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P31725 Project Management for Energy Sector
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Project Management for Energy Sector

9 – 10 October 2019 | Mandarin Orchard Hotel, Singapore

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Special 1 + 1 offer. Register 2 delegates at the price of one.

overview

Key Learning Outcomes

  • Key features of project management within energy sector including oil, gas, power & renewable energy
  • Revise project business case, project scope and project interfaces
  • Manage critical lead times in the energy projects
  • Define risks in energy projects and develop risk response plans
  • Understand common problems with work breakdown structure
  • Resource management in energy projects
  • Manage change orders and implications
  • Examine contractual breaches and disputes
  • Post-Award logistical issues
  • Project working capital management

 Who Should Attend

This programme is essential for experienced project personnel as well as those involved in planning and controlling oil & gas, power & renewable energy projects from client and contracting companies

  • Project & Programme Managers, Leaders
  • Project coordinators / support managers
  • Engineering & Technical managers
  • Financial Management
  • Risk Management
  • Procurement, Logistics & Supply Chain executives
  • Legal, Contract, Tender, bidding managers

 

Trainer

Christopher Lennon MBA, LLB, DipICArb, FCIArb, AIPN
Director
Stone Falcon Corporate & Legal Consulting Ltd

Christopher Lennon is the Director of Stone Falcon Corporate and Legal Consulting Ltd – a company that provides consultancy, professional training and academic teaching within the area of Projectn Management, where he specializes within the ‘Special Projects’ domain. He has more than 25 years experience across various market, segments, including retail, logistics, distribution and especially the oil & gas industry, where he started working offshore on rigs in the UK and Norway before becoming involved with projects and supply chain issues. He has set up distribution networks supporting the North Sea E&P industry within Aberdeen and managed a variety of ‘special projects’ internationally – normally strategic or change management focused. Chris has over 13 years teaching experience at several universities across a wide range of subjects. These include delivering MSc. level courses in Project Management at the Robert Gordon University, the University of Aberdeen and the International Oil and Gas MBA programme for Middlesex University. He holds an MBA and LLB from the University of Aberdeen, and is a Fellow of the Chartered Institute of Arbitrators, a Member of the Association of International Petroleum Negotiators and also a licensed PRINCE 2 practitioner.

Partial List of Chris’s Past Teaching and Training Portfolio

  • Delivered trainings to project managers of PDVSA; SONATRACH; OMV and a variety of North Sea based companies
  • Provided training package in all areas of project management to the heads of the country’s oil and gas companies in the Republic of Mynamar
  • Wrote and delivered an intensive 20 day course on purchasing; procurement; supply chain management and contract law to the management from the Southern Operating Company (Iraq) as well as several representatives from the Iraqi Ministry of Energy
  • Developed the architecture for RasGas’ Leadership Development programme (Doha, Qatar)
  • Conducted a specialised programme for the GECF (Gas Exporting Countries Forum) in Doha, Qatar
  • Developed and delivered an ‘Oil and Gas Mini-MBA’ programme for a client in Denpasar, Bali. This course was very well received and will be delivered again
  • Previously the Discipline Manager for Project Management for the PetroSkills Global Alliance for 2 years and is currently an instructor for PetroSkills in project management and supply chain/purchasing/ contracts/ procurement/inventory management
  • Author and Course Director for various online based courses including the ‘Fundamentals of E&P Logistics’ and ‘Fundamentals of Project Management’ for a client based in London
  • Consults and lectures in Corporate Social Responsibility; Corporate Governance and also runs a programme in International Petroleum Contracts and an Effective Negotiation Skills for the Oil and Gas Industry course for a London based client

Digital Badge

Upon completion of this training course, participants will earn a digital badge.

Earners of Energy Project Management Certificate acquired practical skills in planning & controlling complex oil & gas, power & renewable programmes. They are skilled in evaluating and administering numerous project aspects including business case, critical lead time, inventories, scheduling, logistical issues, major capital investment as well as various stakeholders.

