pdmp workbook

Effective Project Team Members

Participant Workbook

Presentation 1

Case Study & Exercises 43

Exercise 1 Stakeholder Analysis 50Exercise 2 Four Rules of Communication 51Exercise 3 Communication Planning 52Exercise 4 Work Breakdown Structure (WBS) 53

Sequencing and Dependencies

Exercise 5 Risk Planning 54Exercise 6 Lessons Learned 55

EPTM


Participant Workbook

Table of Contents


The “Effective Project Team Members” course is a two-day course designed for SIS Schlumberger participants that are enrolled in BUILD-IT 2, and have less than 2 years’ experience as project team members.

The course will provide participants with an understanding of Project Management concepts, processes, and methodology, as well as an overview of the Project Delivery Management Process (PDMP) internal to Schlumberger.

The course provides participants with an understanding of the processes that are essential to all project plans, to include:

• Communication Planning

• Risk Planning

• Integration Planning

• Scope Planning

The course focuses on the importance of team roles and responsibilities so that team members can effectively perform their responsibilities, to include:

• Delivery of work packages

• Understanding of acceptance criteria

• Change initiatives

• Administrative phase and/or work package close-out

• STAR entries

• Lessons Learned

Facilitator: Vic Rodriguez, PMP

Copyright © 2012 TBO International, LLCAll rights reserved


Ground Rules Cell Phones

Laptops

Side Conversations

Breaks

Parking Lot

Breaks

Restrooms

Administrative Matters

Assessment Test & Survey

NamePosition and length of service with companyResponsibilitiesPersonal objective for courseOutside Interests?

Personal Introductions

Primary Course Materials & References

Absolute Beginner’s Guide to Project Management, 2nd Edition

Participant’s Workbook

Course Outline

High Performance Team Building

Introduction to Project Management

SIS Project Management (PM) Standards & Methodology

Phase 1 – Project Initiation

Phase 2 - Project Planning

Phase 3 – Project Executing

Phase 4 – Monitoring & Controlling

Phase 5 – Project Close-out

Upon completion of this course you will be better prepared to be an

“Effective Project Team Member”

Participants will: Have a basic understanding of Project Management

Receive an overview of the Project Delivery Management Process (PDMP)

Course Objectives

Participants will: Be able to identify and define project terms and apply

project management concepts and methodology

Be able to recognize and understand essential parts of Project Plans to include: Communication Plan

Risk Plan

Integration Plan

Scope Plan

Course Objectives

Participants will:

Have a thorough understanding and working knowledge of development & delivery of work packages and acceptance criteria

Understand their role & responsibilities in the implementation and management of work packages in the WBS

Be able to understand & communicate change initiatives necessary for project completion

Have an understanding of administrative Project Cl d

Course Objectives

Team Building

High Performance Project Teams

ABGPM2, Chapter 19, Page 255

Plan as a team

Keep the team focused

Set clear expectations

Facilitate productivity

Leverage individual strengths

Recognize and reward

Facilitate team synergy:

(Forming, Storming, Norming, Performing)

Key Principles to High Performance Team Building

Benefits of Teambuilding

Increased efficiency

Heightened motivation

Improved quality of output

More flexible operations

Enhanced creativity environment

Respect for different points of view

Professionalism & Courtesy

Mutual Respect

Agree on “Rules of Engagement”

Collaboration, not competition

Promote the sharing of information, ideas, and expertise

Endorse compromise

Practice team-oriented behavior

Resolve Conflicts Promptly

Some conflict is normalEstablish ground rules for dealing with conflict Practice conflict resolution techniques Encourage other team members to manage their own conflicts

What to do when there is no resolution?

Key Points to Remember

Teams make use of diverse skills, knowledge, and experience

Effective teams improve efficiency, quality, and motivation

Your role is to provide support and encouragement to your team at all times

Team Building Exercise

Why Project Management ?

