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  • OTC05 CollaborationPanel DonVardeman PDF

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    Adhi Putra Pamungkas
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    This document discusses critical components for successful collaboration in offshore projects. It identifies different levels of collaboration including just the operator(s) internal team, operator(s) and contractors, and operator(s), contractors, and infrastructure players. Key drivers of collaboration are discussed such as schedule considerations, budget, technology ownership, and long-term perspectives. The document uses the example of the Swedish Vasa battleship sinking to illustrate the "Vasa Syndrome" that can occur when ideas are imitated without understanding. It emphasizes the importance of clear communication, feedback, and relationships between executives, operators, and contractors for large, complex projects.

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    OTC05_CollaborationPanel_DonVardeman.pdf

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    This document discusses critical components for successful collaboration in offshore projects. It identifies different levels of collaboration including just the operator(s) internal team, operator(s) and contractors, and operator(s), contractors, and infrastructure players. Key drivers of collaboration are discussed such as schedule considerations, budget, technology ownership, and long-term perspectives. The document uses the example of the Swedish Vasa battleship sinking to illustrate the "Vasa Syndrome" that can occur when ideas are imitated without understanding. It emphasizes the importance of clear communication, feedback, and relationships between executives, operators, and contractors for large, complex projects.

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    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
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    19 views12 pages

    OTC05 CollaborationPanel DonVardeman PDF

    Uploaded by

    Adhi Putra Pamungkas
    This document discusses critical components for successful collaboration in offshore projects. It identifies different levels of collaboration including just the operator(s) internal team, operator(s) and contractors, and operator(s), contractors, and infrastructure players. Key drivers of collaboration are discussed such as schedule considerations, budget, technology ownership, and long-term perspectives. The document uses the example of the Swedish Vasa battleship sinking to illustrate the "Vasa Syndrome" that can occur when ideas are imitated without understanding. It emphasizes the importance of clear communication, feedback, and relationships between executives, operators, and contractors for large, complex projects.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Flag for inappropriate content
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    of 12

    Critical

    Components for
    Successful
    Collaboration

    Don Vardeman
    Kerr-McGee

    Offshore Technology Conference


    May 2, 2005
    Collaboration

    collaborate
    Function: verb

    1 To work with others (as in writing a book)

    2 To cooperate with an enemy force that has taken


    over one's country
    How Much Collaboration

    Operator(s) internal team


    only

    Operator(s) & contractors

    Operator(s), contractors &


    infrastructure players
    Drivers & Expectations

    Operator staff size/availability


    Schedule considerations
    Technology ownership
    Budget
    Expectations
    Long-term perspective
    Mutual success
    Risk sharing
    Swedish Vasa Battleship

    Sanctioned in 1625
    Most ornate ship in fleet
    Added second gun deck
    after keel was set
    Stability test stopped early
    Sailed with great fanfare in
    1628
    Sank after sailing less
    than a mile
    Vasa Syndrome
    Dont imitate ideas unless
    you understand them
    Goal confusion - define clear
    user needs
    Obsession with speed
    Feedback system failure -
    deal with bad news too
    Communication barriers -
    collaboration
    Poor organizational memory
    Top-management meddling
    From: Kessler, Eric, et.al. Vasa Syndrome: Insights from a 17th-Century
    New-Product Disaster, IEEE Engineering Management Review 1Q, 2004
    Relationships
    Relationships

    Executive
    Empower the project team
    How you act when you have problems
    Important for large problem resolution
    Steering committees for large projects
    Other Contractors
    Interface management is critical
    Include supply chain
    Driving standardization across
    operator companies
    Standardization
    Operational familiarity

    Vendor support

    Risk mitigation

    Quick recovery from


    problems

    Technology ownership

    Applies to small and


    large components
    Contracting Strategy
    Right strategy for overall development,
    market conditions & contractor capability

    Risk elements in subcontractor selection

    Ownership of subs is a plus

    Preference for EPIC

    Financially healthy contractor


    Business Relations Between
    Operators & Service Industry
    Daniel Valot, CEO, Technip-2004 OTC

    THE WAY FORWARD: A NEW BEHAVIOR?


    Contracting strategy:
    Clarify & stabilize the rules
    Limit EPIC contracts to well-defined scope & technologies
    Allocate risks/costs to the right party
    Relationship:
    Let business people run the show (rather than lawyers)
    and provide them some give-and-take authority
    Forget short-term & focus on long-term partnerships

    In their best interest, oil companies should try to re-establish


    an appropriate risk-reward balance for their contractors
    Results of Collaboration

    Topside Design
    Topside Fabrication
    Hull Design
    Hull Fabrication
    Hull Installation
    Topside Installation
    Subsea Design
    Subsea Installation
    Subsea Equipment

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