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Classification: Internal 2010-11-26 Mads Hembre Leading Advisor Risk Management in Projects Risk Management – “A picture of understanding and prioritization”

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Presentation on theme: "Classification: Internal 2010-11-26 Mads Hembre Leading Advisor Risk Management in Projects Risk Management – “A picture of understanding and prioritization”"— Presentation transcript:

1 Classification: Internal Mads Hembre Leading Advisor Risk Management in Projects Risk Management – “A picture of understanding and prioritization”

2 Classification: Internal

3

4 Summary Slide • Step by step… Step by step… • Continuous improvement Continuous improvement • Homepage Network Homepage Network • Presentations, tools, request, examples… Presentations, tools, request, examples… • Risk module users Risk module users • The Risk Management process The Risk Management process • Users from different BU’s Users from different BU’s • From web to R3 From web to R3 • Risk module Risk module

5 Classification: Internal Summary Slide (cont.) • Risk actions and quality control activities Risk actions and quality control activities • Risk based monitoring Risk based monitoring • Functional Description - QRM Functional Description - QRM • Stakeholder and risk management Stakeholder and risk management • Cost assessment Cost assessment • Cost impact Cost impact • Ambition to Action - risks Ambition to Action - risks • Aggregation of Risk Management Aggregation of Risk Management • Network and seminars with participation outside PRC Network and seminars with participation outside PRC • Participating in external boards, networks, seminars Participating in external boards, networks, seminars

6 Classification: Internal Step by step… Revision of WR2404 WR2404“Shall” WR2365 PROUPN, TNE, INT, NG, GBS WR2365 RM in FR05 GLxxOne documentAggregation Risk strategy Global “Customers” Governing documents GL DGSP GL Stakeholder Mgt

7 Classification: Internal Step by step… New ScaleRisk Lite R3 ”Logical aggregation” Contingency vs Register Action calculation Available checklists “Total risk picture” Risk profile New Web Target Cost Risk based Monitoring Development ”Reports across” ”aggregation”

8 Classification: Internal Continuous improvement Risk based Monitoring •Context •Description •Action strategy ”More quantitative” Project Managers agenda Aligned scales Aligned cause categories Aligned – terms/process Awareness “Standard” Risk based processes“Risk Mgt for Mgt” Risk based experience

9 Classification: Internal Homepage Network

10 Classification: Internal Presentations, tools, request, examples…

11 Classification: Internal Risk module users

12 Classification: Internal The Risk Management process

13 Classification: Internal Users from different BU’s * Some few CFO users added to GBS

14 Classification: Internal Risk module Matrixes Action list Risks list Risk Action Reports

15 Classification: Internal Risk actions and quality control activities Project Subprojects Contracts Risk Identification Risk Action Quality System Audit Contract/discipline Examination Assignment Notif y Prep are Exec ute Rep ort Observation s Close-out Follow up Disciplines Risk Assessment Risk Control

16 Classification: Internal A Input Risk based Monitoring Risk Module Risk Breakdown Structure / WBS Monitoring Module -Quality -HSE Categories / Disciplines 1. Target 2. Outcome 3. Objectives/ strategy

17 Classification: Internal Risk based monitoring • Monitoring Activities are one of the tools we have to mitigate threats • Risk actions can be classefied as follow up or monitoring activity.

18 Classification: Internal Functional Description - QRM • Responsibilities: • Quality and Risk Leadership • The Quality and Risk Manager shall be a function reporting to the Project Manager or AOR in projects and shall be a member of the Project Management Team. • Responsible for Quality and Risk Management in the project. • Ensure agreements regulating project with Project Manager or AOR are in place (PAS, PEOPS) • Ensure Quality Assurance of the business case decision process within the project, related documents and products • Drive the project governance and quality and risk management system • Assist the Project Manager in determination of, and in communicating the strategy and objectives of the Project. • Focus on execution performance, customer relations and stakeholders • Focus on quality and risk management as governing principles • Promote management system reviews based on decision gate recommendations from the Corporate Project Review and results of monitoring activitiesCorporate Project Review • Facilitate the continuous improvement process by experience gathering and transfer to/from other projects and basis organisation • Promote quality and risk management awareness and culture within StatoilHydro, project and contractors organisation • Risk Management • Establish risk management programme in accordance with best practice and governing documentsrisk management programme • Establish and update risk register with qualitative risk description as basis for contingency analysis and the Audit and Examination programAudit and Examination program • Provide input into risk identification for contractors selection and contracts award process • Provide input into contract for defining required risk management system • Facilitate risk assessment process and promote timely close-out of risk actions • Identify trends and top-10 risks to field/portfolio risk assessments, where required • Participate in Quality and Risk networks and process development within basis organisation • Experience required: • Qualification: • Required Training: • Statement: • Deliveries per phase:

