Program Management of a critical cross-functional readiness review process
CNR were the fourth deep water producer in the Baobab project in the Côte d’Ivoire (Ivory Coast) using fast-track development with a four year discovery-to-production timeframe. Simultaneously, the company worked to raise production from Espoir (north of Baobab) by adding a second wellhead platform.
Both of these projects represented major capital investment in the region – but, in the final design stages, numerous key actions, risks, and interdependencies needed to be identified by project teams. Based on Concentric’s extensive experience working in technical oil and gas teams, we were approached to facilitate a series of cross-functional readiness reviews and program manage the process in preparation for operational drilling at both sites.
Designing and Program Managing teams, facilitating collaborative working
Using unique experience and an innovative, bespoke approach, Concentric designed a program of workshops with the Operational project teams and support functions at both sites, as well as senior stakeholders including the MD, Finance, and Technical directors from CNR.
To support the drive to assure commercial and operational risks were mitigated, the program was delivered over a 6-month period. The program included a Team Alignment Workshop (March 2013), a Delivery Plan Development session (September 2013), a Readiness Review workshop (May 2014) and a ‘Go/No-Go’ sign off session (October 2014).
Crucially, Concentric was trusted to design this program of interactive sessions to allow the client teams to have transparency, understanding and alignment on the projects strategic and operational goals.
A Program to engage and aligning the team
The first session allowed the wider team to understand the current position and strategy objectives for the future, how people could work together, the challenges they face, and the concerns they had.
This session was also used to define the parameters for each work stream, divided under People, Plant, and Process. Teams identified the key actions needed under each of these themes – all with owners, and clear timelines.
Managing a program in motion
Concentric’s subsequent workshops built on the outputs from the first. They covered individual program reviews with operational leads and representatives from safety, procurement, logistics and planning. Concentric also designed structured templates to capture interdependency readiness, risks and actions for improved information sharing and collaboration. This facilitated working together as one leadership team to mitigate risks and maintain progress in real time.
Clear visibility, ownership and alignment of risks
Due to Concentric’s Project Management, teams from CNR were able to see risks, interdependencies, and logistical issues before they escalated. They were also able to assign key actions, clear roles and responsibilities before the project’s operational phase began.
Canadian Natural Resources
International Oil Company