Effective Project Team Members

Participant Workbook

EPTM

Effective Project Team Members

Participant Workbook Table of Contents Presentation Case Study & Exercises
Exercise 1 Exercise 2 Exercise 3 Exercise 4 Exercise 5 Exercise 6 Stakeholder Analysis Four Rules of Communication Communication Planning Work Breakdown Structure (WBS) Sequencing and Dependencies Risk Planning Lessons Learned

1 43 50 51 52 53 54 55

Effective Project Team Members

The Effective Project Team Members course is a two-day course designed for SIS Schlumberger participants that are enrolled in BUILD-IT 2, and have less than 2 years experience as project team members. The course will provide participants with an understanding of Project Management concepts, processes, and methodology, as well as an overview of the Project Delivery Management Process (PDMP) internal to Schlumberger. The course provides participants with an understanding of the processes that are essential to all project plans, to include: Communication Planning Risk Planning Integration Planning Scope Planning

The course focuses on the importance of team roles and responsibilities so that team members can effectively perform their responsibilities, to include: Delivery of work packages Understanding of acceptance criteria Change initiatives Administrative phase and/or work package close-out STAR entries Lessons Learned

Effective Project Team Members

Facilitator: Vic Rodriguez, PMP

Copyright 2012 TBO International, LLC All rights reserved

Administrative Matters
Ground Rules
Cell Phones Laptops Side Conversations Breaks Parking Lot Breaks Restrooms

Assessment Test & Survey

Personal Introductions
Name Position and length of service with company Responsibilities Personal objective for course Outside Interests?

Primary Course Materials & References

Absolute Beginners Guide to Project Management, 2nd Edition Participants Workbook

Course Outline
High Performance Team Building Introduction to Project Management SIS Project Management (PM) Standards & Methodology Phase 1 Project Initiation Phase 2 - Project Planning Phase 3 Project Executing Phase 4 Monitoring & Controlling Phase 5 Project Close-out

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

Effective Project Team Member

Participants will:
Have a basic understanding of Project Management Receive an overview of the Project Delivery Management Process (PDMP)

Course Objectives
Participants will:
Be able to identify and define project terms and apply project management concepts and methodology Be able to recognize and understand essential parts of Project Plans to include:
Communication Plan Risk Plan Integration Plan Scope Plan

Course Objectives
Participants will:
Have a thorough understanding and working knowledge of development & delivery of work packages and acceptance criteria Understand their role & responsibilities in the implementation and management of work packages in the WBS Be able to understand & communicate change initiatives necessary for project completion Have an understanding of administrative Project Cl d

Team Building

High Performance Project Teams

ABGPM2, Chapter 19, Page 255

Key Principles to High Performance Team Building

Plan as a team Keep the team focused Set clear expectations Facilitate productivity Leverage individual strengths Recognize and reward Facilitate team synergy:

(Forming, Storming, Norming, Performing)

Benefits of Teambuilding
Increased efficiency Heightened motivation Improved quality of output More flexible operations Enhanced creativity environment Respect for different points of view Professionalism & Courtesy Mutual Respect

Agree on Rules of Engagement

Collaboration, not competition Promote the sharing of information, ideas, and expertise Endorse compromise Practice team-oriented behavior

Resolve Conflicts Promptly

Some conflict is normal Establish ground rules for dealing with conflict Practice conflict resolution techniques Encourage other team members to manage their own conflicts What to do when there is no resolution?

Key Points to Remember

Teams make use of diverse skills, knowledge, and experience Effective teams improve efficiency, quality, and motivation Your role is to provide support and encouragement to your team at all times

Team Building Exercise

Why Project Management ?

Why Project Management?

Projects are linked to business strategy and must produce results Projects are undertaken to satisfy a business need
Response to competitive marketplace Obligation to comply with regulations Necessity of replacing aging or obsolete systems

Manage versus Transform

Transform Business Operations

Manage Business Operations

Project Management Overview

PMI Knowledge Areas Project Life Cycle Product Life Cycle Process Groups

PMI Knowledge Areas

Core Areas

Integration

Support Areas

Project Life-Cycle (PMBOK 4th Ed.)

