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MPM7007: Management of Mega and Complex Projects

Assessment Semester 2

Session 2019/2020

1 | P a g e MPM7007: Management of Mega and Complex Projects

TABLE OF CONTENT PAGE

1. Aim 03

2. Learning Outcomes 03

3. Description of Task 03

4. Submission Deadline 03

5. Key Skills attainable from this Module 05

6. Assessment Description 06

7. Reference 23

8. Unfair Practices 24

9. Assignment/coursework general submission requirements 25

10.Assessment Matrix/Marking Grid/Marking Criteria 30

11.Feedback Sheet 39


MPM7007: Management of Mega and Complex Projects

Aim:

This module will explore the common phenomenon in large and complex projects, often known as mega projects. It will also critically review the recognisable characteristics of many common complex and mega projects gaps, issues and problems. This module will also draw upon wide range of lessons learnt of managing relationships to set reasonable expectations and build trust, integrity and credibility in the mega and complex projects.

Learning Outcomes:

On successful completion of this module, students should be able to:

Critically appraise the scale, nature and paradox of mega projects

Assess and appraise the project management practices associated with a range of mega projects

Critically review and reflect on the outcomes of a range of mega projects

Effectively plan time-efficient and cost-effective strategies to evaluate, select, prioritize and manage multiple projects and programs.

Description of Task:

WRIT1 – Reflective Report (Case Study), 3000 words (70%)

Submission Deadline:

WRIT1 – Reflective Report (Case Study), Tuesday, 12th May 2020, 1700pm

INDIVIDUAL REFLECTIVE REPORT TO BE POSTED IN THE TURNITIN DROP-BOX ON MOODLE BY TUESDAY, 12TH MAY 2020 1700PM


NO EXTENSIONS TO DEADLINES WILL BE GIVEN WITHOUT APPROVED MITIGATING CIRCUMSTANCES.

THESE WILL ONLY BE GRANTED UNDER EXCEPTIONAL CIRCUMSTANCES.

ASSESSMENT SESSIONS AND SUPPORT WILL BE GIVEN THROUGHOUT THE SEMESTER FOR BOTH THE PRESENTATION AND INDIVIDUAL REPORT ELEMENT.

THERE IS NO REQUIREMENT FOR ANY FORM OF PRIMARY RESEARCH OR DEALING WITH RAW DATASETS FOR THIS MODULE’S COURSEWORK.

PLEASE NOTE: TO PASS THIS MODULE YOU WOULD NEED TO ACHIEVE 50% IN THE OVERALL MARKS


Key Skills attainable from this Module

Project Management in Complex Environment

Programme Management (Multiple Projects) in Complex Environment

Reflective Practice based on various contemporary Mega Projects

Change, Benefit and Value Management in Complex Environment

Government/Public and Private Partnership Projects

Relationships Management with Multiple Stakeholders in Multiple Projects

Communication (Oral and Written)

Inventiveness (Creativity)

Organisational Adaptability

Customer Focus

Presentation

Time Management

Interpersonal Skills

Logical Progression

Problem Solving

Synthesis and Critical Evaluation

Analytical Skills in Complex Mega Project Environment

Decision Making in Complex Mega Project Environment


WRIT1 – Reflective Report (Case Study), 3000 words (70%)Note: This Written Component contributes 70% of the Module’s overall Mark/Grade. This assessment is to be done INDIVIDUALLY.

Instructions:

You are to produce a Reflective Report applying Mega and Complex Project Management principles and domains based on this Case Study below:

Imagine you are the Chief Executive of BP, considering whether to invest money in the newly emerging oil-producing area of Turkmenistan. What does your company want (and want to avoid) from its investment?

Some supporting information and visuals:

Lack of sufficient foreign investment, geographical challenges, inadequate export pipeline infrastructure, and a rigid economic structure are factors that have deterred the country from becoming a major hydrocarbon exporter. Oil production from Turkmenistan has increased gradually since 2007 and is highly dependent on new investment and technological capacity to bring new fields online as well as resolving Caspian Sea maritime boundary disputes. The country remains a small net oil exporter. Turkmenistan has large amounts of natural gas reserves, but is currently constrained by the lack of available natural gas transportation infrastructure.

Turkmenistan is a country with a rapidly growing economy which has achieved exceptional results since gaining independence. The oil and gas industry is a key contributor to this economic success. Together with the development of a stable legal foundation, in line with international standards, Turkmenistan has established the necessary conditions for attracting investment to oil and gas sector.

Advancement of the oil and gas industry is one of the main policy priorities for the country. Sustainable development of Turkmenistan's natural resources, investment in infrastructure and the petrochemical industry are vital to the continued growth of economy. Effective implementation of this policy is closely correlated to regional and international cooperation as well as establishment of mutually-beneficial partnerships between the public and private sectors, and will also facilitate an increase in oil and gas production for the needs of the domestic market as well as open new avenues for export.

The advancement of oil, gas and chemical industry of Turkmenistan requires large-scale capital investment in existing fields and prospective reserves. It is necessary to high light one reserve, Gelkynish, the second largest gas deposit in the world. According to the latest audit data, Gelkynish contains 26.2 trillion cubic meters of gas, making Turkmenistan one of the world's leading hydro carbon powers. Viable development of Gelkynish is conditional upon attracting global cutting-edge technology and know-how in order to secure the field's significance for the future of Turkmenistan and its people.Over the last 21 years, the exhibition has become a flag ship event for the oil and gas community of Turkmenistan as well as has established itself as a premier regional and international event that provides unparalleled access to the latest information on national, regional, and international developments in the oil and gas sector.


According to Oil and Gas Journal, Turkmenistan has proven oil reserves of roughly 600 million barrels. It is possible, however, that oil reserves are over 2 billion barrels plus 6 billion barrels of undiscovered reserves. Natural gas, crude oil and oil products make up about 80% of the country's exports.

The country is divided into seven oil and gas regions according to the geological development of the sedimentary complex, the conditions for the accumulation of oil and gas and perspectives for oil and gas reserves: West Turkmen, Central Kara Kum, Beurdeshik-Khiva, Chardzhou, Zaunguz, Murgab, Badkhyz-Karabil. Foreign investment is limited to joint-ventures and production-sharing agreements with the state-owned Turkmenneft, and has typically been concentrated on offshore oil projects in the Caspian Sea. According to the 2008 BP Statistical Energy Survey, Turkmenistan produced an average of 197.8 thousand barrels of crude oil per day in 2007, 0.25% of the world total and a change of 6.5 % compared to 2006.

Some of the companies currently operating in the country are Dragon Oil, Petronas (Malaysia) and Burren Energy.

Turkmenistan contains several of the world's largest gas fields, located primarily in the Amu’Darya basin in the east, the Murgab Basin, and the South Caspian basin in the west. Turkmenistan contains large amounts of natural gas reserves but is constrained by the lack of available natural gas transport infrastructure. According to the 2008 BP Statistical Energy Survey, Turkmenistan had 2007 proved natural gas reserves of 2.66 trillion cubic metres, 1.5% of the world total. This reserve level ranks Turkmenistan among the top 12 countries in terms of natural gas reserves. Turkmenistan had 2007 natural gas production of 67.44 billion cubic metres and consumption of 21.92 billion cubic metres. Turkmenistan exports most of its natural gas production.

Turkmenistan has some of the largest natural gas reserves in the world, yet the country faces a myriad of challenges in bringing those reserves to world markets. It is geographically far from end-use markets and lacks sufficient pipeline infrastructure to export more hydrocarbons. Also, other hydrocarbon-rich Central Asian and Caspian states with more favourable investment climates and greater access to markets pose competition for Turkmenistan. The country is eager to diversify export routes for its oil and gas resources outside of the pipelines going to Russia, but must obtain capital, technical assistance, and political support for alternative pipelines.

After about 15 years of isolation and a political regime change, Turkmenistan began the process of renewing diplomatic relations with several countries including Russia, China, Europe, the US, and other Central Asian neighbours in 2007. Foreign energy firms experienced extreme political challenges and investment impasses prior to 2007, and several exited the country leaving a dearth of investment. Since then, Turkmenistan created a more business-friendly environment, attempting to attract foreign investment to increase both oil and gas production and expand its export portfolio.

