Every major oil and gas company has invested substantial resources in project governance and assurance processes. These are intended to ensure that the project objectives are in alignment with the business needs, and to drive predictable project outcomes.
Originally published on LinkedIn by AP-Networks Managing Director Brett Schroeder. This week, The Financial Times featured the following story: “Dismal Project delivery puts big oil and gas energy projects at risk.” For those of us
Dr. Shawn Hansen discusses ways to measure and improve small plant-based capital project performance in the downstream energy sector According to market research firm Industrial Info Resources (IIR), capital project spending in the U.S. refining
If you hit your cost and schedule targets for your turnaround, but you have to shut down again after startup to fix a problem, then ultimately, your execution was not successful. Amid ever more stringent
As an industry, we have empirical measures for readiness, risk profile, and organizational capability, among other key aspects of turnaround and shutdown planning and execution. However, there is a gaping hole in our collective toolset: