一个好的计划(AGoodPlan)400字

一个好的计划(AGoodPlan)400字

一个好的计划（AGoodPlan）一个好的计划(AGoodPlan)Second,aplancanhelpyoudothingsbetter.Agoodorderofdoingthingsmakesyouhappierandrelaxed.Youcandothingsquicklyandhappilyandyouwillbeinterestedineverythingyoudoandwanttodomore.Third,allkindsofsmallplanswillhelpyouknowhowtomakeabigplanalifestudyplan.Soifyouwanttomakeyourlifebetterandbetter,youshouldplanallthethingsyouwilldo,andatlastmakeagoodplanforyourlife.

第二篇：GuidelinesforaProjectExecutionPlan项目执行计划指南35600字GuidelinesforaPROJECTEXECUTIONPLAN1.OBJECTIVESTheobjectivesofthisguidelineare:?ToprovideastandardtemplateforProjectExecutionPlans(PEP);?ToidentifythecriticalitemswhichneedtobeincludedinallPEPs;?ToshowhowthePEPcanbeusedasanorganisingstructureforallprojectplans;?ToensurethatthekeyissuesofvalueenhancementandriskmanagementareproperlyaddressedinthePEP.ThedocumentiswrittenasaguidelineandthereforerepresentsarecommendedstandardmethodologywhichneedstobeadaptedtothespecificPROJECT.Individualprojectsmaydeviatefrom,ormodify,thecontentdescribedherewhereversuchdeviationscanbejustified.2.SCOPEOFTHEPROJECTEXECUTIONPLAN(PEP)APEPshouldreflectasmuchaspossiblethegenerallyacceptedProjectManagementBestPractices–seeforinstancethePMP?handbook.ThePEPistheprimarydocumentwhichdefineshowtheprojectwillbeundertaken.ItisacompaniondocumenttotheFieldDevelopmentPlan(FDP),whichdefineswhattheCOMPANYaretryingtoachieve.ThePEPdetailsthespecificactivities,resourcesandorganizationtobeapplied,demonstrateshowtheproject’squalityandHSErequirementswillbeachieved,andhowtheprojectobjectiveswillbemetbytheproposedmethodofexecution.ThePEPrepresentsakeydeliverablefortheProject’sSanctionGate.APEPisstructuredtoincludeanumberofformal,stand-aloneplansforparticularareasofprojectprocess,e.g.HSEManagementPlan,QualityPlan,ValueManagementPlanetc..ThetypicalPEPcontentslistingareprovidedintheAnnexandincludereferencestosuchplansandaproposalforalistoftheircontents.ItisexpectedthatthePEPwillprovidesimplereferencetotheseformalplansbydocumentnumber,andthat(otherthanperhapsaphilosophicaloverview)detailsoftheplanswillnotberepeatedwithinthebodyofthePEP.Thelatestrevisionoftheseindividualplanswillthereforealwaysbeapplicable.ThePEPwillthereforeactasaguidebooktohowtheprojectwillbemanaged,providingthenecessarysignpoststowardsotherassociateddocuments.ThePEPneednotitselfbealargedocument.Theplanforaparticularprojectprocessmayhavetobetailoredtothephaseortotheprojectelement(e.g.thequalityplanforonshoreactivitiesmaydifferinspecificdetailsfromthequalityplanforoffshoreactivities).CaremustthereforebetakentoensurethatthereisconformityandlackofconflictbetweenPEPsforsub-projectsandsub-elementalareasofaproject.Thehighlevel,over-archingPEPforthecompleteprojectshouldbethegoverningdocumentandalwaystakeprecedence.3.MAINCHARACTERISTICSANDACTIVITIES3.1BASICPRINCIPLESThebasicprinciplestobeappliedwhendevelopingaPEPare:?Consistencyandcompliancewiththeotherskeyprojectdocuments(e.g.theFieldDevelopmentPlan)?Multidisciplinary(compiledfromstand-aloneplansandprocedurescoveringabroadrangeofprojectdisciplines)?HighlevelperspectiveThePEPiswherethestrategyforimplementingtheExecutionphaseislaidout.ThePEPthereforesetstheprojectmanagementframeworkandanoveralldirectionfortheProjectthathasbeenunderstoodandboughtintobothbytheProjectTeamandCOMPANY’sseniorManagement,aswellasbyProjectstakeholders.Additionally,atahighlevel,thePEPprovidesthereasonsforthestrategiesadopted,explaininghowalternativeshavebeenchallengedandhowtheavailableresourcesaretobeoptimisedtomeetprojectobjectives.3.2PEPACTIVITIESOVERIVIEWNormally,thePEPwillcoveractivitiesperformedduringtheExecutionPhaseoftheprojectunderthemanagementoftheProjectTeam.Thistypicallyincludes:?facilitiesdesign,fabricationandconstruction/installation?procurementandsupplyofmaterials?welldrillingandcompletion?hook-up,pre-commissioning,commissioningandhandovertoOperations?Operationsandmaintenanceplanning?allsupportingfunctionalandtechnicalactivities/processes(e.g.valuemanagement,logistics,etc.)?activitiesofthevariouscommittees(e.g.Operatingcommittee,contractorscommittee,technicalcommitteeetc.)?commercialnegotiationsandagreements?activitiesofthelegaldepartments?seniormanagementinteractionswiththirdparties,governmentagenciesetc.3.3MANAGEMENTOFTHEPEPDOCUMENTATIONThePEPisusuallyapprovedandownedbytherelevantProjectManagerandhe/sheshouldapprovealldocumentrevisions.OnallprojectsthereshouldbeaformaldocumentcontrolmechanisminplaceandthePEPshouldbemanagedasa‘controlled’document.ThePEP,togetherwithitsreferencedstandaloneplans,shouldbemadeavailabletoallprojectstakeholders.3.4INTEGRATIONWITHOTHERDOCUMENTSThePEPisthehighestlevelprojectexecutiondocument,andiseffectivelyan‘umbrella’foralltheindividualprojectplans,procedures,workinstructions,oreventuallysub-projectPEPs.Itrepresentstheultimatesourceofguidancetotheprojectteamandshouldbethestartingpointwhendevelopingdetailedprojectdocumentation.ThePEPshouldspecificallyreferencetherelevantlowerleveldocumentationsuchastheindividualprojectplansandProcedures.ThePEPisalsoanessentialelementoftheProjectHSEManagementSystemandProjectQualitySysteminthatitspecifieshowthesesystemswillbedevelopedandappliedtotheproject.4.TYPICALPEPTABLEOFCONTENTSSECTION1.OBJECTIVESANDSCOPEOFTHEPEPSECTION2.PROJECTOBJECTIVESANDGOALS2.1PROJECTOBJECTIVESANDCRITICALSUCCESSFACTORS2.2SCOPESUMMARY2.3PROJECTEXECUTIONSTRATEGY2.4SUMMARYCOSTANDSCHEDULESECTION3.ORGANISATION3.1OWNERSHIPANDCONTRACTUALOBLIGATIONS3.2PROJECTORGANISATION3.3COMPANYANDPROJECTINTERNALINTERFACESSECTION4.MANAGEMENTSYSTEMS,STRATEGIES,PLANSANDPROCEDURES4.1MANAGEMENTSYSTEMS4.2HSE4.3SECURITY4.4QUALITY4.5INTERFACES4.6PERMITSANDCONSENTS4.7VALUEASSURANCE4.8RISKMANAGEMENT4.9INFORMATIONMANAGEMENT4.10PROJECTCHANGEMANAGEMENT4.11PLANNINGANDCONTROLLING4.12PROCUREMENT4.13SUPPLYCHAIN4.14DESIGN4.15DRILLING4.16CONSTRUCTION4.17COMMISSIONINGANDSTART-UP4.18OPERATIONSANDMAINTENANCE4.19DECOMMISSIONING4.20INSURANCEAbriefdescriptionofeachsectionisincludedinthefollowingpages.SECTION1.OBJECTIVESANDSCOPEOFTHEPEPInthisintroductorysection,clearlydefine:?TheobjectivesofthePEP:Whyweneedthedocument,andthevalueitadds?Itspositionwithintheprojectdocumenthierarchy:oHowitrelatestoothersystemssuchasProjectHSE&QualityManagementSystems,etc.oWhichdocumentstakeprecedenceincaseofconflict?DocumentownershipoWhoapprovesthePEPoWhomaintainsit?ItsscopeofapplicationoProjectelements-facilitiesonshore/offshore,drilling,associatedprojects(e.g.social)etc.oOrganizationscovered,includingsuppliersandcontractorsoStartandendpointwithintheprojectlifecycle(e.g.Front-EndEngineeringthroughtohandover)SECTION2.PROJECTOBJECTIVESANDGOALS2.1PROJECTOBJECTIVESANDCRITICALSUCCESSFACTORS?COMPANYorJOINTVENTUREcorporateobjectives(overall)?Projectobjectivesanddrivers?Criticalsuccessfactors2.2PROJECTSUMMARY?Location?Overviewofreservoir(STOIIP,Geologicaldescription,etc.)