Oil

Turkmenistan had proven oil reserves of roughly 600 million barrels in January 2012 based on estimates by Oil and Gas Journal (OGJ). Most of the country's oilfields are situated in the South Caspian Basin and the Garashyzlyk onshore area in the west of the country. In addition, Turkmenistan claims its section of the Caspian Sea contains 80.6 billion barrels of oil, though much is unexplored. Source: IEA (Accessed on the 5th Dec 2017)


Oil and Gas Sector Organisation

In 1998, Turkmenistan restructured the Oil and Gas Ministry to include five state-run companies, which control the country's hydrocarbon activities. These companies include the following: Turkmenneftegaz (controls purchases, distribution, and exports of both fuels and oil refining); Turkmenneft (produces oil in the western region of the country); Turkmengaz (produces gas); Turkmenneftegazstroi (construction company for hydrocarbon industry); and Turkmengeologia (conducts hydrocarbon exploration).

Seeking to attract more foreign investment and diversify export routes, the Turkmen government began reforming the country's energy sector and regulatory environment. In March 2007, the government established a hydrocarbon regulatory authority, State Agency on Management and Use of Hydrocarbon Resources, to issue licenses and contracts for oil and gas field development and provide greater revenue transparency. In 2008, Turkmenistan also passed a Hydrocarbon Law to provide greater legal transparency in ownership of oil and gas projects. According to the World Bank, foreign direct investment in Turkmenistan was $1.4 billion in 2009, up 65 percent from 2008, and country officials anticipate higher investment in the future.

International companies can participate in joint ventures (JVs) or production sharing agreements (PSAs) with Turkmenneft for offshore oil and gas blocks in the Caspian Sea. Turkmenistan currently limits investment opportunities for international companies to offshore oil and gas developments, with exception for the PSA with China vis-à-vis the Bagtyiarlyk onshore natural gas project in the country's southeastern region. In 2009, the Turkmen government signed several PSAs with foreign companies, including Russia's Itera and Germany's RWE, for offshore field development in the Caspian Sea.

Exploration and Production

Turkmenistan's oil production has increased from 110,000 bbl/d in 1992 to approximately 202,000 barrels per day (bbl/d) in 2010. Production peaked at 213,000 bbl/d in 2004 before declining slightly. Short-term forecasts keep production relatively flat through 2013. About half of production is slated for the domestic market that consumed slightly more than 100,000 bbl/d. Oil deposits are located in disputed areas of the Caspian Sea, and without an agreement between Iran, Azerbaijan, and Turkmenistan on maritime boundaries, these fields likely will remain undeveloped. The disputed Kyapaz-Serdar oil and gas field linking the Turkmen and Azeri maritime border in the Caspian Sea holds between 367 and 700 million barrels of recoverable reserves, according to various sources. Turkmenistan sought international arbitration to settle the boundary dispute with Azerbaijan in 2009, though this issue alongside Turkmenistan's claims to portions of the Azeri and Chirag fields being developed by Azerbaijan, are still unresolved.

Since 2007, the Turkmen government began engaging with several foreign oil companies to develop Turkmenistan's part of the Caspian shelf. The table below is a snapshot of current oil agreements signed with foreign investors. The government is working towards increasing oil production, but the sector struggles to meet its growth goals due to a shifting interest to natural gas production, lagging foreign investment, and heavy competition for investment within the Caspian region. According to Turkmen officials, the country aims to produce over 1.3 million bbl/d in offshore and onshore oil by 2030; however other industry sources forecast that production will be less than 300,000 bbl/d in this period. Most of the production growth in recent years is from Dragon Oil's offshore block (from United Arab Emirates), offshore Cheleken block and Eni's Nebit Dag field in the onshore western area. Dragon Oil realized a production increase of 25


percent in the Cheleken block in the first half of 2011 and anticipates doubling its oil production in Turkmenistan to 100,000 bbl/d by 2015.

Refining

Turkmenistan has two major refineries, the Seidi (Chardhzou) and Turkmenbashi, with a combined total capacity of 237,000 bbl/d. According to IHS Global Insight, Turkmenistan's refinery system has a low utilization rate of about 50 percent of capacity. Foreign oil companies generally export their share as crude oil while Turkmen companies usually refines its crude oil production for domestic use or for petroleum product exports. The government announced plans to construct three more refineries, expand capacity at the current refineries, and raise the total capacity to 600,000 bbl/d by 2030 based on the country's goal of increasing production during this timeframe

Oil Exports

Turkmenistan is a small net exporter of crude and refined oil. Oil export options for Turkmenistan are limited. Turkmenistan has almost no international oil pipelines apart from a cross-border pipeline in the east running from Kazakhstan and Uzbekistan where Turkmenistan can import Uzbek crude oil to feed the Chardhzou refinery. A small amount of crude oil is exported from Turkmenistan across the Caspian Sea to Azerbaijan and the Russian port of Makhachkala. Securing pipeline access in Russia has been a problem due to the poor quality of some Turkmen crude.

A portion of Turkmenistan's total petroleum exports is in the form of refined products. EIA reports exports of crude and total refined products were 48 bbl/d and 74 bbl/d, respectively, in 2008.An international oil products pipeline runs from the Dumai oil refinery in Indonesia to the Melaka oil refinery in Melaka City, Malaysia. An interconnecting pipeline runs from this refinery via Port Dickenson to the Klang Valley airport and to the Klang oil distribution center.

Dragon Oil held an oil swap deal with Iran from 1998 until 2010. Under this agreement, Dragon Oil transferred over half of its crude oil production in Turkmenistan to northern Iranian refineries in exchange for equal volumes exported from the Persian Gulf. In 2010, Dragon Oil stopped sending oil to Iran due to tighter international sanctions on Iran and diverted the volumes to Azerbaijan and the Baku-Tbilisi-Ceyhan pipeline.

Natural Gas

Turkmenistan currently ranks in the top six countries for natural gas reserves and the top 20 in terms of gas production. According to OGJ, Turkmenistan has proven natural gas reserves of approximately 265 Trillion cubic feet (Tcf) in 2012, a significant increase from 94 Tcf estimated in 2009. Turkmenistan has several of the world's largest gas fields, including 10 with over 3.5 Tcf of reserves located primarily in the Amu Darya basin in the southeast, the Murgab Basin, and the South Caspian basin in the west. Recent major discoveries at South Yolotan in the prolific eastern part of the country are expected to offset most declines in other large, mature gas fields and will likely add to the current proven reserve amounts. Natural gas plays a significant role in Turkmenistan's overall energy consumption. The country's consumption of total primary energy for Turkmenistan reached 1 quadrillion Btu in 2008. Of this amount, approximately 78 percent (0.78 quadrillion Btu) was from natural gas, while 22 percent of the


market share (0.22 quadrillion Btu) was from petroleum products. According to the International Energy Agency, roughly one-third of the country's gas fuels power generation while another third helps to operate the gas industry's upstream and processing sector. All of Turkmenistan's power generation facilities are gas-fired.

Exploration and Production

Despite vast gas reserves, limited export and investment options pose challenges to monetizing and producing gas resources. A majority of Turkmen gas travels to Russia where it is consumed or transits through Russia to end markets in Europe. Since 1992, Russia, the key export market for Turkmenistan, has exerted significant influence over export prices of gas resources charged by the Central Asian state.

As a result of a pipeline explosion on the Central Asian Center export pipeline to Russia in April 2009, Turkmen gas production was shut in and suffered serious declines. Gas production fell almost 50 percent from a high of 2.5 Tcf/y in 2008 to 1.3 Tcf/y in 2009. Following the pipeline repair and a new pricing agreement signed with Russia in January 2010, Turkmenistan raised production to 1.6 Tcf/y in 2010 from 1.3 Tcf/y in 2009. However, Russia agreed to accept about 400 Bcf/y or only one-third of the volumes it imported prior to the explosion and at a lower import price, resulting from its declining exports to Europe.

Turkmenistan is seeking ways to boost gas production as well as release the current shut-in gas volume by diversifying its portfolio of export markets. The country anticipates increasing production as exports via new pipelines to China and Iran ramp up.

In November 2010, Turkmenistan's Ministry of Oil, Gas, and Mineral Resources said the country's energy strategy is to more than triple gas production to over 8.1 Tcf/y by 2030. Most of the gas available for future development is high in hydrogen sulfide and carbon dioxide and has a greater pressure and temperature, and these factors pose technical challenges, requiring greater capital costs for exploration and development. The Dauletabad field, located in the Amu Darya basin in the southeast, is one of Turkmenistan's largest and oldest gas-producing fields with estimated reserves of 60 Tcf. The field produced approximately 1.2 Tcf/y in 2010 or most of Turkmenistan's gas supply, however, production is declining.CNPC is the only foreign company with direct access to an onshore development, the Bagtyiarlyk project near the Amu Darya River, through a 35-year production sharing agreement. The project came online at the end of 2009 with a capacity of 182 Billion cubic feet (Bcf) per year and began feeding gas to the Central Asia China pipeline. By 2012, the field is expected to ramp up production capacity to 460 Bcf/y to supply gas to China.

In 2006, Turkmenistan announced the discovery of the South Yolotan deposit, located in the south-eastern Murgab Basin north of the Dauletabad field. An independent audit estimated in October 2011 that the field's potential reserves are at least 460 Tcf and possibly as high as 740 Tcf, which would make South Yolotan the second largest field in the world. In order to aid in financing the field development, the China Development Bank provided a $4 billion loan in 2009 for the project's first phase of development, and, in 2011, pledged another $4.1 billion for the second phase. Industry analysts expect the field to be online by 2013 and to export gas via the Central Asia-China Pipeline.

The Turkmen government is open to foreign investment and ownership in oil and gas fields in the country's offshore section of the Caspian Sea. Most gas from the Caspian Sea is associated with oil production and is currently flared until companies can monetize the supply. Petronas and Dragon Oil


produce gas through their respective PSAs in the Diyarbekir (Block 1) and Cheleken fields. Petronas currently flares gas from Block 1 while the company seeks ways to commercialize production. Turkmengaz signed a gas purchase agreement in July 2011 with Petronas, and Malaysia and Turkmenistan signed a cooperation agreement enabling Petronas to build a 360 Bcf/y-capacity gas processing plant on the Caspian coast to receive the gas from Block 1.

Exports

Turkmenistan has become a leading gas exporter in the Caspian and Central Asian region. The country exports a majority of its gas because production rates are more than double domestic demand estimated at 720 Bcf/y in 2010. The International Energy Agency forecasts exports will rebound and rise to about 3,180 Bcf/y by 2035.

Turkmenistan signed several agreements between 2007 and 2009 with international parties interested in tapping its gas reserves and developing pipeline infrastructure. Turkmenistan has historically relied on Russia as the primary export market and transit country for its gas, though recently constructed pipeline routes to China and Iran have opened new opportunities. In 2009, Turkmenistan exported 636 Bcf/y, dropping from over 1,700 Bcf/y in 2007 and 2008, as a result of the supply disruption to Russia discussed in the Exploration and Production section.

At the beginning of 2008, Turkmenistan ceased sending supplies to Iran due to a gas dispute; however, the countries signed a new agreement in February 2009. Iran agreed to import 350 Bcf/y, though imported only 177 Bcf/y that year. This amount is expected to increase as Turkmenistan tries to offset the fall in exports to Russia and fill capacity on a second pipeline to Iran commissioned in 2010. Total capacity for both pipelines is 700 Bcf/y.

China began importing Turkmen gas at the end of 2009 and expects to increase supplies as the pipeline capacity and production levels increase. In July 2007, China signed a 30-year gas purchase agreement with Turkmenistan to take 1,100 Bcf/y. CNPC's fields in the Amu Darya/Bagtyiarlyk contract area should supply about 460 Bcf/y of the gas with the remaining 600 Bcf/y of contract exports to come from existing fields and the South Yolotan. China and Turkmenistan signed another agreement in late 2011 that could add another 1,200 Bcf/y, bringing the total potential volume of gas exports to China to nearly 2,300 Bcf/y. Source: IEA (Accessed on the 05th Dec 2017)

Pipelines

In an effort to open up more export routes in addition to the main pipeline to Russia, Turkmenistan has partnered with other countries to build gas infrastructure and pipelines. Two pipelines to Iran and China began operations recently, and other routes are under consideration. Maximum existing gas export capacity from Turkmenistan is now close to 3,500 Bcf/y.

Central Asia Center Pipeline (CAC)

The Central Asia-Center pipeline is the key route through which Turkmenistan exports its gas to Russia and Gazprom's natural gas system. The western branch delivers Turkmen natural gas from near the Caspian Sea region to the north, while the eastern branch pipes natural gas from eastern Turkmenistan and southern Uzbekistan to western Kazakhstan. Both branches have a combined design capacity of 3,530 Bcf/y; however, because of the poor technical conditions, actual capacity is about half of this amount.


Korpezhe-Kurt Kui Pipeline (Turkmenistan to Iran)

This 120-mile (200-kilometer) pipeline was built in 1997 and was the first Central Asian natural gas pipeline to bypass Russia. With a capacity of almost 477 Bcf/y, Turkmenistan has been able to supply Iran with roughly 212 Bcf of natural gas per year. The terms of the 25-year contract between the two countries stipulates that 35 percent of Turkmen supplies are allocated as payment for Iran's contribution to building the pipeline.

Dauletabad-Khangiran Pipeline (Turkmenistan to Iran)

A second pipeline with a capacity of 212 Bcf/y to Iran was initiated in January 2010, enabling Turkmenistan to expand its export options. The second phase of the $550 million pipeline project was inaugurated in November 2010, which should raise capacity to 424 Bcf/y.

Central Asia-China Pipeline (Turkmenistan to China)

CNPC established the Sino-Turkmenistan Gas Pipe Corporation to construct a 1,140-mile (1,833-kilometer) gas export pipeline from Turkmenistan's eastern fields through Uzbekistan to western China and the interconnection with China's West-East pipeline. CNPC originally anticipated transporting up to 1,060 Bcf/y of gas on the Central Asia-China Pipeline which began operations in December 2009. However, in mid-2011, CNPC announced the pipeline's capacity could rise to over 2,100 Bcf/y by 2015. The inter-governmental gas supply deal between China and Turkmenistan includes the 35-year Bagtyyarlyk PSA, providing 460 Bcf/y from the Chinese production share and 600 Bcf/y from Turkmenistan's other southeastern gas fields such as South Yolotan.

Bukhara-Urals Pipeline

Lack of maintenance on the CAC caused Uzbekistan to re-open the moth-balled Bukhara-Urals Pipeline in 2001 to transit increasing volumes of Turkmen gas. This pipeline runs from the Dauletabad field in Turkmenistan through Uzbekistan and Kazakhstan to Orsk, Russia. The pipeline capacity is currently 706 Bcf/y; however, it operates at only a quarter of the capacity at around 177 Bcf/y, and is in need of modernization.

East-West Pipeline

Turkmenistan initiated the construction of the East-West Pipeline in May 2010 to connect Turkmenistan's southeastern gas fields to the Caspian Sea and serve as a potential transit link to Europe via routes along the Caspian. The pipeline capacity is expected to be 1,060 Bcf/y, coming on stream in mid-2015.

Turkmenistan-Afghanistan-Pakistan-India Pipeline (TAPI)

An additional way for Caspian region exporters to supply Asian demand would be to pipe oil and natural gas through Iran to the Persian Gulf, or southwest to Afghanistan. The Afghanistan option, which Turkmenistan has been promoting, would entail building pipelines across Afghan territory to reach markets in Pakistan and possibly India. The Trans-Afghan pipeline, also called the Turkmenistan-Afghanistan-Pakistan-India (TAPI) pipeline, would span over 1,000 miles from a point in Turkmenistan to Fazilka (India) on the Pakistan-India border and have a proposed capacity of over 1,200 Bcf/y. Majors issues holding up construction are supply security concerns, uncertainty of pricing and fees, and lack of


financial commitments. India and Pakistan suggested paying below market prices, and finalization of the sales and purchase agreements presents a challenge to the negotiations.

The four countries involved signed a Gas Pipeline Framework Agreement and Inter-Governmental Agreement in December 2010, and Turkmenistan and Pakistan signed a Heads of Agreement in November 2011 regarding import prices. However, the likelihood of such a pipeline coming online in the next few years is very slim due to the logistical and security challenges.