1. Initiating Phase Select Project Manager Determine company culture and existing systems Collect processes, procedures, and historical information Understand the business case Develop project charter Identify Stakeholders Deliver Project Charter Memorandum to Decision Authority 2. Planning Phase Create project scope statement Determine what to purchase Create WBS and WBS dictionary Create activity list Create network diagram Estimate resource requirements Estimate time and cost Develop schedule Develop budget Determine all roles and responsibilities Plan communications Hold kickoff meeting Deliver Project Plan Memorandum to Decision Authority 3. Executing Phase Execute the work according to the PM plan Use the work authorization system Follow processes Perform quality assurance Perform quality audits Acquire final team Hold team-building activities Give recognition and rewards Facilitate conflict resolution Send and receive information Hold meetings Deliver Project Completion Memorandum to Decision Authority 4. Monitoring & Controlling Take action to control the project Measure performance against other metrics determined by the project manager Influence the factors that cause changes Request changes Perform integrated change control Approve or reject changes Inform stakeholders of approved changes Gain acceptance of interim deliverables from the customer Perform quality control Report on project performance Administer procurements Deliver Quality Control Report to Decision Authority 5. Closing Phase Confirm work is done to requirements Gain formal acceptance of the product Index and archive records Update lessons learned knowledge base Hand off completed product Release resources Deliver Project Completion Report to Decision Authority

Project Life Cycle

Phases of the project life cycle:
Initiating Planning Executing Monitoring & Controlling Closing Time

22

Project vs. Product Life Cycle

A project will produce a product or service (product) as its final outcome A product has a life cycle of its ownthis represents its useful lifetime

23

Product Life Cycle

Time

Project Life Cycle

Problem Space
Initiating

Partial Answer
Planning

Partial Answer
Executing

Solution Space Know

Dont Know

Know

Dont Know

What

How

Next: SIS Project Management (PM) Standards & Methodology

What is PDMP?
The PDMP (Project Delivery Management Process) is a business case-driven, project management methodology tailored to our SIS operations. The purpose of the methodology is to provide common processes, templates, and techniques to improve the outcome of projects.

PDMP and the Business Lifecycle

Simplified SIS Business Lifecycle
IITC

Opportunity Development

Bid Response / Preparing a Project

Contract & Negotiation

Initiation & Planning

Project Execution & Closure

Service Delivery

OSMP Sales Process PDMP Project Management Process Service Delivery (tbd)

There are PDMP processes identified for Bid Response During contract negotiations, the viability of the project must be reassessed for each reduction in price or addition in scope that fall outside of negotiation tolerances Contract signing is the go signal for Project Initiation & Planning Controlling processes are used during the Execution Phase At the Project end, transition to Service Delivery occurs during the Project Closure

What comprises the PDMP?

Processes Getting from A to Z in the

project

The Motoring Analogy

Components What you need to know Techniques Important how-tos

Components of PDMP

Evolution of PDMP
QHSE
CONTEXT: Business case driven approach Project organization Process model

QUEST

SIS FPs

Process Method

Employee training

PDMP:
CONTENT: Depth of best practices Project

PMBOK 4th Edition Time Management

Project HR Management Procurement Management CMM Review

IN TOUCH

LAWSON/SAP

Next: Phase 1 Project Initiating

Phase 1
Project Initiating
Phase1 Phase 2 Phase3 Phase4 Phase5

Phase 1 Project Initiating

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

Identify the Project Manager

Top-down (Bosss Choice) Bottom-Up (usually the initiator) Critical: Officially ASSIGN the Project Manager

Best practice: Formal decision by management

Business Case
What does the sponsor want to realize from this effort? Can you state it in clear, written terms? What will be the benefit to the organization? Concept To respond to anticipated increase in market demand

High-Level Project Outcome XYZ Corp will respond to market forces by producing 35% more product by 2010

Business Case
The Business Case should be
Reviewed Challenged Debated Substantiated

