megaprojects

Panelists at CERAWeek discussed the numerous steps their companies are taking to achieve large-scale permanent, in addition to cyclical, capex reductions on major projects.

The failure rate for megaprojects is often blamed on complexity. A dinner during ATCE asked whether there is a limit to the degree of complexity we are capable of effectively managing.

The focus of this paper is how efficiencies affect schedule, with the recognition of the secondary effect on project cost. This paper also proposes integrated project delivery to enhance effectiveness.

Project managers for megaprojects that will take years to complete require special skills to deal with the many challenges. As a result, engineering and construction firms report a shortage of project managers.

A panel of oil and gas industry experts at the Rice Global Engineering and Construction Forum discussed megaprojects and the joint responsibility of owners and contractors to make them better.

The factors contributing to out-of-control costs and delayed deliveries of projects are many. They range from unrealistic early cost and time estimates and human factors to the effects of geopolitical events.

SPE’s projects, facilities, and construction (PFC) discipline has had a good track record in developing and delivering workshops on topical themes over the last 10 years or so.

We are comfortable with the reality of swift intuitive judgement being the primary decision-making approach of experienced engineers in emergency situations. But as the engineer in the situation has less experience available to him/her, how do psychological factors affect outcomes?

The success rates of E&P megaprojects has dropped over the past decade. What is causing this falloff in performance?

Recent activities around career planning for facilities engineers led me to a list of "must read" books. The recent ATCE generated two revelations. As an industry, we do a poor job of managing major capital projects, and we do not know how to design separators.