Trans-Caspian Pipeline (TCGP)

A proposal to build the Trans-Caspian Pipeline would bypass both Russia and Iran to carry Turkmen gas across the Caspian Sea to Azerbaijan and connect with pipelines en route to Europe. This proposed 1,060-Bcf pipeline could connect to the South Caucasus pipeline flowing gas to Turkey and then to the planned Nabucco pipeline to southeastern Europe. Disputes over Caspian seabed jurisdiction between Turkmenistan and Azerbaijan could complicate the project's viability. Sources

Asia Pulse, BBC Worldwide Monitoring, Caspian Petroleum Investor, Central Asia Newswire, China National Petroleum Co., Dow Jones, FSU Oil and Gas Monitor, Heren Energy, IHS Global Insight, International Crisis Group, International Monetary Fund, International Oil Daily, National Oceanic and Atmospheric Administration (NOAA), Nefte Compass, Oil and Gas Journal, PFC Energy, Platt's Oilgram News, Reuters, Rigzone, Russia Petroleum Investor, U.S. Energy Information Administration, The World Bank (Access on the 05th Dec 2017)

Further supporting visuals and information:

Gas for Cash: The Future of Turkmenistan

Turkmenistan has substantial reserves of oil and gas, and geologists have estimated that 99.5% of its territory is conducive to prospecting. Oil and gas is the backbone industry of Turkmenistan economy as it holds a huge natural gas reserve of 17.5 Tcm and 600 million bbl of proved crude oil reserves, according to the 2014 BP Statistical Review of World Energy. The country is the second largest dry natural gas producer in Eurasia, behind Russia.

Major Oil Fields

Most of Turkmenistan’s oil fields are situated in the South Caspian basin and the Garashyzlyk onshore area in the west. In addition, its claim of the Caspian Sea contains 80.6 billion bbl of oil, though much of this territory is unexplored.

According to the United States Energy Information Administration, oil deposits are located in disputed areas of the Caspian Sea, and without an agreement among Iran, Azerbaijan, and Turkmenistan on maritime boundaries, these fields may remain undeveloped.

The disputed Kyapaz-Serdar oil and gas field linking the Turkmenian and Azerbaijani maritime border in the Caspian Sea holds between 367 million bbl and 700 million bbl of recoverable reserves. Turkmenistan sought an international arbitration to settle its boundary dispute with Azerbaijan in 2009; this issue and its claims to portions of the Azeri and Chiragfields being developed by its neighbor are still unresolved.


Most of Turkmenistan’s oil is extracted by the Turkmenistan State Company (Concern) Turkmennebit (also known as Turkmenoil or Turkmenneft) from fields at Koturdepe, Nebit Dag, and Cheleken near the Caspian Sea, which have a combined estimated reserve of 700 million bbl of proved crude oil. The oil extraction industry started with the exploitation of the fields in Cheleken in 1909 and Nebit Dag in the 1930s, and production leaped ahead with the discovery of the Kumdag field in 1948 and the Koturdepe field in 1959.

An offshore platform in the Cheleken Contract Area, which comprises two oil and gas fields, Dzheitune (Lam) and Dzhygalybeg (Zhdanov), offshore Turkmenistan. (Photo courtesy of Dragon Oil.) Turkmenistan’s oil production has increased from 110,000 BOPD in 1992 to approximately 202,000 BOPD in 2010. Production reached 231,000 BOPD in 2013, according to the BP Statistical Review. Short-term forecasts keep production relatively flat through this year. About half of the production is slated for the domestic market that consumed slightly more than 130,000 BOPD last year.

According to officials, Turkmenistan aims to produce more than 1.3 million BOPD from offshore and onshore oil fields by 2030; however, other industry sources forecast that the production will be less than 300,000 BOPD in the same period.

Most of the production growth in recent years came from Dragon Oil’s offshore block, Cheleken, and Eni’s Nebit Dag field in the onshore western area. The UAE’s Dragon Oil currently produces 73,750 BOPD, mainly from the Cheleken Contract Area, and anticipates increasing its output in the country to 100,000 BOPD by 2015. Turkmenistan has also launched an exploration campaign in a number of areas across the country, including Kemer Miesser, Simler, Shayyrdy, Akeser, Garadashli, and West Korpedje, which remains the main oil-producing region of the country. In the campaign, 160 deposits were explored and 60 are now under development.


As part of the ongoing exploration activities, oil production was launched for the first time in the Karakum Desert from the Yylakly field. In addition, a new oil field was discovered in the Altyguyi region, which was previously considered solely a gas-producing area. Turkmennebit is also boosting its production capacity of existing fields, such as the Nebit Dag, Barsagelmes, Gumdag, and Cheleken fields.

A recent report by Turkmenneft stated that the company accelerated its drilling operations last year and commissioned 82 wells. Local media said the Korpedzhe drilling operation department commissioned 18 wells into operation, which is two times more than planned and the above-target excavation of the wells amounted to more than 27 000 m. “The achievement in the Gogerendag field in the Balkan region was significant as well. The well No. 89 with a design depth of 3650 m was commissioned at the end of 2013, and drilling of the well No. 37 with a design depth of 3950 m will continue this year,” the company said.

Turkmenistan currently limits investment opportunities for international companies to offshore oil and gas developments, with the exception of production sharing agreements (PSAs) with China vis-à-vis the Bagtyiarlyk onshore natural gas project in the southeastern region. In 2009, the Turkmenistan government signed several PSAs with foreign companies, including Russia’s Itera and Germany’s RWE Dea, for offshore field development in the Caspian Sea.

Rich in Gas

The gas-rich, geographically isolated republic has announced plans to boost its gas output to 230 Bcm by 2030 and annually export 180 Bcm of the production. At the same time, Turkmenistan is seeking ways to release the current shut-in gas volume by diversifying its portfolio of export markets. The country anticipates an increasing production as exports via new pipelines to China and Iran ramp up.

Turkmenistan has several of the world’s largest gas fields, including 10 with more than 3.5 Tcf of reserves located primarily in the Amu Darya basin in the southeast, the Murgab basin, and the South Caspian basin in the west. Recent major discoveries at South Yolotan in the prolific eastern part of the country are expected to offset most declines in other large, mature gas fields and will likely add to the current proved reserve amounts. The South Yolotan- Osman field is believed to contain reserves with a low estimate of 4 Tcm, a best estimate of 6 Tcm, and a high estimate of 14 Tcm.

Located in the Amu Darya basin, the Dauletabad field is one of Turkmenistan’s largest and oldest gas-producing fields with estimated reserves of 60 Tcf. The field produced approximately 1.2 Tcf in 2010 or most of the country’s gas supply; however, the production is declining.

China National Petroleum Corporation (CNPC) is the only foreign company with direct access to an onshore development, the Bagtyiarlyk project near the Amu Darya River, through a 35-year PSA. The project came on line at the end of 2009 with a capacity of 182 Bcf/yr and began feeding gas to the Central Asia-China pipeline. In 2012, the field ramped up production capacity to 460 Bcf/yr to supply gas to China.

The Galkynysh field located in Turkmenistan’s Mary province is considered the second largest deposit in the world, with reserves stands between 13.1 Tcm and 21.1 Tcm of gas estimated by independent auditors, Gaffney, Cline & Associates. The opening of the Galkynysh gas field significantly increased the total proved reserves and potential hydrocarbon resources of Turkmenistan.


The giant Galkynysh field will serve as the major source of the country’s future gas export, Head of the Turkmengaz State Concern Charymuhamet Hommadov said at the International Turkmenistan Gas Congress (TGC) held in Avaza, Turkmenistan, in May.

“One of the major projects implemented in this field is the industrial development of the largest Galkynysh gas field, which will serve as a major source of future export pipelines,” he said.

Also known as South Iolotan, the Galkynysh field has been developed under a service contract by CNPC, Dubai-based Gulf Oil & Gas, London-listed Petrofac, and a South Korean consortium of LG International Corporation and Hyundai Engineering Company.

In September last year, the first stage of the field development was completed and a complex of facilities with a capacity of 30 Bcm/yr of marketable gas was put into operation. The second stage of the field’s development started in May. Hommadov also noted that with the accomplishment of the second stage, the total capacity of the field’s facilities will amount to 60 Bcm/yr of marketable gas.

Because most of the gas available for future development is high in hydrogen sulfide and carbon dioxide and has a greater pressure and temperature, these factors pose technical challenges, thereby requiring greater capital costs for exploration and development.