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

Feasibility Study
High

Importance

The Feasibility Study determines if and how the result in the Business Case can be achieved Feasibility study may be initiated:
At the beginning of the project to support business case development Any time that project risks are high or the project is in unfamiliar territory

Feasibility Study

Low

Methods:
Research Benchmarking Contractor Study

Low

High

Risk

SOW/PID
The SOW and/or PID are the governing documents for the project Serve as Project agreement between delivery organization and customer

Important Components
Project success factors High-level scope Initial cost and schedule estimates Project deliverables

Approval for Next Steps After Each Phase

Formal memorandum approving work to date Captures sign-off from person with approval authority Accepts deliverables and resources for each phase Authorizes continuation

Stakeholders, Team Members, & Project Influencers

Internal & External Stakeholders

LaborUnions Suppliers

Customers Owners
Government Stockholders

ProjectTeam

Agencies

Internal
Employees Boardof Directors

Special Interest Groups Consumer Groups

Financial
Institutions

Environmental ActionGroups

Exercise 1:

Stakeholder Analysis
Review the Case Study
As a team, establish a list of Stakeholders in the Case Study? As a team, record examples of stakeholder information needs

Note: Information will be presented during Exercise 3

Project Communication

Communication
Importance of Communication Use of Communication in Projects Communication Considerations
ABGPM2, Page 24

Importance of Communication
About 80% of a project managers job Affects every part of a project Can make or break a project

Importance of Communication
Communication Realities
Majority of project communication to the external stakeholders is done in the early stages of the project Communication breakdowns often occur (recall the primary school exercise) Meetings - 50% of a project managers time

General Communications Management

Effective communication is key to insuring stakeholders are informed Helps stakeholders communicate about the project Helps establish/reinforce stakeholder expectations
Different stakeholders have different expectations and needs ABGPM2, Pg 230

Communication Considerations
PowerBase

Where were coming from

Actions

The way we try to influence others

Results

How people react to our influence attempts (long-term)

Communication Barriers
Geography Backgrounds Attitudes Lack of Common Definitions Jargon and Acronyms Others?

Communication Options
Face-to Face Video Conferencing Direct Audio Telephone Voice Mail E-mail Instant Messaging Audio Conferencing Web Conferencing with Audio
ABGPM2, Pg 232

Communication Distribution Planning

Richness - the number of

communication codes the user can access to interpret a message

Face-to-Face 3D Phone 2D Writing 1D

Different channels have different levels of richness

Communication Distribution Planning

HIGH
NEED FOR RICHNESS

Richness/Anxiety Match

As the users anxiety level about a message goes up, the need for richer channels goes up

Early in project anxiety is especially high

LOW USER ANXIETY

HIGH

Interpersonal Skills
Good interpersonal skills are very important because they impact the overall quality of all your project communications Review pages 235-237, ABGPM2

Five Cs of Communication
Clear State the object and stay on subject Concise Get to the point Courteous Be polite; Watch your tone Consistent Support the intended meaning of your communication Compelling Give them a reason to pay attention
ABGPM2, Pg 228

Communication Considerations

4 Rules to Consider
Frequency Primary Recency Emotion

Exercise #2 Four Rules for Communication

This is a test of the rules we just discussed Listen carefully to the Facilitator

Use the worksheet provided

Building Your Communications Plan

What information do people need? Does the message communicate a feeling or attitude? What is the best way to deliver the message? Who is the best person to deliver? How should the message be delivered? When should people receive the information? How will feedback be received?

Communication Plan
Stakeholder

InfoNeeds

Message

Medium

Who

Timing

Feedback

Describe

Describe

Typeof Comm.