?DevelopmentStrategy:Overviewofwellpatterns.Overviewdescriptionoffacilities’,Phasingofdevelopmentactivities?Projectscopeboundaries(batterylimits)2.3PROJECTEXECUTIONSTRATEGY?Briefexplanationofexecutionstrategyonly,demonstratinghowandwhytheproposedexecutionstrategyandplanwillbestmeettheobjectivesoftheproject?Majorriskstoprojectsuccess,pluscontrolmechanisms(i.e.howtheexecutionstrategycontrols/mitigatestheserisks)?Majoroutstandingdecisions(andtimingforthesetobemade)?Resourcessummary(numberofworklocations,numbersofpersonnelateachlocation,availableassetsandinfrastructures,etc.)2.4OVERVIEWOFCOSTANDSCHEDULE?Keytargetsandmilestones?Levelofuncertainty/confidencearoundthese(normally+/-10%foraProjectSanction).SECTION3.ORGANISATION3.1OWNERSHIPANDCONTRACTUALOBLIGATIONS?Ownershipstructure?Contractualobligations(PSAandJOA)?RoleoftheNationalAuthorities?GovernanceStructure:CommitteesandSub-Committees,togetherwiththeirrolesandresponsibilities3.2PROJECTORGANISATION?COMPANY(orJointVenture)organisation?Projectorganisation:oOrganisationStrategyoOrganisationchart/linesofcommunicationoFinancialdelegationofauthorityfortheprojectteamsoRecruitment/Manningstrategy(ifapplicable)?Accountabilities,responsibilitiesandrequiredcompetenciesofkeyindividuals?Rolesofcontractorsandsupplierswhenanintegralpartoftheprojectorganisation?RelationshipwiththeWorkBreakdownStructure3.3COMPANYANDPROJECTINTERNALINTERFACESBriefdefinition,categorisationanddescriptionofCOMPANYandprojectinternalinterfaces,highlightingthosethatareparticularlycriticalforthesuccessoftheExecutionphase–i.e.,interfacewiththeOperationsteam.SECTION4.MANAGEMENTSYSTEMS,STRATEGIES,PLANSANDPROCEDURES4.1MANAGEMENTSYSTEMSReferenceshouldbemadetoCOMPANY’sManagementSystem,andallapplicablesystems(Partners’managementsystems,etc.)whichgivetheoverallmanagementhierarchiesandapproachestothePEP,asthePEPisakeycontrollingdocumentinthePROJECTmanagementsystem.ThePEPshouldreferenceamongothers,thefollowingManagementSystems:?HSEManagementSystem?QualityManagementSystem?ProcurementManagementSystem?OperationsManagementSystem?InformationManagementSystem4.2HSEReferenceshouldbemadetoCOMPANYHSEManagementSystem.ThisshoulddescribetheapproachtakentomanagetheHSEaspectsofthebusinesstoensurethatCOMPANY’sactivitiesareplanned,carriedout,controlled,anddirectedsothattheHSEobjectivesaremet.TheHSEstrategyshouldbedesignedinordertoachievecontinuousHSEperformanceimprovement,andtodemonstratethatHSErelatedrisksaremanagedtoalevelwhichisaslowasreasonablypracticable(ALARP).ElementsoftheHSEMSaredefinedintermsof:?theexpectationofwhatisintendedtobeachieved?theresponsibilityoftheHSECommittee?theperformancerequirementsoftheOperatingandProjectGroupsTheaboveshouldalsoincludereferencestoHSEStandardsandGuidelines.4.2.1PROJECTHSEMANAGEMENTSYSTEMTheProjectHSEManagementSystemshouldreflecttherequirementsoftheCOMPANYHSEManagementSystem,butwherenecessaryshouldbetailoredtoincludeprojectspecificrequirements.Forsmallerprojects,aproject-specificHSEManagementSystemcouldnotberequired.TheProjectHSEManagementSystemwillincludetheProjectHAZIDandRiskRegisters.4.2.2HSEPLANThepurposeoftheProjectHSEPlanisto:?ProvideastatementoftheProjectHSEobjectivesandperformanceandhowtheywillbeachievedoverlifeoftheProject