Why Project Management? Projects are linked to business strategy and must

produce results

Projects are undertaken to satisfy a business need Response to competitive marketplace Obligation to comply with regulations Necessity of replacing aging or obsolete systems

Manage versus Transform

Manage Business Operations

Transform Business Operations

Project Management Overview PMI Knowledge Areas

Project Life Cycle

Product Life Cycle

Process Groups

PMI Knowledge Areas

Integration

CoreAreas

SupportAreas

Project Life-Cycle (PMBOK 4th Ed.)1. Initiating

Phase• Select Project Manager• Determine company

culture and existing systems

• Collect processes, procedures, and historical information

• Understand the business case

• Develop project charter• Identify Stakeholders Deliver Project Charter

Memorandum to Decision Authority

2. Planning Phase• Create project scope

statement• Determine what to

purchase• Create WBS and WBS

dictionary• Create activity list• Create network diagram• Estimate resource

requirements• Estimate time and cost• Develop schedule• Develop budget• Determine all roles and

responsibilities• Plan communications• Hold kickoff meeting Deliver Project Plan

Memorandum to Decision Authority

3. ExecutingPhase

• Execute the work according to the PM plan

• Use the work authorization system

• Follow processes• Perform quality

assurance• Perform quality audits• Acquire final team• Hold team-building

activities• Give recognition and

rewards• Facilitate conflict

resolution• Send and receive

information• Hold meetings Deliver Project

Completion Memorandum to Decision Authority

4. Monitoring &Controlling

• Take action to control the project

• Measure performance against other metrics determined by the project manager

• Influence the factors that cause changes

• Request changes• Perform integrated

change control• Approve or reject changes• Inform stakeholders of

approved changes• Gain acceptance of

interim deliverables from the customer

• Perform quality control• Report on project

performance• Administer procurements Deliver Quality Control

Report to Decision Authority

5. Closing Phase

• Confirm work is done to requirements

• Gain formal acceptance of the product

• Index and archive records• Update lessons learned

knowledge base• Hand off completed

product• Release resources Deliver Project Completion

Report to Decision Authority

Phases of the project life cycle: Initiating

Planning

Executing

Monitoring & Controlling

Closing

Time

22

Project Life Cycle

A project will produce a product or service (“product”) as its final outcome

Project vs. Product Life Cycle

23

A product has a life cycle of its own—this represents its useful lifetime

Time

Product Life Cycle

Project Life Cycle

ProblemSpace

PartialAnswer

PartialAnswer

SolutionSpace

Initiating Planning Executing

What How

Don’t Know Know Don’t Know Know

Next: SIS Project Management (PM) Standards & Methodology

What is PDMP? The PDMP (Project Delivery Management Process) is a

business case-driven, project management methodology tailored to our SIS operations.

The purpose of the methodology is to provide common processes, templates, and techniques to improve the outcome of projects.

PDMP and the Business Lifecycle

OSMP Sales Process

PDMP Project Management Process

Service Delivery (tbd)

Initiation & Planning

Contract & Negotiation

Simplified SIS Business Lifecycle

Opportunity Development

Bid Response / Preparing a

Project

Project Execution & Closure

Service DeliveryII

TC

There are PDMP processes identified for Bid Response

During contract negotiations, the viability of the project must be reassessed for each reduction in price or addition in scope that fall outside of negotiation tolerances

Contract signing is the “go” signal for Project Initiation & Planning

Controlling processes are used during the Execution Phase

At the Project end, transition to Service Delivery occurs during the Project Closure

What comprises the PDMP? ProcessesGetting from A to Z in the

project

ComponentsWhat you need to know

Techniques Important “how-to’s”

The

MotoringAnalogy

Components of PDMP

Evolution of PDMP

CONTEXT:

Business case driven approach Project organization Process model

CONTENT:

Depth of best practices Project Time Management Project HR Management Procurement Management

PDMP:

PMBOK 4th Edition

Process Method

Employee training

SIS FP’sQUESTQHSE

LAWSON/SAPIN TOUCHCMM Review

Next: Phase 1Project Initiating

Phase 1

Project Initiating

Phase 1 Phase 2 Phase 3 Phase 4 Phase 5

Pursuing an idea: Initial Concept Top-down or Bottom-up

Usually unrefined

Identify the Project Manager Top-down (Boss’s Choice)

Bottom-Up (usually the initiator)

Critical: Officially ASSIGN the Project Manager

Phase 1 – Project Initiating

Best practice: Formal decision by management

What does the sponsor want to“realize” from this effort?