Designate

Project Phaseor Date

C
Prepare this plan early and begin executing communications activities well before the Project Execution Phase starts

Exercise #3: Communication Planning

Return to your groups and develop a communication plan for the project sponsor: Include a summary of all Stakeholders Information needs of all Stakeholders Potential Resistance (ACME Gas end-users) of SIS Solution Use team synergy to ensure all team members are involved Use the template provided by your facilitator

Next: Phase 2 Project Planning

Phase 2
Project Planning
Phase1 Phase 2 Phase3 Phase4 Phase5

Project Plan Overview

The Project Plan is a roadmap for how to manage all the moving pieces of the project The Project Plan should be carefully developed, reviewed and treated as a living document Project Plan should have sub-plans that align with the PMI knowledge areas:
Project Scope Project Schedule Project Cost Risk Plan Quality Plan Etc

Scope Management
One of the first activities in Project Planning is to refine the scope of the project Project Scope definition: The sum total of all work to be performed during the project Work included in the project is in scope Work NOT included in the project is considered out-of-scope
This is important to clarify Explicit out-of-scope declarations avoid ambiguity

Scope Triangle

Scope Requirements

Quality

Management Mechanics
Work Breakdown Structure
A project diagram or listing that documents and describes all the work required to accomplish the project

Work Package
The lowest level of WBS that has a discrete deliverable, and is assigned a budget, schedule and resources

Activity
A specific project task that requires resources and time to complete

Work Breakdown Structure

WBS illustrates that project tasks form a hierarchy Project is the highest level Next, the project can be broken down into
Sub-Project Module Project Phase Near the bottom of the WBS is the Work Package that may be assigned to a person or group

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

Sample Work Breakdown Structure (WBS)

PlanaVacation (Project)

Travel

Lodging
(WorkPackage)

Budget

Meals

Entertainment

Research Options Pricing Reservations Directions Activities

Project Schedule

Cost & Schedule Plans

Schedule Control Schedule
Development

Activity
Estimation

Activity Sequencing

Project Schedule
Activity Sequencing Activity Estimation Schedule Development

Sequencing
Activity sequencing requires us to look at dependencies between activities Ideally, you want to avoid dependencies since they restrict project scheduling Other types of dependencies exist, but FS is by far the most common

Finish-to-Start (FS) Dependency

Activity Sequencing
Type of Dependencies:
Mandatory Discretionary External Third Party (minimal control)

Sequencing Tips
If project planning is done in a Often, sequencing is done group format: simultaneously with WBS Write each project activity on development (especially with a sticky note use of a software tool) First, identify mandatory Allow group to rearrange dependencies sticky notes on a dry erase Develop schematic display board or large sheet of paper (e.g., network diagram); Most common way is to place Connect activities with arrows activities in boxes

Exercise #4: Sequencing & Dependencies

WBS
Use your assigned work packages and sequence the activities that have been provided. Be prepared to discuss your logic and/or any constraints.

Estimating Time & Cost

Estimation is arguably one of the most difficult aspects of project planning How long will it take to complete a task?

How many man-hours? Often, we start with a general estimate and refine it as we learn more about the project and the work (scope) required

Effort versus Duration

To provide accurate estimates, it is important to distinguish between Duration and Effort Duration: How long will the activity take?
Could be expressed in hours, days, or weeks

Effort: How many man-hours does it take to complete the activity?

Usually expressed in hours

Estimation Techniques
Rule of Thumb Educated guess (Heuristics) Analogous Similar to other activities Parametric Known relationship (Best) Historical Previous projects Performance Evaluation & Review Technique (PERT)
ABGPM2, Page 90

Estimation Techniques PERT Formula

Expected Duration = Optimistic + 4 (Most Likely) + Pessimistic 6

Cost and Schedule Plans

Schedule Development
After estimates are created for individual project activities, a project schedule can be developed

Plan
Represents how one intends to execute a project without regard to when project will be executed

Schedule
Applies time and resource restraints to the plan Assigns dates to the work to be accomplished

Quality Planning
Quality is conformance to requirements or specifications The Quality Plan captures how you will monitor the work being performed Test and monitor conformance of work packages to ensure delivery criteria is met

Concepts of Quality
Conformanceto Requirements Management Responsibility Customer Satisfaction Prevention overInspection

ScopeManagement

What About Risk Planning?

