Speaker NamePresentation Title

DELIVERING MEGA PROJECTS ON TIME THROUGH CULTURE AND HOSHIN KANRI

WHY

HOW

WHAT

2

Søren Leth NielsenOwner Zephyr Consulting, Denmark, +45 6169 9150, sln@zephyrconsulting.dk

Jon LerchePhD Student, Dep. of Btech. at Aarhus University, Denmark, jon.lerche@btech.au.dk

Hasse Neve, PhD Student, Department of Engineering at Aarhus University, Denmark, hn@eng.au.dk

Søren Wandahl, Professor, Department of Engineering at Aarhus University, Denmark, swa@eng.au.dk

Authors

WHY53 %

scheduleoverruns

37 %cost

overruns

*The art of project leadership: Delivering the world’s largest projects.McKinsey Capital Projects & Infrastructure Practice - September 2017

HOW (Overall)

⚫ Make a “strategy” for the whole project period

⚫ What to achieve

⚫ How to achieve (preconditions)

⚫ Yearly MWB

⚫ Develop culture and behavior

⚫ Trust & transparency

⚫ Develop supporting structure and tools

HOWTyra Redevelopment Top Level Hoshin Kanri Matrix in 2019

Improve compliance with internal procedures

Improve the "ONE Team" Mindset

Ensure best-in-class Front-End Loading for off-shore campaigns

Improve interfaces to base business off-and on-shore

Drive Safety Leadership at all levels

Provide stakeholders transparency of project performance

Leverage Lessons Learned and best practices

Deliver

the 1

. N

ovem

ber

2019 S

hut-

in s

afe

ly a

nd in t

ime

Incre

ase E

ngagem

ent

with T

EP D

K

Execute

the P

roje

ct

safe

ly

Pro

gre

s p

roje

ct

in a

ccord

ance w

ith P

lan

Execute

with o

pera

tions in m

ind

PL1:

Issue t

he 2

019 H

SS

E A

ctivity P

lan b

y J

an

PL2:

No c

ritical overd

ue a

ctivitie

s in t

he 2

019 H

SS

E A

ctivity P

lan

PL3:

Issue "

Safe

Upm

annin

g P

lan"

for

Pre

para

tory

Scope b

y J

an

PL4:

Issue "

Safe

Upm

annin

g P

lan"

for

Hookdow

n S

cope b

y J

un

PL5:

Issue "

Shutd

ow

n R

eadin

ess A

ssura

nce P

lan"

by J

an

PL6:

Regis

ter

Opers

afe

Fin

din

gs in P

IMS

Action S

ourc

e b

y J

an

PL7:

No o

verd

ue O

pers

afe

actions in t

he P

IMS

regis

ter

PL8:

Pro

gre

ss p

roje

ct

to 6

0,4

% b

y D

ec

PL9:

No c

ritical overd

ue indic

ato

rs o

n a

ll M

ilesto

ne C

ert

ific

ate

s

PL10:

Execute

and c

om

ply

with t

he P

roje

ct

Quality

Pla

n

PL11:

Perf

orm

Gap A

naly

sis

on A

llseas M

anagem

ent

Syste

m b

y M

ar

PL12:

Meet

all r

equir

em

ents

in t

he P

LA

NC

Pla

n

PL13:

Bata

m S

ite T

eam

fully o

pera

tional by J

ul

PL14:

Issue a

ll indiv

idual W

ell S

uspensio

n P

rogra

ms b

y F

eb

PL15:

Issue P

EP f

or

the S

ate

lite

Cam

paig

n b

y F

eb

PL16:

No o

verd

ue "

Execute

Assura

nce"

actions in t

he P

IMS

regis

ters

PL17:

Sim

plify

and r

e-i

ssue p

rocedure

s f

or

sele

cte

d P

IMS

module

s b

y F

eb

PL18:

Perf

orm

role

-specific

PIM

S o

nboard

ing t

rain

ing f

or

all n

ew

hir

es

PL19:

Part

icip

ate

in a

ll p

lanned C

onquest

2020 a

ctivitie

s

PL20:

Perf

orm

+2 D

evelo

pm

ent

Days f

or

the f

ull p

roje

ct

team

PL21:

Impro

ve "

Happin

ess S

core

" fo

r Pra

ise a

nd S

trength

s w

ith 2

0%

PL22:

All k

ey s

lide d

ecks c

om

ple

ted t

imely

and w

ith C

usto

mer

Min

dset

Head o

f Tyra

Redevelo

pm

ent

Pro

ject

Manager

Pro

ject

Serv

ices

HS

SE

Opera

tions

Facilitie

s

Bro

wnfield

T&

I and D

ecom

mis

sio

nin

g

Wells

Inte

rface M

anagem

ent

QA

/QC

Pro

cure

ment

& C

ontr

acting

HR

BP

Execute project with an Incident Free mindset

Remove subsided topsides as soon as practically possible Link long-term goals and annual targets

Minimize the deferment of oil and gas production during the Tyra shut-in Accountable team

Complete project within the approved budget Responsible team(s)

Embed a prevailing "One Total" mindset in Ways of Working

Engage and leverage stakeholders and contractors to create value

Operate the new facilities as per design and expectations after start-up

Resources

TEAM ONE Improvement Priorities

In which ways do we need to improve the way we

work as a team to deliver the agreed objectives for

the year

Project Critical Success Factors

What are the key elements which ultimately

defines whether the projects is defined a

success or a failure

2019 Objectives

What are the key

components which must

happen in 2019 to enable the

Critical Success Factors

KPIs and MilestonesHow will we measure and

document that we are succesfully delivering the objectives and targeted

improvements

Long term goals/target(Critical succesfactors)

Year

lyo

bje

ctiv

es(M

WB

)

What do we need to improve THIS year to get

back on track

What should we achieve(SMART targets)

Who is responsible

Follow-up:- Weekly- Monthly

WHAT IS ACHIEVED/FINDINGS⚫ Continuous follow-up (PDCA) is foundation for constant learning

⚫ Prioritization matters (project delivery, safety and people)

⚫ Involvement of people key to success (ownership)

⚫ Proactive decision making reduces risk and increase performance (Three-figure mio DKK saved so far)

⚫ Open culture/transparent environment is KEY for in-& externally stakeholder management

⚫ Continuous coaching and priority on the people part is a key enabler for success

⚫ Approach and model can be used within ALL kinds of construction (strategic, operational & tactical level)