Can you state it in clear, written terms?

What will be the benefit to the organization?

Business Case Concept

To respond to anticipated increase in market demand”

High-Level Project Outcome

“XYZ Corp will respond to market forces by producing 35% more product by 2010”

The Business Case should be… Reviewed

Challenged

Debated

Substantiated

Projects may be cancelled if the Business Case no longer holds true

Business Case

Feasibility Study The Feasibility Study determines if

and how the result in the Business Case can be achieved

Feasibility study may be initiated: At the beginning of the project to

support business case development Any time that project risks are high or

the project is in unfamiliar territory

Methods: Research Benchmarking Contractor Study

Feasibility

Study

Feasibility

Study

Low

Low

High

High

LowLow HighHigh

Importan

ceIm

portan

ce

RiskRisk

The SOW and/or PID arethe governing documents for the project

Serve as Project agreement between delivery organization and customer

SOW/PID Important Components Project success factors High-level scope Initial cost and

schedule estimates Project deliverables

Approval for Next Steps After Each Phase

Formal memorandum approving work to date

Captures sign-off from person with approval authority

Accepts deliverables and resources for each phase

Authorizes continuation

Stakeholders, Team Members,& Project Influencers

Internal

Labor Unions Suppliers

Project Team

Special Interest Groups

Consumer Groups

Customers

Government

Agencies

Financial Institutions

Environmental Action Groups

Owners Stockholders

EmployeesBoard of Directors

Internal & External Stakeholders

Review the Case Study

As a team, establish a list of Stakeholders in the Case Study?

As a team, record examples of stakeholder information needs

Note: Information will be presented during Exercise 3

Exercise 1:Stakeholder Analysis

Project Communication

Importance of Communication

Use of Communication in Projects

Communication Considerations

Communication

ABGPM2, Page 24

About 80% of a project manager’s job

Affects every part of a project

Can make or break a project


Communication Realities

Majority of project communication to the external stakeholders is done in the early stages of the project

Communication breakdowns often occur (recall the primary school exercise)

Meetings - 50% of a project manager’s time


Effective communication is key to insuring stakeholders are informed

Helps stakeholders communicate about the project

Helps establish/reinforce stakeholder expectations Different stakeholders have different

expectations and needs

ABGPM2, Pg 230

General Communications Management

Results

Power Base

Actions

•Where we’re coming from

•The way we try to influence others

• How people react to our influence

attempts (long-term)

Communication Considerations

Geography

Backgrounds

Attitudes

Lack of Common Definitions

Jargon and Acronyms

Others?

Communication Barriers

Communication OptionsFace-to Face

Video Conferencing

Direct Audio Telephone

Voice Mail

E-mail

Instant Messaging

Audio Conferencing

Web Conferencing with AudioABGPM2, Pg 232

Richness - the number of “communication codes” the user can access to interpret a message

Different channels have different levels of richness

Face-to-Face3D

Phone2D

Writing1D

Communication Distribution Planning

Richness/Anxiety Match As the user’s anxiety level

about a message goes up, the need for richer channels goes up

USER ANXIETY

NEED

FOR

RIC

HNES

S

HIGH

LOW HIGH

Early in projectanxiety is especially high

Communication Distribution Planning

Interpersonal Skills

Good interpersonal skills are very important because they impact the overall quality of all your project communications

Review pages 235-237, ABGPM2

Five C’s of Communication Clear – State the object and stay on subject

Concise – Get to the point

Courteous – Be polite; Watch your tone

Consistent – Support the intended meaning of your communication

Compelling – Give them a reason to pay attention

ABGPM2, Pg 228

Communication Considerations4 Rules to Consider

Frequency

Primary

Recency

Emotion

Exercise #2Four Rules for Communication

This is a test of the rules we just discussed

Listen carefully to the Facilitator…

Use the worksheet provided

Building Your Communications PlanWhat information do people

need?

Does the message communicate a feeling or attitude?

What is the best way to deliver the message?

Who is the best person to deliver?

How should the message be delivered?

When should people receive the information?

How will feedback be received?

Communication Plan

Info Needs Message Medium Who Timing Feedback

A Describe DescribeType of

Comm.Designate

Project Phase or Date

B

C

Stakeholder

Prepare this plan early and begin executing communications activities wellbefore the Project Execution Phase starts

Exercise #3:Communication Planning

Return to your groups and develop a communication plan for the project sponsor:

Include a summary of all Stakeholders

Information needs of all Stakeholders

Potential Resistance (ACME Gas end-users) of SIS Solution

Use team synergy to ensure all team members are involved

Use the template provided by your facilitator

Next: Phase 2Project Planning

Phase 2

Project Planning


Project Plan Overview The Project Plan is a roadmap for how to manage all the

moving pieces of the project

The Project Plan should be carefully developed, reviewed and treated as a living document

Project Plan should have “sub-plans” that align with the PMI knowledge areas:

Project Scope

Project Schedule

Project Cost

Risk Plan

Quality Plan

Etc…

Scope Management One of the first activities in Project Planning is to

refine the scope of the project

“Project Scope” definition: The sum total of all work to be performed during the project

Work included in the project is “in scope”

Work NOT included in the project is considered “out-of-scope” This is important to clarify

Explicit out-of-scope declarations avoid ambiguity

Scope Triangle

Quality

Scope

Requirements

Management Mechanics Work Breakdown Structure A project diagram or listing that documents and

describes all the work required to accomplish the project

Work Package The lowest level of WBS that has a discrete deliverable,

and is assigned a budget, schedule and resources

Activity A specific project task that requires resources and time

to complete

WBS illustrates that project tasks form a hierarchy

Project is the highest level

Next, the project can be broken down into Sub-Project Module Project Phase

Near the bottom of the WBS is the Work Package that may be assigned to a person or group

Activities rest at the bottom of the WBS and represent the smallest unit of work that will be measured

Work Breakdown Structure

Sample Work Breakdown Structure (WBS)

Plan a Vacation (Project)

Travel Budget Meals Entertainment

Research Options

Pricing

Reservations

Directions

Activities

Lodging (Work Package)

Project Schedule

Cost & Schedule Plans

Schedule Control

ActivityEstimation

ScheduleDevelopment

ActivitySequencing

Activity Sequencing

Activity Estimation

Schedule Development

Project Schedule

Activity sequencing requires us to look at dependencies between activities

Ideally, you want to avoid dependencies since they restrict project scheduling

Other types of dependencies exist, but FS is by far the most common

Sequencing

A B

Finish-to-Start (FS) Dependency

Type of Dependencies: Mandatory

Discretionary

External

Third Party (minimal control)

Activity Sequencing

Often, sequencing is done simultaneously with WBS development (especially with use of a software tool)

First, identify mandatory dependencies

Develop schematic display (e.g., network diagram); Most common way is to place activities in boxes

Sequencing Tips If project planning is done in a

group format:

Write each project activity on a sticky note

Allow group to rearrange sticky notes on a dry erase board or large sheet of paper

Connect activities with arrows

Exercise #4: Sequencing & Dependencies

WBSUse your assigned work packages and sequence the activities that have been provided.

Be prepared to discuss your logic and/or any constraints.

Estimation is arguably one of the most difficult aspects of project planning

How long will it take to complete a task?

Estimating Time & Cost How many man-hours?

Often, we start with a general estimate and refine it as we learn more about the project and the work (scope) required

To provide accurate estimates, it is important to distinguish between Duration and Effort

Duration: How long will the activity take? Could be expressed in hours, days, or weeks

Effort: How many “man-hours” does it take to complete the activity? Usually expressed in hours

Effort versus Duration

Rule of Thumb – Educated guess (Heuristics)

Analogous – Similar to other activities

Parametric – Known relationship (Best)

Historical – Previous projects

Performance Evaluation & Review Technique (PERT)