Identify risks to the project
Both positive and negative Identify threats and opportunities

Risk
The possibility of suffering harm or loss. In the project context risk is also concerned with opportunity as well as threat. Involves reducing the likelihood and negative impact of an event
Risk is highest in the early stages of a project due to the amount of uncertainty

Common Sources of Project Risk

The first key to managing risk on your project is to know where to look for risk:
Funding Time Staffing Customer availability Project Size/Complexity Political implications External Factors Government, regulations, shifting technologies

Risk Plan
TYPICAL RISK EVENTS IN EACH PROJECT PHASE ProjectInitiating
Unavailable Subject Matter Experts Poor Definition Of Problem No Feasibility Study Unclear Objectives No Buy-in

ProjectPlanning
No Risk Management Plan Spotty Planning Underdeveloped Requirements And Specifications Unclear Work Statement No Management Support Poor Role Definition Inexperienced Team

ProjectExecuting &Control
Changes In Scope Changes In Schedule No Control Systems In Place Unskilled Labor Material Availability Strikes Weather Regulatory Requirements

Closing
Unacceptable To Customer Poor Requirements Fit As-built Changes Budget Problems

Risk Planning

Risk Plan
Determine how to respond to risk events:
Prevention Reduce the probability of the event Mitigation Reduce the impact of the event Retention/Deflection Develop a contingency plan Transfer Insurance is a good example of transferring risk

Risk Planning
TYPE OF RISK JEOPARDY DESCRIPTION OF THE RISK EXPECTATION OF THE RISK (1-5) IMPACT OF THE RISK (1-5) SEVERITY OF THE RISK (EXPECTATION X IMPACT) CONTINGENCIES PLAN OF ACTION

Critical Resource Delay

Budget, Schedule

Crane not available due to another project

15

Increase funding for lease from another vendor

Permit Delay

Schedule

Building permit not approved

Focus on the task, no additional contingency required

Project Staffing

Schedule, Resources

Cant hire enough carpenters

Not necessary to monitor; low risk

Exercise #5 Risk Planning

Return to your groups and review the case study in your workbooks Identify potential risks relating to your work package(s) Using the template provided, compute and respond to each risk

Next: Phase 3 Project Executing

Phase 3
Project Executing
Phase1 Phase 2 Phase3 Phase4 Phase5

Project Plan Executing

When? After Project Planning Milestone Approval to execute the project Set schedule in motion
Why? Project plan is the major project control tool and must not be left on the shelf to gather dust How? Implement a work authorization system

Work Authorization System

Authorizes work to begin
Commits resources (people, funds, etc.) to the work Starts the clock on that portion of the plan and schedule

Project Kickoff

A project kickoff is a great way to formalize the start of the project Sponsor demonstrates strong support for the project Build enthusiasm for the project and remind everyone of their part Keep costs and scale of kickoff in line with company guidelines and the extent of the project

Participants:

Project Sponsor Steering Committee Project Management Team

CHANGE MANAGEMENT

Todays Business Reality

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

Change is not the exception

The Only Constant is Change!

Todays Business Reality

Companies have two things to do:
Manage Business Operations to get products and services out the door and get paid for them this month Transform Business Operations to ensure the organization will

be competitive in the future

To say it another way

Companies must Manage Business to eat at the end of the month Companies must Transform Business to eat at this time next year

Scope Change
Use a formal process or procedure for any request for changes, from any source Work with the requestor to define the change clearly Know what is in the contract regarding change requests Always inform the Project Manager

Scope Creep

Describes when the project manager allows the scope of the project to increase without evaluating the consequences to the project Usually leads to budget overruns, missed deadlines, missed objectives (poor quality)

What is YOUR role?

Change Control
It is important to identify a change as soon as it occurs, so that it may be better managed
- Change Control Board - Project Steering Panel (PSP) - Project Manager The Project Manager alone cannot do it all; team members must understand the project definition well enough to recognize and report changes they see and encounter

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

Some Questions to Ask:

What are the underlying reasons for the change? Are the project goals still appropriate? Do the options affect the likelihood of completing the project successfully? What are the options at all levels?