19 Classification: Internal Stakeholder and risk management

20 Classification: Internal Cost assessment 50%? % C o n ti n g e n c y Deviatio n •Cost •Progres s •Both ReserveReserve CCE

21 Classification: Internal Cost impact

22 Classification: Internal Aggregation Business Cluster Field Projects Projects Top 10 pr. MPPx Top 10 pr. field 1 Top 10 domene ODV MPPx OsebergTrollGullfaksOther V&M X B&B Y PRO MOD Project A V&M X B&B Y PRO MOD Project A V&M Z V&M C B&B A PRO MOD Project A V&M A B&B A PRO MOD Project A

23 Classification: Internal Ambition to Action - risks MiS Link to Risk Map

24 Classification: Internal Last month use of PimsWeb

25 Classification: Internal Network and seminars with participation outside PRC • Risk network meeting 2008 • Quality and risk network meetings with external participations – 2009 (8/10 score from participants) – 2010 (8/10 score from participants) • Risk day with UPN, training of risk mgt resources UPN • Training of Contractors in UPN (V&M) • Risk Management presentations (SINTEF, Forsvaret, Proactima, UiS, other internal departments, TNE, GBS, INT) • Understanding Statoil Way (internal participations)

26 Classification: Internal Agenda day 1 before lunch Continuous ImprovementMutually beneficial supplier relationships Stream facilitator: Terje Hatlem Stream facilitator: Jørn-Ivar Hellesnes Introduction - news from the networks, Mads Hembre and Sidsel W. Storaas Risk and Human factors - Neil Hanley - Corporate HR Snack Break Fast track – Vigdis NV, Helge E W Albertsen, Project Leader Efficient monitoring at site Terje Fjerdingen, QRM Stjørdal CAR/PER experience, Stein Håland, Chief Engineer Monitoring plan - how to build up, risk based. Jan Hegland, QRM SMIL Projects Lunch

27 Classification: Internal Agenda day 1 after lunch Continuous ImprovementMutually beneficial supplier relationships Stream facilitator: Terje Hatlem Stream facilitator: Jørn-Ivar Hellesnes Statoil Management System - new solution for the future. Christian Solevågseide, CSO CMS Residual risks, how to handle? John Zhao, QRM Early phase News from PIMS ExTra, Risk and Monitoring Tor-Arne Kongsgård, Experience coordinator, QRM, Arild Røksund, Omega, Xueyuan Chen, QRM Stakeholder management, Kari Hege Mørk, TNE Wind Sheringham Shoal The role as Leading Auditor - professionalism, strategy and purpose, 1st party/2nd party - Rune E. Andersen, COA Break Den Magiske formelen for Arbeidsglede Tore Holtskog fra Holtskog & Co 1900 Aperitif and dinner

28 Classification: Internal Agenda day 2 before lunch Continuous ImprovementMutually beneficial supplier relationships Stream facilitator: Tor Brynildsen Stream facilitator: Agathe Holmefjord Introduction and welcome, Magne Otterå Importance of management system - practical group work/icebreaker Facilitator: Raymond Rød, QRM Kvitebjørn Project Increased focus on QRM Processes - How Statoil works with QRM, Mads Hembre and Sidsel W. Storaas Tools and techniques for team risk management, Tore Solgård, QRM Troll B GI Project Risk Management – an integrated approach for ensuring project success from feasibility and throughout project execution. Paul Torgersen, Manager, Metier AS Lunch

29 Classification: Internal Agenda day 2 after lunch Continuous ImprovementMutually beneficial supplier relationships Stream facilitator: Tor Brynildsen Stream facilitator: Agathe Holmefjord Creating a culture for Quality Toyota Norge, Kjetil Jenssen, HR Snack break "Quality system audits" and "Examinations" - what are they and why are they important? Oddbjørn Tolo, QRM Troll field Use of Frame agreements Thomas Aspelund, Category responsible, Piping and Valves Technical Equipment & Services PRO PSR OPM Strategic Procurement Frame Agreements Sum up, day 2, experience, improvement and next meeting

30 Classification: Internal Participating in external boards, networks, seminars • Prosjekt 2009 – Leading adv risk management : Speech • Energy Project Management 2009 – Leading adv. risk management : Speech • Lifecycle Risk Management For Offshore Renewable – Risk Management: Speech • Kvalitetsdagene 2010: Leading advisor risk management : Speech • Local seminars NFKR: Speeches (Stavanger) • Presentation of Risk Mgt for different students (Stavanger, Trondheim)

31 Classification: Internal Supporting universities/academia/corporate trainees, courses MASTER STUDENTS • Several master students have had leading advisors as during the master thesis work – Camilla Knatten, Hanne Eng Sørlid, Valiander Shaila • These activities secure recruitment of young professionals into project control, provides good relations with academia and provide the leading advisor with new ideas. • PROJECT ACADEMY – Basic, Essential, Field Dev. – One day risk course (4 times a year) – Business Development – Risk Course – ½ day risk based monitoring – ½ day risk management GBS • PUS – Praktisk usikkerhetsstyring (Statoil, Telenor, Forsvaret, Vegvesnet, Jernbaneverket, Statsbygg) – research program – Several master students, 1 doctor Hans Petter Krane – Several workshops, forum days with involved partners (Statoil arrange 1)

32 Classification: Internal Study of project risk management • 7 different projects (onshore, offshore, ex Statoil, ex Hydro, StatoilHydro) • Risk reports • Interview with key persons in projects

33 Classification: Internal List of activities • Facilitate workshops, INT, TNE, PRO, GBS, UPN • Trained users in same areas • Uncertainty analysis, Valemon, SFLL, SN2040, (pilot use of IpresField) • Improved Homepage for Leading Advisors • INT BD risk coordinator • Support UPN – training, development of risk mgt in MPPx • Improved Stakeholder mgt • Aligned with WR2404, new revision of WR2404 coming soon • Early Phase risk management • Target Cost

34 Classification: Internal Short history • Changes after merger – Jan 2008 – Some modifications – Revised gov. documents – Process oriented (Identification, assessment and action) • All new project with same platform – April 2008 – Automatic aggregation – Standard reports • New general mgt. Process – Oct 2008 – ISO standard & new definitions – Business process modelling – Network meeting • All on same platform – Nov 2008 • Report Portal – Dec 2008 • Risk Lite – introduction – Jan 2009 PimsWeb Quality Risk SuperVision WD Hydro Risk…

35 Classification: Internal Cont. short history • Increased no of users PRO • Network meeting in April 2009 • Implementation MPPx and other BA’s • August 2009 – R3 • 2010 – Risk Extended •Total picture (business case and investment project) •Target Cost reflected in risk module – R3 Monitoring Module •Quality •HSE – Several revisions of risk mgt in projects

36 Classification: Internal History and future

37 Classification: Internal User activity

38 Classification: Internal From web to R3 Risk module Monitoring module Supplier info. EXperience TRAnsfer module • Risk Management Module • Monitoring Module • Experience Transfer Module • Link supplier information

39 Classification: Internal Adjustments… P1-25 P1-5P5-25 P P50-75P75-100

40 Classification: Internal Aggregation of Risk Management PRO LED Business Cluster Business Unit Field Projects Projects Top 10 pr. cluster 2 Top 10 pr. unit 2 Top 10 pr. field 1 Top 10 pr. project 1 PRO Top 10 Risk Register 2 PRO PRO ONO Bergen OsebergTrollGullfaksOther Project A Project B Project C Project A Project B Project C Project A Project B Project C Project A Project B Project C