Skills:
project management, energy sector, oil & gas, power, renewable, upstream, downstream, business case, scheduling, budgeting, cost control, stakeholder management, working capital management, project variation, change orders, resource management, work breakdown structure, project inventory, logistical management, critical lead times

Eligibility:
Attend and participate in the 2 full days of training course duration, led by the designated training expert

Available to:
Seminar attendees

Digital Badge FAQ >

Agenda

OVERVIEW OF THE GLOBAL ENERGY SECTOR

  • The structure of the International energy sector – demand and supply factors
  • The 7 key features of the international energy industry
  • What does horizontal and vertical integration mean from a project perspective?
  • Understanding industry supply chains
  • Class discussion: the future of the ASEAN energy supply chain – examination of key challenges

SOME KEY PROJECT MANAGEMENT COMPONENTS

  • Why the international energy sector utilises a ‘project methodology’
  • Understanding the ‘Iron Triangle’
  • Understanding the project life cycle
  • The Project Scope
  • The Project Business Case
  • Understanding Project Risk
  • The Project Manager – an enhanced skill set required?
  • Understanding project interfaces
  • Class exercise – Managing Project Interfaces – Case study of Kikeh Field

PROJECT SCHEDULING IN ENERGY SECTOR

  • Overview – what is scheduling? Why is it necessary on a project?
  • The concept of precedence examined
  • The precedence table
  • The Critical Path Method examined
  • What is schedule float?
  • The Gantt Chart explained

THE WORK BREAKDOWN STRUCTURE:

  • Why a WBS is important for energy projects
  • The varied uses of the WBS
  • Common problems with the WBS
  • The key roles of a project WBS
  • The Work Package (WP)
  • The Cost Breakdown Structure (CBS)
  • Class exercise: Constructing a WBS; and a CBS for an international pipeline – Case Study of Malikai Field Development

PROJECT RESOURCE MANAGEMENT

  • Understanding CTR (Cost; Time; Resources) management
  • Case study: The impact of resource mismanagement
  • Resource constraints and the problem of scarcity
  • Trade off decision making – a critical skill for project managers
  • Project Compression Techniques explained – ‘Fast Tracking’ and ‘Project Crashing’

PROJECT VARIATION AND CHANGE ORDERS:

  • Overview
  • Common reasons for variation and change orders
  • Some further impacting factors considered
  • Managing the variation and change order process on projects
  • Scenario: ‘The dangers of doing someone a favour’
  • Cost escalation and cost reduction – critical elements of project change orders?
  • Class exercise – is it a good idea to allow cost escalation clauses into a project contract?
  • Class exercise – exploring methods for reducing project costs
  • Change orders and contractual breach examined
  • Change orders and liquidated damage clauses (LDC’s)
  • Change orders and Force Majeure examined

MANAGING CRITICAL LEAD TIMES IN INTERNATIONAL ENERGY PROJECTS

  • Why a critical lead time is a ‘Critical Success Factor’ (CSF) to a project
  • Assessing the impact of CLT
  • The 3 components of lead time
  • Lead time management – point of origin to point of destination
  • Benefits of actively managing critical lead times

POST-AWARD LOGISTICAL ISSUES:

  • De-mobilisation – redeployment of assets
  • Supporting resources
  • Repair/replacement/maintenance issues – to what extent are these possible time consumers?
  • Stakeholder management/considerations
  • Re-integration issues?

MANAGING ENERGY PROJECTS’ INVENTORIES:

  • Overview
  • Key issues of consideration – specialised storage (climatic; waterproof; windproof (abrasion protection); specific temperature requirements; security; ‘staging area vs. operating base’
  • Proximity to infrastructure
  • Issues of remoteness – operating within frontier exploration environments
  • Some other key issues examined
  • Class exercise: Managing a remote project inventory – Case study: Total Mailu-1

STAKEHOLDER MANAGEMENT

  • Class exercise – stakeholder mapping across energy projects
  • Stakeholder power and influence – a shifting dynamic?
  • Scenario: Dealing with Stakeholder Agendas
  • Constructive engagement with stakeholder groupings
  • Dealing with local content and Corporate Social Responsibilities (CSR)
  • Case Studies – Gorgon LNG

PROJECT WORKING CAPITAL MANAGEMENT

  • Project working capital management (WCM) defined
  • Understanding the working capital cycle on projects
  • Effective WCM – a direct impact on project delivery
  • WCM – ramifications for the procurement function
  • WCM and lessons learnt

when & where

09 - 10 Oct 2019

Mandarin Orchard Singapore, by Meritus
333 Orchard Road, Singapore 238867
Tel: +65 6831 6062 | Fax: +65 6737 3130
Mobile No.: +65 8298 9442
Contact Person: Tan Ai Li
Email: aili.tan@meritushotels.com
Website: www.meritushotels.com

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