Airborne Oil and Gas Program Management Plan

This program management plan outlines the delivery of 550 meters thermoplastic composite pipe flow line, and offshore installation for the Airborne Oil and Gas Program. The program aims to provide disruptive riser in pipe technology for international deepwater applications. The program components include breakdown of the product due to metal end fittings and TCP, determination of program requirements for protection of composite of laminated against the UV light, determination of failure modes on the pipe level, and determination of failure mechanisms by use of section 5 of RP-F119. The program constraints and success criteria include resource constraints, schedule constraints, and scope constraints. The schedule and budget management plan includes reviewing the schedule on a weekly basis, updating the schedule with the current state of work, and delivering the program on the scheduled timeframe and estimated cost. The change management plan includes changes into the financial plan, operation of the program, documentation of lessons learned, implementation program, stakeholder review, and identified risks into the program. The stakeholder management plan includes the program sponsor, program manager, program lead, quality manager, and infrastructure lead team. The communication management plan defines the types of information to be delivered, receive of the information, format to communicate, and time of release. The procurement management plan helps to streamline the process along with equip the procurement divisions with expensive budget along with vendor management. The risk management plan includes lack of support from the top level management, lack of budget and program funding, delay into the program budget, lack of communication, and lack of design blueprint of entire work and improper maintenance of the pipe technology.

AIRBORNE OIL AND GAS
PROGRAM MANAGEMENT
PLAN

Program Description
 The program management plan is based on
Airborne oil and gas program
 Aim to provide with disruptive riser in pipe
technology for the international deepwater
applications
 Installation of subsea configurations and choice
of the installation vessels
 Collaboration with Subsea 7 for design and
installation technology to meet with the client’s
requirements (airborneoilandgas 2017).

Program Scope Statement
 Delivery of 550 meters thermoplastic
composite pipe flow line, and offshore
installation
 Advantage of TCP is no corrosion and
operational cost is cut by 20-30 percent
 Testing of materials, prototype testing,
and offshore installation testing
 Development and testing of the
integrated optical fiber

Program components
 Breakdown of the product due to metal
end fittings and TCP
 Determination of program requirements
for protection of composite of laminated
against the UV light
 Determination of failure modes on the
pipe level
 Determination of failure mechanisms by
use of section 5 of RP-F119

Program constraints and success
criteria
 Resource constraints because of lack of
project resources and have lack of
knowledge in technical field
 Schedule constraints because of delay to
complete the program management plan
 Scope constraints because of the project
are not on track and not meetings with
the project requirements (Fleming and
Koppelman 2016).
 Delivering the program on scheduled
timeframe and estimated cost
 Attending the program meetings on time
 Update the progress regarding the
installation (Harrison and Lock 2017).
 Testing of the qualification programme

Schedule and budget management
 Review the schedule on weekly basis
 Updating schedule with current state of
work which are completed and in-progress
 Program start time is 7th Feb, 2017 and
finish time is 26th June, 2017
 Total budget for the project is $24,304
 Actual execution of project is began and
deliverables are created (Kerzner and
Kerzner 2017).

Change management plan
 Change into the financial plan
 Change into the operation of program
 Change in documentation of lessons
learned concerning about schedule and
budget (Nicholas and Steyn 2017).
 Change into the implementation program
and stakeholder review
 Change into the identified risks into the
program (Turner 2014).

Stakeholder management
plan
 Program sponsor requires to sign off the program
management plan
 Program Manager delivers the program on time
and estimate total program budget
 Program Lead orders, installs and tests the
program equipments
 Quality manager reviews the technical
equipments (Doorley and Garcia 2015)
 Infrastructure lead team reviews the IT
infrastructure which is required for qualification
program

Communication
management plan
 Defining types of the information to be
delivered, receive of the information,
format to communicate and time of
release
 The communication purposes are
converse the status of the plan, update
of the program timeline, and program
update action item status
 The delivery methods are email,
presentation, team meetings, meeting
minutes and conference calls, face-to-

Procurement
management plan
 Helps to streamline the process along
with equip the procurement divisions
with expensive budget along with vendor
management
 Initiation of program request
 Development of program requirements
(Goetsch and Davis 2014).
 Request approval, bid and proposal
review and closure of the program
requirements

Risk management
plan
 Lack of support from the top level
management to motivate the team members
 Lack of budget and program funding
 Delay into the program budget as people are
suddenly taking of leave from the project
(Roos et al. 2017).
 Lack of communication due to gap into culture
and knowledge of program team members
 Lack of design blueprint of entire work and
improper maintenance of the pipe technology

References
 airborneoilandgas 2017. tcp-flowline-qualification-for-shell. [online] Available at:
https://airborneoilandgas.com/news/tcp-flowline-qualification-for-shell [Accessed 5 Oct.
2018].
 Doorley, J. and Garcia, H.F., 2015. Reputation management: The key to successful public
relations and corporate communication. Routledge.
 Fleming, Q.W. and Koppelman, J.M., 2016, December. Earned value project management.
Project Management Institute.
 Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence.
Upper Saddle River, NJ: pearson.
 Harrison, F. and Lock, D., 2017. Advanced project management: a structured approach.
Routledge.
 Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
 Nicholas, J.M. and Steyn, H., 2017. Project management for engineering, business and
technology. Routledge.
 Roos, M.M., Hartmann, T.T., Spit, T.T. and Johann, G.G., 2017. Constructing risks–
Internalisation of flood risks in the flood risk management plan. Environmental Science &
Policy, 74, pp.23-29.
 Turner, J.R., 2014. Handbook of project-based management(Vol. 92). New York, NY: McGraw-
hill.