ABGPM2, Page 90

Estimation Techniques

Estimation Techniques

PERT Formula

Expected Duration =

Optimistic + 4 (Most Likely) + Pessimistic6

Schedule DevelopmentAfter estimates are created for individual project

activities, a project schedule can be developed

Plan Represents how one intends to execute a project

without regard to when project will be executed

ScheduleApplies time and resource restraints to the planAssigns dates to the work to be accomplished

Cost and Schedule Plans

Quality is “conformance to requirements or specifications”

The Quality Plan captures how you will monitor the work being performed

Test and monitor conformance of work packages to ensure delivery criteria is met

Quality Planning

Management

Responsibility

Conformance to

Requirements

Prevention

over Inspection

Scope ManagementCustomer

Satisfaction

Concepts of Quality

What About Risk Planning?Identify risks to the project Both positive and negative

Identify threats and opportunities

Risk The possibility of suffering harm or loss. In the project

context risk is also concerned with opportunity as well as threat.

Involves reducing the likelihood and negative impact of an event

Risk is highest in the early stages of a project due to the amount of uncertainty

The first key to managing risk on your project is to know where to look for risk: Funding

Time

Staffing

Customer availability

Project Size/Complexity

Political implications

External Factors – Government, regulations, shifting technologies

Common Sources of Project Risk

TYPICAL RISK EVENTS IN EACH PROJECT PHASE

Project Initiating Project PlanningProject Executing

& ControlClosing

• Unavailable Subject Matter Experts

• Poor Definition Of Problem

• No Feasibility Study

• Unclear Objectives

• No Buy-in

• No Risk Management Plan

• Spotty Planning

• Underdeveloped Requirements And Specifications

• Unclear Work Statement

• No Management Support

• Poor Role Definition

• Inexperienced Team

• Changes In Scope

• Changes In Schedule

• No Control Systems In Place

• Unskilled Labor

• Material Availability

• Strikes

• Weather

• Regulatory Requirements

• Unacceptable To Customer

• Poor Requirements Fit

• As-built Changes

• Budget Problems

Risk Plan

Risk Planning

Risk PlanDetermine how to respond to risk events:

Prevention – Reduce the probability of the event

Mitigation – Reduce the impact of the event

Retention/Deflection – Develop a contingency plan

Transfer – Insurance is a good example of transferring risk

Risk Planning

TYPE OF RISK

JEOPARDYDESCRIPTION OF THE RISK

EXPECTATION OF THE RISK

(1-5)

IMPACT OF THE

RISK

(1-5)

SEVERITY OF THE RISK

(EXPECTATION X IMPACT)

CONTINGENCIES

PLAN OF ACTION

Critical

Resource

Delay

Budget,

Schedule

Crane not

available due to another project

3 5 15Increase funding

for lease from another vendor

Permit

DelaySchedule

Building permit not approved

2 4 8

Focus on the task, no additional contingency

required

Project

StaffingSchedule, Resources

Can’t hire enough

carpenters1 3 3

Not necessary to monitor; low risk

Exercise #5Risk Planning

Return to your groups and review the case study in your workbooks

Identify potential risks relating to your work package(s)

Using the template provided, compute and respond to each risk

Next: Phase 3Project Executing

Phase 3

Project Executing


When? After Project Planning Milestone

Approval to execute the project

Set schedule in motion Why? Project plan is the major project control tool

and must not be left on the shelf to gather dust

How? Implement a work authorization system

Project Plan Executing

Authorizes work to begin

Commits resources (people, funds, etc.) to the work

Starts the clock on that portion of the plan and schedule

Work Authorization System

Project Kickoff A project kickoff is a great way to formalize

the start of the project Sponsor demonstrates strong support for

the project Build enthusiasm for the project and remind everyone of

their part Keep costs and scale of kickoff in line with company

guidelines and the extent of the project Participants:

Project Sponsor Steering Committee Project Management Team

CHANGE MANAGEMENT

Businesses must change from time to time because of: Competitive pressure Customer changes Regulation changes Supply upsets Technology breakthrough

Change is not the exception…

The Only Constant is Change!