Douglas Uchikura, president of Chevron Nebitgaz, told Reuters that Turkmenistan requires tens of billions of dollars to triple its natural gas output by 2030. “It would seem that Turkmenistan would welcome long-term, large-scale foreign direct investment in light of what could otherwise become a daunting, if not impossible, task,” he said.Turkmenistan, a central Asian nation of 5.5 million people, seldom publishes data for its gas production and exports. On the sidelines of the TGC, a government official said the country is aiming to increase its gas output from 70 Bcm in 2013 to 75 Bcm this year.

The effect of the commencement of production at Galkynysh will become evident by the end of the year, when the field is expected to reach peak output. Once Line D of the Central Asia-China gas pipeline is inaugurated in 2016, Turkmenistan will be able to increase substantially its exports to China. It exported 20 Bcm of gas to China in 2012, which is set to rise to 65 Bcm in 2020, equivalent to half of China’s total gas consumption in 2011.

Currently, more than half of China’s total natural gas imports are supplied by Turkmenistan, and this proportion will increase as more Turkmen-Chinese export routes become available. The announcement that the China Development Bank will provide financing to Turkmenistan’s state-owned energy company, Turkmengaz, for the second stage of development at Galkynysh will ensure the attraction of sizable foreign direct investment from China in the foreseeable future. Chinese firms, particularly CNPC, will provide technological know-how to the development. The field will also have feed-through benefits to other areas of the economy, in particular the construction sector.

More Investments Needed

Oil production from Turkmenistan has increased gradually since 2007 and is highly dependent on new investment and technological capacity to bring new fields on stream, and resolving the Caspian Sea maritime boundary disputes.

International oil companies (IOCs) can participate in joint ventures or PSAs with Turkmenneft for offshore oil and gas blocks in the Caspian Sea. Turkmenistan limits investment opportunities for IOCs to


offshore oil and gas developments, with the exception of the PSA with China on the Bagtyiarlyk onshore gas project.

In April 2012, RWE Dea began seismic acquisition program off the Turkmenian coast in the Caspian Sea. This enabled the company to explore geological structures in the Miocene and Pliocene at depths from 9,843 ft to 21,325 ft (3000 m to 6500 m). The seismic survey comprises the acquisition of 3D data in an area of 154 sq miles (400 km2) and a 2D program to assess the further exploration potential of Block 23.The survey took place in shallow water, mostly less than 5 m deep, where ocean bottom cables with dual-sensor receivers (hydrophone and geophone) were deployed on the seafloor.

The oil and gas industry in Turkmenistan faces several challenges. The lack of sufficient foreign investment, geographical challenges, inadequate export pipeline infrastructure, and a rigid economic structure are factors that have deterred the country from becoming a major hydrocarbon exporter.

Seeking New Markets

Already producing approximately 70 Bcm/yr of gas for export to Chinese, Russian, Iranian, and central Asian markets, Turkmenistan is becoming an alternative to Russian gas for Europe. A proposal to build the Trans- Caspian Gas Pipeline would bypass both Russia and Iran to carry Turkmen gas across the Caspian Sea to Azerbaijan and connect with pipelines en route to Europe. This proposed 1,060-Bcf pipeline could connect to the South Caucasus pipeline flowing gas to Turkey and then to the planned Nabucco pipeline to southeastern Europe. Disputes over the Caspian seabed jurisdiction between Turkmenistan and Azerbaijan could complicate the project’s viability.Another way for Caspian region exporters to meet the Asian energy demand would be to pipe oil and natural gas through Iran to the Arabian Gulf or southwest to Afghanistan. The Afghanistan option, which Turkmenistan has been promoting, would entail building pipelines across Afghan territory to reach markets in Pakistan and possibly India.

The Trans-Afghanistan Pipeline, also called the Turkmenistan- Afghanistan-Pakistan-India pipeline, would span over 1,000 miles from a point in Turkmenistan to Fazilka, India, on the Pakistan-India border and have a proposed capacity of more than 1,200 Bcf/yr. Local media suggested that the major issues holding up construction are supply security concerns, uncertainty of pricing and fees, and lack of financial commitments.

India and Pakistan suggested paying below market prices, and finalization of the sales and purchase agreements presents a challenge to the negotiations.


You MUST critically reflect on the following elements below to shape your report around this

Project Management and Programme Management in Mega and Complex Projects/Programmes and how these principles could be applied

Programme Management principles Phase releasing of projects and funding approaches and CAPEX recovery approaches The compartmentation of individual projects within this Mega and Complex Programme Complex Business, Organisational and Commercial Environment factors critique, appraisals and

evaluation Multiple Stakeholders priorities and complexities – dealing with Government and Private

Entities, range of interfaces and interdependencies, multiplicities around these Optimum Bias Burden of Success/Burden of Failure Strategic Misrepresentation of the inherent benefit and value of this Mega Project Complexities in Phase by Phase Management – Whole Life Cycle Approach Supply Chain Management (Strategic Procurement and Strategic Purchasing) Strategic Risk Management Procurement risk and Procurement Fraud Governance (Transparency and Auditing) – Cultural context Control and Monitoring mechanisms Cost/Time Control Practices including phase by phase cost, expenditures and revenue control Change Management Lessons Learnt and Lessons yet to be Learnt Gaps Analysis Benefits and Value Management (Value for Monies, VfM) Programme and Project level assurance Sustainability

Reminder:

You MUST complete this coursework to pass the module successfully


References

Your attention is drawn to the need to acknowledge all sources of information by clearly referencing all material using the Harvard Convention.

We would expect to see at least 15 high quality academic references in a report of this length. Each reference you provide should be cited at least once in the body of the report.

Required Reading

Greiman V. A. (2013) Megaproject Management: Lessons on Risk and Project Management from the Big Dig, Wiley, 1st Edition

Rayner, P. and Reiss, G. (2013) Portfolio and Programme Management Demystified, Managing Multiple Projects Successfully, Routledge, 2nd Edition

Merrow E. W. (2011) Industrial Megaprojects: Concepts, Strategies and Practices for Success, Wiley, 1st Edition

Recommended Reading

Allport R. (2010) Planning Major Projects (Project Management), ICE Publishing, 1st Edition

Cleland D. and Gareis R. (2005) Global Project Management Handbook: Planning, Organisation and Controlling, Wiley, 2nd Edition

Flyvbjerg B. (2003) Megaprojects and Risk: An Anatomy of Ambition, Cambridge University Press

Contemporary Mega Projects case studies from wide range of sectors and domains should be used

Please note some text above has up to date versions. Please feel free to use any versions.

Peer Reviewed Journals/Articles:

Students will also be required to access a range of peer reviewed publications such as journal articles, conference and symposium papers, published company reports and case studies.

The key to complete and pass this module successfully is to be resourceful


Unfair Practice

BEWARE!

The University regulations on plagiarism and unfair practice must be observed.

Your attention is drawn in particular to the need to acknowledge all sources of information by clearly referencing all material using the Harvard Convention.

The Cardiff School of Management reserves the right to ask for further proof of the nature and source of material used and you are advised to keep complete records of such sources.


Assignment/coursework general submission requirements

Assignment Structure

ONE Report

You are required to submit ONE Report, so you need ONE title page, ONE executive summary, ONE table of contents, ONE list of tables and figures. The report should contain an introduction, the main body, conclusions, recommendations (where applicable), a list of references, bibliography (where applicable) and appendices. Each of these areas will be discussed in turn.

Executive Summary

The executive summary can only be produced after the report is complete. An executive summary is an abbreviated version of your report. For this assignment, it should be 0.5 to 1-page long maximum. An executive summary briefly covers the purpose of your report, why it was done, what was done, how it was done, and key findings. The emphasis of the executive summary should be on the key findings of your report. Don’t include information that is not mentioned in the report itself and don’t reference here. The executive summary sits before the table of contents. Once you have written your executive summary it is useful to reflect on whether a) it does clearly and succinctly identify the key findings of the report and b) whether these key issues are suitably detailed in the body of your report.

Contents Page

The contents page should show the page numbers of the main headings and subheadings used in the report. It is also essential to number the headings and subheadings. If your report includes appendices, their titles should be listed but no page numbers given. The contents page should not include any reference to the title page or the executive summary, since these precede the contents page.

List of Tables and Figures

Use a separate page from the contents page to list the titles of any tables/figures used and their page numbers.