?DescribeProject-specificHSEobjectivesandtargets?DescribethespecificHSEmanagementactivitiestoachieveplannedobjectives,includingresponsibilitiesandcompetencyassurance?Describethecontingencyandemergencyresponseplanning?DescribespecialHSEinitiativesandprogrammes?DescribehowContractors’HSEmanagementperformancewillbeevaluatedpriortoselectionandduringtheexecutionoftheworkTheProjectHSEPlansshouldbuildonthedeliverablesandstandardsthatarerequiredtobemetbyCOMPANY,itscontractorsandtheirsub-contractorsthroughouttheexecutionoftheProject.TheProjectHSEPlanrequiresforaDocumentManagementProcedurebetweentheContractorsandCOMPANYtobedevelopedandmaintained.ThisshouldclearlydefinetheinterfacebetweenthevariousHSEManagementSystems,identifyingkeyrolesandresponsibilitiesforeachactivitydefinedanditsassociatedtasks,standardsandproceduresetc.ContractorswillberequiredtoprepareappropriateHSEplansthatensurethattherequirementssetoutinthecontractandtheoverallProjectHSEPlanaremet.Wherethisisnotpossible,suitableinterfacedocumentationshallbedevelopedandreferredto.4.2.3HSEAUDITINGANDREVIEWThissectionshouldcontainthentegratedProjectHSEAuditandReviewSchedule,comprising:?COMPANYHSEAuditandReviewSchedule?Contractors’HSEAuditandReviewSchedules4.2.4THIRDPARTYVERIFICATIONFORSAFETYCRITICALELEMENTSIfapplicable,thissectionshallinclude:?DefinitionofsafetycriticalelementsandtheirPerformanceStandards?DevelopmentofWrittenSchemeofExamination?Methodsfordemonstratingthatperformancestandardsforsafetycriticalelements4.3SECURITY?Specialsecurityrisksorrequirementsdescription?MeasuresundertakenforsecurityofCOMPANYandcontractorpersonnel?Measuresundertakenforsecurityofmaterialsandequipment?Planforemergencypreparedness?Allocationofresponsibilityforassuranceforsecurityofsite,personnel,materialsandequipmentbetweenCOMPANY,contractors,subcontractorsandsuppliers4.4QUALITY4.4.1COMPANYQUALITYASSURANCEPROCEDURESTheCOMPANYQualityManagementSystemsandProceduresshallbereferenced.ThesenormallydrawupontherequirementsoftheISO9001:2000standards,andsupportthedevelopmentprocess.4.4.2PROJECTQA/QCPLANTheProjectQualityPlanshouldbereferenced,whichwillapplytoallactivitiesundertakenbytheProjectTeamandwillcomplywithCOMPANYQualitySystemsandProcedures.Itwillformthetop-levelProjectdocumentthatwillbeusedtocascadetherequirementsforqualitymanagementthroughouttheProject(i.e.itwillsettheframeinwhichContractors’qualitymanagementsystemswilloperate).Whereappropriate,referenceshouldbemadetotheappropriatetermswithinthecontractsrelativetoquality.TheProjectQualityPlanwillrestatetheCorporatequalitypolicyandobjectivesinthespecificcontextofProjectrequirements.TheProjectQualityPlanwill:?identifytheprocessesandtheapplicationoftheprocessesneededtorealisetheprojectgoalsinaccordancewiththequalitypolicyandobjectives?indicatethesequenceandinteractionoftheprocesses?definehowtheseprocessesareoperatedandcontrolled?identifytheresourcesrequiredtoimplementtheprocesses?identifytheprimaryaccountabilitiesandresponsibilities?monitor,measureandanalysetheprocesses?definetheprocessesofcontinuousimprovementwillbeimplemented,includingmonitoring,measurement,analysisandimprovementprocessesandreceiptofcustomerfeedback?demonstratemanagementbuy-inandcommitmentTheProjectQualityPlanshalldefinehowtheabovepointswillbeappliedinalltheareasoftheproject.4.5INTERFACES4.5.1STAKEHOLDERSMANAGEMENTPLAN?Listofidentifiedstakeholdersandtheirprimaryrequirements?Schedule,budgetandqualityimplicationsofstakeholders’primaryrequirements?Stakeholderanalysisresultscontaining:?interests,objectivesanddrivers?dispositiontowardsProjectandinfluence/poweronProjectoutcomes?levelofpotentialobstaclesposed?possiblestrategiesandactions?riskassessment(likelihoodandimpactonProjectofpotentialactions)?Proposedstakeholdermanagementstrategy?Actionplan(keyactivities,timingandresourcerequirements)?Monitoringmechanismsforgatheringandmanagingstakeholdersfeedbackinordertoidentifypotentialweaknessesorimprovementpointsandincorporatechangeinthestrategicpattern4.5.2INTERFACEMANAGEMENTPLANTheInterfaceManagementPlandescribeshowtheinternalinterfacesidentifiedwithintheProjectInterfaceRegister(alsoreferencedinthePEP)aregoingtobemanaged.willbemanagedthroughouttheexecutionphaseandbywhom.Ittypicallydescribes:?functionsoftheCOMPANYinvolvedintheinterface?competenciesinvolved?objectivesofthespecificinterfaceactivities?scopeoftheworkrequired?deliverables?timing?rolesandresponsibilities4.6PERMITSANDCONSENTSAbroadoverviewoftheregulatoryrequirementsrelatedtopermitsandconsentsshallbeprovidedinthissection.Majoroutstandingissuesandstatusofthepermittingprocessareheredescribedingeneralterms(togetherwithKeydatesforgettingthenecessaryapprovals).Withinthissectiondifferentplansmaybereferencedwithintheumbrellaofanoverallpermitsandconsentsplan(pensationplan,landallocationplan,consultationplan,certificationplan,etc.).Projectspecificproceduresshouldbereferencedinthissection.4.7VALUE4.7.1VALUEMANAGEMENTSTRATEGYTheValueManagementStrategy,whichisatopleveldocumentthatexplainsthevaluemanagementapproachtobeexercisedwithintheProjectandprovidesreferencestoothermoredetailedguidelinesandtools,shouldbereferenced.ThestrategywilldemonstratecompliancewithCOMPANYValueManagementSystemsandPlans.Valuemanagementincludesthefollowingmainareas:?ValueAssuranceProcess:theprocessfordemonstratingthatprojectvalueobjectiveshavebeenmetthroughactivitiessuchasValueAssuranceReviews,PeerReviewsandPeerAssistsandvaluetrackingmethodologies?ValueImprovementPractices:techniquesandmethodsusedtoincreaseprojectvalueforexamplebyreducingcostsand/orimprovingprojectattributessuchasschedule.?DecisionMakingTools:theuseoftoolsandtechniquestoimprovedecisionquality?LearningCaptureandApplication:theformalcaptureoflessonslearnedanddisseminationtorelevantareasoftheproject(seealsosection4.8Information)?RiskManagementProcess:theprocessfortheidentification,evaluationandmanagementofprojectrisksFortheaboveareastheProjectValueManagementStrategyshouldaddress:?thekeyprojectvaluedrivers?specificareastobeafocusforvalueimprovement?targetsforvalueimprovement?methodologyforachievingthetargets?howvaluegainsaretobemeasured,trackedandreported?educationoftheprojectteaminvaluemanagementtechniquesandprocesses?criticalsuccessfactorsandhowthesearetobeaddressed?thevalueassuranceprocesstobeadopted4.7.2VALUEIMPROVEMENTPLANTheValueImprovementPlanshouldcontainascheduleofthoseactivitiessuchValueImprovingPractices,ValueAssuranceReviews,PeerAssists,PeerReviews,keydecisionsrequiringapplicationofformaldecisionmakingprocessesandtools,lessonslearnedworkshops,riskmanagementactivitiesandinitiatives.Itshouldidentifytheresourcesrequiredtocarryouttheactivitiesandtheresponsibilitiesofallthepartiesinvolved.4.8RISKMANAGEMENTTheProjectTeamhastodemonstratethatallriskshavebeenfullyidentified,understood,andthataplanhasbeendefinedfortheirmanagement.ReferenceshouldbemadetotheCOMPANYRiskManagementProcedures,totheprojectspecificproceduresandtotheriskregisterandtheriskmanagementplan4.8.1RISKREGISTER?Identifiedrisks?DefineprocedureforRiskcategorization,impactarea,level,manageabilityandpriority4.8.2RISKMANAGEMENTPLAN?Riskidentificationandreporting?Qualitativeanalysis?Quantitative(probabilistic)analysis?Responseplanning,includingtiming,rolesandresponsibilities4.9INFORMATIONMANAGEMENT4.9.1INFORMATIONCOMMUNICATIONTECHNOLOGY(ICT)PLANTheInformationCommunicationTechnology(ICT)planprovidesaframeworkfortheITsystemsrequiredtosupporttheoverallProjectlife-cycle.Theplanshouldidentify:?Thelife-cyclestagesthatthetechnologyplatformissupporting?BusinessProcessthatsupportthelife-cyclestages?ExternalInterfaceRequirements?ServiceLevelRequirementsoftheProductionEnvironmentTheICTPlanshouldstatethelife-cyclestagesthataresupportedbythetechnologyplatform(s)intermsof:?CostandScheduleManagement?ManagementInformationReporting?MaterialsManagement(logisticstrackingandexpeditingofbulksandmaterials)?ConstructionManagement(warehousemanagement,constructionplanning,allocationofresources)?PlantManagement?CommissioningManagement(completionmanagement,plantandequipmentdatamanagement)?HealthandSafetySystemManagement(trackingofHSEpolicies)?Permits,ConsentsandApprovalsManagement(databaseofpermittingstatus,contractsapproved,customscleared,acceptedbywarehouseetc.)?ValueandQualityManagementTechnologycomponentsthatarecommontoalllife-cyclestagesinclude:?ElectronicDocumentManagement?InternetPortalManagement?ManagementInformationReporting?GeographicInformationSystems(GIS)Withineachlifecyclestage,thesupportingworkflowsandbusinessprocessshouldbedevelopedtoconfirmtherequirementsofthedisciplineowners.?Theidentificationofinterfaceswiththetechnologyplatformmayinclude:?EnterpriseResourcePlanning(ERP)Systems?ElectronicDocumentManagementSystems(EDMS)?OperationsOnthelatterpoint,theinterfacewithOperationsiskeyandshouldinclude:?Astrategyforprojectexecutionandoperationmigration?IdentificationofProjectTechnologycomponentsthatwilltransferintoOperations(i.e.EDMS)?DefinitionofalldeliverablesandinformationstructurerequiredformigrationtooperationsTheservicelevelrequirementsofthetechnologyplatforminclude:?GeneralServiceLevelrequirementsofkeytechnologyplatformsacrossgeography?Operationalrunningofemailandwebservercomponents?Bandwidthandavailabilityrequirementsofsecureandpublicinternetconnections4.9.2ADMINISTRATIONOFPROJECTCOMMUNICATION?Partnersinterfaceandcommunications?InterfacesandcommunicationswiththeAuthorities?Minutesofmeeting?E-mailmanagement?Projectcorrespondence?Correspondencenumbering?LanguagePolicy4.9.3DOCUMENTATIONMANAGEMENT?Documentnumberingprocedure?Projectdocumentformattingprocedure?As-builtdocumentation?Documentmanagementandretrievalsystem(electronicorhardcopy)?Documentarchivingphilosophy4.9.4MONITORINGANDREPORTINGDefinetheobjectivesofthereportingsystemandtheprojectmonitoringcriteria,forexample:?Todemonstratetoseniormanagementthattheprojectisprogressinginlinewithagreedobjectives(andifnot,thatsuitableactionsarebeingundertaken)?TocommunicatetoprojectteamandotherinvolvedCompanyfunctionsthekeydataandfactsonprojectstatus?Toprovideasummaryofprojectprogresstopartnersandgovernment?Toidentifyareasrequiringattentionand/orcorrectiveactionsbytheprojectmanagerandprojectteam?Wherenecessary,toenableapprovalofchangesinbudgetorscheduleDescribealltypeofreportstobeproduced,includingtypicalcontent,scopeofthereport,frequencyofissue.Describetheprojectmonitoringandreportingsystem,includinghowthecontractors’reportsarerolledupintothehigherlevelprojectreports,anddemonstratehowthereportingsystemwillmeettheaboveobjectives.Includeinformationon:?Activitiesandparameterstobemonitored?Methodsofreportingprogress?Content,timinganddistributionofprogressreports?Responsibilities(forproviding/gatheringinformation,approvingandissuingreports)?Developmentofaninfrastructureplanincludingofficeandsatellitecommunicationlinks?IdentificationofDataCentrerequirements?BusinessContinuityPlan(BCP)?BackupandArchiveStrategySpecialrequirementsforinformationmanagementandthemeansbywhichthesearehandled:?CompatibilitywitheveryPartner’scommunicationssystems?CommunicationswiththeAuthoritiesandthepubliccommunity4.9.5KNOWLEDGEMANAGEMENTSYSTEMAdescriptionofhowtheProjectintendstoidentify,captureandtransferlessonslearnedoriginatingwithinandoutsidetheCOMPANY.4.10PROJECTCHANGEMANAGEMENT?Categoriesofchangeanddegreeofeffectonprojectobjectives(e.g.costandscheduleobjectives,etc.):-ProjectChange(e.g.emanatingfromPSA/JOAtermsandconditions)-Designbasischange-Designchange-Scopechange-Regulatorychange?Dependentuponcategoryofchange,processandauthoritylevelformanagingchange-DescriptionoftheappointedProjectChangeControlBoard-Definitionofthelevelsofprojectbaselineformodificationapproval-Referencetovariationproposals/orders,companyinstructions,workordersandprocedures4.11PLANNINGANDCONTROLLING4.11.1MANAGEMENTOFCOSTS?COMPANYandcontractormethods,systemsandproceduresforcostmanagement?DevelopmentofCostEstimates,includingexplanationoflevelsofaccuracy?Costestimatereport?DevelopmentofControlBudget?CostBudget?AuthorisationforExpenditure(AFE)/CashCallmanagement?Requirementsforcostcollectingandreportingrelativetofrequency,contentanddistribution?Allocationofresponsibilitiesforcostestimating,reportingandcontrolbetweenCOMPANYandContractors-Costreporting-Earnedvalueanalysis-Commitmentsandforecasting-Cashcalls-Trendcontrol-Cashflowmanagement-Feedbackofcostdata(continuousimprovement)?Managementofspecialcost-relatedproblemsanduncertainties4.11.2SCHEDULEMANAGEMENT?COMPANYsystemsandproceduresforcontrollingprogressandschedule?AllocationofschedulemanagementresponsibilitiesbetweenCOMPANYProjectTeamandcontractors-Progressmeasurement&reporting-Earnedvaluecalculations-Scheduleupdating-Scheduleintegration-preparingandmaintainingthe"ProjectMasterSchedule"-Resourceschedulingandcontrol--?????SchedulecoordinationwithOperationsSchedulecoordinationwithDrilling4.11.3ACCOUNTING?Organisationandresponsibilities?AccountingsystemandproceduresInfluenceofindividualschedulesforonshore/offshore/pipelinesonoverallscheduleManagementofspecialschedule-relatedproblemsanduncertaintiesProjectMasterScheduleIntegratedPlanProjectrisking,andprobabilisticmilestonedates4.12PROCUREMENT4.12.1CONTRACTINGSTRATEGY?Describeandexplaintheproposedcontractingstrategy:-Howhastheoverallworkprogrambeenpackaged,andwhydoesthismaximisevalue?-Whichcommercialriskswillbecarriedby,orsharedwith,thecontractors,andwhichwillbecarriedentirelybytheprojectowners?-Whyisthemostappropriaterisk