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Characteristics of Oil and Gas Projects 41

produced rather than abandoned. In construction projects, the emphasis is


too often incorrectly placed on budget and schedule and not on the scope or
quality of work. In well control projects, there may be excessive emphasis on
schedule and on controlling the well as quickly as possible without regard to
the impact on budget, scope, or quality. Because of the nature of well control
projects and the pressures to achieve a quick solution, it is often difficult to
manage the project efficiently. Careful planning beforehand will provide a
workable and rational solution for the operations group.
The well control company is best suited to be involved in the design and
implementation of the control operation, provided its personnel have the
skill and capabilities to perform project management duties. If the well con-
trol company has engineering expertise that is fully integrated in its field
operations, they will be best suited for overall coordination and manage-
ment of the project. Regardless of the type of well control project, there must
be a single project manager who is responsible for coordinating all aspects
of the project. The project manager is responsible for reporting to the opera-
tor or team with complete responsibility and authority for making decisions.
The most successful well control projects have been completed by a compe-
tent project manager who had the technical expertise and the management
skills necessary to ensure the work was performed as and when needed.
Committees, with a group acting as a project manager, tend to have slow
decision making and be bureaucratic.
In well control project management, four fundamental questions must be
addressed: Who is going to do it? What are they going to do? When are they
going to do it? And, how much is it going to cost? A lack of an answer to
any of these questions during the project will usually result in additional
problems. The most important skill the project manager must possess is
the ability to be an effective communicator. Regardless of his abilities as an
engineer or manager, he will be ineffective if he lacks communication skills.
The project manager must have the technical knowledge of what needs to
be done and the ability to communicate that knowledge to others. To bring a
blowout under control, many different types of expertise are required. Thus,
the project manager must have the ability to delegate authority and respon-
sibility to the specialists involved so he can concentrate on the overall project
objectives. The central axiom for project management is to organize the proj-
ect around the work to be done rather than trying to force events to fit some
predetermined organization.

Organizational Structures
Regardless of the type of management organization chosen for a well control
event, the main consideration must be a bias for action. The management
group must focus on five major functions: planning, organizing resources,
selecting staff, coordinating work, and controlling the operation. Each well
control project is unique and requires a suitable choice of organizational

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