Today’s Business Reality

Companies have two things to do: Manage Business Operations to get products and services out

the door and get paid for them this month Transform Business Operations to ensure the organization will

be competitive in the future

To say it another way Companies must Manage Business to eat at the end of the

month

Companies must Transform Business to eat at this time next year

Today’s Business Reality

Scope ChangeUse a formal process or procedure for any request

for changes, from any source

Work with the requestor to define the change clearly

Know what is in the contract regarding change requests

Always inform the Project Manager

Scope Creep Describes when the project manager allows the

scope of the project to increase without evaluating the consequences to the project

Usually leads to budget overruns, missed deadlines, missed objectives (poor quality)

What is YOUR role?

Change Control It is important to identify a change as soon as it

occurs, so that it may be better managed - Change Control Board

- Project Steering Panel (PSP)

- Project Manager

The Project Manager alone cannot do it all; team members must understand the project definition well enough to recognize and report changes they see and encounter

Your role is to communicate/report change, not prevent it!

Some Questions to Ask:What are the underlying reasons for the change?

Are the project goals still appropriate?

Do the options affect the likelihood of completing the project successfully?

What are the options at all levels?

Next: Phase 4Monitoring & Controlling

Phase 4

Monitoring & Controlling


Project Plan Management & Control

Activate Project Controls STAR Entry

Maintain Project Plan Scope

Cost

Schedule

Quality

Just what is STAR?

STAR is the SIS Global Project and Portfolio Management system (PPM)STAR provides a view of the global project

portfolio performance as well as individual project performance.STAR is the SIS standard repository for project

information and is the project manager’s primary tool for controlling the projectSTAR provides a tool for project team members

to communicate work package status and critical project information

Work Packages are defined in STAR during the Planning Stage and assigned to the resources responsible for completing them

Resources use the STAR Timesheet to record the amount of effort used to complete the Work Package and update the package status

Project Tracking in STAR

Next: Phase 5Project Closing

Phase 5

Project Closing


Close-Out

Why is a Closing Phase necessary?

Close-Out Lessons Learned

After-Implementation Review

Administrative Closeout

Project Manager Acceptance Criteria

Final Report

Key element of the ‘learning organization’ - self analysis

Lessons Learned Questions to ask

How did we do? What was done well? What was done poorly? What should be improved? What else did we learn?

After Implementation Review typically planned 3 to 6 months after full implementation

Measures requirements established and achieved by project team against “real world”

After-Implementation Review

Document project results (Project Completion Report)

Formalize acceptance by decision authority and customer Inform stakeholders

Include plans, specifications, drawings, project documents (plan, issues log, etc.), decision documents, files

Sets stage for After Implementation Review and Lessons Learned

Administrative Close-Out

Make sure all tasks are marked as Complete

Administrative Close-Out

Project Manager Acceptance Criteria Summary of accomplishments

Quality of work Cost consciousness Timeliness Creativity Administrative performance

Analysis of achievements compared to the original goals for the project

STAR Closeout

Final Report Final financial accounting and explanation of any

variances

Issues or tasks that require further work

Recommendations for future projects of this type

Feedback for Project Team Members

Special recognition of Team Members

As a class….capture lessons learned from all students and discuss in class

Exercise #6: Lessons Learned Exercise

Review and Discussion

Summary

Celebration!!!!

END OF COURSEGREAT JOB!!!

Case Study

ACME GAS WELL

AND

SEISMIC DATA MANAGEMENT PROJECT

STRATEGIC FIT AND BUSINESS PURPOSE:

ACME Gas plans to expand their operations in the Gulf of Mexico (GOM), and eventually expand into Alaskan operations via acquisition of other companies. Schlumberger currently provides data management services, and ACME desires to move that operation in‐house and grow their own capability. They do not have a strong background in Well Data Management, nor do they have a Data Management Plan. They have asked SIS to provide the expertise needed to support their strategic expansion plans, while growing their internal capability.

Acme Gas has entered into a joint partnership with Ajax Petroleum. With this partnership, Acme now has access to all of Ajax’s well data in the Gulf of Mexico. This new data covers 100 fields and consists of 10,000 wells with all the associated data (logs, checkshot surveys, deviation surveys, etc.). This data is a mixture of clean final data and some data of undetermined quality. There needs to be an evaluation of that data to determine if additional processing is warranted. The physical data will need to be catalogued and the electronic data will need to be loaded to the Finder corporate database, as well as to the user’s GeoFrame projects. This significant increase in data to be managed will be a challenge for ACME.