41 Classification: Internal Sleipne r MPPx MPPB MPPN Snorre Statfjor d Huldra NorneSnøhvitNjord Kristin Heidrun Kvitebjørn Heimdal Gullfaks Grane Glitne Gimle Brage Åsgard MPPS OsebergTordisVeslefrikkTroll Aibel Visund Volve AOP tampen Reinertsen Aker/ Reinertsen Deutag/KCA Seawell Odfjell Keppel AOPMaersk Ved aggregering fra ”underliggende” domener vil all relevant identifikasjons informasjon bli aggregert opp til overliggende domener SNOREV RS2010

42 Classification: Internal Distribute risks SDTProject A Sub Project level Project B Project C Project D

43 Classification: Internal Risikostyring i Statoil U&P NMarianne Bjelland, HMS-direktør UPN Status implementering av risikostyringØystein Kolstad, HMS-leder MPPN Erfaringer med risikostyring og PIMS webKenneth Berge Larsen, Aibel Erfaringer med risikostyring og PIMS webRobert Almås, AkerReinertsen Pause Erfaringer med risikostyring og PIMS webBjørn Aksnes, Aker Solutions 1045 – 1100Erfaringer med risikostyring og PIMS webTerje Hartveit, Oppdragsleder MPPS Ny funksjonalitet i PIMS R3 Roger Reksten Stølsnes, PRO Lunsj Risikoidentifikasjonsmøte – live performanceRoger Reksten Stølsnes, PRO Registrerte risiki og aggregering på ulike nivåBerit Cock, HMS-leder MPPS Pause Se mulighetene i prosjektetAgnar Johansen, SINTEF Oppsummering/ premiering/ veien videreØystein Kolstad, HMS-leder MPPN Risikostyringsforum

44 Classification: Internal Classification: Internal Status: Draft Aggregation Risikoelement 2 Risikoelement 1 Prosjekt i AOP-domenet AOP- domenet Seawell- domenet AOP- domenet Seawell- domenet Statfjord C Tilhører Statfjorddomenet Statfjord A Tilhører Statfjorddomenet Statfjord- domenet Sub Top – 10 Snorre- domenet Sleipner- domenet MPPS- domenet Top – 10 Statfjord B Tilhører Statfjorddomenet AOP- domenet Seawell- domenet SFLL- Domenet (PRO)

45 Classification: Internal Ny domene struktur MPPS Statfjord Statfjord A Aker Prosjekt 1 SN Prosjekt 1 SF Prosjekt 1 Gullfaks Aibel Prosjekt 1 SLP OdfjellPro ModSeawell Aker Reinertsen Statfjord BStatfjord C Forskjellige farger indikerer forskjellige domener Viktig alle leverandører kan skille på installasjon i den enkelte domene

46 Classification: Internal Classification: Internal Status: Draft Oppdrags-leder Leverandør Kontinuerlig jobbing med risikobildet Arbeidsprosess for oppdatering av risikobilde i MPPX Super-bruker Sektorleder/Modifikasjons-leder HMS-leder Definere Sub Top Ten pr. 1. Prosjekt 2. Installasjon 3. Domene Ta ut Top Ten- lister som del av måneds- rapportering Aggregere risiki fra leverandør- domener til domenet for aktuelt felt (Statfjord etc.) Gjennomgang av egne og aggregerte risiki, og markere Sub Top Ten for den aktuelle installasjon. Møte for å definere Top Ten for feltet (Statfjord etc.) og nominere Top Ten for MPPX-domenet Aggregere risiki til MPPX- domenet og Re-markere Top Ten fra forrige periode Markere nye Top Ten- nomineringer. Oppdatere MPPx Top Ten-risiki Publisere MPPX risikobilde Ta vekk markeringer i MPPX-domenet fra forrige periode for de aggregerte risiki MPPSLED

47 Classification: Internal Risk Management – A picture of understanding and prioritization Mads Hembre Leading Advisor Risk Management in Projects tel: Thank you 47 “the essence of project management is risk management”


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