GDF SUEZ E&P UK Case Study - Webinar Slides

AXELOS.com

David Lloyd October 2015

The Partnership

Project Management

Framework

Q

3

2

0

1

5

(C) GDF SUEZ E&P UK Ltd. part of the ENGIE Group

The Standard Framework

Q3 2015 (C) GDF SUEZ E&P UK Ltd. part of the ENGIE Group 2

Simple, Lean, Agile: minimal mandatory management products

Management by exception: trust your PMs

Customer-supplier based – PRINCE2

Stage gates at key strategic points

Service oriented – fit to ITILv3

Leverage product-based planning

Clear role descriptions and the use of a Project Board not committee

Totally scalable for simple and more complex projects but targeted at sub €5M projects

Develop PM as a discipline and career path

Follow professional body guidelines and established global standards

Be pragmatic not dogmatic in application and leverage portfolio management

PPMF Fundamentals


http://www.scrumalliance.org/

https://www.apm.org.uk/

http://www.managers.org.uk/

Back to Basics: Our Mantras


“Don’t fit a

project into a

framework; tailor

the framework

to the projects”

“There is no such

thing as an IT

project”

“If it wasn’t

documented it

didn’t happen”

Everything is a

partnership – work

with the business

Avoid scope creep

and disagreements

Be pragmatic and

flexible – support your

PMs, don’t fight them

Partnerships Between Customer & Supplier


The Basics of PPMF


Why Still Use Stage Gates At All?


Fitting Into an ITIL Service-Oriented World


Process Flexibility and Adaptability


Adaptability Allows Agility


Working with Projects and Programmes


PPMF Manual

Technical volume for audit

Leaflets

Quick start guide

Templates

Foundation PM course

MSP2010 course

SharePoint Team Sites

A Complete Package


Foundation level project management training

— Not just about the framework

— Broadly aligned to APM Introductory Certificate

— Positive feedback from 100% of participants over 5 years

— To develop career paths and next step training

Support coaching and mentoring after training

MS Project 2010 training also developed

Recommended career path tied into internal training

— Internal 2 day fundamentals course

— APM-IC

— PRINCE2 Foundation

— PRINCE2 Practitioner…

Training Support


“An excellent grounding in PM

techniques/revision for those with

experience; and just as useful, the

discussions and interaction around the

whole topic.”

“Great overview of PPMF in GaS UK as

well as a very good grounding in project

management basics.”

“This was my first formal project

management training and I found the

combination of presentation and

practical exercises really useful. I feel

like I have a grasp on the fundamentals

now and can really see how I can apply

this to some of the upcoming work I

have to do. The course was very clear

and well-presented and the materials

that we have taken away are also

useful.”

“I really enjoyed the sessions and

believe they will be of significant benefit

to GaS UK on our partnership projects

– especially with sponsors etc.

receiving training too.”

“The course provided a good

understanding of the PM principles with

documentation which could be

referenced during the project.”

You need a PMO team

Strong top-down support; sponsorship for this, is everything and without it PM and PMO will fail

Assign roles to existing personnel with agreement

Keep it as simple as possible to give assurance – do not over-govern!

Be prepared to be flexible and pragmatic

Work in the line of business

Coach and mentor, don’t command and dictate

Hire (and fire) dedicated PMs – don't make service people run projects!

Publicise successes that people may copy and follow

Lessons Learnt


Delivered success in E&P

UK since 2010

Deployed in E&P Paris HQ

2013

Deployed in E&P Norway

2014

Deployed in for global E&P

SAP team 2013

Being looked at now by E&P

Germany, Netherlands

Mentioned in the IS PM

Academy course at the

global ENGIE University

2014 as a PRINCE2

implementation

Being looked at by Cofely

NL, Cofely INEO and Cofely

Latin America

Being looked at for some

level of wider ENGIE Group

use for smaller projects

Potential wider use in the ENGIE Group

Published by AXELOS as a

global case study 2015

Presented at SMI E&P IM

Global Conference in

London 2012-2014

Presented at World

Research Group IM

Conference in Houston

2010

Shown at the public ENGIE

Innovation week 2015

Becoming widely known

in public

PPMF A History

Established within E&P Global


https://www.axelos.com/case-studies-and-white-papers/gdf-suez-e-and-p-uk


Project slippage reduced through active

management

Less repeated work

Lessons learnt - fewer repeated mistakes

More teamwork and cooperation

Staff development route

33%Net Promoter Score in 2012

100% management agreement in 2012 that we are

"same or better" than rest of industry at PM

Positive culture of PM starting to evolve

Statistic-beating project success rates

Demonstrable Results


Windows 7 delivered in just six months to over 300 PCs; 11 types of machine reduced to six; 5

OS types reduced to 2

Exchange 2010/Blackberry delivered against Olympic deadline with zero downtime in 4 months

Apple iPhone and Microsoft Lync highly praised delivery

Very successful and major subsurface data cleaning campaign and software deployment

www.gdfsuezep.co.uk UK website project set standard and went on to host Norway website

Cygnus gas field offshore IS campaign delivered against tight and variable project deadlines and

in highly complex environment

Multi-million pound Operations Readiness Programme delivering all necessary software and

hardware over five years in a complex, changing environment

Major SharePoint success with Portal IM Project delivery of new architecture, company-wide file-

data migration from shared drives to Team Sites

Web based GIS exceeded all business expectations for phase I

Notable Successful Projects


http://www.gdfsuezep.co.uk/

Use of a recognised global reference standard in PM: PRINCE2

Ability to start careers in PM and certify using recognised external qualifications

Discharge of your responsibilities for internal audit – and in ENGIE’s case alignment to the major

Group-wide IT Project Management Process

A common language for PM across the company

A flexible, pragmatic framework that works seamlessly with ITIL and Agile

Simple, manageable and understandable governance that is not too burdensome

Scalability for different projects and sizes - not just in IT

Assurance and quality control through reporting and gateways

Governance to help make projects understand business requirements before spending money

Develop working relationships across the business – build those Partnerships

What’s in It For Me?



https://uk.linkedin.com/in/davealloyd

Your Questions


GDF SUEZ E&P UK Case Study - Webinar Slides

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