The objective of this project is to deliver to ACME Gas a “total solution” to migrate well & seismic data management from an off‐site location at SIS’s Data Management Center (DMC) to an “in‐house” ACME service, while providing long‐term on‐site user and IT support.

The project is large in scope, medium risk and technically challenging, but feasible. ACME Gas Corporate Exploration and Production (E&P) team approved the project and awarded SLB a 5 million dollar budget for 3 years of continuous solutions.

SIS is providing knowledge and software to manage the physical well data, the Finder corporate database, and GeoFrame for the end users.

SIS believes that our E&P Data Management Solution is an ideal match to the ACME Gas proposed requirements. The SIS E&P Data Management Solution for ACME Gas will promote the use of modern technology in delivering efficiency, cost reduction, knowledge transfer, and better management information.

ACME Gas Case Study

Set Up: You have been selected by Chuck Brown, a Schlumberger Project Manager, as a Team Member on your very first project. Here is the email you received which defines the scope and objectives of the project. Dear Team Member, Congratulations! You have been selected to join a multidisciplinary team assembled to address a specific business need of one of our most important clients, ACME Gas Inc. We have been contracted by ACME to provide a complete well data management solution that will provide ACME access to their data in less time using the SIS resources (software and personnel). The President of ACME Gas and our SLB Account Manager have agreed that the project is technically feasible. The project team will consist of a mixture of SLB and ACME employees with an estimated budget of $5M over three years. The project has a large scope with some risks and technical challenges. ACME is one of our best clients and the results of this project will have a long term effect on future work with the company. Your role will be to support the team effort with your knowledge of Schlumberger software solutions and your expert domain knowledge. Potential challenges already identified will be:

Large volume of data to manage and addition of large partner data to be added

Turnover of ACME and SIS personnel in the project

High expectation of immediate delivery of data to G&G users

Migrating all data from SIS’s off site databases to ACME’s in house databases in an accurate and timely manner

Please review the attached document that contains a project charter and diagram of ACME’s organizational structure. The ACME members of our team will come from this diagram. A project planning meeting is to be scheduled soon. Welcome to the team and good luck.

Best Regards, Chuck Brown Schlumberger Project Manager

ACME Gas Project Charter

Project Title: Project Sponsor:

Migration of Well & Seismic Data Management Jane Smith, ACME VP Information Management

Project Phase(s): As Required

Project Scope: Project Length:

Gas Well and Seismic Data Management System

3 Years

Business Case: Reference Project Strategic Fit & Business Purpose

Opportunities/ Benefits Note: This is Acme’s Charter so focus on Project here, not SLB

‐ Reduce the time it takes end user to receive information‐ Enable the capacity and capability of Acme to grow through partnership and acquisition ‐ Enable integration of new partner data (Ajax) ‐ Migrate to Acme in‐house data management and databases ‐ Continued use of SLB tools and services

Deliverables:

‐Solution for managing physical well data

‐ Finder Corporate Database/PROSOURCE Seismic Database

‐ Transition to Operations‐ Data Management Plan

‐ Data Migration Plan

‐ Training Plan

‐ Knowledge Transfer Plan

Project Resources:

Chuck Brown – Project Manager Skeeter Lieberum – Quality Exploration Manager; Natalie Gaston – IT Operations Manager Nancy Brush – Data Acquisition Manager Data Analysts (5) GeoFrame and Finder Support Technicians Seismic Data Manager Services Delivery Coordinator IT Systems Support Technician

Risks & Constraints

‐Unable to manage Large volume of data ‐Turnover of ACME and SIS personnel in the project ‐High expectation of immediate delivery of data to G&G users ‐Knowledge levels within ACME are low ‐Ability to grow capability internally is unknown