Next: Phase 4 Monitoring & Controlling

Phase 4
Monitoring & Controlling
Phase1 Phase 2 Phase3 Phase4 Phase5

Project Plan Management & Control

Activate Project Controls

STAR Entry

Maintain Project Plan

Scope Cost Schedule Quality

Just what is STAR?

STAR is the SIS Global Project and Portfolio Management system (PPM) STAR provides a view of the global project portfolio performance as well as individual project performance. STAR is the SIS standard repository for project information and is the project managers primary tool for controlling the project STAR provides a tool for project team members to communicate work package status and critical project information

Project Tracking in STAR

Work Packages are defined in STAR during the Planning Stage and assigned to the resources responsible for completing them Resources use the STAR Timesheet to record the amount of effort used to complete the Work Package and update the package status

Next: Phase 5 Project Closing

Phase 5
Project Closing
Phase1 Phase 2 Phase3 Phase4 Phase5

Close-Out

Why is a Closing Phase necessary?

Close-Out
Lessons Learned After-Implementation Review Administrative Closeout Project Manager Acceptance Criteria Final Report

Lessons Learned

Questions to ask

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

Key element of the learning organization - self analysis

After-Implementation Review
After Implementation Review typically planned 3 to 6 months after full implementation Measures requirements established and achieved by project team against real world

Administrative Close-Out
Document project results (Project Completion Report)
Formalize acceptance by decision authority and customer Inform stakeholders

Include plans, specifications, drawings, project documents (plan, issues log, etc.), decision documents, files Sets stage for After Implementation Review and Lessons Learned

Administrative Close-Out
Make sure all tasks are marked as Complete

Project Manager Acceptance Criteria

Summary of accomplishments
Quality of work Cost consciousness Timeliness Creativity Administrative performance

Analysis of achievements compared to the original goals for the project STAR Closeout

Final Report
Final financial accounting and explanation of any variances Issues or tasks that require further work Recommendations for future projects of this type Feedback for Project Team Members Special recognition of Team Members

Exercise #6: Lessons Learned Exercise

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

Summary
Review and Discussion

Celebration!!!!

END OF COURSE GREAT JOB!!!

CaseStudy
ACMEGASWELL AND SEISMICDATAMANAGEMENTPROJECT
STRATEGICFITANDBUSINESSPURPOSE:
ACME Gas plans to expand their operations in the Gulf of Mexico (GOM), and eventually expand into Alaskan operations via acquisition of other companies. Schlumberger currently provides data management services, and ACME desires to move that operation inhouse and grow their own capability. They do not have a strong background in Well Data Management, nor do they have a Data Management Plan. They have asked SIS to provide the expertise neededtosupporttheirstrategicexpansionplans,whilegrowingtheirinternalcapability. Acme Gas has entered into a joint partnership with Ajax Petroleum. With this partnership, Acme now has access to all of Ajaxs well data in the Gulf of Mexico. This new data covers 100 fields and consists of 10,000 wells with all the associated data (logs, checkshot surveys, deviation surveys, etc.). This data is a mixture of clean final data and some data of undetermined quality. There needs to be an evaluation of that data to determine if additional processing is warranted. The physical data will need to be catalogued and the electronic data will need to be loaded to the Finder corporate database, as well as to the users GeoFrame projects.ThissignificantincreaseindatatobemanagedwillbeachallengeforACME. The objective of this project is to deliver to ACME Gas a total solution to migrate well & seismic data management from an offsite location at SISs Data Management Center (DMC) to aninhouseACMEservice,whileprovidinglongtermonsiteuserandITsupport. The project is large in scope, medium risk and technically challenging, but feasible. ACME Gas Corporate Exploration and Production (E&P) team approved the project and awarded SLB a 5milliondollarbudgetfor3yearsofcontinuoussolutions. SISisprovidingknowledgeandsoftwaretomanagethephysicalwelldata,theFindercorporate database,andGeoFramefortheendusers. SIS believes that our E&P Data Management Solution is an ideal match to the ACME Gas proposed requirements. The SIS E&P Data Management Solution for ACME Gas will promote the use of modern technology in delivering efficiency, cost reduction, knowledge transfer, and bettermanagementinformation.