Numbering

You should use decimals to number the headings and subheadings e.g. if your main theme is 3.0, and there are four main sub-themes, these would be numbered 3.1, 3.2, 3.3 and 3.4. If there were two themes for 3.2, these would be numbered 3.2.1 and 3.2.2. Try to limit decimal places to four because beyond this it can get too complicated for the reader to follow. If you have a list of five reasons for the point 3.2.2. these can be indicated as i) ii) iii) iv) v) or in this case you can use bullet points but if the text is more than just a list it is preferable to use the decimal numbering to another level.

Introduction

Your first paragraph should always be the introduction (numbered “1.0 Introduction”, in a report). This section introduces your work by telling the reader why it was required, what you set out to do (includes aim and objectives) and how the findings have been achieved. You can divide the introduction into three subsections: background, objectives and methods or take a thematic approach. Whatever you should always contextualise (set the scene) in this section – you need to use references but don’t just use references in the introduction but rather use throughout. You can use the references identified in the activities for both parts of the report.

Main Body of Report

You need to go through the criteria one by one and make sure you have addressed all of these criteria.

Conclusion

Throughout the main body of your work you should be aiming to develop arguments based on evidence which build up to your conclusions. One way to check this is to see if you can summarise each section in these terms. If you are not able to do so, it may be that you have included evidence that does not contribute to your argument or it may be that part of your argument is not substantiated by the evidence. The conclusion should not cover anything that has not been covered in the Report.


Recommendations

The assessment asks for recommendations. Use a separate paragraph for each recommendation. Try to avoid weak suggestions such as “line managers should communicate more....” Keep your recommendations specific and practical to implement. Your recommendations should be clearly prioritised and the priorities justified. For example, the recommendations may be presented under headings of ‘immediate’ or ‘long term’, ‘strategic’ or ‘operational’. Ensure that all recommendations are included here, even if you have referred to them earlier in the body of the work. Also, no recommendation may be made that has not already been fully substantiated in the main body. Again, no new ideas or material should appear at this point.

References and bibliography

Include a list of references (sources which are actually cited in the report itself) and a bibliography (sources which you consulted but which are not mentioned in the report or essay itself). Detailed guidance is provided in another of the guides in this series.

Appendices

Appendices are used to include supporting evidence for those who may wish more detail, such as a copy of a questionnaire, an interview schedule, detailed statistical tabulations, etc. Appendices can also be very effective if they present published data, such as a table from a case study, in a new light, or generate new data based on published information. It is also good practice to offer an interpretation of data provided in the appendices rather than leaving the reader to reach their own conclusions. Always refer to material in your appendices at an appropriate point in the main body of your report. Do not include material as an appendix if it has not been mentioned in the main body of the report and avoid using appendices as a way of getting around the word limit. If the material is essential to your argument it should be included in the main body of your report. Appendices should be used for tactical reasons not as ‘bins’ for material that looks good but is largely irrelevant.

Plagiarism

Read the section on plagiarism at the beginning of the assignment – do not plagiarise and please refer to the following University’s weblinks:

http://www.cardiffmet.ac.uk/registry/Pages/Plagiarism.aspx - Plagiarism https://www.cardiffmet.ac.uk/registry/academichandbook/Documents/AH1_08_05.pdf -

Code of Practice on Plagiarism https://www.cardiffmet.ac.uk/registry/academichandbook/Documents/AH1_08_03.pdf -

Guidelines on Penalties for Unfair Practice https://www.cardiffmet.ac.uk/registry/academichandbook/Documents/AH1_08_01.pdf -

Unfair Practice Procedure


http://www.cardiffmet.ac.uk/registry/Pages/Plagiarism.aspx

https://www.cardiffmet.ac.uk/registry/academichandbook/Documents/AH1_08_01.pdf



Don’ts

1. Don’t use personal tense e.g. I think, we did but third party It was assumed therefore2. Don’t use author’s initials when citing in the report but simply Smith (1994) or at end of

sentence (Smith 1994; Brown 1992; John 1990. (The full stop does not go at end of sentence but after the references at the end of a sentence).

3. Don’t make a list of statements of a couple of lines and then leave a space and on to the statement – use paragraphs. Try pulling the statements together into a paragraph.

4. Don’t use too many sub headings i.e. producing a sub heading for every new idea that comes into your head. You do need subheadings but pull all relevant issues into one sub heading.

5. Don’t take a catch all approach – prioritise so key recommendations, key risks etc. 6. Don’t use references in the Executive Summary.7. Don’t use table after table and remember you need narrative between tables – you are

analysing.8. Don’t forget to label and number any figures and tables and source the reference where

appropriate or use (Author) if it is your own. You should cross reference tables and figures in the text – good way to do is just to put (Table 1) at end of relevant text. This is illustrated (Table 1) or a risk assessment was thus undertaken (Table 2).

9. Don’t put anything new in conclusion or recommendations.10. Don’t list or over-use bullet points use narrative.


Written work

Your student name and identification number must be clearly stated at the top of each page of your work. Where work is to be marked anonymously, only include your student number.

A signed declaration that the work is your own (apart from otherwise referenced acknowledgements) must be included after the title page of your assignment

Each page must be numbered. Use 12 pt. font minimum with 1.5 spacing between the lines. Arial, Times New Roman

or Calibri is recommended. Where appropriate, a contents page, a list of tables/figures and a list of abbreviations

should precede your work. All referencing MUST adhere to Cardiff Met’s requirements. A word count must be stated at the end of your work. Your programme, year of study and the relevant module must be included as a footer

on each page. Appendices should be kept to the minimum and be of direct relevance to the content of

your work. All tables and figures must be correctly numbered and labelled. One copy of your group presentation PPT slides should be submitted through Turnitin

before 17:00 on the submission date (specific date will be advised shortly), week of 23rd

March 2020. SUBMISSION TO TURNITIN IS ABSOLUTELY COMPULSORY AND MANDATORY, NO EXCEPTION TO THIS UNDER ANY CIRCUMSTANCES.

One copy of your written report, Reflective Report should be submitted through Turnitin before 17:00 on the submission date, Tuesday, 12th May 2020. SUBMISSION TO TURNITIN IS ABSOLUTELY COMPULSORY AND MANDATORY, NO EXCEPTION TO THIS UNDER ANY CIRCUMSTANCES.

PLEASE DO NOT SUBMIT YOUR COURSEWORK to your lecturer’s or admin’s e-mail as this work will NOT be marked and graded


MPM7007: MANAGEMENT OF MEGA AND COMPLEX PROJECTS PRESENTATION

Note: This Presentation Component contributes 30% of the Module’s overall Mark/GradeASSESSMENT MATRIX SESSION 2019– 2020 STUDENT:

Criteria 70+Excellent/

Outstanding Performance

60-69Commendable

Meritorious Performance

50-59Basic Performance

40-49Unsatisfactory

Performance, Limited Knowledge and Evidence, Fail

30-39Clear Fail

Less than 30 Very Poor and Clear

Fail

Understanding and clear assessment and appraisal of the role of Project Management and Programme Management in Mega and Complex Projects and Programmes.20%

Excellent evidence of understanding and clear assessment and appraisal of the role of Project Management and Programme Management in Mega and Complex Projects and Programmes.

Very good evidence of understanding and clear assessment and appraisal of the role of Project Management and Programme Management in Mega and Complex Projects and Programmes.

Adequate evidence of understanding and clear assessment and appraisal of the role of Project Management and Programme Management in Mega and Complex Projects and Programmes.

Limited evidence of understanding and clear assessment and appraisal of the role of Project Management and Programme Management in Mega and Complex Projects and Programmes.

Very Limited evidence of understanding and clear assessment and appraisal of the role of Project Management and Programme Management in Mega and Complex Projects and Programmes.

No evidence of any understanding and clear assessment and appraisal of the role of Project Management and Programme Management in Mega and Complex Projects and Programmes.

Assessment of the when, what, where, how, where and why Mega and Complex projects still failing. Why Lessons are yet to be learnt, including clear appraisal of the significant and continuing issues, problems and challenges.10%

Excellent evidence of the assessment of the when, what, where, how, where and why Mega and Complex projects still failing. Why Lessons are yet to be learnt, including clear appraisal of the significant and continuing issues, problems and challenges.

Very good evidence of the assessment of the most Assessment of the when, what, where, how, where and why Mega and Complex projects still failing. Why Lessons are yet to be learnt, including clear appraisal of the significant and continuing issues, problems and challenges.

Adequate evidence of the assessment of the when, what, where, how, where and why Mega and Complex projects still failing. Why Lessons are yet to be learnt, including clear appraisal of the significant and continuing issues, problems and challenges.

