page
1/4 Full Page
1/4 Full Page
1/4 Full Page
Company will be honoured with a Plaque by the Conference
Patron at the Opening Ceremony.
1st
2nd
3rd
4th
5th
6th
7th
Executive Officers will be treated as VIPs during the event and
official lunches and dinner.
10
8
6
4
3
2
1
Company logo will be displayed in the conference hall along
with the conference banner.
1.5m x 1.5m
1.25m x 1.25m
1m x 1m
0.75m x 0.75m
0.75m x 0.75m
0.5m x 0.5m
0.5m x 0.5m
Rollup will be displayed outside the lobby along with
company logo.
2 Separate
Rollups
1 Separate
Rollup
1 Separate
Rollup
1/2 Combine
Rollup
1/2 Combine
Rollup
1/4 Combine
Rollup
1/4 Combine
Rollup
Company name, logo and profile will be published in the
conference proceedings.
Yes
Yes
Yes
Yes
Yes
Yes
Yes
The Exhibition Booth will Include:
• Upgraded shell scheme booth with white panel
• One Table / Two Chairs Fascia name of your
company with booth number
• One Waste Basket One Ashtray
• One 13AMP Socket
• Three 100W Spotlights
• Set-up and Dismantling
• Hotel base carpet
• Exhibition Catalogue
• Exhibition Memorial Gift Item
DIAMOND
SPONSOR
US$50,000
PLATINUM
SPONSOR
US$30,000
GOLD
SPONSOR
US$20,000
DINNER
SPONSOR
US$14,000
LUNCH
SPONSOR
US$10,000
CONFERENCE
BAG SPONSOR
US$10,000
www.pmi-agc.com
MEDIA KIT
The Gulf Project Magazine is a professional magazine published quarterly by the
Project Management Institute - Arabian Gulf Chapter (PMI-AGC). It is circulated to all
PMI-AGC members and about 1000 copies of the magazine are distributed in the
Gulf region.
PMI-AGC is a non-profit professional organization set up to promote project
management in the Gulf region by: fostering professionalism in the management of
projects; advancing the quality and reach of project management; stimulating
project management application to the benefit of the industries, organizations and
the public communities we serve.
MAGAZINE CONTENTS
GPM Analytics
GPM News
Feature Story
International Feature
Member’s Submission
Student Projects
Technical
PMI-AGC People
Project Report
Activities
ADVERTISING
We encourage organisations to advertise in
this widely-read publication and leverage its
widespread distribution at a low cost to gain
exposure, increase the reach for their
products and services and open new doors of
opportunity.
Full Size and Cover
Page Adverts
ADVERTISING RATES
Inside full page
Inside half page
Inside quarter page
Inside back cover
Back cover
210mm x 297mm (trim)
216mm x 303mm (bleed)
US$1,500
US$1,000
US$700
US$2,750
US$4,000
Half Page
Advert
200mm x 140mm
EDITORIAL AND ADVERTISING CONTACT
Email: [email protected]
Tel: +973 1740 5590
64
Quarter Page
Advert
100mm x 140mm
Become a Member
Online!
Applying to become a PMI-AGC Member
is easier than ever with our online application process.
Follow these simple steps:
1
Log in to
http://www.pmi.org/
Membership.aspx.
2
3
Click on Join/Renew.
5
Click on Chapter. Then choose
country under your PMI-AGC, listed as
Qatar, Saudi Arabia, Kuwait, Oman, Bahrain
and Yemen. For example, if you choose Qatar,
the contact and chapter charges,
US$20 per year, will be listed.
6
7
Choose the
PMI Membership
US$129 to join.
4
This should take you to the
website http://marketplace.pmi.org/
Pages/ProductDetail.aspx?GMProduct
=00100147500
8
You will now have both in the cart
as separate icons: PMI Joining fees and AGC Joining Fees US$129 and US$20 respectively, US$149 total
Click on Join.
Click on Add to Cart.
9
Click on Checkout.
10
Please complete the application
by creating an account, and follow instructions,
then pay by credit card.
Please do not hesitate to contact PMI-AGC
for any queries that you may have

GPM - Arabian Gulf Chapter

Transcription

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