ACMEGasCaseStudy
SetUp:YouhavebeenselectedbyChuckBrown,aSchlumbergerProjectManager,asaTeam Memberonyourveryfirstproject.Hereistheemailyoureceivedwhichdefinesthescopeand objectivesoftheproject. DearTeamMember, Congratulations! You have been selected to join a multidisciplinary team assembled to addressaspecificbusinessneedofoneofourmostimportantclients,ACMEGasInc.Wehave been contracted by ACME to provide a complete well data management solution that will provideACMEaccesstotheirdatainlesstimeusingtheSISresources(softwareandpersonnel). The President of ACME Gas and our SLB Account Manager have agreed that the project is technically feasible. The project team will consist of a mixture of SLB and ACME employees withanestimatedbudgetof$5Moverthreeyears. Theprojecthasalargescopewithsomerisksandtechnicalchallenges.ACMEisoneofourbest clients and the results of this project will have a long term effect on future work with the company. Your role will be to support the team effort with your knowledge of Schlumberger softwaresolutionsandyourexpertdomainknowledge. Potentialchallengesalreadyidentifiedwillbe: Largevolumeofdatatomanageandadditionoflargepartnerdatatobeadded TurnoverofACMEandSISpersonnelintheproject HighexpectationofimmediatedeliveryofdatatoG&Gusers Migrating all data from SISs off site databases to ACMEs in house databases in an accurateandtimelymanner Please review the attached document that contains a project charter and diagram of ACMEs organizational structure. The ACME members of our team will come from this diagram. A projectplanningmeetingistobescheduledsoon.Welcometotheteamandgoodluck. BestRegards, ChuckBrown SchlumbergerProjectManager

ACMEGasProjectCharter
ProjectTitle: ProjectSponsor: ProjectPhase(s): ProjectScope: ProjectLength: MigrationofWell&SeismicDataManagement JaneSmith,ACMEVPInformationManagement AsRequired GasWellandSeismicDataManagementSystem 3Years

BusinessCase: Opportunities/ Benefits Note:ThisisAcmes Chartersofocuson Projecthere,notSLB

ReferenceProjectStrategicFit&BusinessPurpose

Deliverables:

ProjectResources:

Risks&Constraints

Reducethetimeittakesendusertoreceive information EnablethecapacityandcapabilityofAcmetogrowthroughpartnershipand acquisition Enableintegrationofnewpartnerdata(Ajax) MigratetoAcmeinhousedatamanagementanddatabases ContinueduseofSLBtoolsandservices Solutionformanagingphysicalwelldata FinderCorporateDatabase/PROSOURCESeismicDatabase TransitiontoOperationsDataManagementPlan DataMigrationPlan TrainingPlan KnowledgeTransferPlan ChuckBrown ProjectManager SkeeterLieberumQualityExplorationManager; NatalieGastonITOperationsManager NancyBrushDataAcquisitionManager DataAnalysts(5) GeoFrameandFinderSupportTechnicians SeismicDataManager ServicesDeliveryCoordinator ITSystemsSupportTechnician UnabletomanageLargevolumeofdata TurnoverofACMEandSISpersonnelintheproject HighexpectationofimmediatedeliveryofdatatoG&Gusers KnowledgelevelswithinACMEarelow Abilitytogrowcapabilityinternallyisunknown $5MillionThree(3)Years

Budget&Duration

President,ACMEGAS VP Accounting VP HumanResources Dir Training

Dir AccountManagers

VP SoftwareEngineering

VP ExplorationOperations

VP ProductDevelopment

Dir SoftwareDevelopment 1Dir 6Developers Dir DesignConfiguration 1Dir 4Designers Dir ApplicationSupport 1Dir 1App Spt 3rdParty SoftwareConsultantFirm

Dir InterpreterDevelopment 1Dir 4Interpreters Dir OffshoreExpl Teams 1Dir 5Teamsof6

Dir GeologicalInterpretation1 Dir 30Intrps 2GeoTechs Dir GeophysicalInterpretation
1Dir 35Intrps 3GeoTechs

