292
Project Management
in the Oil and Gas Industry
Figure 8.3 presents staff and other resource distribution onsite within
a construction period. It is shown that, at the start of the project, if the
activities are low as well as the resources, then it will
be a transition zone
to increase the resources consequently with increasing the activities. This
transition zone will be a high risk, as it will rapidly increase the working
resources in the project in a short time period. Therefore, the likelihood of
bad quality, misunderstanding the objective, and
mistakes in safety proce-
dure will be very high.
In the middle of the project, there will be stability in the number of
resources, so the risk will be less. After that, start the other transition zone
by demobilizing the resources, which
will be a high risk also as, in this
case, there will be a likelihood of manpower shortage and missing the
handover or transfer of equipment by mistake. In the same time, the staff
decreasing so everyone in the project will be busy searching for jobs in
other projects.
The list below can be your guide as a checklist
for defining uncertainty
risks in your project. In general, the common sources of uncertainty in a
project are as follows:
• Scope of work
• Quality of estimates
• False
assumptions
•
Technological
novelty
• Changes in technical specs
• User
interface
• Staffing
• Staff
productivity
• Skill
levels
• Contractor
performance
•
Subcontractor
performance
• Approvals and funding
• Market
share
• Competition
• Economic
climate
• Inflation and exchange rate
•
Site conditions, such as soil characteristics
• Weather, as it has a high impact in the case of offshore
projects
• Transportation
logistics
• Change in law
• Political
environment
The History of Graphene 293
•
Public
relations
• Customers
• Extensive software development
Do'stlaringiz bilan baham: