Program Management Plan for Airborne Oil and Gas Program

This program management plan outlines the scope, components, dependencies, constraints, and success criteria for the Airborne Oil and Gas Program. It also includes a schedule and budget management plan, as well as a change management plan.

Running head: PROGRAM MANAGEMENT PLAN
Airborne oil and gas program
Name of the Student:
Name of the University:

1PROGRAM MANAGEMENT PLAN
Table of Contents
1.0 Program description...................................................................................................................2
1.1 Program overview..................................................................................................................2
1.2 Program outcome and deliverable.........................................................................................2
2.0 Program scope...........................................................................................................................3
3.0 Program components, dependencies, constraints and success criteria......................................3
3.1 Program components.............................................................................................................3
3.2 Program dependencies...........................................................................................................5
3.3 Program constraints...............................................................................................................7
3.4 Program success criteria........................................................................................................8
4.0 Baseline benefits and current benefits.......................................................................................8
5.0 Schedule and budget management.............................................................................................9
6.0 Change management plan........................................................................................................12
7.0 Stakeholder management plan.................................................................................................15
8.0 Communication management plan..........................................................................................16
9.0 Procurement management plan................................................................................................17
10.0 Risk management plan...........................................................................................................19
References......................................................................................................................................22
Bibliography..................................................................................................................................24

2PROGRAM MANAGEMENT PLAN
1.0 Program description
Program title: Airborne oil and gas program
Program Manager: Please insert your name
Estimated program start date: 07/02/017 Estimated program end date: 26/06/2017
1.1 Program overview
Airborne oil and gas program announced June 26 as it has being commencing an
qualification program of the thermoplastic composite pipe (TCP) rise for the deepwater as well
as dynamic applications for its major operator within South America. Airborne oil and gas
adopted its design approach when it comes to choose of its materials to build the pipe. It is one
of the largest trading companies that support development of technology along with
popularization worldwide. This particular program was collaboration with Subsea 7, London,
UK those are providing global rise behavior as well as installation analysis (airborneoilandgas
2017). This program is aimed to provide with disruptive riser in pipe technology for the
international deepwater applications. This program delivered with a low cost solution for entire
installation process in terms of subsea configurations as well as choice of the installation vessels.
1.2 Program outcome and deliverable
The outcome of this Airborne oil and gas program is that TCP will become compelling
solutions for the future deepwater fields. This pipe technology has disrupting probable as simple
pipe and uncomplicated solutions which cam remove requirement of buoyancy needs. Working
with the oil and gas, there is collaboration with Subsea 7 that brings design as well as installation
technology for providing complete solutions to the clients (airborneoilandgas 2017).

3PROGRAM MANAGEMENT PLAN
The key deliverables of this program are project management plan, training plan,
configuration management plan and testing, project charter, communication and stakeholder
plan, as well as risk register.
2.0 Program scope
The scope of this Airborne oil and gas program includes the delivery of 550 meters TCP
flow line, offshore installation, engineering along with field support. There is also a 6 inch TCP
flow line which is to be installed within 30 meters of water depth connecting two of the
platforms located offshore Malaysia. It is comprised with client particular qualification
programme towards requirements of “American Petroleum Institute (API). The in-scope of this
program is testing of materials, prototype testing, offshore installation testing (airborneoilandgas
2017). The out scope of this program is development and testing of the integrated optical fiber
conditions monitoring along with up scaling of the technology.
3.0 Program components, dependencies, constraints and success criteria
3.1 Program components
The program components are as follows:

4PROGRAM MANAGEMENT PLAN
Component
Name
Person
Responsible
for
Component
Description of
Component
Primary
Deliverable
of
Component
Status
(proposed,
approved
to start, in
progress,
complete)
Start
Date
End
Date
Breakdown of
the product
Program
Manager
The products are
broken own
which consisted
of metal end
fittings and
TCP.
Program
Management
Plan
In progress March
28
April
15
Determination
of program
requirements
Program
Manager
The main
function of TCP
cover is
determined to
protect
composite of
laminated
against the UV
light.
Program
Management
Plan
Approved April
18
April
29
Determination Program The failure Program In progress May 2 May

5PROGRAM MANAGEMENT PLAN
of failure
modes
Manager modes are on
the pipe level.
Management
Plan
25
Determination
of failure
mechanisms
Program
Manager
The failure
mechanisms are
determined as
per section 5 of
RP-F119.
Program
Management
Plan
In progress June 3 June
15
3.2 Program dependencies
WBS Task Name WBS Predecessors
1 Program planning and processes
1.1 Introducing and planning for program success
1.2 Peer review and post implementation review 1.1
1.3 Execution of plan and improving practices 1.2
1.4 Pre-feasibility and feasibility checklists 1.3
2 Program implementation and control
2.1 Cost, schedule and control 1.4
2.2 Facilitating the risks and safety 2.1
2.3 Managing the oil field development 2.2

6PROGRAM MANAGEMENT PLAN
2.4 Risk management 2.3
2.4.1 Marginal field and subsurface risks
2.4.2 Subsea development 2.4.1
3 Project execution phase
3.1 Detailed oil and gas engineering details 2.4.2
3.2 Pipeline installation 3.1
3.3 Facilities construction 3.2
3.4 Drilling operations 3.3
3.5 Production operations 3.4
3.6 Decommissioning 3.5
4 Project closure plan
4.1 Final program review 3.6
4.2 Final program report 4.1
4.3 Sign off the program management plan 4.2

7PROGRAM MANAGEMENT PLAN
3.3 Program constraints
In this program, there are three main constraints such as resources, schedule and scope. It
is required for the project manager to determine the resource, schedule and scope constraints
which affect successful completion of this program work on scheduled time (Kerzner and
Kerzner 2017). The below table provides with tripe constraint flexibility matrix, which provides
guidance to the project manager about the constraints in areas when determination of the trade
offs in planning in addition to change control.
Flexibility Least Somewhat Most
Resources 
Schedule 
Scope 
Table 1: Triple Constraint Flexibility Matrix
In this program, resource constraint is occurred when there is lack of project resources
and proper people are not hired as per their expertise and program requirements. Therefore, it is
required to hire of proper project resources, so that all the program tasks are distributed among
the project team members. Schedule constraint is occurred when the program is not able to
complete on time as per planned time, it is caused when there are sudden addition of the
participants into the program (Turner 2014). The scope constraints are occurred when the project
is not on track and not meetings with the project requirements. It is occurred when the program is
not able to meet deliverables and activities that define the program boundaries.

8PROGRAM MANAGEMENT PLAN
3.4 Program success criteria
The success criteria of this program are that the program manager delivers the program
on provided timeframe as well as estimated cost. The manager requires working directly with the
employees those are expertise into advanced technology implementation and ensuring that the
deliverables are meet with client’s opportunities (Larson and Gray 2015). The other success
factors are attending the program meetings on time, update the progress regarding the installation
and testing of the qualification programme.
4.0 Baseline benefits and current benefits
The baseline benefits the program by evaluating the progress of that program and
performing of the forecasting. Into this work, there are three major baselines such as scope,
schedule as well as cost baseline. Based on scope baseline, the program is provided with a
detailed scope statement that there is delivery of 550 meters TCP flow line, offshore installation,
engineering along with field support. The schedule baseline is final approval of the project and it
is being approved by the project stakeholders used as actual data to complete the program on
time. The cost baseline provides with aggregate of the cost of all the project activities plus the
contingency reserve. The qualification program is performed at Airborne Oil & Gas
manufacturing facility, Netherlands and it was completed by the year 2017. The current benefits
of this program are that Airborne oil and gas help to reduce cost of subsea developments into the
deep waters.

9PROGRAM MANAGEMENT PLAN
5.0 Schedule and budget management
WBS Task Name Duration Start Finish Resource Names Cost
0
Airborne Oil and
Gas Program
100 days Tue 2/7/17 Mon 6/26/17 $24,304.00
1
Program planning
and processes
11 days Tue 2/7/17 Tue 2/21/17 $3,368.00
1.1
Introducing and
planning for
program success
3 days Tue 2/7/17 Thu 2/9/17
Program Manager,
Program Lead
$840.00
1.2
Peer review and
post implementation
review
2 days Fri 2/10/17 Mon 2/13/17
Program Lead, Program
Manager, Program
Sponsor
$832.00
1.3
Execution of
plan and improving
practices
4 days
Tue
2/14/17
Fri 2/17/17
Program Manager,
Program Sponsor
$1,184.00
1.4
Pre-feasibility
and feasibility
checklists
2 days
Mon
2/20/17
Tue 2/21/17
Program Manager,
Quality Manager
$512.00

10PROGRAM MANAGEMENT PLAN
2
Program
implementation and
control
18 days
Wed
2/22/17
Fri 3/17/17 $3,072.00
2.1
Cost, schedule
and control
2 days
Wed
2/22/17
Thu 2/23/17
Program Sponsor,
Program Lead, Program
Manager
$832.00
2.2
Facilitating the
risks and safety
4 days Fri 2/24/17 Wed 3/1/17 Risk Manager $320.00
2.3
Managing the oil
field development
7 days Thu 3/2/17 Fri 3/10/17
Quality Manager, Risk
Manager
$1,232.00
2.4
Risk
management
5 days
Mon
3/13/17
Fri 3/17/17 $688.00
2.4.1
Marginal field
and subsurface risks
2 days
Mon
3/13/17
Tue 3/14/17 Risk Manager $160.00
2.4.2
Subsea
development
3 days
Wed
3/15/17
Fri 3/17/17
Quality Manager, Risk
Manager
$528.00
3
Project execution
phase
53 days
Mon
3/20/17
Wed 5/31/17 $13,888.00
3.1 Detailed oil and
gas engineering
10 days Mon Fri 3/31/17 Program Lead, Program
Manager, Quality
$3,760.00

11PROGRAM MANAGEMENT PLAN
details 3/20/17 Manager
3.2
Pipeline
installation
12 days
Mon
4/3/17
Tue 4/18/17
Infrastructure lead team,
Quality Manager,
Constructor
$3,072.00
3.3
Facilities
construction
9 days
Wed
4/19/17
Mon 5/1/17
Quality Manager,
Constructor
$1,584.00
3.4
Drilling
operations
7 days Tue 5/2/17 Wed 5/10/17
Constructor,
Infrastructure lead team
$1,120.00
3.5
Production
operations
8 days
Thu
5/11/17
Mon 5/22/17
Constructor,
Infrastructure lead team,
Program Manager
$2,560.00
3.6
Decommissionin
g
7 days
Tue
5/23/17
Wed 5/31/17
Constructor,
Infrastructure lead team,
Quality Manager
$1,792.00
4
Project closure
plan
18 days Thu 6/1/17 Mon 6/26/17 $3,976.00
4.1
Final program
review
7 days Thu 6/1/17 Fri 6/9/17
Program Lead, Program
Manager
$1,960.00
4.2 Final program 10 days Mon Fri 6/23/17 Program Manager $1,600.00

12PROGRAM MANAGEMENT PLAN
report 6/12/17
4.3
Sign off the
program
management plan
1 day
Mon
6/26/17
Mon 6/26/17
Program Lead, Program
Manager, Program
Sponsor
$416.00
6.0 Change management plan
Fleming and Koppelman (2016) proposed that change management plan defines the
program activities as well as roles for management and control of changes throughout the
execution and control stage of the program management plan. It provides details regarding
change into project scope, budget, schedule and quality. Following table is the change request
form which helps the program manager to determine the changes into entire program:
Project Information
Project Title: Airborne oil and gas program Project Number: PM2003
Program Manager: Please insert your name
Section 1: Change Request
Requestor Name: John Smith Date of Request: 3rd
June, 2017
Change Request Number:
Supplied by (PM)
Item to be Changed: Priority:

13PROGRAM MANAGEMENT PLAN
 Change into the financial plan
 Change into the operation of program
 Change in documentation of lessons learned concerning
about schedule and budget
 Change into the implementation program and
stakeholder review
 Change into the identified risks into the program
All the possible and
mentioned changes are done
at highest priority so that
there is possibility of fewer
risks into the program plan.
Description of Change:
1. Change into the financial plan causes change into the total budget as the estimated cost
for the program is too less and there are chances of over budget.
2. Change into required materials as well as equipments so that it will be supplied on time,
prevents from project delay and cost increased.
3. Change into the risks overcomes with causing delay into program work.
4. Installation of the low cost solution offers flexibility to the operators and flexibility in
terms of subsea configurations
5. Deployment of the pipe technology to enable documentations
Estimated Cost & Time:
The estimated cost is $24,304.
Start time of the program is 7th February, 2017 and end time is 26th June, 2017.
Section 2: Change Evaluation
Evaluated by: Program Manager Work Required:

14PROGRAM MANAGEMENT PLAN
A proper change request form is required.
What is Affect: The objectives of project are
meeting when there are rapid changes into the
business operations of Airborne oil and gas.
Impact to Cost, Schedule, Scope, Quality:
 There is increase into time and reduction into the program scope. The program cost is
increased when more resources are added to the plan to meet scheduled timeframe.
 Change into the time causes delay into entire program.
 There is change into the quality of the raw materials, causes providing of higher
customer satisfaction. The poor quality reduces the project success criteria; therefore a
quality metrics is used.
Section 3: Change Resolution
Accepted Approved by :
Program Manager
Signature: Date:
Section 4: Change Tracking
Completion Date:
26th June, 2017
Completed by:
Program Manager
Signature: Date:
26/06/2017

15PROGRAM MANAGEMENT PLAN
Table 2: Change management plan for Airborne oil and gas program
7.0 Stakeholder management plan
Harrison and Lock (2017) discussed that stakeholder management plan is process to
develop strategies to engage the stakeholders through the program lifecycle. The program
stakeholders are analyzed based on requirements, interests in addition to potential impact on the
success of the Airborne oil and gas program. The stakeholders share the information as well as
findings into the form of management plan with the project team members.
Role of
stakeholder
Requirements Expectations Category Interest Influence
Program
Sponsor
Sign off the project
budget related
decisions
Moderate
involvement
into the
program
External Moderate High
Program
Manager
The project is to be
delivered on time
and into estimated
budget.
Higher
involvement
into the
program
Internal High High
Program
Lead
Ordering, installation
and testing of the
equipments
Moderate
involvement
into the
program
Internal Moderate Medium
Quality No quality issues and Moderate Internal High Medium

16PROGRAM MANAGEMENT PLAN
Manager used of quality
metrics to review the
technical
equipments.
involvement
into the
program
Infrastructur
e lead team
The changes are not
affected the uptime
of system.
Moderate
involvement
into the
program
External Moderate Medium
Table 3: Stakeholder management plan for Airborne oil and gas program
8.0 Communication management plan
Nicholas and Steyn (2017) stated that the communication management plan for Airborne
oil and gas program is processed to define types of the information to be delivered, receive of the
information, format to communicate and time of release as well as information distribution
among the project team members. Heagney (2016) argued that 90% of the program manager’s
job is spent on the communication as it is required to ensure that each one gets right message at
right time.
Deliverables Recipient Delivery
method
Schedule Responsible
The information
related to the
program
The project team
members
Team meetings
and conference
calls, face-to-
Daily basis Program
Manager

17PROGRAM MANAGEMENT PLAN
face
communication
Status of the
program plan
The project team
and steering
committee
Email and
presentation
Weekly basis Program
Manager
Update of the
program timeline
The project team
members
The program
meetings and
SharePoint’s
Weekly basis Program
Manager
Program update
action item status
Program
Manager
Team meetings
and email
Weekly basis Program Team
Risks into the
program
Risk Manager Risk documents
and meeting
minutes
Monthly basis Program
Manager
Details regarding
the program
schedule and
budget
Program
Manager
Email and
presentation
Weekly basis Program
Manager
Schedule
milestones
Program
Manager
Email and
presentation
Weekly basis Program
Manager
Table 4: Communication management plan for Airborne oil and gas program

18PROGRAM MANAGEMENT PLAN
9.0 Procurement management plan
Goetsch and Davis (2014) discussed that the procurement management plan is required to
communicate people concerned how required inventory as well as vendors are required for
specific project that are required to be managed. The procurement services for this particular
program helps to streamline the process along with equip the procurement divisions with
expensive budget along with vendor management. Doorley and Garcia (2015) argued that the
plan describes the processes, technologies along with people those are combined for getting best
program outcomes.
Procurement
management activities
Date
administered
Participant
roles
Contract type Category
Initiation of program
request
March 28 Program
Manager
Form fixed
price contracts
Services
Development of program
requirements
April 18 Project
Sponsor and
Program
Manager
Form fixed
price contracts
Services
Request approval May 2 Program
Manager
Form fixed
price contracts
Services
Bid and proposal review June 3 Project
Sponsor and
Program
Manager
Form fixed
price contracts
Hardware
Contract management June 14 Program Form fixed Hardware

19PROGRAM MANAGEMENT PLAN
Manager price contracts
Closure of the program
requirements
June 26 Project
Sponsor and
Program
Manager
Form fixed
price contracts
Hardware
Table 5: Procurement management plan for Airborne oil and gas program
10.0 Risk management plan
The risk management plan is such a document which is used to determine the project
risks, its impact and define the responses to the programs issues (Hubicki 2014). Probability and
consequences of the risks are analyzed to determine the risk level so that the project team
members to examine the impact of those risks into the program plan. The risks are analyzed by
use of risk matrix which is shown as:
Types of risk Responsi
ble
Person
Probability Consequence Impact Risk
level
Proposed
Mitigation
Action
Lack of executive
support: There is
lack of support
from the top level
management to
motivate the team
members to
participate into the
qualification
program
(Hartmann and
Program
Manager
Moderate Medium Major Mediu
m risk
Regular basis
communicatio
n is required
among the
stakeholders
so that the
executive
support is
required into
the program

20PROGRAM MANAGEMENT PLAN
Spit 2016). plan.
Budget risk: There
are additional
resources are
added into the
program so that the
estimated budget
becomes over
budgeted.
Program
Sponsor
Moderate Medium Extreme High
risk
There is
required of
proper budget
management
plan so that
there are no
chances of
over budget of
the plan.
Schedule risk: The
schedule of the
project is delayed
when any of the
project resources
have taken leave
suddenly from the
program (Roos et
al. 2017).
Program
Manager
Likely Low Minor Mediu
m risk
Proper back
up will be
done on the
program
resources so
that when any
people have
taken leave,
then other
resources
should do
their work.
Communication
issue: All the
project
stakeholders are
not communicated
with each other
properly, therefore
there are high
communicational
gap among the
project team
members.
Unlikely Medium Minor Low
risk
A proper
communicatio
n plan is
required
among the
project team
to share of
information
among each
other’s
(Sadgrove
2016).
Technology issue:
There is lack of
design blueprint of
entire work, and
IT
Manager
Likely Medium Major High
risk
All the
designs and
maintenance
work are to be

21PROGRAM MANAGEMENT PLAN
there is improper
maintenance of the
pipe technology
(Fearn-Banks
2016).
carried out on
time from
point of view
of cost and
architecture as
well as
program
quality.
Table 6: Risk management plan for Airborne oil and gas program
Impact
Trivial Minor Moderate Major Extreme
Probability Rare
Unlikely Communication
issue
Moderate Lack of
executive
support
Budget
risk
Likely Schedule risk Technology
issue
Very
likely
Table 7: Risk register for Airborne oil and gas program
From the above table, it is analyzed that the high risks which would affect the entire
program are budget risk and technology issue, therefore it is required to mitigate those issues so
that it cannot hamper the entire Airborne Oil and Gas program management plan. A proper
budget plan and technical plan are required so that the installation works are carried out properly
and on time.

22PROGRAM MANAGEMENT PLAN
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.
Fearn-Banks, K., 2016. Crisis communications: A casebook approach. 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.
Hartmann, T. and Spit, T., 2016. Legitimizing differentiated flood protection levels–
Consequences of the European flood risk management plan. Environmental Science &
Policy, 55, pp.361-367.
Heagney, J., 2016. Fundamentals of project management. Amacom.
Hubicki, M., 2014. Risk Management Plan.
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.

23PROGRAM MANAGEMENT PLAN
Larson, E.W. and Gray, C.F., 2015. A Guide to the Project Management Body of Knowledge:
PMBOK (®) Guide. Project Management Institute.
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.
Sadgrove, K., 2016. The complete guide to business risk management. Routledge.
Turner, J.R., 2014. Handbook of project-based management(Vol. 92). New York, NY: McGraw-
hill.

24PROGRAM MANAGEMENT PLAN
Bibliography
Crawford, J.K., 2014. Project management maturity model. Auerbach Publications.
De Araújo, M.C.B., Alencar, L.H. and de Miranda Mota, C.M., 2017. Project procurement
management: A structured literature review. International Journal of Project
Management, 35(3), pp.353-377.
Fuller, M.A., Valacich, J.S., George, J.F. and Schneider, C., 2017. Information Systems Project
Management: A Process and Team Approach, Edition 1.1. Prospect Press.
Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper
Saddle River, NJ: pearson.
Heldman, K., 2018. PMP: project management professional exam study guide. John Wiley &
Sons.
Marchewka, J.T., 2014. Information technology project management. John Wiley & Sons.
Sallis, E., 2014. Total quality management in education. Routledge.
Whitaker, S., 2016. Procurement Management. In Pass the PMP® Exam (pp. 405-444). Apress,
Berkeley, CA.
Yingkun, W.U., Zhang, J., Shen, F. and Liu, Y., 2016. Improvement and Application of Drug
Procurement Management Module in Our Hospital. China Pharmacy, 27(22), pp.3099-3101.