Dir OnShoreProdTeams 1Dir4Teamsof6

Dir ProjectImplementation Teams1Dir 2Teamsof4

ProjectTeam ProjectMgrChuckBrown

CaseStudyWorkPackages
Scope Statement: To deliver to ACME Gas a total solution to migrate well & seismic data management from an offsite location at SISs Data Management Center (DMC) to an inhouse ACME service, while providing longterm onsite userandITsupport. Your Objective: Upon being assigned one or more of the work packages listed below, throughout the case study you will be responsible for development of the work for your assigned work package(s). This includes sequencing activities, developing time and cost estimates, integrating work package(s) into the project plan,andclosingoutworkpackage(s)inaccordancewithSLBSISpolicy.

WP1:DeliverDataMigrationPlan(Thesearenotinsequentialorder) ActivitiesList Considerations Assumptions/Risks Sufficientdata Criticaldataonhand

Establishcore/targetsystems Resources Determinemigration scopeandquantity Assessdataquality

#ofapplications

Dataqualitystandards Knowledgeofclient

Determinescriptsneeded formigrationandcleanup Sizecleanupeffort Coordinatesystemsadmin Establishtimeline DevelopMigrationplan

WP2:InstallFinderSoftware/DataBase ActivitiesList PrepareScripts Considerations Assumptions/Risks

OfftheshelfavailabilityDatacompatibility

InstallandExecuteScripts TrainingDelivery(Isthisintentionallydependentonanotherworkpackage) DataCleanup/Maintenance PrepandinstallFinder PrepandinstallProsource WP3:IndentifyTrainingRequirements ActivitiesList Considerations Assumptions/Risks

DocumentTrainingNeeds IdentifyGoals&Objectives DevelopTrainingPlan Design&DeliverPilot ValidateTraining ObtainTrainingFeedback

WP4:KnowledgeTransfer ActivitiesList Considerations Assumptions/Risks

IdentifyKSAsneeded Identifykeystakeholders Identifycriticalcapabilities DevelopSourcematerial Developtimeline TransitiontoClient DeliverScripts/METAData SISLessonsLearned Risks/Issues

Exercise#1: StakeholderAnalysis

1. GiveexamplesofinternalstakeholdersintheACMEGasCaseStudy?

2. GiveexamplesofpotentialexternalstakeholdersintheACMEGasCaseStudy.

3. Provideexamplesofinformationneedsforeachofthestakeholdersyouhaveidentified above?

Exercise#2: FourRulesofCommunication
1 2 3 4 RuleofRecency RuleofEmotion RuleofFrequency RuleofPrimary

Exercise#3: CommunicationPlanning
RolePlay

Returntoyourgroupsanddevelopacommunicationplanfortheproject sponsor: IncludeasummaryofallStakeholders InformationneedsofallStakeholders PotentialResistance(ACMEGasendusers)ofSISSolution Usetemsynergytoensureallteammembersareinvolved Usethetemplateprovidedbyyourfacilitator Note:Yourfacilitatorwillprovidefurtherinstruction

Exercise#4: WorkBreakdownStructure(WBS) SequencingandDependencies

GivenyourassignedWorkPackage(s),sequencetheworkpackageactivitiesthathavebeen provided.Bepreparedtodiscussyourlogicand/oranyconstraints. (ReferenceAGBPM2,Chapter6)

ACTIVITIES

ORDER

LOGIC/CONSTRAINTS

Exercise#5: RiskPlanning
Returntoyourgroupsandreviewthecasestudyinyourstudent workbooks Identifypotentialrisksrelatingtoyourworkpackage(s) Usingthetemplateprovidedcomputeandrespondtoeachrisk
TYPE OF RISK JEOPARDY DESCRIPTION OFTHERISK EXPECTATION OFTHERISK (15) IMPACT OFTHE RISK (15) SEVERITYOF THERISK (EXPECTATION XIMPACT) CONTINGENCIES PLANOF ACTION

Exercise#6: LessonsLearned