Limited evidence of the assessment of the when, what, where, how, where and why Mega and Complex projects still failing. Why Lessons are yet to be learnt, including clear appraisal of the significant and continuing issues, problems and challenges.

Very Limited evidence of the assessment of the when, what, where, how, where and why Mega and Complex projects still failing. Why Lessons are yet to be learnt, including clear appraisal of the significant and continuing issues, problems and challenges.

No evidence of any assessment of the when, what, where, how, where and why Mega and Complex projects still failing. Why Lessons are yet to be learnt, including clear appraisal of the significant and continuing issues, problems and challenges.

Evaluation of how Project Management and Programme Management could be used to deliver cost and time efficient Mega Project ensuring competitive advantage and deliver various governmental and private entities, business and Project/Programme benefits and value in the

Excellent evaluation of how Project Management and Programme Management could be used to deliver cost and time efficient Mega Project ensuring competitive advantage and deliver various governmental and private entities, business and Project/Programme benefits and value in the

Very good evaluation of how Project Management and Programme Management could be used to deliver cost and time efficient Mega Project ensuring competitive advantage and deliver various governmental and private entities, business and Project/Programme benefits and value in the

Adequate evaluation of how Project Management and Programme Management could be used to deliver cost and time efficient Mega Project ensuring competitive advantage and deliver various governmental and private entities, business and Project/Programme benefits and value in the

Limited evaluation of how Project Management and Programme Management could be used to deliver cost and time efficient Mega Project ensuring competitive advantage and deliver various governmental and private entities, business and Project/Programme benefits and value in the

Very Limited evidence of evaluation of how Project Management and Programme Management could be used to deliver cost and time efficient Mega Project ensuring competitive advantage and deliver various governmental and private entities, business and Project/Programme

No evidence of any evaluation of how Project Management and Programme Management could be used to deliver cost and time efficient Mega Project ensuring competitive advantage and deliver various governmental and private entities, business and Project/Programme


short term, midterm and long term. 15%

short term, midterm and long term.




benefits and value in the short term, midterm and long term.

benefits and value in the short term, midterm and long term.

In-depth understanding and clear evaluation of the Mega Projects consistent failures, paradox, perceptions and phenomena including any success stories/best practices.15%

Excellent in-depth understanding and clear evaluation of the Mega Projects consistent failures, paradox, perceptions and phenomena including any success stories/best practices.

Very sound in-depth understanding and clear evaluation of the Mega Projects consistent failures, paradox, perceptions and phenomena including any success stories/best practices.

Adequate in-depth understanding and clear evaluation of the Mega Projects consistent failures, paradox, perceptions and phenomena including any success stories/best practices.

Limited evidence of in-depth understanding and clear evaluation of the Mega Projects consistent failures, paradox, perceptions and phenomena including any success stories/best practices.

Very Limited evidence of in-depth understanding and clear evaluation of the Mega Projects consistent failures, paradox, perceptions and phenomena including any success stories/best practices.

No evidence of any in-depth understanding and clear evaluation of the Mega Projects consistent failures, paradox, perceptions and phenomena including any success stories/best practices.

Clear appraisal of the Mega Projects gaps and other strategic, tactical and operations constraints and opportunities.15%

Excellent and clear appraisal of the Mega Projects gaps and other strategic, tactical and operations constraints and opportunities.

Very good and clear appraisal of the Mega Projects gaps and other strategic, tactical and operations constraints and opportunities.

Adequate appraisal of the Mega Projects gaps and other strategic, tactical and operations constraints and opportunities.

Limited appraisal of the Mega Projects gaps and other strategic, tactical and operations constraints and opportunities.

Very Limited appraisal of the Mega Projects gaps and other strategic, tactical and operations constraints and opportunities.

No evidence of any appraisal of the Mega Projects gaps and other strategic, tactical and operations constraints and opportunities.

Undertake a critical appraisal of the way forward applying constructively Project Management and Programme Management successfully in the delivery of the Mega Project and Programme, clear presentation of the methods and methodologies to deal with the inherent complexities in the Mega Projects and Programmes. 15%

Excellent evidence of undertaking a critical appraisal of the way forward applying constructively Project Management and Programme Management successfully in the delivery of the Mega Project and Programme, excellent presentation of the methods and methodologies to deal with the inherent complexities in the Mega Projects and Programmes.

Very good evidence of undertaking a critical appraisal of the way forward applying constructively Project Management and Programme Management successfully in the delivery of the Mega Project and Programme, very good presentation of the methods and methodologies to deal with the inherent complexities in the Mega Projects and Programmes.

Adequate evidence of undertaking a critical appraisal of the way forward applying constructively Project Management and Programme Management successfully in the delivery of the Mega Project and Programme, good presentation of the methods and methodologies to deal with the inherent complexities in the Mega Projects and Programmes.

Limited evidence of undertaking a critical appraisal of the way forward applying constructively Project Management and Programme Management successfully in the delivery of the Mega Project and Programme, some presentation of the methods and methodologies to deal with the inherent complexities in the Mega Projects and Programmes.

Very Limited evidence of undertaking any critical appraisal of the way forward applying constructively Project Management and Programme Management successfully in the delivery of the Mega Project and Programme, no clear presentation of the methods and methodologies to deal with the inherent complexities in the Mega Projects and Programmes.

No evidence of undertaking any critical appraisal on the way forward applying constructively Project Management and Programme Management successfully in the delivery of the Mega Project and Programme, no clear presentation of the methods and methodologies to deal with the inherent complexities in the Mega Projects and Programmes.

Presentation Structure, Coherence and Team Consistency, Audibility and Clarity. 5%

Excellent evidence of visuals, narratives, discussions, analysis and evaluation including excellent team play, organisation and coordination

Very good evidence of visuals, narratives, discussions, analysis and evaluation including very good team play, organisation and coordination

Adequate evidence of visuals, narratives, discussions, analysis and evaluation including good team play, organisation and coordination

Limited evidence of visuals, narratives, discussions, analysis and evaluation including reasonable team play, organisation and coordination

Very Limited evidence of visuals, narratives, discussions, analysis and evaluation including limited team play, organisation and coordination

No evidence of any visuals, narratives, discussions, analysis and evaluation including very weak and very poor team play, organisation and coordination

Referencing and Research.5%

Very thorough, with breadth and depth, highly relevant, up to date and consistently

Thorough with breadth and depth, relevant and up to date and mainly accurate

Tends to focus on either breadth or depth and some Inaccuracies

Limited Referencing/ research provided, lacks breadth and depth,

Very Limited referencing/research with a considerable number of

No Referencing/research entirely inaccurate or absent


accurate inaccuracies and inconsistencies

errors

Personalised Feedback/Comments

1st Marker:2nd Marker:Date:


OVERALL MARKS PERCENTAGE/GRADE

MPM7007: MANAGEMENT OF MEGA AND COMPLEX PROJECTSNote: Presentation Component contributes 30% of the Module’s overall Mark/Grade

MARK SHEET SESSION 2019– 2020 STUDENT NAME/NO.:

Criteria Mark Comments

Understanding and clear assessment and appraisal of the role of Project Management and Programme Management in Mega and Complex Projects and Programmes.20%Assessment of the when, what, where, how, where and why Mega and Complex projects still failing. Why Lessons are yet to be learnt, including clear appraisal of the significant and continuing issues, problems and challenges. 10%

.

Evaluation of how Project Management and Programme Management could be used to deliver cost and time efficient Mega Project ensuring competitive advantage and deliver various governmental and private entities, business and Project/Programme benefits and value in the short term, midterm and long term. 15%In-depth understanding and clear evaluation of the Mega Projects consistent failures, paradox, perceptions and phenomena including any success stories/best practices.15%Clear appraisal of the Mega Projects gaps and other strategic, tactical and operations constraints and opportunities.15%Undertake a critical appraisal of the way forward applying constructively Project Management and Programme Management successfully in the delivery of the Mega Project and Programme, clear presentation of the methods and methodologies to deal with the inherent complexities in the Mega Projects and Programmes. 15%


Presentation Structure, Coherence and Team Consistency, Audibility and Clarity. 5%Referencing and Research5%

Total

1st Marker:2nd Marker:

Date:


MPM7007: MANAGEMENT OF MEGA AND COMPLEX PROJECTS - ASSESSMENT MATRIX SESSION 2019 – 2020 STUDENT:

Criteria 70+Excellent/Outstanding

Performance

60-69Commendable

Meritorious Performance

50-59Basic

Performance

40-49UnsatisfactoryPerformance,

Limited Knowledge and Evidence, Fail

30-39Clear Fail

Less than 30 Very Poor and

Clear Fail

Understanding, critical evaluation and critical reflection of the Case Study. Critical insights on various complexities inherent in this Mega Project were offered and contextualised to Project Management and Programme Management.20%

Demonstrates an excellent degree of understanding, critical evaluation and critical reflection of the Case Study. Critical insights on various complexities inherent in this Mega Project were offered and contextualised to Project Management and Programme Management.