Budget & Duration $5 Million Three (3) Years

VP Exploration Operations

DirInterpreter Development 1 Dir – 4 Interpreters

Project Team Project Mgr Chuck Brown

3rdPartySoftware Consultant Firm

Dir Offshore Expl Teams 1 Dir – 5 Teams of 6

DirGeological Interpretation 1 Dir – 30 Intrps 2 Geo Techs

DirGeophysical Interpretation 1 Dir – 35 Intrps 3 Geo Techs

DirProject Implementation

Teams 1 Dir – 2 Teams of 4

DirOn Shore Prod Teams 1Dir‐4 Teams of 6

DirApplication Support 1 Dir – 1 App Spt

DirDesign Configuration 1 Dir – 4 Designers

DirSoftware Development 1Dir – 6 Developers

VP Product Development

VP Software Engineering

DirTraining

Dir Account Managers

VPHuman Resources

VPAccounting

President, ACME GAS

Case Study Work Packages

Scope Statement: To deliver to ACME Gas a “total solution” to migrate well &

seismic data management from an off‐site location at SIS’s Data Management

Center (DMC) to an “in‐house” ACME service, while providing long‐term on‐site

user and IT support.

Your Objective: Upon being assigned one or more of the work packages listed

below, throughout the case study you will be responsible for development of the

work for your assigned work package(s). This includes sequencing activities,

developing time and cost estimates, integrating work package(s) into the project

plan, and closing out work package(s) in accordance with SLB SIS policy.

WP 1: Deliver Data Migration Plan (These are not in sequential order)

Activities List Considerations Assumptions/Risks

Establish core/target systems Resources Sufficient data

Determine migration # of applications Critical data on hand

scope and quantity

Assess data quality Data quality standards Knowledge of client

Determine scripts needed

for migration and cleanup

Size cleanup effort

Coordinate systems admin

Establish timeline

Develop Migration plan

WP 2: Install Finder Software/Data Base


Prepare Scripts Off‐the‐shelf availability Data compatibility

Install and Execute Scripts

Training Delivery (Is this intentionally dependent on another work package)

Data Clean‐up/Maintenance

Prep and install Finder

Prep and install Pro‐source

WP 3: Indentify Training Requirements


Document Training Needs

Identify Goals & Objectives

Develop Training Plan

Design & Deliver Pilot

Validate Training

Obtain Training Feedback

WP 4: Knowledge Transfer


Identify KSAs needed

Identify key stakeholders

Identify critical capabilities

Develop Source material

Develop timeline

Transition to Client

Deliver Scripts/META Data

SIS Lessons Learned

Risks/Issues

Exercise # 1: Stakeholder Analysis

1. Give examples of internal stakeholders in the ACME Gas Case Study?

2. Give examples of potential external stakeholders in the ACME Gas Case Study.

3. Provide examples of information needs for each of the stakeholders you have identified above?

Exercise #2: Four Rules of Communication

1 Rule of Frequency

2 Rule of Primary

3 Rule of Recency

4 Rule of Emotion

Exercise #3: Communication Planning

Role Play

Return to your groups and develop a communication plan for the project sponsor:

Include a summary of all Stakeholders

Information needs of all Stakeholders

Potential Resistance (ACME Gas end‐users)of SIS Solution

Use tem synergy to ensure all team members are involved Use the template provided by your facilitator Note: Your facilitator will provide further instruction

Exercise #4: Work Breakdown Structure (WBS) Sequencing and Dependencies

Given your assigned Work Package(s), sequence the work package activities that have been provided. Be prepared to discuss your logic and/or any constraints. (Reference AGBPM2, Chapter 6)

ACTIVITIES ORDER LOGIC/CONSTRAINTS

Exercise #5: Risk Planning

Return to your groups and review the case study in your student workbooks

Identify potential risks relating to your work package(s)

Using the template provided compute and respond to each risk

TYPE OF RISK

JEOPARDY DESCRIPTION OF THE RISK

EXPECTATION OF THE RISK

(1‐5)

IMPACT OF THE RISK (1‐5)

SEVERITY OF THE RISK

(EXPECTATION X IMPACT)

CONTINGENCIES PLAN OF ACTION

Exercise #6: Lessons Learned

pdmp workbook

Documents

project completion

project terms

project planning phase

project initiation phase

management of work packages

twoday course

importance of team roles

sis schlumberger participants