Demonstrates high degree of understanding, critical evaluation and critical reflection of the Case Study. Critical insights on various complexities inherent in this Mega Project were offered and contextualised to Project Management and Programme Management.

Demonstrates adequate understanding, critical evaluation and critical reflection of the Case Study. Adequate critical insights on various complexities inherent in this Mega Project were offered and contextualised to Project Management and Programme Management.

Demonstrates limited evidence of understanding, critical evaluation and critical reflection of the Case Study. Limited critical insights on various complexities inherent in this Mega Project and limitedly contextualised to Project Management and Programme Management.

Very Limited evidence of understanding, critical evaluation and critical reflection of the Case Study. Very Limited critical insights on various complexities inherent in this Mega Project and very limitedly contextualised to Project Management and Programme Management.

No evidence of understanding, critical evaluation and critical reflection of the Case Study. No critical insights on various complexities inherent in this Mega Project and not contextualised to Project Management and Programme Management.

Understanding, critical evaluation and critical reflection of the significant and continuing issues,

Demonstrates excellent degree of understanding, critical evaluation and critical reflection of the significant and

Demonstrates high degree of understanding, critical evaluation and critical

Demonstrates adequate understanding, critical evaluation and critical

Demonstrates limited evidence of understanding, critical evaluation and

Very Limited evidence of understanding, critical evaluation and critical

No evidence of understanding, critical evaluation and critical reflection of the


problems and challenges in Mega Project and complexities around various domains and elements. Offered in-depth critique and discussions around how they are effectively related to each other. 20%

continuing issues, problems and challenges in Mega Project and complexities around various domains and elements. Offered in-depth critique and discussions around how they are effectively related to each other.

reflection of the significant and continuing issues, problems and challenges in Mega Project and complexities around various domains and elements. Offered in-depth critique and discussions around how they are effectively related to each other.

reflection of the significant and continuing issues, problems and challenges in Mega Project and complexities around various domains and elements. Offered adequate critique and discussions around how they are effectively related to each other.

critical reflection of the significant and continuing issues, problems and challenges in Mega Project and complexities around various domains and elements. Offered limited critique and discussions around how they are effectively related to each other.

reflection of the significant and continuing issues, problems and challenges in Mega Project and complexities around various domains and elements. Offered Very limited critique and discussions around how they are effectively related to each other.

significant and continuing issues, problems and challenges in Mega Project and complexities around various domains and elements. No critique and discussions around how they are effectively related to each other.

Understanding, critical evaluation and critical reflection of the lessons learnt, lessons yet to be learnt, taking a whole and extended life cycle approach to this Case Study Mega Project. Offered meaningful and constructive best practices and way forward to progress this Case Study Mega Project. 20%

Demonstrates extremely good understanding, critical evaluation and critical reflection of the lessons learnt, lessons yet to be learnt, taking a whole and extended life cycle approach to this Case Study Mega Project. Offered extremely good, meaningful and constructive best practices and way forward to progress this Case Study Mega Project.

Demonstrates very good understanding, critical evaluation and critical reflection of the lessons learnt, lessons yet to be learnt, taking a whole and extended life cycle approach to this Case Study Mega Project. Offered very good, meaningful and constructive

Demonstrates adequate understanding, critical evaluation and critical reflection of the lessons learnt, lessons yet to be learnt, taking a whole and extended life cycle approach to this Case Study Mega Project. Offered adequate meaningful and constructive

Demonstrates limited understanding, critical evaluation and critical reflection of the lessons learnt, lessons yet to be learnt, taking a whole and extended life cycle approach to this Case Study Mega Project. Offered limited meaningful and constructive

Very Limited evidence of understanding, critical evaluation and critical reflection of the lessons learnt, lessons yet to be learnt, taking a whole and extended life cycle approach to this Case Study Mega Project. Offered very limited meaningful and constructive

No evidence of understanding, critical evaluation and critical reflection of the lessons learnt, lessons yet to be learnt, taking a whole and extended life cycle approach to this Case Study Mega Project. Offered no meaningful and constructive best practices


best practices and way forward to progress this Case Study Mega Project.




and way forward to progress this Case Study Mega Project.

Offered critical reflection on how to manage Mega Projects with varying degrees of complexities to ensure successful outcomes from deliverability, constructability, operability and transferability of the benefits and values short term, midterm and long term. 20%

Excellent evidence of critical reflection on how to manage Mega Projects with varying degrees of complexities to ensure successful outcomes from deliverability, constructability, operability and transferability of the benefits and values short term, midterm and long term.

Very good evidence of critical reflection on how to manage Mega Projects with varying degrees of complexities to ensure successful outcomes from deliverability, constructability, operability and transferability of the benefits and values short term, midterm and long term.

Adequate critical reflection on how to manage Mega Projects with varying degrees of complexities to ensure successful outcomes from deliverability, constructability, operability and transferability of the benefits and values short term, midterm and long term.

Limited evidence of critical reflection on how to manage Mega Projects with varying degrees of complexities to ensure successful outcomes from deliverability, constructability, operability and transferability of the benefits and values short term, midterm and long term.

Very Limited evidence of critical reflection on how to manage Mega Projects with varying degrees of complexities to ensure successful outcomes from deliverability, constructability, operability and transferability of the benefits and values short term, midterm and long term.

No evidence of critical reflection on how to manage Mega Projects with varying degrees of complexities to ensure successful outcomes from deliverability, constructability, operability and transferability of the benefits and values short term, midterm and long term.

Referencing and Research. 10%

Excellent breadth, quality and depth of research and/or referencing which is highly relevant and consistently accurate.

Very good breadth, quality and depth of research and/or referencing which is very relevant and consistently accurate.

Adequate evidence of breadth, quality and depth of research and/or referencing which is relevant and mostly accurate.

Limited evidence of either breadth or depth of research and/or referencing which is relevant but with some inaccuracies.

Very Limited evidence of breadth and depth of research and/or referencing with considerable number of errors.

Referencing or research entirely inaccurate or entirely absent.

Presentation. Very clear, well- Clear, well Structure Some attempt Some structure Complete lack


10%structured and presented piece of work. Accurate use of grammar, syntax and spelling.

organised and clearly presented. Grammar, spelling etc. accurate

apparent, but not always clear. Grammar, syntax and spelling mainly accurate.

at devising appropriate structure. Grammar, syntax and spelling mainly unsatisfactory

present, but not appropriate. Grammar, syntax and spelling poor.

of structure. Very poor grammar, spelling and syntax.

MARK %/GRADE

Personalised Feedback/Comments

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MPM7007: MANAGEMENT OF MEGA AND COMPLEX PROJECTSNote: This Component contributes 70% of the Module’s overall Mark/GradeMARK SHEET SESSION 2019– 2020STUDENT NAME/NO.:

Criteria Mark Comments

Understanding, critical evaluation and critical reflection of the Case Study. Critical insights on various complexities inherent in this Mega Project were offered and contextualised to Project Management and Programme Management.20%Understanding, critical evaluation and critical reflection of the significant and continuing issues, problems and challenges in Mega Project and complexities around various domains and elements. Offered in-depth critique and discussions around how they are effectively related to each other. 20%

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Understanding, critical evaluation and critical reflection of the lessons learnt, lessons yet to be learnt, taking a whole and extended life cycle approach to this Case Study Mega Project. Offered meaningful and constructive best practices and way forward to progress this Case Study Mega Project. 20%Offered critical reflection on how to manage Mega Projects with varying degrees of complexities to ensure successful outcomes from deliverability, constructability, operability and transferability of the benefits and values short term, midterm and long term. 20%Referencing and Research.10%

Presentation. 10%Total Mark

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